The Project For Capacity Development On Water Supply in Semi-Urban Areas in Nepal

FEDERAL DEMOCRATIC REPUBLIC OF NEPAL
MINISTRY OF URBAN DEVELOPMENT

DEPARTMENT OF WATER SUPPLY AND SEWERAGE
THE PROJECT FOR CAPACITY

DEVELOPMENT ON WATER SUPPLY
IN SEMI-URBAN AREAS
IN NEPAL
FINAL REPORT
October 2013
JAPAN INTERNATIONAL COOPERATION AGENCY

NJS CONSULTANTS CO., LTD.
NP
JR
13-001
The Project for Capacity Development on Water Supply in Semi-urban Areas
Final Report
Table of Contents
Abbreviation
Location Map
Contents of Final Report
CHAPTER 1 OUTLINE AND ACHIEVEMENT OF THE PROJECT IMPLEMENTATION 1-1
1.1 Background of the Project 1-1
1.2 Objectives and Indicators of the Project 1-2
1.3 The Project Major Achievement 1-4
1.4 Recommendations from the WASMIP 1-7
1.5 PDM and PO 1-10
1.6 WASMIP Model 1-13
CHAPTER 2 PROJECT IMPLEMENTATION AND ACHIEVEMENT 2-1
2.1 Scope of Work 2-1
2.2 Parties Involved in the Project 2-6
2.3 Japanese Experts and Personnel Schedule 2-7
2.4 Nepal Side Contribution 2-11
2.5 Revisions of PDM 2-12
2.6 Public Awareness and Public Relations 2-15
CHAPTER 3 PROJECT ACTIVITES AND OUTCOMES 3-1
3.1 Strategy for Technical Transfer 3-1
3.2 Major Outcomes of Technical Transfer 3-5
3.2.1【Output 1】 3-5
(1) Preparation of Inception Report (Draft) 3-5
(2) Presentation /Discussions on IC/R 3-5
(3) Baseline Study (B/S) 3-5
(4) Capacity Assessment on C/P Agencies Organization 3-9
(5) Setup and Review of PDM Indicators 3-19
st
(6) Holding JCC/PMC Meeting (The 1 Year) 3-22
(7) Training on Monitoring System and Operation Method 3-22
st
(8) The 1 Monitoring Study and Summarizing of Outcome 3-24
(9) Resident Enhancement Activities on Conflict Management Considerations and Stake- holder
Consensus-Building Training 3-26
nd
nd
(24) The 2 Monitoring and Summarization of its Outcome, Manners of Utilization Methods,
such as Plan Decision and Budget Allotment etc. and Initiating Monitoring/Evaluation Liaison
Conference for Business Operation 3-30
(33) Hold Seminar on Reporting of Activity Outcome by the 3 WUSCs through Water Supply
Utilities Liaison Conference in Each District 3-30
rd
(36) Hold Workshop on Practical Use Methods, such as Results from Implementation of the 3
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Monitoring, Plan Decision and Budget Allotment 3-31

(37) Hold Monitoring/Evaluation Liaison Conference for Business Operation 3-31
rd
th
(49) The 4 Monitoring and Summarization of its Outcome and Develop Future Directional
Movement 3-33
(50) Holding Liaison Conference on Monitoring/Evaluation for Business Operation on Water
Supply Utilities 3-34
rd
(51) The 3 Year Resident Awareness Raising Activities on Conflict Management Considerations
and Stakeholder Consensus-Building Training 3-35
3.2.2【Output 2】 3-37
(10) Formulation of OJT Program on the 3WUSCs Based on Results by Capacity Assessment
Study 3-37
(11) OJT on O&M for Water Treatment Plants 3-39
(12) Preparation of Draft SOP on O&M for Water Treatment Plants 3-42
(13) OJT on O&M and New Planning Formulation for Water Distribution Facilities 3-42
(14) Preparation of Draft SOP on O&M and New Planning Formulation of Water Distribution
Facilities 3-45
(15) OJT on Water Quality Management (By Simple Water Quality Control) in ERMSO 3-45
(16) OJT on Water Meter Reading/Meter Calibration Control and Prepare Draft SOP 3-48
(17) Educational Campaign on Waterworks as Civil Education 3-51
(18) Efficient Water-Rates Claim Business 3-53
(19) Checking and Instructing Existing Customer File Management for Improvement 3-55
(20) Checking and Instructing Existing Complaint Handling Processing System for Improvement 3-57
(21) Confirmation and Insuring Existing Waterworks Annual Report and its Contents for
Improvement 3-58
(22) Initiation on Water Supply Utilities Liaison Conference in Each District 3-60
(25) OJT to the 3 WUSCs Based on the draft SOP 3-61
(26) Training on Water Quality Inspection/Monitoring and Formulate Draft SOP 3-65
(27) Educational Campaign on Waterworks as Civil Education (Continued) 3-72
(28) Efficient Water-Rates Claim Processing 3-72
(29) Checking and Instructing Improvement of Existing Customer Ledger Management 3-73
(30) Improvement of Existing Complaint Handling Processing System 3-74
(31) Improvement of Existing Waterworks Annual Report and its Contents 3-74
(32) Medium and Long-Term Waterworks Business Plan 3-74
(34) Training on Planning/Design/Construction Management on the 2 WSSDOs Targeted 3-75
(35) Development of “Small and Medium-Sized Water Supply and Management Model (Draft)” 3-77
(38) Hold Workshop on “Small and Medium-Sized Water Supply Management Model (Draft)” for
Introduction 3-77
(39) Development of “Small and Medium-Sized Water Supply Support Model (Draft)” 3-78
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(41) Refresher Training Concentrating on O&M, Business Operation Improvement and Plan
Formation for New Water Treatment Plant, etc. 3-79
(42) Training on Water Quality Inspection/Monitoring Based on SOP 3-86
(43) Development of “Small and Medium-sized Water Supply Management Model (Draft)” 3-87
(Continued)
(45) Holding Workshop on “Small and Medium-sized Water Supply Management Model (Draft)”
for Dissemination 3-87
(47) Development of “Small and Medium-Sized Water Supply Support Model (Draft)” 3-88
(Continued)
(48) Holding Workshop on “Small and Medium-sized Water Supply Management Model (Draft)”
for Monitoring for the Practical Use 3-89
(52) Conducting Refresher Training Concentrating on Annual Operational Plan and
Medium/Long-term Business Plan Formation by the 3 WUSCs 3-89
(53) Reviewing and Developing SOP 3-90
(54) (55) Finalizing "Small and Medium-sized Water Supply Management Model" and "Small
and Medium-sized Water Supply Support Model" and Obtain DWSS's Approval 3-91
3.2.3【Output 3】 3-92
(44) Formulate Training Program to WUSCs Targeted in Jhapa/Morang District 3-92
(46) Training to Other WUSCs by C/P Based on Training Program 3-94
(56) Holding Liaison Conference for WUSCs 3-109
(57) Sharing Workshop on the Project Outcomes for ERMSO, WSSDOs and Other WUSCs 3-110
(58) Sharing Workshop on the Project Outcomes for MoUD, DWSS and Other Donors 3-112
CHAPTER 4 OUTCOME OF THE THIRD COUNTRY IN THE KINGDOM OF
CAMBODIA 4-1
4.1 Outline of the Training 4-1
4.2 Training Outcome 4-4
CHAPTER 5 SUMMARY OF MID-TERM REVIEW AND TERMINAL EVALUATION 5-1
5.1 Summary of Mid-Term Review 5-1
5.2 Summary of Terminal Evaluation 5-5
CHAPTER 6 ISSUES AND PROBLEMS ENCOUNTERED, AND RECOMMENDATIONS 6-1
6.1 Issues and Problems Encountered and Recommendations 6-1
6.2 Other Matters That Affected Project Implementation 6-5
APPENDIX : Minutes of Meeting of JCC, PMC
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APPENDIX (Separate Volume)

APPENDIX-1: Minutes of Meeting of Liaison Conference
APPENDIX-2: Presentation Materials of the Expert
APPENDIX-3: Pictures of the Project Activity
APPENDIX-4: The 3rd Country Training Materials
APPENDIX-5: Public Awareness Materials
APPENDIX-6: Materials of the Counterparts
Abbreviation Definition
Institutions/Organizations
ADB Asian Development Bank
B/S Baseline Study
C/A Capacity Assessment
CHRDU Central Human Resource Development Unit
C/P Counterpart
DWSS Department of Water Supply and Sewerage
ERMSO Eastern Regional Monitoring and Supervision Office
GDP Gross Domestic Product
GoN Government of Nepal
IC/R Inception Report
JCC Joint Coordinating Committee
JICA Japan International Cooperation Agency
KTM Kathmandu
MAT Management Advisory Team
MET Monitoring Evaluation Team
MIT Maintenance Inspection Team
M/M Minutes of Meeting
MoPPW Ministry of Physical Planning and Works
MoUD Ministry of Urban Development
OJT On-the-job training
O&M Operation and Maintenance
OVI Objectively Verifiable Indicator
PDM Project Design Matrix
PMC Project Management Committee
P/O Plan of Operation
PWT Project Work Team
R/D Record of Discussion
RMSO Regional Monitoring and Supervision Office
SEIU Sector Efficiency Improvement Unit
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SOP Standard Operational Procedure

ToT Training of Trainers
TSC Technical Support Center (ADB）
UNICEF United Nation Children’s Fund
WASMIP Water Supply Management Improvement Project
WHO World Health Organization
WTP Water Treatment Plant
WSSDO Water Supply and Sanitation Division Office
2 WSSDOs Morang WSSDO, Jhapa WSSDO
WUSC Water Users and Sanitation Committee
3 WUSCs Dhulabari WUSC, Gauradaha WUSC, and Mangadh WUSC
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Location Map
Water Facilities Constructed under Japanese Grant Aid in 2007 in Targeted Project Area
WTP at Dhulabari Chlorine facility at Dhulabari Iron-removal plant at Gauradaha
Chlorine facility at Gauradaha Iron-removal plant at Mangadh Chlorine facility at Mangadh
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Contents of Final Report
The project has completed all planned activities in compliance with the PDM to achieve the set project
objectives. This Final Report includes details of the activities carried out in the target area and
highlights on the final achieved from January 2010 to September 2013.
The 1st year activities of the Project started on February 14, 2010 upon arrival of JICA Experts in Nepal.
The 1st JCC meeting was held in the end of February 2010 to get concurrence on the general approach
and methodology stated in the Inception Report (IC/R) for the implementation of the Project.
The Project aims at capacity development on water supply in semi-urban areas in Nepal. It includes
various planned activities such as capacity assessment for C/P organizations, training on monitoring
system and operation method, preparation of the draft Standard Operational Procedures (SOPs) on
O&M of water supply facilities, OJT to the 3 WUSCs (Dhulabari, Gauradaha and Mangadh WUSC) on
O&M of water supply facilities and water quality management, educational campaign for water users
coaching on the efficient water business management, and initiation of water supply utilities.
Almost all of the mentioned activities were instigated in the first year of Project implementation.
Progress achieved on these activities on the first year was summarized in the Interim Report 1 prepared
in September 2010.
The 2nd year activities started on January 14, 2011 when the JICA Experts arrived in Nepal again. The
training and educating activities to the 3 WUSCs continued based on the draft SOPs, such as OJT on
O&M of water supply facilities. Workshops were organized on water tariff collection, customer
complaints management. The educational campaign and coaching on the business plan preparation
were continued. Trainings were conducted for DWSS/WSSDO staff on water quality inspection and
monitoring. Following these activities, second liaison conference was held for water supply utilities of
Jhapa and Morang districts, in which the 3 WUSCs shared their learning, knowledge and experience
gained through project activities. Furthermore, the drafts of “Small and Medium-Sized Water Supply
Management Model” and “Small and Medium-Sized Water Supply Support Model” were prepared in
close consultation with DWSS. A workshop was held to introduce the “Water Supply Management
Model” to WUSCs. 13 WUSCs of Jhapa and Morang districts participated in the workshop and got
acquainted with the concepts of the Management model. The concept of the Management Model was
also disseminated to other districts through Regional Workshops conducted by DWSS/RMSOs in other
regions of the country. The JICA Mid-term Review Team was dispatched to Nepal in November 2011
in order to conduct the mid-term review of the Project. The outcomes of the evaluation were disclosed
to the JCC held on 22 November 2011. The Mid-Term Review Team provided recommendations to
increase efficiency in implementation to achieve the project goals, and also recommended to modify
PDM. The recommendations were accepted by the JCC.
Progress achieved in the second year of implementation was summarized in the Project Completion
Report of second year prepared in March 2012.
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Following the second year activities, the third year activities of the Project started on June 5, 2012 upon
arrival of JICA Experts in Nepal. The 3rd PMC meeting was held in the end of June 2012 to get
concurrence on general approach and methodology for implementation of the Project presented in the
third year Work Plan.
The planned activities in the third year included refresher training to the three WUSCs on O&M of
water supply facilities. A training plan was also prepared to provide technical assistance to other 17
WUSCs in Jhapa and Morang districts. Based on the plan, trainings were conducted on the O&M of
water supply facilities including electro-mechanical equipment, water quality management, water meter
management and preparation of business plan. The first draft of the Water Supply Management Model
and Support Model, prepared in the second year has been reviewed, which was also presented to the
targeted 20 WUSCs in the workshops conducted in July and November 2012.
Activities on the public awareness and public relations were carried out intensively. Information, news
and articles related to the project activities were posted in the website of JICA and DWSS. Project
Logo, pamphlet, leaflet, and poster were developed and distributed to the stakeholders in order to make
them aware on the objectives of the project and to familiarize Project activities among them.
Under the planned activities, the Project organized a training program in Cambodia from 1st December
to 14th December, 2012 as a third country training to C/Ps. The training was organized by respective
Water Supply Authorities in Phnom Penh and Siem Reap. All together 12 C/P personnel from MUD,
DWSS and WSSDOs had participated in the third country training program.
The JICA Terminal Evaluation Team was dispatched to Nepal in February 2013 in order to conduct the
terminal evaluation of the Project. The outcomes of the evaluation were disclosed to the JCC held on 3
March 2013. The Terminal Evaluation Team provided recommendations to be sustainable and to
disseminate the two Models for other districts. The recommendations were accepted by the JCC.
The Maintenance Inspection Team (MIT) and the Management Advisory Team (MAT) activities which
are tools of the Support Model have commenced since January 2013. The MIT activity was conducted
4 times in total and was conducted by August 2013. The MIT outcomes were presented in the joint
workshop held in August 2013. The MIT activity was conducted 3 times in total in order to formulate
the business plan for WUSCs Management Model in Morang district. The Monitoring Evaluation Team
(MET) activity was conducted to WUSCs by DWSS and WSSDOs in Morang/Jhapa districts. The
result and evaluation were presented in 4th Monitoring & Evaluation Liaison Conference.
On 9th August 2013, the project sharing meeting was held to introduce the WASMIP Model and its
achievement.
On 27th August 2013, a workshop for introduction of the Management Model and the Support Model
was held in Biratnagar. There were 90 attendees from 14 WSSDOs in Eastern region and 30 WUSCs in
Jhapa and Morang districts. The sharing workshop was held on 13th September 2013 at the DWSS
conference room to introduce the Management Model and the Support Mode under the initiative of
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DWSS. There were a total of 39 attendees including the attendees from other donors and organizations
such as ADB, UNISEF, SWISS embassy, MWSDB (Melamchi Water Supply Development Board),
TDF (Town Development Fund) and DOLIDAR (Department of Local Infrastructure Development and
Rural Roads).
Finally, the WASMIP model was accepted and it was also accepted that DWSS shall develop a plan for
the dissemination the model and utilizing human resources trained through the Project, and the PDM
ver5.0 and the Final Report of the WASMIP were approved in the 6th JCC held on 27 September 2013.
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CHAPTER 1 OUTLINE AND ACHIEVEMENT OF THE PROJECT

IMPLEMENTATION
1.1 Background of the Project
To secure safe drinking water is an urgent issue for the Government of Nepal (hereinafter referred to
as “GoN”) due to the deterioration in water quality together with an exponential increase in water
demand, taking into consideration the recent population increase (population of 29,519,114 with
growth rate of 2.095% estimated in 2008) and economical development ($1,200 per capita and growth
rate of 2.5% of GDP estimated in 2007).
The selected transfer of ownership of the management and operation and management to the local
bodies (municipalities and VDCs) was carried out in accordance to the “Local Self Governance Act”
effectuated from 1999. However, local bodies and Water Users and Sanitation Committees (WUSCs)
which are to take over the semi-urban waterworks including medium-scale urban areas have faced
problems to overcome sound business management practices due to inadequate capacity and economic
resources.
The Department of Water Supply and Sewerage (DWSS) under the Ministry of Urban Development
(MoUD), conducts the budget arrangement for the facilities, to Medium scale Semi-urban area and
rural communities. After the completion of construction works, the management and operation is
transferred to the water supply utilities. However, since the organizational management and technical
level of the water supply utilities in the medium-sized-scale semi-urban are still inadequate, support
from the Water Supply and Sanitation Division will be required. However, the weakened support from
RMSOs and WSSDOs has been an issue.
Under such background, the Government of Japan under the Grant Aid Program dispatched expert in
charge of water policy as an advisor to the Ministry of Physical Planning and Works (MoPPW)
(present MoUD) to carry out the improvement of urban water supply administration in parallel with
promotional improvement, evaluation and construction of new water supply facilities throughout
Nepal including semi-urban areas within the Katmandu Valley and in Jhapa and Morang districts, and
other local areas. As a result, numerous issues such as vulnerability of water supply system,
inadequate budget/ staffing, and the absence (insufficiency) of fiscal planning were manifested.
To increase the supply of safe drinking water in Nepal, technical improvements of water supply
facilities and human resource development will be necessary. In order to enhance capacity of the said
facilities, a clear set role of each organization along with capability strengthening of DWSS will be
required. To achieve this objective, MoPPW (present MoUD) requested technical assistance from the
Government of Japan.
Accepting such a request, JICA dispatched a Preparatory Study Team to Nepal on August 2008 and
both countries agreed to conduct a Technical Assistance Project on the water supply utilities. This was
conducted by WUSCs and DWSS /ERMSO /WSSDOs in two target districts (Morang and Jhapa) in
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the Eastern area. The Record of Discussions (R/D) was signed and exchanged on 27th February 2009.
The assistance on “The Project for Capacity Development on Water Supply in Semi-Urban Area”
(hereinafter “the Project” or “WASMIP”) is thus to be implemented based on this Agreement.
In February 2013, the terminal evaluation of the Project was carried out by the JICA Terminal
Evaluation Team, and evaluation results were reported to the JCC which held on March 3, 2013. As a
result of discussions the JCC agreed on the matters of evaluation result and recommendations.
The implementation of the Project was started in January 2010 and was completed by September 2013.
As a wrap-up of the Project the final JCC was held on September 27, 2013. The draft Final Report was
submitted to the JCC.
1.2 Objectives and Indicators of the Project
(1) Objectives of the Project

The objectives of the Project are:
a) To improve DWSS/WSSDOs’ technical assistance capacity to conduct improvement programs in
Morang and Jhapa independently.
b) To improve water services in 3 WUSCs through cooperative work between JICA Expert Team
and DWSS.
c) To provide and facilitate DWSS activities aiming at strengthening technical assistance to WUSCs
and improve water service of water business units.
d) To summarize enforcement process as a model/ manual/ others so that DWSS could expand the
process in other water supply utilities.
(2) Overall Goals

1) Goal
DWSS technical support model for WUSCs established by the project will be disseminated to all over
the country by MoUD (then MoPPW) and DWSS.
2) Indicators
a) 44 WUSCs (17 % of the total selected WUSCs) are strengthened by the support of DWSS.
b) The DWSS technical support model is reflected on the annual implementation plan of RMSOs
and WSSDOs.
(3) Project Purpose

1) Goal
DWSS technical support system to WUSCs is improved in Morang and Jhapa districts.
2) Indicators
a) Based on the Technical Support Model established by DWSS/RMSO/WSSDO, workshop and
training on “Small and Medium-sized Water Supply Management Model” are held at least one
time and support system is introduced at other selected 9 WUSCs in Jhapa and 8 WUSCs in
Morang districts.
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b) The safe drinking water services provided by 3 WUSCs are improved in comparison to the
beginning of the Project.
(4) Project Output and Target Verifiable Indicators by PDM
The project output and target verifiable indicators are shown in Table 1.1
Table 1.1 Project Output and Target Verifiable Indicators by PDM

Output Verifiable Indicator
[Output 1] Basic information for the Project and necessary 1-1) PDM is revised.
information for indicators are collected, and management of the 1-2) Monitoring for indicators is regularly executed.
Project is appropriately executed and monitoring is for
appropriate water supply management is periodically
implemented.
[Output 2] “Small and Medium-sized Water Supply Support 2-1) “Small and Medium-sized Water Supply Support
Model” and “Small and Medium-sized Water Supply Model” and “Small and Medium-sized Water Supply
Management Model” are developed as models for Management Model” are completed.
WSSDO/ERMSO and WUSC.
[Output 3] Model of Output 2 is disseminated in 3-1) The other 17 WUSCs in Jhapa/Morang districts
Jhapa/Morang districts. develop draft implementation plans to introduce “Small
and Medium-sized Water Supply Management Model”.
(5) Project Area (Target)

1）Project Area:
The Project area includes some of the water supply utilities selected in Jhapa and Morang
districts. The primary WUSCs selected for water service improvements through cooperative
work between JICA Expert Team and DWSS are
1. Dhulabari
2. Gauradaha, and
3. Mangadh
The other 17 WUSCs selected by DWSS in Jhapa and Morang districts for capacity development
and service improvement through technical assistance from DWSS/WSSDOs are as follows:
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Jhapa district Morang district

1. Kakarbhitta 1. Urlabari
2. Budhabare 2. Pathari
3. Birtamode 3. Salakpur
4. Chandragadhi 4. Rangeli
5. Sanischare 5. Jhorahat
6. Topgachhi 6. Haraicha
7. Lakhanpur 7. Tankisinuwari
8. Damak 8. Letang
9. Surunga
1.3 The Project Major Achievement
【Output 1】
Basic information for the Project and necessary information for indicators are collected, and
management of the Project is appropriately executed and monitoring for appropriate water supply
management is implemented periodically.
【Summary of Achievements】
The Project is ultimately managed by the JCC and the PMC. The JCC was held 6 times and the PMC
was held 4 times.
At the 2nd JCC Meeting, revision of PDM was approved (PDM ver.3). The percentage of supported
WUSCs by DWSS was defined as 17% (i.e. 44 WUSCs) for the overall goal and 100% of target 2
districts (i.e. 20 WUSCs including the 3 WUSCs) for the Project goal.
At the 4th JCC Meeting, the mid-term review team proposed to revise the PDM ver.3 to clarify the
framework of the Project, and it was approved (PDM ver.4).
At the 6th JCC Meeting, the PDM ver.4 and PO ver.4 were revised to change the organization name
(i.e. from MoPPW to MoUD), and it was approved (PDM ver.5).
The monitoring of water supply management has been implemented by the project evaluation team
consisting C/P of DWSS, ERMSO and WSSDO. The monitoring results were shared among target
WUSCs at the monitoring/evaluation liaison conference. At present, such monitoring was
implemented 3 times and the monitoring/evaluation liaison conference was held three times.
The 4th Monitoring and Evaluation was implemented in July 2013 on the initiatives of C/P while the
experts were away. The attendees from WSSDOs/WUSCs in the liaison conference shared their
perception that WASMIP Model, composed of “Small and Medium-sized Water Supply Management
Model” and “Small and Medium-sized Water Supply Support Model”, were effective in WUSCs’
facility O&M and running their services efficiently and committed that they would utilize it onward.
In addition, it was agreed that subcommittees would be organized after the completion of the project
for the purpose of holding liaison conferences successively, implementing the monitoring regularly
and setting up conferences to discuss and share their knowledge.
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【Output 2】
“Small and Medium-sized Water Supply Support Model” and “Small and Medium-sized Water
Supply Management Model” are developed as models for WSSDO/ERMSO and WUSC.
Draft of “Small and Medium-sized Water Supply Support Model” was prepared for DWSS/WSSDO,
and draft of “Small and Medium-sized Water Supply Management Model” was prepared for WUSCs.
The Standard Operation Procedure (SOP), which is an element of the Management Model, has been
revised through OJT/workshop conducted so far. Contents meeting the actual situation including
check sheet, planning fundamentals and specifications for bore holes were added in SOP. Revised
SOP was translated into Nepali and edited by WSSDO.
Based on the SOP, engineers of DWSS, CHRDU and WSSDOs are playing a role as a trainer for
OJT/workshop on O&M of water distribution facilities and water meter control.
Regarding water quality management, staffs of DWSS and WSSDO were brought up as a trainer and
they provided training to WUSCs, which is regarded as a practical way of support work to WUSCs.
Workshops on introducing the revised Management Model and Support Model were conducted in July
and November. Eighty six percent of the participants understood the concept of the models and 99%
of them responded that the models were effective for WUSC management.
A Nepali consultant was hired in April and May 2013. The Management Model and Support Model
are revised to Nepali version with DWSS cooperation. The two model concepts were presented and
familiarized to C/Ps.
In the 6th JCC meeting held on 27th September 2013, it was accepted that DWSS shall approve and
formalize the Management Model and the Support Model and continue to take activities like MIT
(Maintenance Inspection Team), MAT (Management Advisory Team), MET (Monitoring Evaluation
Team) and OJTs as its annual program. In addition, it was also accepted that DWSS shall develop a
plan for the dissemination utilizing human resources trained through the Project. DWSS shall revise
the Management Model and Support Model (the WASMIP Model) for its implementation in other part
of the country as necessitates. DWSS shall incorporate the provision to adopt and effectively utilize
the two Models in the “Implementation Guidelines of the Directives on Water Supply Service
Operation 2069.”
【Output 3】
Model of Output 2 is disseminated in Jhapa/Morang districts.
Draft of “Small and Medium-sized Water Supply Support Model” and draft of “Small and
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Medium-sized Water Supply Support Model” were prepared, and workshop for disseminating the
Models to WSSDOs and WUSCs was held two times (July and November 2012). Support for
preparing business plan, which aims at proper water supply management, was carried out to 5 WUSCs
except for the 3 WUSCs.
Training plan on water distribution facilities and meter control was prepared and training to the 17
WUSCs was implemented based on SOP. Engineers of DWSS, CHRDU and WSSDO instructed the
WUSCs as a trainer, and information exchange between WSSDO and WUSCs was also carried out.
These activities would be connected to dissemination of the Models.
Regarding water quality management, trainers were selected from staffs of WSSDO, and they
provided training to 14 WUSCs. This is an achievement as part of disseminating the Support Model.
Maintenance Inspection Team (MIT) has been set up in WSSDOs in Jhapa and Morang District in
order to build up DWSS/WSSDO support system to WUSCs as part of Support Model. MIT plays a
role of interface between DWSS, WSSDO and WUSCs. Periodic report on site situation will be made
to the upper organizations by MIT. Engineers of WSSDO are assigned as main members of MIT, and
training on preventive maintenance is provided to such engineers. Trained engineers will provide
technical instruction to WUSC staff while they patrol the site. Organization and activity plan of MIT
has been agreed by WSSDO and DWSS.
Maintenance Inspection Team (MIT) has conducted by the team members who are engineers from
WSSDOs/WUSCs in total 4 times until August 2013.The results and achievement were reported in the
joint workshops in total 3 times.
Several workshops on business planning for WUSCs were held in August, 2012 and from November
2012 to middle of February 2013 as part of the MAT activities. Through the workshops, the WUSCs
gained the necessary management knowledge and skills such as revising the business plan, proper
raise of water tariff, proper arrangement of personnel and a sound financial management. Not only in
the 3 target WUSCs but also in Urlabari, Salakpur and Lakhanpur WUSCs, the business plans had
been officially approved by a general assembly and they now operate their services based on the plan.
The other WUSCs also intend to approve their business plans in the coming assembly which will be
held next November or December. In future, each WUSC will revise its own business plan with
advice given by MAT.
The sharing workshops were held in August and September 2013 to introduce the draft of “Small and
Medium-sized Water Supply Management Model” and “Small and Medium-sized Water Supply
Support Model” under the initiative of DWSS. There were a total of 39 attendees including the
attendees from other donors organizations such as ADB, UNICEF, SWISS Embassy, MWSDB
(Melamchi Water Supply Development Board), TDF (Town Development Fund) and DOLIDAR
(Department of Local Infrastructure Development and Rural Roads). The WASMIP Model and its
achievement were also introduced at the project sharing meeting held on 9th August, 2013.
DWSS officially committed that it was going to approve the WASMIP model and disseminate it to all
of the other regions as their tools. DWSS will enhance the functionality of WUSCs by means of
setting up screening criteria for WUSCs to apply for the Model and implementing water quality test at
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the sites. DWSS also clearly mentioned that they are going to take the ownership of the Model and
check the effectiveness of it by conducting monitoring and evaluation while they are disseminating it.
DWSS and WSSDOs shall take lead of activities like MIT, MAT and MET and OJTs as its annual
program and secure adequate budget to continue activities envisioned in the Models. SOPs and
Business Plans developed under the Project shall be continued in the project districts as well as
introduce in other WUSCs. Human Resources trained in different items under the Project shall be
utilized to undertake training and capacity development of DWSS, CHRDU, RMSOs, WSSDOs and
WUSCs respectively.
Network among WSSDOs and WUSCs developed through the Project such as liaison conference shall
be maintained since the network make communication among stakeholders good and facilitate
learning.
1.4 Recommendations from the WASMIP

Seven recommendations based on the recommendations of Terminal Evaluation are proposed in order
to disseminate and utilize the WASMIP model in the whole Nepal.
(1) Ensuring implementation of the two models

JICA Experts had prepared the drat Management model and Support model. JICA Experts hired a
Nepali local consultant to adjust the two models in the local context of Nepal in cooperation with
DWSS. As a result of the revisions by the consultant and DWSS, the two models got more usability
and familiar form for C/P to utilize.
1) The Management model structure and formulation

The management model includes;
y Achievement goal for WUSC
y Business plan
y SOP on water treatment plant O&M
y SOP on water quality management
y SOP on O&M of water distribution facilities
y SOP on water meter reading and meter calibration control
The business plan and SOPs are defined as tools for supporting the WUSCs activities and help them
to achieve a desirable status. WSSDO was assigned to implement on-the-site instructions to WUSCs
along with these tools. WSSDO has already learnt how to give the instructions through the project
activities so far in the form of continuous OJT/workshops and distribution of printouts of the
WASMIP model documents (Nepali version).
2) The Support model structure and the formulation

The Support model consists of not only the concept but also the organization and structure of the
O&M Inspection Team (MIT) and Management Advisory Team (MAT).
In the Support model, it is introduced the support that DWSS needs to give to WUSCs, basically to
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Final Report
support and promote WUSCs to implement their own business plan. The Support model describes
how to support WUSCs in detail on each aspect such as organization, institution, skills, information
exchange, financial and equipment. MIT and MAT organize the support system on DWSS in the field
of operation and maintenance for water supply facility and water supply management working on the
project. According this system, the activity is sustainable even if personnel transfer or personnel
exchange occur. Thus, the activities can establish to C/P.
Establishment of the Management model and Support model on Jhapa and Morang districts reported
not only introducing the contents of the models but also its achievement of 20 WUSCs on the project
achievement sharing workshop (at Biratnagr on August 27th, 2013). As the result of the project
achievements, activities on the targeted WUSC are improving due to the activities based on the SOPs,
and formulating the business plan and supporting activity from WSSDO. Therefore, it can be said that
the both models are established enough in WSSDO and WUSC.
(2) Strengthening communication among C/Ps, Experts and JICA Nepal Office
A number of strategies were taken into account in order to build a tide communication among the
C/Ps, the experts and JICA. One was to publish the WASMIP model information on both JICA and
DWSS website. As the other strategy, a number of workshops were carried out for the targeted
WUSCs and the WASMIP model (the Management and Support Model) were introduced to other
donors at the project sharing meeting. In addition, 2 types of pamphlets and leaflets written in Nepali
were distributed at the workshops, CHRDU and the JICA Nepal Office. These leaflets help to
announce the project activities. Posters and stickers were also distributed to all targeted WUSCs.
These materials were available and used at the WUSC offices and DWSS/WSSDO in order to
disseminate the WASMIP concept to DWSS/WSSDO and the residents.
Regarding the residents who are direct beneficiaries, workshops were held and leaflets were
distributed to them to educate and introduce the WASMIP concepts. Each WUSC cooperatively
committed they would also distribute the leaflets and introduce the Project at the meeting with the
residents onward.
(3) Obtaining feedback on the models from relevant stakeholders

In order to obtain the feedback for the WASMIP Model from relevant stakeholders, the Model was
introduced in a project sharing meeting and also Achievement Sharing Workshop was carried out by
DWSS.
At the project sharing meeting, WHO brought attention to the following points;
y WASMIP should be incorporated with WSP (Water Safety Plan) and WOP (Water Operation
Partnership) with support from CHRDU in association with ADB and WHO. Such
incorporation can play as an effective tool to support WUSCs and strengthen their technical,
financial and management capacities.
y The WASMIP Model should not be limited to two districts (Jhapa and Morang) but be also
utilized for the other DWSS projects.
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Final Report
DWSS plans to invite other donors to share opinions on the two models after the Project completion
after October 2013.
At the Sharing Workshop on the Project Outcomes for other donors, which held on 13th September
2013, DWSS stated that at first it is significant to promote all WUSCs to prepare their business plan
and SOPs based on their own visions in order to make for DWSS to support them easier with the
limited budget of the government.
(4) Stipulation of the Support Model into the Guideline

DWSS is now formulating the Water Supply Service Operation Guideline (hereafter ‘the Guideline’)
and plans to finalize it by December 2013. The Guideline aims to strengthen the WUSC water supply
service through occasional monitoring, evaluation, and instructions by DWSS.
WASMIP model aims that strengthening the technical support system to WUSC by DWSS. Therefore,
the WASMIP Model accords with the purpose of the Guideline. DWSS approved that the Guideline
states the utilization and dissemination activity and enhancement of the sustainability for two models.
(5) Formulating a specific dissemination plan for the two models

DWSS also plans to further disseminate the two models after the project completion. It includes:
1. Workshops for introducing the models and the achievements will be organized for 5
RMSOs. WSSDOs and priority WUSCs, including overall target WUSCs, are mainly
targeted.
2. The models were originally made for Morang and Jhapa districts as the pilot project. In
case the models are applied in mountain or basin areas, they will need to be customized. If
required, the models are also disseminated by dispatching engineers from Morang and/or
Jhapa WSSDO, which are successful examples for applying the two models.
3. If the customized models are applied for other sites, DWSS with former the PWT member
will conduct a follow-up for M&E. Appropriate models are formulated base on the local
conditions such as water resource, water quality, water treatment facility and the pipeline
network.
4. As mentioned above, the Management model consists of concept, business plan, SOP on
water treatment plan O&M, SOP on water quality management, SOP on O&M of water
distribution facilities, and SOP on water meter management. The Support model has MET,
MAT and MIT tools. The Management and Support models do not need to be disseminated
together to WUSCs. In case of corresponding to an urgent issue in a targeted WUSC, these
tools are disseminated separately. However, the frames of business plan are retained in
order to introduce the Management Model.
5. The project conducts human resource development at the central water quality laboratory in
DWSS. Thus, technical transfer of water quality analysis will be implemented by
dispatching the laboratory engineers to local water quality analysis center and WSSDO.
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Final Report
6. CHRDU plans to conduct workshop on formulating a business plan for WUSC. WUSCs
are then required to formulate their own business plans based on the Management model.
In designing the plans they apply the facility and financial capacity considerations
techniques learned from the workshop (Refer to business plans formulated on each WUSC
in Morang and Jhapa districts). DWSS decides how to allocate the budget to WUSC
considering the formulated plans.
7. The business plan implementation will be reviewed by DWSS and WSSDO through the
monitoring evaluation in order to examine any disjunction between plan and actual.
DWSS and WSSDO will also evaluate the necessity of a financial support for the
management plan. As occasion demands or in order to disseminate the Models on
nationwide, MET and MAT can be reorganized and the function of them can be set in the
DWSS. Especially, it is desirable that DWSS be responsible for the financial evaluation
and budget allocation based on this evaluation.
(6) Presenting the Management model and Support models at the DWSS national and regional
conferences
Workshops for introducing the two models and the achievements will be organized for 5 RMSOs by
DWSS. The WASMIP model was also introduced at the regional and national WSSDO meetings.
(7) Estimating budget for implementation of the Support model

Experts submitted a necessary budget based on the actual MET, MIT and MAT activities as reference.
DWSS confirmed and allocated the budget for disseminating and implementing the model more than
the one in this fiscal year.
DWSS will secure the budget for establishing the Guideline this year and will allocate the budget to
the priority WSSDO.
1.5 PDM and PO

The final PDM and PO are shown below.
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Final Report
1-11
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Final Report
1.7 WASMIP Model

The Project for Capacity Development on Water Supply in Semi-urban Areas, nicknamed as Water Supply
Management Improvement Project (WASMIP), implemented in 20 water supply utilities in Jhapa and
Morang districts has produced two models for water supply service improvement in semi-urban areas in
Nepal. One is “Small and Medium-sized water supply support model”, under which DWSS provides
supports to WUSCs to perform service improvement activities. The other is “Small and Medium-sized
Water Supply Management Model”, under which WUSCs operate and manage water supply systems to
provide water services to the citizens.
(1) Small and Medium-Sized Water Supply Management Model (“Management Model”)
WUSC management model simply sets the concept of an ideal status of water supply services in the future
by WUSCs and designs the way to achieve such status through business plan and SOPs. Strengthening
sufficient institutional, functional and financial capability through technical and financial support
from stakeholders, WUSCs can implement the business plan and achieve that ideal status.
There are mainly four tools to improve WUSC management capacity.
1) Business Plan
The business plan has mainly two purposes. One is a tool that WUSCs introduce the Management
Model in WUSC management. The other is for formulation of water policy of DWSS based on the
business plan and allocation of a budget to WUSCs.
2) SOP on Water Treatment Plant O&M and Water Quality Management
The SOP consists of water purification process management and water quality analysis.
3) SOP on O&M of Water Distribution Facilities
The SOP consists of O&M of water distribution facilities and new planning formulation of water
distribution facilities.
4) SOP on Water Meter Reading and Meter Calibration Control
The SOP instructs water meter management and calibration.
(2) Small and Medium-sized Water Supply Support Model (“Support Model”)
“Small and medium sized water supply support model” provides a guideline for DWSS/WSSDO on how to
support WUSCs for their organizational, technical and financial capacity development required for
sustained service. This support model, shown in Figure 1.1 and Figure 1.2, is for supporting and
enhancing management capabilities of WUSCs. The main concept of support model is to support WUSCs
in technical and financial areas to implement business plan, to operate and maintain WUSC’s water
facilities properly to realize the ideal status. Thus, it is very essential for WUSCs to prepare their own
business plan and SOPs for DWSS to be well acquainted of it.
There are mainly four ways that DWSS can support WUSC called (1) Maintenance Inspection Team (MIT),
(2) Management Advisory Team (MAT), (3) Monitoring and Evaluation Team (MET) and (4) Practical
trainings (Figure 1.2). MET and MAT generally supports for Business Plan and Financial Records. MIT
supports for SOPs and O&M records. Practical training is for overall capacities under Management models
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of WUSC.
Concept of the Support Model, objectives, roles and activities of the teams are summarized in the
tables.
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Final Report
Figure1.1 Support Model Concept
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Final Report
Figure 1.2 Tools of Support Mode
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Final Report
CHAPTER 2 PROJECT IMPLEMENTATION AND ACHIEVEMENTS
2.1 Scope of Work
This Project was implemented in accordance with the Minutes of Meeting (M/M) signed on 15th of
August 2008 and Record of Discussion (R/D) signed on 27th of February 2009 between the
Government of Nepal and JICA Nepal Office. The duration of the project is from January 2010 to
September 2013. Table 2.1 summarizes the project output performed according to the indicators set by
PDM, and the work flow of the project activities is shown in Figure 2.1.
Table 2.1 Project Output Performed to Target Verifiable Indicators by PDM

Output Verifiable Indicator Activities and Output Performed
[Overall Goal] 1. 44 WUSCs (17% of all

DWSS technical support WUSCs) are strengthened
model for WUSCs established by the support of DWSS. -----
by the Project will be
disseminated to all over the
country by MoUD & DWSS. 2. The DWSS technical
support model deflects to
-----
annual schedule of every
RMSO & WSSDO.
[Project Purpose] 1. Based on the support Record of workshop/training conducted for the other WUSCs in
DWSS technical support model established by Jhapa/Morang district is as follows:
system to WUSCs is DWSS/RMSO/WSSDO, ・ All of the 17 WUSCs from the two target districts had
improved in Morang and workshop and training on participated in the workshop of business plan conducted in
Jhapa districts. “Small and Medium-sized February 2011.
Water Supply Management ・ 6 other WUSCs from Jhapa and Morang other than selected in
Model” are held at least one the Project had participated in the Monitoring & Evaluation
time and the support system Liaison Conference held in August 2011.
to the other 17 WUSCs in ・ All of the 17 WUSCs had participated in the workshop of
Jhapa/Morang districts is business plan and public campaign program conducted in
introduced. November 2011.
・ 10 other WUSCs had participated in the WUSCs Liaison
Conference held in February 2012.
・ 10 other WUSCs had participated in the workshop organized
for the introduction of “Small and Medium-sized Water
Supply Management Model” held in February 2012.
・ OJT/workshop on water supply facility management and
water meter management was conducted for WSSDO/WUSCs
in Jhapa and Morang in January 2012.
・ A 3 day OJT/workshop had been conducted for 17 WUSCs in
Jhapa and Morang on water distribution facility management
in February 2012.
・ OJT/workshop on operation and maintenance for mechanical
and electrical equipment was conducted for 24 WUSCs in
Jhapa and Morang in August 2012.
・ OJT/workshop on water quality management was conducted
for 14 WUSCs in Jhapa and Morang between August and
September 2012.
・ Workshop on business plan for implementing WASMIP
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Final Report
management model was conducted for 6 WUSCs in Jhapa and

Morang from November 2012 to January 2013.
・
・ 16 other WUSCs had participated in the workshop organized
for the dissemination of “Small and Medium-sized Water
Supply Management Model” held in July and November
2012.
・ 15 out of 17 WUSCs participated in the workshop for
disseminating the WUSC supporting model (especially, MIT)
which was conducted in February 2013.
・ Training on the WUSC supporting model (especially, MAT)
was conducted for DWSS and 2 WSSDOs in March 2013.
・ 20 WUSCs participated in the Monitoring & Evaluation
Liaison Conference held in July 2013.
・ Project output sharing workshop and the WUSCs technical
exchange Liaison Conference were conducted for 14
WSSDOs in Eastern area and 27 WUSCs in Jhapa and
Morang.
・ Project output sharing workshop was conducted with DWSS
and other donors (UNICEF, ADB, and SWISS Embassy) in
September 2013.
2. The safe drinking water ・
・ The overall evaluation result of the 3rd monitoring/evaluation
services by 3 WUSCs are survey conducted in 3 WUSCs in February 2012 was as
improved in comparison follows:
with beginning of the a. Customer satisfaction: Good
Project. b. Importance for water quality: Very good
c. Addressing demand for new connection, increasing
coverage: satisfactory
d. Leakage control: Good
e. Resource generation, financial management, investment
plan, asset accumulation: Good
・ The result of water quality test of the 3 WUSCs conducted in
August 2012 was good.
・ The overall result of the 4th monitoring/evaluation survey
conducted for 14 WUSCs in Jhapa and Morang in July 2013
was as follows: Evaluation was estimated on 6 items such as
organization management, financial management, complain
handling, management plan, water quality management and
operation record (out of 60 pts.)
Jhapa: 1st place Mangadh (46 pts.), 2nd place Gauradaha and
Urlabari (44 pts.), 3rd place Dhulabari and Suranga WUSC
(43 pts.)
[Output 1] Basic information 1-1) PDM is revised. ・ The revised PDM ver.3 was approved by the 2nd JCC
for the Project and necessary Meeting in September 2010. The percentage of supported
information for indicators are WUSCs by DWSS has been set at 17% (i.e. 44 WUSCs) for
collected, and management of the overall goal and at 100% of Jhapa and Morang districts
the Project is appropriately (i.e. 20 WUSCs including the 3 WUSCs) for the Project goal.
executed and monitoring is ・ In the 4th JCC Meeting held in November 2011, the mid-term
for appropriate water supply review team proposed to revise PDM ver.3 to clarify the
management is periodically framework of the Project. The revised PDM ver.4 was
implemented. approved by the same Meeting.
・ In the 6th JCC Meeting held in September 2013, the name of
organization was changed due to the change in the name of the
Nepali organization.(PDM ver.5)
1-2) Monitoring for Record of Monitoring activities is as follows:
indicators is regularly ・ The 1st monitoring was conducted in September 2010.
executed. ・ The 2nd monitoring was conducted in August 2011.
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Final Report
・ The 1st Monitoring & Evaluation Liaison Conference was

held in August 2011.
・ The 3rd monitoring was conducted in February 2012.
・ The 2nd Monitoring & Evaluation Liaison Conference was
held in February 2012.
・ The 4th Monitoring & Evaluation Liaison Conference was
held in July 2013.
[Output 2] “Small and 2-1) “Small and ・ The number of training/workshop conducted up to December
Medium-sized Water Supply Medium-sized Water 2012 has been more than 20.The draft SOPs have been
Support Model” and “Small Supply Support Model” prepared for O&M of water treatment plant, O&M of water
and Medium-sized Water and “Small and distribution facilities, and water quality management through
Supply Management Model” Medium-sized Water the training/workshop. The business plan has also been
are developed as models for Supply Management prepared for the 3 WUSCs.
WSSDO/ERMSO and Model” are completed. ・ From August 2012, refresher training has been provided to the
WUSC. 3 WUSCs.
・ A draft of“Small and medium-sized water supply management
model”was prepared and a workshop was conducted for the
introduction of this model in February 2012.
・ The first draft of “Small and Medium-sized Water Supply
Support Model” was prepared and a brainstorming workshop
was conducted in February 2012 in order to make the model
more applicable.
・ In August 2012, a part of contents of “Management Model”
and “Support Model” were reviewed.
・ Workshops on introducing the revised Management Model
and Support Model were conducted in July and November.
86% of the participants understood the concept of the models
and 99% of them responded that the models were effective for
WUSC management.
・ A Nepali consultant was hired in April and May 2013.
Management Model and Support Model are revised to Nepali
version with DWSS cooperation.
[Output 3] Model of Output 3-1) The other 17 WUSCs ・ A training plan had been prepared for the other 17 WUSCs,
2 is disseminated in in Jhapa/Morang districts which was presented in the workshop held in July 2012.
Jhapa/Morang districts. develop draft ・ Based on the training plan, trainings were conducted for other
implementation plans to 17 WUSCs on the O&M of water treatment plant, water
introduce “Small and distribution facilities, water quality management and business
Medium-sized Water management.
Supply Management ・ Workshop on business plan for implementing the WASMIP
Model”. model was conducted for 6 WUSCs in Jhapa and Morang and
the business plan was established.
・ Dissemination of Support Model was conducted from January
2013. The MIT activity was conducted 4 times in total and
was conducted by August 2013. The model was disseminated
to WUSCs under DWSS/WSSDO’s initiative.
・ The workshops for introducing and sharing the output on
revised the Management and Support models were conducted
4 times in July, August, and September 2013.
・ Business plan for implementing the WASMIP model was
established by the MAT activity from August 2012 to
February 2013.
・ DWSS and Morang WSSDO conducted the workshop for
formulating a business plan to Jhorahaat, Haraicha and
Rangeli WUSC which had not made own business plan.
・ A refresher training for establishing annual plan and medium
and long term plans was conducted in August 2013. The
monitoring/evaluation guideline was established.
2-3
Final Report
・ The WASMIP model was accepted and it was also accepted

that DWSS shall develop a plan for its dissemination in the 6th
JCC meeting held on 27th September, 2013.
2-4
Final Report
Work Work
Period Stage
HW
Work Items Report
oo
mr
ek
（1）Preparation of Inception Report (Draft): IC/R
IC/R
▲
（2） Conduct Presentation/Discussion on IC/R Legend of Report
IC/R = Inception Report
BS/R = Baseline Study Report
（3）Conduct Baseline Study CA/R = Capacity Assessment Report
（4）Conduct Capacity Assessment on C/P Agencies Organization C/R = Completion Report
WP/R = Work Plan Report
r
e P/R = Progress Report
b F/R = Final Report
m （6）Hold Meeting with JCC/PMC （5）Setup & Review PDM Indicators
e
t
p
e
S
- 1st （7）Conduct Training on Monitoring System and Operation
0
1 y
r Annual Method
（10）Formulate OJT Program on 3WUSCs Based on Results by Capacity Assessment Study
（11）Conduct OJT on O&M for Water Treatment Plants
0 a
u （8）Conduct 1st Monitoring Study & Summarize of Outcome
2 n
Field
（9）Conduct Resident Enhancement Activities on Conflict
（12）Prepare draft SOP on O&M for Water Treatment Plants
a Work （13）Conduct OJT on O&M and New Planning Formulation for Water Distribution Facilities
J Management Considerations & Stakeholder Consensus-Building （14）Prepare draft SOP on O&M and New Planning Formulation of Water Distribution Facilities
Training （15）Conduct OJT on Water Quality Management (by Simple Water Quality Control) in ERMSO
（16）Conduct OJT on Water Meter Reading/Meter Calibration Control & Prepare draft SOP
（17）Conduct Educational Campaign

BS/R
▲
on Waterworks as Civil Education CA/R
（18）Instruct & Conduct Efficient Water Rates Claim Business
▲
（19）Check & Instruct Existing Customer File Management for Improvement
（20）Check & Instruct Existing Customer Complaints Handling Processing System for
（22）Initiate Water Supply Utilities Liaison Conference in
C
/
R
1
Improvement
Each District
（21）Comfirm & Instruct Existing Waterworks Annual Report & its Contents for Improvement
▲
W
P
/
R
1
▲
（23）Hold Meeting with
JCC/PMC (Continued)
（25）Conduct OJT to 3WUSCs Based on SOP
（26）Conduct Training on Water Quality Inspection/Monitoring & Formulate draft SOP
（24）Conduct 2nd Monitoring & Summarization of its Outcomes,
Manners of Utilization Methods, such as Plan Decision and
Budget Allotment etc. and Initiating Monitoring/Evaluation
Liaison Conference for Business Operation
（28）Instruct & Conduct Efficient Water - Rates Claim Processing

（27）Conduct Educational （29）Check & Instruct Improvement of Existing Customer File Management
1
1 h Campaign on Waterworks as Civil （30）Instruct Improvement of Existing Customer Complaints Handling Processing System
c
▲
0 r P/R１
2 a 2nd
Education (Continued) （31）Comfirm & Instruct Improvement of Existing Waterworks Annual Report & its Contents
M （32）Instruct Improvement on Medium and Long-term Waterworks Business Plan
- Annual
y
r Field
a
u （34）Conduct Training on Planning/Design/Construction Management to 2 WSSDOs Targeted
n
a
Work
J （33）Hold Seminar on Reporting of Activity Outcome by
3WUSCs through Water Supply Utilities Liaison Conference
in Each District （35）Develop "Small and Medium-Sized Water Supply Management Model (Draft)"
（36）Hold Workshop on the Practical Use Methods such as

Results from Implementation of the 3rd Monitoring Plan （38）Hold Workshop on "Small and Medium Sized Water Supply Management (Draft)" for
decision and Budget Allotment Introduction
（37）Hold the Monitoring/Evaluation Liaison Conference for （39）Develop "Small and Medium-Sized Water Supply Support Model (Draft)"
C
/
R
2
Business Operation
▲
W
P
/
R
2
（40）Hold Meeting with
▲
JCC/PMC
（41）Conduct Refresher Training Concentrating on O&M, Business Operation Improvement and
Plan Formulation for Water Treatment Plant and etc.
2
1
（42）Conduct Training Water Quality Inspection and Monitoring Based on SOP
（43）Develop "Small and Medium-Sized Water Supply Management Model (Draft)" (Continued)
0
2 （44）Formulate Training Program to WUSCs Targeted in Jhapa/Morang Districts
(45) Hold Workshop on "Small and Medium-Sized Water Supply Management Model (Draft)" for
dissemination
（46）Conduct Training to other WUSCs by C/P Based on Training Program
r
e （47）Develop "Small and Medium-Sized Water Supply Support Model (Draft)" (Continued)
b
m
e
t 3rd
p Annual
e （48）Hold Workshop on "Small and Medium-Sized Water Supply Management Model (Draft)"
S for Monitoring of the Practical Use
▲
- Field P/R２
e Work
n
u （49）Conduct 4th Monitoring & Summarization of its （52）Conduct Refresher Training Concentrating on Annual Operational Plan & Medium/
J
Outcome, and Develop future Directional Movement Long-Term Operational Plan Formulation by 3 WUSCs
（50）Hold Liaison Meeting on Monitoring/Evaluation for （53）Review & Develop SOP
Business Operation on Water Supply Utilities （54）Finalize "Small and Medium-Sized Water Supply Management" & get DWSS's
（51）Conduct 3rd year Resident Enlargement Activities on Approval
Conflict Management Considerations & Stakeholder （55）Finalize "Small and Medium sized Water Supply Support Model" & get DWSS's
3
1
0
Consensus-Building Training Approval
（56）Hold Water Supply Utilities Liaison Conference

（57）Hold Workshop on Project Outcome (for all ERMSO/WSSDOs and other WUSCs)
（58）Hold Workshop on Project Outcome (for MoPPW/DWSS/RMSOs and other
Donors)
▲
F/R
Legend: Outcome 1: Required information was collected and appropriate project management & monitoring for water supply operations can be conducted.
Outcome 2: As a model, way of proceeding on logistics (support service) or whole concepts of water supply projects can be made up for regional/municipality WSSDOs & WUSCs
Outcome 3: Model of outcome 2 becomes widely used in both 2 targeted municipalities
Figure 2.1 Work Flow
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Final Report
2.2 Persons Involved
Persons involved in the project are shown below.
1. Japanese Expert Team Leader/Water Supply/Water Distribution Facilities Management and Planning
Operation and Maintenance on Water Treatment Plant/Water Quality Management
Management Improvement/Administrative Buildup
Maintenance of Mechanical Equipment
Maintenance of Electrical Equipment/Project Coordinator / Monitoring
Public Awareness
The 3rd Country Training(1)
The 3rd Country Training(2)
2. Nepalese C/P Project Manager DWSS, Deputy Director General
Project Work Team DWSS, Section Chief, Foreign Aid Coordination and Planning
Team Leader Section
C/P Member DWSS, Section Chiefs
NGO and Community Mobilization Section
Project Design Appraisal, Progress M&E Section
Water Quality Improvement and Monitoring Section
Human Resource Development, Training and Research Section
DWSS, Senior Divisional Engineer
CHRDU, Chief, Senior Divisional Engineer
ERMSO, Regional Chief, Senior Divisional Engineer
Morang/Jhapa WSSDO, Division Chief, Engineer
Gauradaha WUSC, Chairperson, Secretary, Manager
Mangadh WUSC, Chairperson, Secretary, Manager
Dhulabari WUSC, Chairperson, Secretary, Manager
3.JCC (Joint Co-Chairperson MoUD, Joint Secretary
Coordination DWSS, Director General
Committee) Member DWSS, Deputy Director General
DWSS, Section Chiefs
Foreign Aid Coordination and Planning Section
NGO and Community, Mobilization Section
MoUD, Monitoring and Evaluation Unit, Unit Chief and Officers
MoUD, Related Chiefs and Officers
ERMSO, Regional Chief
Morang/Jhapa WSSDO, Division Chiefs
Representative from JICA Nepal Office
JICA Expert on Water Supply Management
4.PMC (Project Chairperson DWSS, Deputy Director General
Management Member DWSS, Section Chiefs
Committee) Foreign Aid Coordination and Planning Section
NGO and Community, Mobilization Section
MoUD, Monitoring and Evaluation Unit, Unit Chief and Officers
MoUD, Related Chiefs and Officers
ERMSO, Regional Chief
Morang/Jhapa WSSDO, Division Chiefs
3model WUSCs (Mangadh, Dhulabari, Gauradaha), Representative
Representative from JICA Nepal Office
JICA Expert on Water Supply Management
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Final Report
2.3 Japanese Experts and Personnel Schedule
Fields of expertise of Japanese experts assigned to the Project are shown in Table 2.2 – 2.4.
Table 2.2 Field of Expertise of Japanese Experts (1st year)

Name Field of Expertise
Mr. Satoshi Shibazaki Team Leader/Water Supply
Mr. Tetsuo Izawa O&M on Water Treatment Plant/water Quality Management
Mr. Toru Suetake Management Improvement/Administrative Buildup
Mr. Satoru Oniki Water Distribution Facilities Management/ Planning
Mr. Joshi Pratyoush Coordinator
The performed input of each Expert was as planned, i.e. a total of 15.33 MM was input by the end of
September 2010. (Refer to Table 2.5)
Table 2.3 Field of Expertise of Japanese Experts (2nd year)

Mr. Norihisa Taoka Team Leader/Water Supply
Mr. Satoru Oniki Water Distribution Facilities Management/ Planning/ Coordinator
March 2012. (Refer to Table 2.6)
Table 2.4 Field of Expertise of Japanese Experts (3rd year)

Mr. Norihisa Taoka Team Leader/Water Supply
Mr. Satoru Oniki Team Leader/Water Supply/Water Distribution Facilities Management/ Planning
Mr. Masaru Kasahara O&M on Mechanical Equipment
Mr. Akira Hasebe O&M on Electric Equipment
Mr. Akira Hasebe O&M on Electric Equipment/Coordinator/Monitoring
Ms. Yasumi Tsutsui Public Awareness/Coordinator
Mr. Kazuhiko Nakamura Public Awareness
Mr. Akira Hasebe The 3rd Country Training (1)
Mr. Satoru Oniki The 3rd Country Training (2)
September 2013. (Refer to Table 2.7)
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Table 2.5 Input of Experts (The 1st Year)
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Table 2.6 Input of Experts (The 2nd Year)
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Table 2.7 Input of Experts (The 3rd Year) Final Report
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2.4 Nepal Side Contribution

Contribution to the Project from Nepali sides is shown Table 2.8.
Table 2.8 Nepal Side Contribution

1.Counterpart
Start Date of Date of
Organization Name Position
Involvement Transfer
Mr. Abadh Kishore Mishra Joint Secretary Apr. 2013
MoUD Mr. Raj Kumar Malla Joint Secretary Jan. 2010
Mr. Teeka Ram Pandey Under Secretary Jan. 2010
Mr. Suman Pd. Sharma Joint Secretary Jan. 2010 Nov. 2012
MoPPW
Mr. Rajendra Nepal Legal Unit Chief Jan. 2010
Mr. Ishwori Prasad Paudyal Director General Nov. 2012
Mr. Tej Raj Bhatt Deputy Director General Sep. 2012 Jul. 2013
Chief, Foreign Aid Coordination and
Mr. Deepak Puri Jan. 2010
Planning Section
Section Chief, NGO and Community
Mr. Jyoti Kumar Shrestha Dec. 2011
Mobilization Section
Chief, Project Design Appraisal,
Mr. Ujjwal Prajapati Oct. 2012
Progress M&E Section
Chief, Water Quality Improvement
Mr. Sudarshan Bhandari Sep. 2012
(WQI) and Monitoring Section
Mr. Hari Prasad Pandey Senior Divisional Engineer Jan. 2010
DWSS Ms. Binu Bajracharya Senior Divisional Engineer Jan. 2010
Mr. Krishna Pd. Acharya Deputy Director General Mar. 2011 Nov. 2011
Mr. Khom Bahadur Subedi Deputy Director General Jul. 2013
Chief, Project Design Appraisal,
Mr. Kabindra Bikram Karki Progress M&E Section Jan. 2010. Mar. 2012
Mr. Lakshmi Nath Nepal Senior Divisional Engineer Jul. 2011
Mr. Shrawan Kumar
Senior Divisional Engineer Mar. 2012
Upadhayay
Ms. Jyoti Tamang Engineer Jul. 2012
Chief, Human Resource Development,
Mr. Nawal Kishore Mishra Training and Research Section Nov. 2011 May 2012
CHRDU Mr. Rajeeb Ghimire Chief Jan. 2010
Mr. Pratap Sharma Regional Chief Feb. 2013
Mr. Ram Lakhan Mandal Regional Chief Jan. 2010
ERMSO
Mr. Chok Prasad Dhital Senior Divisional Engineer Mar. 2011
Mr. Shambhu Prasad Rijal Regional Chief Retired
Mr. Binod Kumar Agrawal Division Chief Sep. 2012
Jhapa
Mr. Pramod Kumar Dutta Engineer Jan. 2010

Mr. Babu Kaji Shrestha Engineer Jan. 2010
Mr. Jagannath Purbey Division Chief Jan. 2010 Oct. 2012
WSSDO
Mr. Ganesh Bahadur Thapa Division Chief Mar. 2012

Mr. Anoj Upadhyaya Engineer Jan. 2010
Morang
Mr. Raj Kumar Chaudhary Engineer Mar. 2012

Mr. Shyam Prasad Upadhayaya Division Chief Jan. 2010 Mar. 2012
Mr. Dharmendra Keshari Engineer Jan. 2010 Apr. 2012
Mr. Surat Lal Chaudhary Engineer Jan. 2010 Oct. 2012
Mr.Govinda Bahadur Khadka Chairperson Apr. 2011
Gaura
daha
Mr. Babu Ram Bhandari Secretary Apr. 2011

WUSC
Mr. Shree Prasad Tajpuriya Manager Jan. 2010

Mr. Ram Bahadur Ghimire Chairperson Jan. 2010
nga
Ma
dh
Ms. Durga Chapagain Secretary Jan. 2010
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Mr. Ganga Prasad Acharya Manager Jan. 2010

Dhula Mr. Indra Bahadur Budhathoki Chairperson Jan. 2010
bari Mr. Siddhi Bikram Nembang Secretary Dec. 2012
Mr. G.P Dhungana Manager Jan. 2012
2.Materials Office Facilities in DWSS and Jhapa/Morang WSSDO
and (Office Space, Electronic power source, Furniture, etc.)
Equipment Necessary Budget (the Project related budget, Domestic transportation/ accommodation allowance for
training/workshop, Electric charges, etc.)
3.Investivatio Field Survey on WUSCs(MIT/MAT/MET)
n /Activity Publication of the Project Activities on the Web Site
2.5 Revisions of PDM
Original PDM and PO was formulated based on the R/D exchanged between MoPPW (currently MoUD)
and JICA in February, 2009. At the 1st year JCC in September 2010, the revised PDM and PO (PDMver.3
and POver.3) were approved aiming at 44WUSCs (17%) as the Overall Goal of the project and 20WUSCs
(100%) as the Project Goal. Thereafter, the revised PDM and PO (PDMver.4 and POver.4) were approved
at the JCC held on 22nd November 2011 along with the mid-term evaluation team's suggestions which were
received in November 2011. The approvals would help achieve the project goal efficiently and make the
goal and output clearer. Then, the revised PDM and PO (PDMver.5 and POver.5) were approved at the JCC
held on 27th September2013 to reflect the organizational change from the Ministry of Physical Planning
and Works to the Ministry of Urban Development.
The revised PDMs are shown in the tables below respectively in parallel with the original one with reasons
of revisions.
(1) The 1st Revisions of PDM

Setting up the Overall Goal and Project Goal
Items Current Wording Proposed Wording Reason

Objectively Verifiable Indicator
Overall Goal 1. The number of WUSCs 1. The number of WUSCs 1. Number of WUSCs was
which are strengthened by the which are strengthened by the selected from Nepali
support of DWSS is increased support of DWSS is increased districts.
XX % of all WUSC. 44 WUSCs (17%) of all WUSC. 2. The percentage is
calculated as the following,
% = selected No. of
WUSCs/total No. of
WUSCs (17% = 44 / 259 x
100)
Project Purpose 1. Based on the technical 1. Based on the technical 1. Number of remaining
support manual established by support manual established by target WUSCs in
DWSS/RMSO/WSSDO, the DWSS/RMSO/WSSDO, the Jhapa/Morang districts is
support system to XX% of all support system to 17 remaining 17 WUSCs excluding
WUSC in Jhapa/Morang is WUSCs (100% of all WUSCs Dhulabari, Gauradaha and
implemented. in Jhapa/Morang districts) is Morang WUSC.
implemented. 2. clarification of the
Output 3 3-1. XX% of all WUSCs in 3-1. 17 WUSCs (100% of all meaning
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Final Report
Jhapa/Morang districts made a WUSCs in Jhapa/Morang

plan to conduct “Small and districts) made a plan to
Medium-sized Water Supply conduct “Small and
Management Model”. Medium-sized Water Supply
Management Model”.
Narrative Summary
Activities 1-5. To approve the Project 1-5. To approve the Project 1. Change the title of
direction including a revised direction including a revised “Steering Committee
PDM and Project progress in PDM and Project progress in (StC)” to “Project
JCC and StC. JCC and PMC. Management Committee
1-6. To conduct monitoring of 1-6. To conduct monitoring of (PMC)”.
indicators regularly by StC. indicators regularly by PMC.
(2) The 2nd Revisions of PDM

In order to make the contents of PDM clearer and correct some writing errors, the mid-term evaluation
team and the project team discussed and prepared the revised PDM.

Narrative Summary
Output 1 Basic information for the Basic information for the 1. typographical error
Project and necessary Project and necessary 2. error in grammar
information for indicators are information for indicators are
collected, and water supply collected, and water supply
management of the Project is management of the Project is
appropriately executed and appropriately executed and
implement periodically implement periodically
monitoring for appropriate monitoring for appropriate
water supply management. water supply management is
implemented periodically.
Output 2 "Small and Medium-sized "Small and Medium-sized 1. typographical error
Water Supply Support Model" Water Supply Support Model" 2. clarification of
and "Small and Medium and and "Small and Medium and meaning
Medium-sized Water Supply Medium-sized Water Supply
Support Management Model" Support Management Model"
are collected as models for are collected developed as
WSSDO/ERMSO and WUSC. models for WSSDO/ERMSO
and WUSC.
Objectively Verifiable Indicator
Project Purpose 1. Based on the technical 1. Based on the technical 1. typographical error
support manual established by support manual model 2. clarification of the
DWSS/RMSO/WSSDO, the established by meaning
support system to 17 remaining DWSS/RMSO/WSSDO, 3. Number of WUSCs in
WUSCs (100% of all WUSCs workshop and training on Jhapa/Morang districts is
in Jhapa/Morang districts) is “Small and Medium-sized gradually increasing and
implemented. Water Supply Management 17 WUSCs are no longer
Model” are held at least one 100% of all WUSCs in
time and the support system to Jhapa/Morang districts.
the other 17 remaining WUSCs
(100% of all WUSCs in
Jhapa/Morang districts) is
introduced.
Output 2 2-1. "Small and Medium-sized 2-1. "Small and Medium-sized 1. typographical error
Water Supply Support Model" Water Supply Support Model"
manual and "Small and Medium manual and "Small and Medium
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and Medium-sized Water and Medium-sized Water

Supply Support Management Supply Support Management
Model" manual are completed. Model" manual are completed.
Output 3 3-1. 17 WUSCs (100% of all 3-1. The other 17 WUSCs in 1. Number of WUSCs in
WUSCs in Jhapa/Morang Jhapa/Morang districts develop Jhapa/Morang districts is
districts) made a plan to draft implementation plans to gradually increasing and
conduct “Small and introduce 17 WUSCs (100% of 17 WUSCs are no longer
Medium-sized Water Supply all WUSCs in Jhapa/Morang 100% of all WUSCs in
Management Model”. districts) made a plan to Jhapa/Morang districts.
conduct “Small and 2. clarification of the
Medium-sized Water Supply meaning
Management Model”.
Means of Verifications
Super Goal 2. Statics of MDGs 2. Statistics of MDGs 1. omission
Project Purpose 2-3 Support Activity Report of 2-3 Support Activity Report of 1. Record of Support
WSSDO WSSDO activities will be written
in annual/periodical
report which is Means of
Verifications 2-2.
Output 2 2-2 "The support manual for 2-2 "The support manual for 1. clarification of the
WUSC" WUSC Small and meaning
Medium-sized Water Supply
Support Model "
Important Assumption
Overall Goal 1. The construction of 1. The construction of 1. error in grammar
appropriate water supply appropriate water supply
facilities is promoted. facilities are is promoted.
Project Purpose 1. Necessary budget for 1. Necessary budget and human 1. Not only budget but
expansion of WUSC support resources for expansion of also human resources
model in semi-area is allocated. WUSC support model in should be considered as
semi-urban areas is are important assumption for
allocated. the Project.
(3) The 3rd Revisions of PDM

In accordance with the organizational change of Nepal government in May 2012, the name of the
organization was revised from the Ministry of Physical Planning and Works to the Ministry of Urban
Development in the PDM.

Narrative Summary
Overall Goal DWSS technical support model DWSS technical support model 1. Change the
for WUSCs established by the for WUSCs established by the organization name of
Project will be disseminated to Project will be disseminated to “MoPPW” to “MoUD”.
all over the country by MoPPW all over the country by MoUD
& DWSS. & DWSS.
Activities 3-3. MoPPW/DWSS holed a 3-3. MoUD/DWSS holed a
liaison M&E conference liaison M&E conference
including related including related
organization/local authorities. organization/local authorities.
Means of Verifications
Super Goal 1. Statistics report of MoPPW 1. Statistics report of MoUD
(5-year Plan, etc.) (5-year Plan, etc.)
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2.6 Public Awareness and Public Relations

Activities on public awareness are conducted in addition with dissemination of the WASMIP. The
purposes of the activities are described as follows:
・ Water tariff needs to be raised due to adequate operation and maintenance for water supply
facilities.
・ Understanding the importance of saving water and it needs to be understood and cooperated with
residents.
・ Educational materials are prepared for the activities and distributed to project involved persons
and residents.
(1) Preparation of media and PR activities

Prepared media are described as follows:
WASMIP Poster
The purpose of the prepared poster is to make consumers understand that the WASMIP is on-going easily.
Posters are put on the wall of tariff counter on every WUSC. The poster itself does not describe detailed
contents of the project on its function, but it appeals the safety of water from WUSC. The purpose and
contents of the project are complemented on leaflets, pamphlet and website.
WASMIP Sticker
Project logo sticker has been prepared. The stickers are distributed to targeted WUSCs during
workshops and meetings several times. Experts request targeted WUSCs to utilize it on daily activities.
The utilization method for the sticker is up to targeted WUSCs. Experts introduced case example for
the sticker and suggested how to utilize it on daily activities in the workshop held on 28th November,
2012.
Pamphlet for WUSCs

The pamphlet is has been prepared for WUSCs and describes general outline of the project in Nepali.
Preparation and finalization of the contents on pamphlet are revised several times and counterpart
works with patience for it. The pamphlets are distributed to targeted WUSCs during workshops and
meetings on several occasions.
Pamphlet for Management model and Support model (for WUSC)

The system of the Models and the organization figure was completed with the discussion between the
terminal evaluation team and the JICA Expert Team (February to March, 2013). In the project areas,
individual activities of the project were well known, such as technical trainings, but it was rarely
recognized as that a series of activities are forming the models. In addition, the name of “Water
Supply Support Model” and “Water Supply Management Model” were not well known among WUSC
employees. Therefore, DWSS and the JICA Expert Team corroborate, and prepare the pamphlet of
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these two models. The pamphlets have been distributed to targeted WUSCs during workshops and
meetings on several occasions.
Leaflet for public awareness

Aims of prepared leaflet are to recognize the WASMIP and understand necessity of adequate
operation and management for water supply facilities with cooperation of residents in targeted area.
The leaflet describes the outline of the project, benefit of the project for the society, cooperation for
raising water tariff and understandings for its necessity of saving water. The leaflet is written in
Nepali.
Leaflet of Good/Bad practice for using the supplied water (for residents)
First time, awareness leaflet for residents were prepared on December 2012. The first leaflet explains
the summary of the WASMIP, the reason of water tariff increase, and importance of saving water.
According to the result of the awareness survey of March 2013, which mentioned at the next section,
many of residents know about the JICA project, agree with the increase of water tariff, and try saving
water in everyday life. Therefore, the topic of the next leaflet focuses on good and bad practice for
using the supplied water for its sustainable use. For example, four of good practices (saving water,
understanding of importance of Chlorine treated water, reporting water leakage, and reporting turbid
water), and two of bad practices (damaging water meter, and not paying water bill). The second leaflet
was prepared in August 2013. These two leaflets were used as educational material at the workshop
for residents. Since the issues of the second leaflet are more general, WUSC can continue to use as
educational materials for residents even after the completion of WASMIP.
Request for coverage and posting organizing the workshop on local new papers
PR activity utilizing local newspapers and internet are conducting in addition with preparation of
leaflet and pamphlet etc. Due to recognition of the project activity to residents, local newspaper has an
interview and posts to activities on the newspaper. The request for the interview from the local
newspaper was conducted by WSSDO chief and workshop and OJT activities are covered on the
paper.
Posting on website (DWSS website)

DWSS, counterpart, has its own website and the WASMIP is set on one of its site page
(http://www.dwss.gov.np/content/62/WASMIP). The outline of the project, workshop report and the
workshop covered by the local newspaper and its article are posted on the page. Articles on the website are
the WASMIP activities and the article from the local newspapers.
Posting on the website (JICA website)

Project activities are posted on JICA website. Main activities such as technical workshop are posted
on the site.
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(2) Awareness survey for residents

A survey for the residents was carried out at Mangadh, Gauradaha, and Dhulabari in March 2013. The
total number of interviewees was 283 persons (Male: 189 persons, Female: 94 persons). Though same
questionnaire was applied, all interviews were carried out by employees of each WUSC. Major
questions are below:
・ Do you know a JICA project is going on your area?
・ How did you know about the JICA Project?
・ Do you feel the service of water supply is getting better for last 3 years?
・ Do you agree with the water tariff increase?
・ Do you try to save water in your daily life?
Figure 2.2 shows the result of the survey. According to the result, 94% of respondents know that the
JICA project is going on, 90% of respondents feel the quality of water supply service is getting better,
75% are positive for the tariff increase, 97% are trying to save water in everyday life. Regarding the
result, the topic of the new leaflet (mentioned at the previous section) was decided for general
information of usage of supplied water.
(%)
100
90
80
70
60
Legend
50 Mangadh
40 Dhulabari
30 Gauradaha
20
10
0
Q1:Know JICA Q2: Know the Q3: Quality of water Q4:Agree with tariff Q5: Saving water
Project (WASMIP) objective of JICA suppy service is increase
Project (WASMIP) getting better for last
3 years
Figure 2.2 Result of the Survey (March 2013)
(3) Activity for Public Awareness

Workshops for public awareness are conducted for WSSDO, WUSC and residents in September 2013.
The workshops are organized by participatory style and the contents of two types of leaflets are
introduced to WSSDOs, WUSC and residents for aiming to deeply understand the contents of the
leaflets.
a) CHRDU
Two types of pamphlet and leaflet are distributed in the seminar for water meter readers at
CHRDU on 6th September, 2013, and Experts explained the contents of the WASMIP.
Achievement and comments from the participants
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・ Participants understand the contents of the project.

・ Participants share the contents of the workshop with the residents in daily activities.
・ Participants are all water meter readers. Therefore, the contents of the leaflets are easy for
participants to understand.
・ The workshop assists that the contents of public awareness recommended by the WASMIP
project are continuously recognized by the residents.
・ Pamphlets, leaflets and stickers are distributed not only participants but also PR office in
CHRDU and the contents of the project are disseminated. Thus, other participants for other
seminars have chance to access the information and recognize the project.
Seminar on Public Awareness
b) WSSDO, WUSCs
The meetings with Chandragadh, Birtamod, Dhulabari, Kakarbhitta, Lakhanpur, Gauradaha
WUSCs, Morang WSSDO, Pathri, Sakalpur, Tanksinuwari, and Mangadh WUSCs are organized
from 8th to 10th September, 2013. Posters, pamphlets, leaflets and stickers are distributed on the
meetings.
Achievement and comments from the participants

・ PR officer for public awareness in WSSDO introduces the contents of public awareness in the
WASMIP in a seminar.
・ The person in charge of public awareness is appointed by the chairperson and he/she conducts
the workshop for water meter reader and residents.
・ The content of public awareness recommended by the WASMIP is continuously conducted in
the seminar for public awareness organized by WUSC.
・ Water meter readers understand the importance of dissemination on the contents of public
awareness recommended by the WASMIP and recognize it to residents.
・ General assembly is held once a year on each WUSC and most of the assemblies are
organized in January. WUSCs disseminate the contents of public awareness on the WASMIP.
・ Each WUSC needs to arrange for organizing the general assembly for public awareness.
・ Posters and stickers are already put on the office. However, Experts request each WUSC to
put posters and stickers on the entrance and water tariff counter in the office for recognizing
the WASMIP to residents more than ever.
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・ Experts request WSSDO to pass leaflets and pamphlet are distributed to some WUSCs where
Expert cannot visit due to the general strike. The contents of materials were described by
phone, if necessary.
Meeting on Public Awareness
c) Public awareness activities for residents and WUSC

The workshops for Chandragadh, Birtamod, Dhulabari, Birtamod, Lakhanpur, Gauradha WUSCs,
Pathri, Damak, Tanksinuwari, and Mangadh WUSCs are organized for residents from 18th to 22nd
September, 2013. Two types of leaflets are distributed on the workshops.
Achievement and comments from the participants (Residents)

・ Participants understand the public awareness activities on the WASMIP.
・ Participants understand Good practice/Bad practice on water use.
・ Participants are enthusiastic to say their current situation and opinion during the session and it
seems their commitment for the workshop is seen.
・ All participants are interested in water supply. For instance, one of participants asks the
Expert how WUSC monitors water quality on water in daily use.
・ Some participants are teachers from elementary schools. They consider conducting some
classes to their students for public awareness using the leaflets.
・ All participants are representative from their communities in one of the workshops. They are
going to disseminate the contents of the workshop continuously after attending the workshop.
Seminar on Public Awareness
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CHAPTER 3 PROJECT ACTIVITES AND OUTCOMES
3.1 Strategy for Technical Transfer
On the basis of the 1st and 2nd year’s activities, technical transfer has been implemented according to
strategies shown below.
The 2nd Year’s Strategy for Technical Transfer

(1) Implementation of OJT/Training with Active Participation of C/P including DWSS
One of the project purposes is to enhance the capacity of WUSCs in implementing O&M for WTP and
water distribution facilities, water quality management, and proper water supply management
including formulation of the medium and long-term business plan, so as to develop fundamental
management system for efficient supply of safe drinking water. For this purpose, the Project planned
to implement OJT/Training with active participation of DWSS and WSSDO/ERMSO in order to
enhance their capacity in practicing technical guidance and training to WUSCs. DWSS issued the
letter of announcement to WSSDOs before OJT/Training, and confirmed the participants. The JICA
Experts reported DWSS the results of OJT/Training and participants.
The JICA Experts conducted OJT/training in the first year. However, while the Experts conducted it
continuously in the second year, the training ownership was gradually shifted to the C/P side, DWSS and
WSSDOs.
(2) Utilization of Central Human Resource Development Unit (CHRDU)

CHRDU located in the suburb of Kathmandu has training programs such as water quality analysis,
calibration for water meter, assembly/disassembly and repair of pumps, and electric system checking
method. Therefore, the Project planned to use the CHRDU facilities to complement the activities at the
sites where tools and materials for the training are insufficient. Through the discussion and agreement
between DWSS and the JICA Experts, the training schedule and program were decided in advance.
Further, it was agreed that CHRDU will take part in the OJT/Workshop and monitoring & evaluation
activities as a C/P.
(3) Utilization of Water Quality Analysis Center in DWSS

DWSS has a water quality analysis center equipped with atomic absorption photometers and it
executes iron removal, arsenic removal and bacteria elimination as a pilot project. Despite the
possession of such analytical instruments, it has not been utilized effectively due to the lack of basic
knowledge in the staff regarding chemical reagent and analytical equipment management, analytical
principle and its range of data application, judgment of data reliability.
Making a training base of the DWSS analysis center, OJT/training on water quality analysis method,
chemical reagent dealing method, water quality standards, etc. were provided to the DWSS staff at this
center. The trained DWSS staff will be dispatched to WSSDOs and WUSCs and transfer the water
analysis technology to the staff of WSSDOs/WUSCs. Thus, cooperating with DWSS and CHRDU, the
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Final Report
water quality analysts will be brought up.
(4) Consideration of Timing of OJT/Training, Securing of Training Room

For some of OJT/training programs, the electricity is necessary, especially for O&M on WTP and
water quality analysis, and therefore, such training was implemented during the rainy season when
occurrence of power failure is few. In case of power failure, implementation of OJT/training was
facilitated by providing fuel for power generator or facilitating rental of transportable generator.
Appropriate training rooms for workshop and/or seminar with C/P and the means of transportation for
participants (such as rental a car) was secured.
For effective OJT/training, qualified interpreters were secured in order to provide an accurate technical
explanation.
(5) Cooperation with ADB on Water Supply Management

The information regarding buildup on water quality management system was exchanged with ADB as
follows:
A TSC (Technical Support Center) was constructed at Itahari in Sunsari district under the control of
ERMSO as the C/P. However, this institution has not started operation at full capacity due to delays in
personnel and budget arrangements. It was examined whether this facility can be used periodically in
the future as the WUSC’s personnel training workshop (OJT of a water examination) and water testing
laboratory of WUSC. In addition, the JICA Expert Team with DWSS discussed and exchanged
opinions with ADB about strengthening WUSC’s capacity on water quality control, if necessary.
The 3rd Year’s Strategy for Technical Transfer

(1) Input of Japanese Experts
Originally, the input of the Japanese Experts in the Project was planned up to the end of May 2013,
whereas project termination date stated in the R/D is September 2013. So, based on the R/D, the input
of the Japanese Experts has been extended up to September 2013. The extension on the input of the
Japanese Experts has also been necessary as the Mid-Term Review report recommended to provide
additional technical assistance to the targeted WUSCs and C/Ps on the O&M of Mechanical
Equipments, O&M of Electrical Equipments and Public Awareness and Project Coordination which
were not included previously. The activity plans of these Experts are as follows:
・ O&M of Mechanical Equipment: To conduct OJT on up skilling of C/P in O&M and repair work of
mechanical equipment, and support holding workshop/seminar. To propose for WSSDO to build
sustainable system in implementing inspection/monitoring of equipment for WUSCs.
・ O&M of Electrical Equipment: To conduct OJT on up skilling of C/P in O&M and repair work of
electrical equipment, and support holding workshop/seminar. To propose for WSSDOs to build
sustainable system in implementing inspection/monitoring of equipment for WUSCs.
・ Public Awareness/Project Coordination: To conduct activities on the public awareness and public
relations. To post information, news and articles related to the project activities in the website of
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Final Report
JICA and DWSS. To develop and distribute Project Logo, pamphlet, leaflet, poster to the
stakeholders in order to make them aware on the objectives of the Project and to familiarize Project
activities among them, as well as on future increase of water tariff and saving water habit for
proper operation of facilities.
(2) Provision of Spare Parts/Tools

Following the second year, some of the spare parts and tools are necessary for OJT on O&M of water
supply facilities and water quality tests were procured and provided to respective WUSCs and
WSSDOs. The provided spare parts and tools have been used for OJT. Keeping these tools properly,
the WUSCs and WSSDOs use them for daily O&M work. If additional tools are needed, WUSCs and
WSSDOs will procure them by their own budget.
(3) Activity Plan

1) Implementation of OJT/Training with Active Participation of C/P including DWSS
In the first year and the first half of second year, the JICA Experts alone conducted
OJT/workshop. In the latter half of the second year, training ownership gradually shifted to the
C/P side, DWSS/WSSDOs. In the third year, trainings of trainers were carried out for
DWSS/WSSDOs staff and trained staff was able to conduct training to WUSCs. Thus, the C/P
side is taking full ownership of organizing and conducting OJT/training/workshop on their own
initiatives to enhance efficiency in the implementation of the Project and to achieve set objectives
of the Project.
2) Dissemination of the Water Supply Management Model and Support Model to other 17 WUSCs
One of the major activities of the third year is to disseminate “Water Supply Management Model”
and “Water Supply Support Model” to the other 17 WUSCs. To carry out this activity, the
contents of draft Management Model and Support Model prepared in the second year have been
examined continuously to make it more appropriate, practicable and implementable. In other
words, goals of WUSCs in technical and administrative areas were indicated in the “Management
Model”. SOP and example of business plan were also put in the Model as tools for realizing the
goals. In the “Management Model”, Maintenance Inspection Team (MIT) and Management
Advisory Team (MAT) were put in the Model so that DWSS/WSSDO provides technical support
through activities of these Teams.
3) Utilization of Central Human Resource Development Unit (CHRDU)

CHRDU has good training facilities and conducts training programs such as water quality
analysis, calibration of water meters, assembling, disassembling and repair of pumps, and electric
system checking method. The Project is planning to use the facilities of CHRDU to complement
project activities at the sites. The training menu and program are decided in coordination with
CHRDU/DWSS and the JICA Experts. The staff of CHRDU participated in the training of
trainers for water quality management and the chief participated in the Project as a member of
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Final Report
project monitoring/evaluation team.
4) Utilization of Water Quality Analysis Center in DWSS

DWSS has established a central water testing laboratory at its premises in Kathmandu to analyze
of drinking water. The laboratory is equipped with atomic absorption photometers along with
other testing equipment. Utilizing the water quality analysis center, in the second year, the Project
organized OJT/training on water quality analysis method, chemical reagent dealing method, water
quality standards, etc. to the staff of DWSS, CHRDU and TSC. Refresher training was conducted
in the third year, and the trained DWSS staff shall be mobilized to conduct training at WSSDOs
and WUSCs to transfer water analysis technology to the staff of WSSDOs/WUSCs. Thus,
cooperating with DWSS and CHRDU, the water quality analysts will be brought up.
5) Consideration of Timing of OJT/Training, Securing of Training Room

The electricity must be available for OJT of O&M on WTP and water quality analysis. Therefore,
such training was implemented during the rainy season when occurrence of power failure is less.
In case of power failure, transportable power generator was rented.
Appropriate training rooms for workshop/seminar were secured consulting with DWSS in
advance, and cost to be shared by DWSS and JICA were decided. The means of transportation for
participants (such as renting a car or WSSDO’s vehicle) were also secured.
6) Public Relations (PR)

Effective publication to support the PR activities was carried out so that Japanese and Nepalese
people shall have an appropriate understanding of the meanings of the Cooperation Project, its
activities contents and outcomes to be yielded.
Manuscripts were prepared cooperatively with C/Ps and prior permission from C/P regarding the
contents of manuscript, photographs, portrait rights and copyrights.
The PR activities included posting information, news and articles related to the project activities
in the website of JICA and DWSS, developing and distributing Project Logo, pamphlet, leaflet,
poster to the stakeholders in order to make them aware on the objectives of the Project and to
familiarize the Project activities among them, as well as on future increase of water tariff and
saving water habit for proper operation of water supply facilities.
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Final Report
3.2 Major Outcomes of Technical Transfer
【Output 1】
Basic information for the Project and necessary information for indicators are collected, and
management of the Project is appropriately executed and monitoring for appropriate water
supply management is implemented periodically.
(1) Preparation of Inception Report (Draft)

The collection and analysis of the information and data of the water service organizations had been
carried out in Japan from JICA preliminary survey report, October 2008, etc.
IC/R (proposal) was created at the end of January, 2010 based on the result of discussions on the basic
policy of the Project implementation, the technique of technology transfer, etc. with JICA.
(2) Presentation /Discussions on IC/R

Explanation and deliberations on the inception report (draft) and on the implementation of the Project
were carried out at local sites of Nepal as a domestic work.
The corrected IC/Rs were submitted to DWSS and JICA on March 4, 2010 as a result of deliberations
with DWSS.
(3) Baseline Study (B/S)

1) Outline of the Study
In order to find out socio economic condition, survey was re-commissioned to the local consultant.
Area for investigation
Three WUSCs (Dhulabari, Gauradaha, Mangadh) and the residents receiving water services from
the mentioned water supply utilities.
Method of investigation and number of samplings
The examination method was carried out by the questionnaire and by a random sampling.
Investigation number was a total of 260 households.
Consultation period
On-site investigation: April 16th to April 24th, 2010.
Table 3.1 Allocation of Sampling by WUSC

No. of Questionnaires Estimated Served No. of HHｓ No of HH Survey
Dhulabari WUSC 1,910 105
Gauradaha WUSC 787 45
Mangadh WUSC 1,994 110
Total 4,691 260
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The item of the main investigations

The contents of the main investigations included collection of the following information as
discussed and decided with PWT.
・ Outline of service sites (the outline of a water supply area, number of household connections,
average number of family members, served household percentage, water usage)
・ Type of house of the residents (living level, economical level)
・ Household income (type of household profession, area of housing, percentage of household
possessing, average income of household)
・ Access to potable water (location of taps/faucets/connection, water source, distance of
tap/faucet)
・ Water supply service (service time, frequency of water supply, users satisfaction, usage rate of
water tanks, purchasing rate of bottled water, purchasing rate of water tanker, satisfaction of
service pressure, water quality, frequency of water quality test, frequency of water tank
cleaning)
・ Toilet facilities (location of toilet, type of toilet facilities)
・ Morbidity of diseases
・ Expected benefit
・ Maximum monthly water service charge willingness to pay
・ Willingness to pay (rate of willingness to pay, monthly charges)
・ Views on current water tariff (cheap, appropriate, expensive)
・ Kind of requests to WUSC（improvement item）
2) The Result of Basic Investigation on Socio-Economic Conditions.
The result of investigation is shown in Table 3.2.
Table 3.2 Result of Baseline Survey

Survey Items Dhulabari Area Gauradaha Area Mangadh Area
1 Outline of Service Sites
Service Areas Wards1 to 6, Hainan 8 and 9 Wards 2, 3, 4, 7, 8, 9 Ward 1 to 5, Dhaijan 4
Number of Household About 2.000 About 720 About 1,900
connections
Average number of 5.4 6 5.4
Family members
Served Household About 49% About 25% About 45%
Percentage
Water Consumption Living：58% Living：88% Living：47%
(Ratio) Bathing/washing：29% Bathing/washing：12% Bathing/washing：30%
Animal use& Others：13% Animal use：0% Animal use& Others：23%
2 Type of main House of Middle level：50% Middle level：53% High level：87%
the residents (Semi-pakka house) (Semi-pakka house） (Pakka house)
3 Household Income
Type of Household Services：42% Agriculture：64% Services：69%
Profession
Area of Housing Less than 253m2：50% 270 - 591m2：62% Less than 253m2：65%
Percentage of Both Electric Goods Both Electric Goods Both Electric Goods
Household possessing &Transportation：6.7% &Transportation：4.4% &Transportation：48%
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Final Report
(Vehicles, Electric
goods)
Average Income of NRs. 92,580 NRs. 118,333 Data Unavailable
Household (year/NRs)
4 Access to Potable Water
Location of Indoor Only：19% Indoor Only：20% Indoor Only：14%
Taps/Faucets/connection outdoor Only：78% outdoor Only：80% outdoor Only：25%
Both indoor & outdoor: 3% Both indoor & outdoor：
61%
Water Source Private Connection Only：91% Private Connection Only： Private Connection Only：
Both Private Connection 100% 59%
&Well/Hand Pump：9% Both Private Connection Both Private Connection
&Well/Hand Pump：0% &Well/Hand Pump：41%
Distance of Tap/faucet <50m：91% <50m：100% <50m：70%
5 Water Supply Service
Service Time（Dry 1-3 hours/day：50% 1-3 hours/day：38% 1-3 hours/day：51%
Season, Weekday） 4-6 hours/day：50% 4-6 hours/day：62% 4-6 hours/day：49%
Frequency of Water 2 Times/day（Dry Season） 3Times/day（Dry Season） 3Times/day（Dry Season）
Supply（Weekday） All day long（Rainy Season） 3Times/day（Rainy Season） 3Times/day（Rainy
Season）
Users Satisfaction Satisfaction：50% Satisfaction：38% Satisfaction：51%
(Service Time)
Mitigation of Supply Combined usage of Well/Hand Combined usage of Combined usage of
Interruption (Using pump/Pond：91% Well/Hand pump/Pond： Well/Hand pump/Pond：
Alternatives) 91% 53%
Usage rate of Water 89% 40% 58%
Tanks
Purchasing rate of 6% 0% 9%
Bottled Water
Purchasing rate of Water 3% 2% 11%
Tanker
Satisfaction of Service Full Satisfaction：39% Full Satisfaction：44% Full Satisfaction：30%
Pressure
Water Quality Taste(Satisfaction)：97% Taste(Satisfaction：98% Taste(Satisfaction)：100%
Odor(Satisfaction)：98% Odor(Satisfaction)：100% Odor(Satisfaction)：100%
Color(Satisfaction)：96% Color(Satisfaction)：53% Color(Satisfaction)：93%
Frequency of Water 1-3 Time/year：50% 1-3Time/year：7% Data Unavailable：100%
Quality Test Data Unavailable：50% Data Unavailable：93%
Frequency of Water 1-2Time/year：11% 1-2Time/year：5% 1-2Time/year：69%
Tank Cleaning >2Times/year：1% >2Times/year：7% >2Times/year：31%
Data Unavailable：88% Data Unavailable：88%
6 Toilet Facilities
Location of Toilet Indoor Only：19% Indoor Only：18% Indoor Only：52%
Outdoor Only：78% Outdoor Only：82% Outdoor Only：18%
Both Indoor/outdoor：3% Both Indoor/outdoor：0% Both Indoor/outdoor：30%
Type of Toilet Facilities Tank Flush：18% Tank Flush：0% Tank Flush：5%
Pour Flush：39% Pour Flush：58% Pour Flush：1%
Septic Tank：28% Septic Tank：36% Septic Tank：82%
Pit Latrine, etc.：15% Pit Latrine, etc.：6% Pit Latrine, etc.：12%
7 Morbidity of Diseases There is a few data（Diarrhea and the illness of an eye have mainly broken out）
8 Expected Benefit Mitigation of Water carriage burden
Less Morbidity
Improvement in a level of life
9 Maximum Monthly 50 NRs/Month：33% 50 NRs/Month：44% 50 NRs/Month：20%
Charge willing to pay 50-100 NRs/Month：36% 50-100 NRs/Month：9% 50-100 NRs/Month：72%
(Affordability) 100-150 NRs/Month： 100-150 NRs/Month：33% 100-150 NRs/Month：6%
15%Over150 NRs/Month:16% Over150 NRs/Month：14% Over150 NRs/Month：
2%
10 Willingness to Pay
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Final Report
Rate of Willing to Pay 100% 100% 100%

Monthly Charges 50 NRs/Month：52% 50 NRs/Month：51% 50 NRs/Month：37%
50-100 NRs/Month：32% 50-100 NRs/Month：40% 50-100 NRs/Month：58%
100-150 NRs/Month：0% 100-150 NRs/Month：1% 100-150 NRs/Month：1%
Over 150 NRs/Month：16% Over 150 NRs/Month：8% Over 150 NRs/Month：
4%
11 Views on Current Water Cheap：11% Cheap：7% Cheap：4%
Tariff (Evaluation) Appropriate：57% Appropriate：38% Appropriate：69%
Expensive：32% Expensive：57% Expensive：27%
12 Kind of Requests to Solve for Water pollution：18% Solve for Water pollution： Solve for Water
WUSC（Improvement Water Supply Dropout：19% 17% pollution：15%
Item） Air Foaming Mixture：10% Water Supply Dropout：23% Water Supply Dropout：
Meter Error of Water volume Air Foaming Mixture：0% 32%
Measured：6% Meter Error of Water volume Air Foaming Mixture：
Payment Procedure：12% Measured：2% 1%
Water Supply Condition：18% Payment Procedure：2% Meter Error of Water
Improve Sewerage System：4% Water Supply Condition：27% volume Measured：1%
Improve Infrastructure, etc.： Improve Sewerage System： Payment Procedure：1%
17% 4% Water Supply
Improve Infrastructure, etc.： Condition：10%
25% Improve Sewerage
System：14%
Improve Infrastructure,
etc.：26%
Source：Baseline Study Report, August 2010
Note: There are some discrepancies in data; therefore in-depth study is required to confirm the actual conditions.
The feature as a result of baseline investigation is shown below.

3) Economic conditions
Mangadh WUSC has many business districts and the living environment is rich compared to
Dhulabari and Gauradaha WUSCs. Therefore, average water consumption is high.
a) Supply of safe drinking water
・ In the 3 WUSCs, 95% of reply does not have dissatisfaction in water quality.
・ In the 3WUSCs, the reply of the frequency of a water examination needs to re-investigate
because of non-respondent by large number.
・ Cleaning of the water tank installed in Mangadh area is carried out well. However, the remedy
of cleaning frequency is required for other WUSCs.
b) Supply of the stable amount of water
・ In the 3WUSCs, 50% of reply is satisfied with the present water supply time in general.
・ Furthermore, it is necessary to carry out the expansion plan of an improvement and a diffusion
rate for water service.
・ Since quantity of raw water available from existing sources has a limitation, measures such as
augmentation of new water sources (construction of tube wells) and construction of new water
supply tank are to be considered.
c) Improvement of water rates
Comparison of the present basic charge of the 3WUSCs is shown in Table 3.3.
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Final Report
Table 3.3 Basic Water Rates

Parameters Dhulabari WUSC Gauradaha WUSC Mangadh WUSC
Minimum Basic Volume Range 1-8 1-8 0-10
（m3/Month）
Minimum Basic Charge 50 75 90
（NRs/Month）
Average Water Consumption 7-10 5-11 10-12
（m3/Month/Household）
Average Water-rate 70-80 85-100 90-120
（NRs/Month/Household）
Additional Charge（NRs/m3） 11 10 14
Source：Information from JICA Expert Study, June-July 2010
・ The payment of water rates is high.

・ The customer is satisfied with the water-rates system in general.
・ Cooperation consciousness is high for extension of water supply facilities.
・ The improvement of water rates
・ Affordability is possible till a maximum of 150 NRs/month.
・ Raising the minimum amount of water rates is possible.
・ The reduction in basic amount of water is possible.
・ A large quantity consumer's additional charge can be raised.
d) Self-defense measure (correspondence at the time of suspension of water supply)
・ 90% of the water service users in Dhulabari and Gauradah areas are using the hand pump
together. However, the possession rate of a private water tank is only 2 to 3%.
・ 53% of the water service users in a Mangadh area is using together with the hand pump.
・ Most of private tank capacity is 0.1-0.5 m3.
・ The rich home has purchased it by tanker.
・ Since the demand of pet water bottle is high, it has seldom dissemination. (The unit price of
PET bottle water is about ten to 20 NRs/liter and tap water is about 4 to 10 NR/m3)
e) Degree of comprehension of the benefit effect
The customer has received convenience about the following items.
・ Reduction in fetching/collecting water labor and time
・ The effect on the occurrence and prevention of a disease is high
・ Improvement in a living environment condition
(4) Capacity Assessment on C/P Agencies Organization

(4-1） Outline of investigation
In order to find out human capability and organizational ability of the organization for their
strengthening, investigation was re-commissioned to the local consultant.
Period of investigation
・ On-site investigation: May 1st to May 31st, 2010
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Final Report
Targeted organization to be investigated

・ DWSS (Department of Water Supply and Sewerage)
・ ERMSO (Eastern Regional Monitoring and Supervision Office: Dhankuta WSSDO)
・ 2WSSDOs (Morang District and Jhapa District)
・ the 3WUSCs (Dhulabari, Gauradaha, Mangadh)
Method of investigation and number of samplings
An examination method is shown below.
・ Analyze with a questionnaire by interview
・ Background and knowledge
・ Collection and analysis of related regulation
The number of interviewee is 123 as a total, 44 from DWSS, 10 from ERMSO, 20 from Jhapa
WSSDO, 18 from Morang WSSDO, 17 from Dhulabari WUSC, 5 from Gauradaha WUSC and 9
from Mangadh WUSC.
(4-2) Result of evaluation of personnel ability

The result of the personnel ability rating (a training candidate is included) of a government
organization is shown in Table 3.4.
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Final Report

Table 3.4 Summary of Evaluation of Personnel Capacity (Government agency)
Parameters DWSS ERMSO WSSDO Jhapa WSSDO Morang
（Interviewee staffs : 2）（Interviewee staff : 10）（Interviewee staff : 20）（Interviewee staff : 18）
Category of Qualification Master / Bachelor：100% Bachelor：70% Bachelor ：10% Bachelor ：22%
Staffs (Degree) Middle Level：30% Middle Level：40% Middle Level：28%
Compulsory education：50% Compulsory education：50%
Total year of Experience Less than 20 years：19% Less than 10 years：20% Less than 15 years：70% 10-15Years：33%
21-30 years：27% 11-20Years：50% 16-20Years：10% 16-20Years：12%
Over 31 years：9% Over 21years：0% Over 21years：20% Over 21Years：11%
Data unavailable：45% Data unavailable：30% Data unavailable：0% Data unavailable：44%
Age 20-40：13% 26-45：60% 26-45：45% 31-45：61%
41-50：47% 46-60：30% 46-60：55% Over 46：39%
Over 51：40% Data unavailable：10%
Retirement age 58
Special Subject Water/Sanitation/Quality Technical Eng.：60% Technical Eng.：65% Technical Eng.：72%
Eng.：80% Administrative Staff, etc.：30% Administrative Staff, etc. ： Administrative Staff, etc.：28%
Administrative Staff, etc. ： Data unavailable：10% 35%
20%
Water supply, management
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Oversea Training （ 2005-09 ： 166 Staffs; Water supply：30% Water supply：45% Water supply：56%
Japan:21%, India:17%） Plan, Project implementation Management/Accountant：20% Management/Accountant ： Management/Accountant：6%
management, Disaster Health：20% 15% Others：16%
management, personnel Others：10%
Others：1% Data unavailable：22%
management, etc.
Data unavailable：29% Data unavailable：30%
Capacity of Language（English） Knowledgeable：100% Knowledgeable：80% Knowledgeable：50% Knowledgeable：60%
Expertise Technical department High technical knowledge High technical knowledge
(Waterworks Engineering, （Waterworks Engineering, construction supervision , Pipeline, Basic operation of Computer,
Pipeline, Environment, others)
Physical chemistry,
Groundwater, others)
Capacity of technical assistance is satisfying. (However teaching materials for training are insufficient
Management department High technical knowledge High technical knowledge

（ For example, Financial （For Example, financial affairs / personnel management / accounts, others）
affairs / management /
Final Report
accounts / personnel
management / racial
improvement, others）
Capacity of technical assistance is satisfying. (However teaching materials for training are insufficient
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Final Report
Management capability of an organization High level

Practice
Knowledge about organization’s objectives Understanding
Capacity /
capability of execution of role About satisfactory
Knowledge Ability to adjustment High level
Knowledge required for general service The knowledge of wide range on waterworks technology is insufficient.
The capability of personal computer basic operation is insufficient.
Knowledge on management staff About satisfactory
Understanding job definition Understanding
Communications skills with a boss and a About satisfactory
coworker
Negotiation capability to an external High level
organization
Emphasis nature / teamwork About satisfactory
Financial-planning development and High level
management
Report generation Capability of a senior member of the staffs high（(For Example, a fiscal year plan, an policy, a report)
Other Staffs can prepare only the report on routine work.
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Leader ship A senior member of the staff is high

Information gathering capability from an A senior member of the staff is high
external office
Decision-making A senior member of the staff is high
Knowledge of management ・ Management-by-objective knowledge is insufficient,
・ Construction management knowledge is insufficient.
・ Performance inspection knowledge of facilities is insufficient.
Qualification Government official's principle and pride High level (For Example, service to citizens, fairness)
of Spirit of good service to citizens High level
Government Consciousness of self-study High level
Employee Independence of self-study Insufficient (Reliance-upon-others-like)
Independence of execution of business A senior member of the staffs is high, however, others are low.
Source: Capacity Assessment Report, August 2010
Final Report
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The result of the personnel's ability rating (a training candidate is included) is shown in Table 3.5.
Table 3.5 Summary of Evaluation of Personnel Capacity (the 3WUSCs)

（Interviewed staffs：17）（Interviewed staffs：5）（Interviewed staffs：9）
Category of Qualification (Degree) Middle Level：18% Bachelor：20% Bachelor：11%
staffs Compulsory education ： Middle Level：60% Middle Level：33%
76% Compulsory education/ Compulsory
Illiteracy：6% Illiteracy：20% Education/Illiteracy：46%
Data unavailable：10%
Total year of Experience Less than 10Years：71% Less than 10 Years：80% Less than10 Years：56%
11-15 Years：29% Over 20Years：20% 11-20 Years：22%
Over 16 Years：0% Data unavailable：0% Over 21 Years：11%
Age 16-35：65% 40-50：100% 20-30 ：22%
36-50：23% 31-60：56%
Over 51：12% Over 60 s：11%
Retirement age 60 62
Special Subject Technical staffs：41% Technical staffs：60% Technical staffs：67%
Administrative Staff, etc.： Administrative Staff, Administrative Staff,
59% etc.：40% etc.：33%
Oversea Training No track record
2006-2007:JIC’s Water supply and O&M： Water supply and Water supply and O&M：
Training (Soft 78 % O&M：80% 67%
Component) Management：17% Management：20% Management：22%
Data unavailable：5% Data unavailable：0% Data unavailable：11%
Capacity Language（English） Average：10% Average：40% Good：25%
of Expertise Difficult / local Poor/only local：60% Average：75%
language ：90%
Technical department Knowledge of water service Knowledge of water Knowledge of water
technology is insufficient. service technology is service technology is high.
The knowledge of O&M is high. The knowledge of O&M is
high. The knowledge of O&M sufficient.
The knowledge of water is insufficient. The knowledge of water
quality is insufficient. The knowledge of water quality is average.
quality is insufficient.
O&M Manual is un-fixing. (O&M ledger is fixed in general but Disunity)
Management ・ High management knowledge
department ・ Capability of ledger management is high.
Practice Management capability High level
Capacity / of an organization
Knowledge Knowledge about Understanding
Qualificatio organization’s objectives
n of Implementation About satisfactory
Government capability of role
Employee Ability to adjustment High level
Knowledge required for The knowledge of wide range on waterworks technology is insufficient.
general service The capability of personal computer basic operation is insufficient.
Knowledge on About satisfactory
management staff
Understanding job Understanding
definition
Communications skills About satisfactory
with a boss and a
coworker
Negotiation capability to High level
an external organization
Emphasis nature / About satisfactory
teamwork
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Final Report
Financial-planning High level (However, a written item is insufficient)
development and
management
Report generation ・ Capability of a senior member of the staffs high（(For Example, annual report,
Financial report, a report)
・ Other Staffs can prepare only the report on routine work.
Leader ship A senior member of the staff is high.
Information gathering A senior member of the staff is high.
capability from an
external office
Decision-making A senior member of the staff is high
Knowledge of O&M Insufficient (Item of management log is insufficient)
management mind
Knowledge of Knowledge of water-rates revision is insufficient.
Water-rates revision
Qualificatio Spirit of good service to High level
n of citizens
Employee Consciousness of Insufficient High level
self-study
Independence of Insufficient (Reliance-upon-others-like) About sufficient
self-study
Independence of A senior member of the staff is high, High level
execution of business however, others staffs are low.
Government official's High level (For Example, service to citizens, fairness)
principle and pride
(4-3) Implementation of organizational ability evaluation

The result of the analysis of collected data is shown in Table 3.6.
Table 3.6 Summary of Evaluation of Institution Capacity (Government agency)

Parameters DWSS ERMSO Jhapa WSSDO Morang
（Interviewed （Interviewed （Interviewed WSSDO
staffs：2） staffs：5） staffs：3）（Interviewed
staffs：5）
Organizati Work responsibility Well-defined Well-defined Well-defined
on (A comprehensive (Monitoring and (Budget supervision concerning
plan, budget allotment, supervision of the east WUSC, the supervisor of
management area in 16 counties construction work, the technical
instruction business, Operating assistance of O&M)
organization) management of an
ADB technical
assistance center）
Function of an organization Sufficient
Exchange of the information Slightly insufficient
between organizations
Planning of a measure and Functioning Functioning as an organization which assists DWSS.
enforcement of policy
Business Development of a business plan Functioning Functioning as an organization which assists DWSS.
Administr document
ation Flexibility of measure and a rule There is a limit.（Since it is prescribed by the law/rule）
Jurisdiction of responsibility Well-defined
Development of a budget plan Established Functioning as an organization which assists DWSS.
Enforcement procedures of a Established -
budget
Recognition procedure of a Functioning
report
Management of operating data Prepared
Management of facilities data Not established yet
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Final Report
Management of documents and Not established yet
books
Personnel Staff regulations Specified
Managem Employment regulation Specified
ent
Regulation of a grade and a Specified
salary
Regulation of labor union Specified
activity
Regulation of a personnel Specified
evaluation
Regulation of the system of Not specified
commendation
Decision Routine work Functioning according to office regulations
Making When deliberations with their Functioning by the liaison conference.
other sectors are required
Speed Determination of routine work is quick.
Water Authority to revise the system of There is regulation (WUSC carries out)
Rate water rate
Authority to arbitrate revision of There is no regulation（Mediation is carried out in the internal organization of MoUD）
water rate
Monitorin Execution of a budget Functioning Functioning as an organization which assists DWSS.
g
Progress of a project Functioning
Management index of WUSC / Insufficient / unfinished
Surveillance of a benchmark
Value of a water quality Established
standard
Surveillance of water quality Insufficient / unfinished
management
Personnel Training system (domestic) Utilizing a CHRDU organization is established.
Training
Training system (overseas) Established
Technical guidance system to Established
WUSC
Teaching materials Insufficient / unfinished.
1) The result of the analysis of collected data is shown in Table 3.7
Table 3.7 Summary of Evaluation of Institution Capacity (the 3WUSCs)

（Interviewed Staffs：2）（Interviewed Staffs：2）（Interviewed Staffs：3）
Organization Work responsibility Well-defined (Management of a water utility)
Function of an organization Sufficient
Exchange of information Insufficient
between other WUSC(s)
Development of Annual report Functioning
and financial audit report
Business Development of a business Insufficient
Administrati plan document
on Flexibility of measure and a There is a limit.（Since it is prescribed by the law/rule）
rule
Jurisdiction of responsibility Well-defined
Development of a budget plan Established
Enforcement procedures of a Established
budget
Recognition procedure of a Functioning
report
Management of operating data Established
Management of facilities data Not established yet
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Final Report
Management of documents Not established yet
and books
Personnel Staff regulations Specified
Management Employment regulation Specified
Regulation of a grade and a Specified
salary
Regulation of labor union Not specified
activity
Regulation of a personnel Not specified
evaluation
Regulation of the system of Specified Not specified
commendation
Decision Routine work Functioning according to office regulations
Making Speed Determination of routine work is quick.
Water Rate Authority to revise the system There is no regulation (WUSC carries out)
of water rate
Authority to arbitrate revision There is no regulation（Mediation is carried out in the internal organization of MoUD）
of water rate
Monitoring Management index of Insufficient / unfinished
WUSC / Surveillance of a
benchmark
Value of a water quality Established
standard
Implementation of water Seldom inspected(There are simple water analysis equipment supplied by JICA )
analysis
Surveillance of water quality Insufficient / unfinished
management
Personnel Training system (domestic) There is no opportunity except JICA training.
Training
Training system (overseas) No system
Teaching materials Insufficient / unfinished.
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(4-4） Generalization

As a summary, features, capability/volition to be improved and others to be checked of the government organization and WUSCs are shown in the Table 3.8.
Table 3.8 Features, Capability/Volition to be Improved and Others to be Checked (Government organization, WUSCs)
Government organization WUSC
The feature Feature ・ Educational qualification of the Personnel’s is high (Especially of the ・ The personnel's education level is low
of personnel DWSS personnel) are high ・ The working experience is high, and the knowledge of special learning
capability ・ The working experience at a place is high, and the knowledge of is high (15 to 30 years)
special learning is high (15 to 30 years) ・ The personnel's age group is comparatively balanced (However, in
・ There are many engineers (60 to 80%) Dhulabari WUSC, 65% are aged 35 and below)
・ There are many persons experienced in overseas training ・ There are many of technical background (40-70%)
・ The DWSS/ERMSO personnel have high English capability but the ・ There is almost no person experienced in an overseas training
WSSDO personnel are slightly low ・ The person experienced in domestic training is only a training program
・ Operating competency is high of JICA’s soft component (2006-2007)
・ The nature as a government official is high ・ English capability in general is low (An interpreter is necessary
excepting Mangadh WUSC)
・ Management ability is high
Capability/volition to ・Although there is self-study volition, it is a reliance-upon-others ・ Although there is self-study volition, it is a reliance-upon-others
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be improved principle (There are many middle/lower grade staff) principle (There are many middle/lower grade staff), (Mangadh
・"Motivation" volition (There are many middle/lower grade staffs WUSC has high)
which have dissatisfaction in a boss, an organization, promotion, etc.) ・ "Motivation" volition (Mangadh WUSC has high)
・ The initiative of a performing a task (There are many middle/lower ・ The initiative for performing a task is high (Dhulabari WUSC has low)
grade staff) ・ Self-valuation capability is high.(Dhulabari WUSC has low)
・ Self-valuation capability ・ The capability to create the management index
・ WSSDO has little experience on the operation and maintenance of a ・ Business management index (benchmarks)
plant ・ Management ability of O&M
・ The capability to create the management index of WUSCs by ・ Basic knowledge and application capability of O&M (however,
Administration Mangadh WUSC has high)
・ Construction supervision skill of field Engineers ・ Compatibility of the ledger of O&M
・ Knowledge of a water-rates system
In addition to this ・ The number of staff in DWSS is about 88 ・ The training item for which the personnel wish is shown below.
・ However, 50% of the DWSS staff has no job to do in their place of ・ Introduction of water service technology
work ・ Future technology
・ (Reason: The balance of an operating scale and the number of the ・ Basic operation of a personal computer
Final Report
personnel has collapsed) ・ The repair method of a water meter
・ These personnel could be dispatched as the supervisor of construction ・ Introduction of water rates
work, and for technical guidance or as adviser to WUSCs, if needed ・ Plant O&M know-how
・ The training item for which the personnel wish is shown below
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Final Report
¾ Introduction of water service technology

¾ Basic operation of a personal computer
¾ Introduction of management / accounts
The feature Feature ・ The organization, the system, and the role are prescribed by law and ・ The organization and its role are established by Committee’s
of the regulation Constitution
capability ・ The assignment of an organization and a job is clear ・ Management of the water supply enterprise is established
of an ・ The business management system is functioning clearly ・ Personal rating system is prescribed by the personnel rule
・ Personal rating system is functioning clearly ・ The meter reading and a charge collection system are established and
organization
・ The system of planning of a policy and law and planning of a business functioning
and
plan is functioning ・ Business management ledger is fixed
Institution ・ The system of decision making is functioning clearly ・ Operating form is fixed
・ The monitoring operating system is improved.（such as Budget ・ Water meter regulation is indicated on the costumer's water tariff card
implementation, project management) (leaflet) etc.
・ The technical assistance system to WUSCs is improved ・ Annual report and/or Audit report is reported to General Assembly
once a year
・ The decision-making organization is functioning clearly
System/mechanism ・ The enhancement program of self-study consciousness ・ Personnel training system
to be improved ・ Information exchange between organizations ・ The enhancement program of self-study consciousness
・ Increase efficiency in monitoring system of WUSC ・ Information exchange between organizations
・ Management index of management system of WUSC ・ Monitoring system of WUSC
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・ Water quality control system of WUSC ・ Management index system of WUSC

・ Data management system of O&M of WUSC ・ Water quality control system of WUSC
・ Support teaching materials to WUSC ・ O&M data management system
・ Support capable people to WUSC ・ Maintenance of O&M manual and related document
・ Maintenance of O&M manual and related document
In addition to this ・ DWSS does not participate in deliberations of water tariff revision ・ There are few opportunities given to training on the practical
・ There are few opportunities given to the training on technical know-how of O&M
know-how of O&M ・ Personnel dismissal is difficult
・ There are fewer people who desire transfer to rural areas ・ The personnel period of employment is guaranteed
・ Activation of an organization is difficult
Final Report
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Final Report
(5) Setup and Review of PDM Indicators

1) Improvement target (strengthening target)
The target (%) value for an improvement of the water service enterprise was shown from DWSS as it
was shown in Table 3.9, Figure 3.1 and Figure 3.2.
・ The target of Overall Goal is about 17%.
・ The target value of Project Goal is about 100% (For two districts)
Table 3.9 Number of WUSCs Target Improved

Description Through out the country In Jhapa and Morang Districts
Total Number of WUSC (Existing) 259 20
Number of WUSCs to be strengthened by DWSS 44 20 (17 by DWSS+3 JICA Expert)
Number of WUSCs Target Improved 17% 100%
Source: DWSS, PWT, 5 July 2010
2) Determination of area for monitoring improved management

・The monitoring for the situation of improved management will be set up about in about ten areas
after a survey of existing circumstance
・As for the indicators of improved management, monitoring investigation is conducted periodically
・The result of monitoring investigation is evaluated periodically and training of improved
management is carried out if needed
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Final Report

Figure 3.1 Numbers of WUSCs by Districts
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Final Report

Figure 3.2 Detail of Number of WUSCs by Districts
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Final Report
(6) Holding JCC/PMC Meeting (the 1st year)

Held the PMC/JCC meetings were held to review the progress of the Project and to make smoothen
implementation further, and to make decisions on the Project, if needed.
1) The 1st JCC

On 23rd February 2010, the 1st JCC meeting was held at DWSS conference room. The major topics of
discussion are shown below and approved in this JCC.
・ Confirmation of the duration of the Project (from January 2010 to September 2013)
・ Changing the title of “Steering Committee” to “Project Management Committee (PMC)”
・ Offices for the Project in DWSS, Jhapa WSSDO and Morang WSSDO
・ Formulation of PWT(Project Work Team)
・ Revisions of PDM (Project Design Matrix), project goals to be in the next JCC.
・ Approval of the Draft Inception Report
2) The 1st PMC

On 20th April 2010, the 1st PMC meeting was held at DWSS conference room. The major topics of
discussion are as shown below.
・ To decide places for public awareness activity of conflict management and training of stakeholder
meeting. It was confirmed the activities would be held in Dhulabari, Gauradaha, Mangadh and
Dhankuta
・ PWT requested DWSS and WSSDO to set up and verification of personal list from related
organization
・ PWT requested DWSS to set the overall goal and the project goal. The overall goal and project
goal would be set in the next JCC
3) The 2nd JCC

On 20th September 2010, the 2nd JCC meeting was held at DWSS conference room. The major topics
of discussion are as shown below and approved in this JCC.
・ Reporting the result of the 1st year activities
・ Approval of PDM revisions
¾ Overall goal: 44WUSCs (17% of all WUSCs) are strengthened by the support of DWSS.
¾ Project Purpose: Support system to 20WUSCs (100% of all WUSCs in Jhapa/Morang
districts) is implemented.
・ Approval of PO
(7) Training on Monitoring System and Operation Method

In order to monitor and evaluate OJT's effects on the improvement of WUSC's capacity, training on the
monitoring system and operating procedure was carried out.
Training theme is mentioned here under
1) Objective of establishment of committee
・ Establishment of monitoring organization
・ Selection/Election of the member
2) Frequency of monitoring investigation
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Final Report
Frequency of monitoring shall be more than once in a year.

3) Scope of investigation object
WUSCs (Human resource capability and organization/ operation capacity)
4) Monitoring Investigation Chart
a) Human Resource /personnel capability investigation chart
Prepare investigation chart for every target trainees.
b) System/ Operation capacity investigation chart
Prepare investigation chart in all 3 target WUSCs.
In addition, the monitoring investigation tables were created in collaboration with PWT.
5) Implementation of Monitoring
Monitoring will be implemented by PWT.
Investigation method is shown below.
a) Human /Personnel Resource capacity
Evaluate from the personal interview based on investigation chart
b) System/ Operation capacity
・ Evaluate from the interview with responsible person based on evaluation chart
・ Evaluation will be done based on the improvement of technical capacity and business work, from
the record items of reports. Record items will be evaluated confirming related documents.
6) Evaluation item of the achievement of goal
Achievement of evaluation will be judged considering following points.
a) Technical contents moved practically
b) Activities towards the business
c) Evaluation of achievement of the OJT/ training related to members
7) Result of evaluation of achievement
Evaluation was carried out on 3 levels adopting following method.
a) Self-evaluation
b) Evaluation by PWT responsible person
c) Evaluation by evaluation committee considering a) and b)
Grades and points allocated for rating the evaluation are shown below.
Table 3.10 Score of Grade

Grade Descriptions Point
A Excellent 4
B Good 3
C Average 2
D Poor 1
8) Report of evaluation result

・ Result of the evaluation will be reported to the JCC and PMC.
・ Indicate the suggestions and comments on implementation for improvement, if any.
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Final Report
(8) The 1st Monitoring Study and Summarizing of Outcome

The result of the 1st OJT enforcement and monitoring was carried out by the method described above (7),
and summarized the evaluation result to Table 3.11.
Monitoring investigation evaluated the training result of OJT/seminar, improvement in the capability
regarding personnel, organization and management, which the JICA Expert had carried out. For
investigation, Team Leader Mr. D. Puri of PWT from DWSS and the JCC/PWT member
Ms.B.Bajracharya from MoPPW visited Gauradaha, Dhulabari, and Mangadh WUSCs on 12th to 14th,
September, 2010.
Interviews to 4 to 6 out of 15 trainers from each technical area were conducted for monitoring.
Table 3.11 Summary of Study Result

Dhulabari WUSC Gauradh WUSC Mangadh WUSC Comprehensive Evaluation
Objective Objective Subjective Assessment Objective Objective
Subjective Assessment Subjective Assessment Subjective Assessment
Target of Capacity No. of Assessment No. of Assessment No. of Assessment No. of Assessment
Development Program Interview Intervie PWT, Intervie Intervie PWT,
ee PWT, Team JCC/PWT wee JCC/PWT wee PWT, Team JCC/PWT wee JCC/PWT
WUSC WUSC Team WUSC WUSC Team
Leader Member Member Leader Member Member
Leader Leader
2.4 2.7 2.7 2.3 2.5 2.7 2.9 2.9 3.0 2.5 2.7 2.8
1) Individual (Technical) capacity 4~6 2-4 3-6 14.6
100% 115% 113% 100% 111% 119% 100% 100% 104% 100% 108% 111%
1.9 2.4 2.4 2.5 2.6 2.7 3.3 3.1 3.2 2.7 2.7 2.8
Technical capacity 2.0 2.0 3.0 7.0
100% 128% 127% 100% 102% 108% 100% 94% 99% 100% 103% 107%
2) Organization
Business
& 2.8 3.1 3.3 3.1 2.0 2.1 3.3 3.3 3.6 3.1 2.9 3.1
Management 2.0 2.0 3.0 7.0
Management
Capacity 100% 111% 119% 100% 64% 68% 100% 108% 108% 100% 92% 99%
Capacity
Institution (Written
2.9 2.4 2.5 2.9 1.9 2.0 1.9 1.0 1.7 2.5 1.6 2.0
Item to report ) 2.0 2.0 3.0 7.0
Capacity 100% 84% 89% 100% 64% 69% 100% 52% 88% 100% 66% 81%
2.5 2.7 2.7 2.7 2.2 2.4 2.8 2.5 2.9 2.7 2.5 2.7
Total (Ave) 2.9 2.4 3.6 8.9
100% 108% 110% 100% 83% 88% 100% 90% 101% 100% 93% 100%
Evaluation Point A (Excellent): 4 points, B (Good): 3 points, C (Average): 2 points, D (Poor): 1 point
Result of evaluation is shown in Table 3.12
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Final Report
Table 3.12 Result of Evaluation

WUSC Evaluation of individual capacity Evaluation of the management capability of
organization
Dhulabari Interview investigation was conducted on Technical Capacity
selected trainees (4-6 persons) of each field, ・ Objective rating is higher than self-evaluation
present at the time of investigation, among 22 about 30%
trained persons ・ Evaluating point of the degree of achievement is
Average (1.9 to 2.4 points) in general
・ Objective rating is higher than ・ Capacity development which contributes to
self-evaluation about 15% management of an organization can be estimated
・ Evaluating point of the degree of "To attain in general"
achievement is Good- Average (2.4 to 2.7 Business Management Capacity
points)
・ Objective rating is higher than self-evaluation
・ All members are inclined to utilize the about 2-10%
knowledge and experience which were
・ Evaluating point of the degree of achievement is
obtained by this training
Good-Average (2.8 to 3.3 points) in general
・ Capacity development which contributes to
management of an organization can be estimated
"To attain in general"
Institution (Mentioned items of report) Capacity
・ Objective rating is lower than self-evaluation about
10-15%
Good-Average (2.4 to 2.9 points)
"To attain in general"
Gauradaha Interview investigation was conducted on Technical Capacity
selected trainees (2-4 persons) of each field, ・ Objective rating is equivalent to self-evaluation
present at the time of investigation, among 12 ・ Evaluating point of the degree of achievement is
trained persons. Good-Average (2.5 to 2.7 points)
・ Objective rating is higher than management of an organization can be estimated
self-evaluation about 15% "To attain in general"
・ Evaluating point of the degree of Business Management Capacity
achievement is Good- Average (2.3 to 2.7 ・ Objective rating is lower than self-evaluation about
points) 30-35%
・ All members are inclined to utilize the ・ Evaluating point of the degree of achievement is
knowledge and experience which were Average (2.0 to 3.1 points)
obtained by this training ・ Capacity development which contributes to
"Strengthening is required"
30-35%
Average (1.9 to 2.9 points)
“Strengthening is required"
Mangadh Interview investigation was conducted on Technical Capacity
selected trainees (2-4 persons) of each field, ・ Objective rating is lower than self-evaluation about
present at the time of investigation, among 10 1-5%
trained persons. ・ Evaluating point of the degree of achievement is
Excellent-Good (3.1 to 3.3 points)
・ Objective rating is equivalent to ・ Capacity development which contributes to
self-evaluation in general management of an organization can be estimated
・ Evaluating point of the degree of "To attain in general"
achievement is Excellent-Good (2.9 to 3.0 Business Management Capacity
points) ・ Objective rating is higher than self-evaluation
・ All members are inclined to utilize the about 8%.
knowledge and experience which were ・ Evaluating point of the degree of achievement is
obtained by this training Excellent-Good (3.3 to 3.6 points).
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Final Report

“To attain in general".
12-48%.
Average (1.0 to 1.9 points).
“Strengthening is required."
Evaluation of ・ The goal attainment level of the individual Technical Capacity
a capacity development according to each ・ The contribution of technical capacity to
comprehensive level is estimated in general as a success management of a water utility is at Good level
Business Management Capacity
result
・ The contribution of Business Management
Capacity to management of a water utility is at
Good level
・ The contribution of institution Capacity to
management of a water utility is at Average level
・ Improvement efforts are indispensable.
There is still room for improvement in the capability

to sound management.
The manager needs to offer a training opportunity in
order to promote the personnel's self-study
volition, and he needs to aim at improvement in a
level of the knowledge of each specialty.
(9) Resident Enhancement Activities on Conflict Management Considerations and Stakeholder

Consensus-Building Training
To prepare for the training on Conflict Management Considerations related to the resident enlighten
activities and stakeholders, an agreement was done with Local NGO (Human Rights Network and Peace
Action Group: PAG).
Issues for the training were decided in consultation with JICA Nepal considering past cases on disputes
and after baseline study for holding of conflict management at target area (Interview investigation).
1) Objective of the Training
・ To raise the dispute management self-restrain and management capability in local
committee level.
・ Improvement in dispute/discussion concept of the resident and reinforcement of the problem
solving capacity
2) Period of training
3 days course at each place.
3) Selection/Election of implementation place and trainees
Implementation place and the invitees for the training were examined from the method mentioned
here under.
a) Interview investigation at local area.
・ Preliminary survey of local area (Consciousness of the problems on the activity contents of the
stakeholders including residents and solution of dispute)
・ Baseline study (Selection of target area and preparation of list of invitees)
b) Selection/Election of target area
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Final Report
In order to select target areas, base line study was considered and it was made pass through by the
consultation at DWSS. Selected 4 target areas and mentioned here under.
1) Jhapa District: Dhulabari WUSC
2) Jhapa District: Gauradaha WUSC
3) Morang District: Mangadh WUSC, Dhankuta District
4) Implementation Period
Training was completed on mid July 2010 as mentioned in Table 3.13
Table 3.13 Enforcing Date

Project Areas Workshop Date Venue
1 Gauradaha water residential area, Jhapa district 13 – 15 June, 2010 Gauradaha
2 Dhulabari water residential area, Jhapa district 16 – 18 June, 2010 Dhulabari
3 Mangadh water residential area, Morang district 23 – 25 June, 2010 Biratnagar
4 Dhankuta water residential area, Dhankuta district 27 – 29 June, 2010 Dhankuta
5) Number of Trainees
Participating number of trainees exceeded planned number of 100 trainees. Total number of trainees
included in the training was 118 persons.
6) Method of training
Method for the training was decided considering past disputes occurred between the personnel’s of
water supply utilities and residents. It included the capability on dispute prevention, improvement on
the problem solving capability and improvement on the knowledge of residents.
Main training procedures are mentioned here under.
・ Lecture (Concept of dispute prevention, acquire knowledge on techniques of solving measures)
・ Group Consultation (Plan communalization of information)
・ Selection/Election of organizer at the area (construction of dispute prevention system)
・ Grasp on degree of understanding about the solution of the dispute
・ An obstacle factor (Analysis of training effect of display of obstacle factor)
7) Result of the training
a) Evaluation of degree of achievement
According to the comprehensive judgment of the trainers, degree of achievement has been
confirmed as per following methods.
・ Same questionnaires (with 10 questions) had been distributed on the first day of the training and
the 3rd day of the training and the contents has been evaluated. Evaluation method was ranked in 4
levels; Poor, Reasonable, Good, and Excellent.
・ Evaluation of the contents of the comments of expectation of the trainees from the training and
the result after the training.
・ Participation manner of the trainees (group consultation, status of selection of dispute solution
organizer)
Evaluation of achievement at each site is shown in Table 3.14
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Final Report
Table 3.14 Evaluation of Achievement at each site

Area Evaluation related to Evaluation related to the level of understanding of trainees Selected
the level of according to the lecturers. facilitator
understanding
questionnaire before
and after seminar
(questionnaire
evaluation)
Dhulabari ・ Improvement in Before seminar Mr. Murari
large scale has been ・ They lack concept of the Mediation and Arbitration Dhungel (Social
found before and session. worker),
after seminar. ・ They had been thought disputes in negative aspect. consumer residing
・ People lacking ・ They could not been able to write the expected items on at Dhulabari
knowledge has dispute consultation management. Water Supply
decreased to 3% ・ WUSC feels that the dispute among people residing near Area, Mechinagar
from 68% intake area and people among near of supply area has Municipality
been increased. Ward#5
After Training
・ Analysis method of dispute has been understood.
・ They were able to think positively that people need the
disputes.
¾ Concept of the mediation/arbitration session has
been understood.
¾ Improved the understanding method upon dispute
solution method
・ Understood the necessity of drinking water.
・ Understood the potential dispute issues related to the
water.
・ Stakeholders understood the roles and management of
dispute prevention.
Gauradaha ・ There is an Before Training Mr. Devendra
improvement of big ・ Concept of Mediation/Arbitration has not been Kumar Khadka
scale in before and recognized. A consumer of
after training. ・ Dispute/conflict had been thought negatively water supply
・ Personnel’s ・ Expected matter related to the dispute/consultation was (social service
insufficient of not written person), resident
awareness were After Training of Gauradaha
reduced from 71% ・ Understood the analysis method of discussion/dispute VDC ward 9,
to 6% ・ Were able to think positively that human beings need Gauradaha area.
discussion/disputes
・ Understood the concept of Mediation/Arbitration
・ Method of dispute solution has been improved
・ Understood the importance of drinking water
・ Understood the potential dispute subject in connection
with water
・ Stakeholder understood the role of the prevention from
dispute and management
Mangadh ・ Improvement in Before Seminar Mr. Sanat Baral
large scale has been ・ They lack concept of the Mediation and Arbitration (WUSC,
found before and session Vice-Chairperson,
after seminar ・ They had been thought disputes in negative aspect Social Worker),
・ People lacking ・ They could not been able to write the expected items on consumer residing
knowledge has dispute consultation management at supply area,
decreased to 7% Biratnagar
from 69% After Seminar Sub-Metropolitan
・ Analysis method of dispute has been understood. City-1
・ They were able to think positively that people need the
disputes
・ Concept of the mediation/arbitration session has been
understood
・ Improved the understanding method upon dispute
solution method
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Final Report
water
dispute prevention.
Dhankuta ・ Improvement in Before Seminar Mrs. Kusum
large scale has been ・ They lack concept of the Mediation and Arbitration Kumari Shrestha
found before and session. (WUSC member,
after seminar. ・ They had been thought disputes in negative aspect. NGO
・ People lacking ・ They could not been able to write the expected items on Vice-Chairperson,
knowledge has dispute consultation management Board of Member
decreased to 6% After Seminar of Municipality
from 73%. ・ Analysis method of dispute has been understood. Development
・ They were able to think positively that people need the Committee,
disputes. Social Worker),
・ Concept of the mediation/arbitration session has been Consumer of
understood. Dhankuta water
supply, residing at
・ Improved the understanding method upon dispute
Dhankuta
solution method.
Municipality
Ward no.2.
water
dispute prevention.
(23) Holding JCC/PMC Meeting (The 2nd Year)
1) The 3rd JCC

At the beginning of the 2nd year activities, the contents of Draft Work Plan Report were explained to C/P
such as DWSS, Jhapa and Morang WSSDOs and the 3WUSCs. The contents were accepted basically
without any particular comment.
On 11th February 2011, the 3rd JCC meeting was held. The major topics were to summarize the 1st year
activities and to get consent to the contents of 2nd year’s Work Plan Report. Though the Work Plan
Report was approved by JCC, the following issues were pointed out in terms of the 1st year activities.
・ Computerized billing system is requested
・ Leakage detection equipment is requested
・ Fulfillment of water quality analysis kit
・ Acquisition of spare parts
The Expert Team consulted with JICA Nepal Office on how to tackle with these requests. As a result, the
following conclusions were extracted.
・ As to the computerized billing system, it is difficult to deal with this issue in the Project primarily due
to the time constraints. It should be designed apart from the Project
・ The leakage detection equipment should be coupled with a non-revenue water reduction program,
which should be designed apart from the Project
・ Regarding water quality analysis kit, the Project will provide necessary reagents which are required in
implementing training
・ In terms of the spare parts, the Expert Team will arrange an access to the Nepali agent of Japanese
manufacturer. In addition, the Project will provide tools which are necessary in implementing OJT
Such measures were explained to C/P and accepted.
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Final Report
2) The 4th JCC

On 22nd November 2011, the 4th JCC meeting was held. The major topics are to report and explain the
results of the Mid-term Review. The review results and recommendation from the Review Team were
accepted by JCC and the draft modification of PDM (Ver. 4) was accepted as well.
3) The 2nd PMC

On 28th February 2012, the 2nd PMC meeting was held. The main topics are to share the project progress
and outcome of the 2nd year activities. The draft Project Completion Report was presented and its
contents were approved by the PMC.
(24) The 2nd Monitoring and Summarization of its Outcome, Manners of Utilization Methods, such
as Plan Decision and Budget Allotment etc. and Initiating Monitoring/Evaluation Liaison
Conference for Business Operation
On the 12th and the 13th August 2011, the Expert visited the 3WUSCs with the project member of
MoPPW (present MoUD), DWSS, RMSO and WSSDO to monitor and evaluate how the capacity of
WUSC and its staff was improved as an outcome of project implementation. Questionnaire surveys to
the staff were conducted, and the evaluation team assessed based on their answers and hearing from
them. The PWT member had a role of evaluator.
After this assessment, the 1st Monitoring/Evaluation Liaison Conference was held on 14th August 2011.
In the conference, 40 members participated in total including the 3 WUSCs as well as other 6 WUSCs in
Jhapa and Morang districts and the conference was chaired by the PWT Leader. The managerial persons
of the WUSCs gave comments that the training provided by the Expert Team is very beneficial on
capacity development of staff and management. On the other hand, the evaluator side pointed out a
lesson regarding evaluation method that some questionnaire items were not clear and they confused the
respondents.
(33) Hold Seminar on Reporting of Activity Outcome by the 3WUSCs through Water Supply
Utilities Liaison Conference in Each District
The 3rd Water Supply Utilities Liaison Conference was held on 9th February 2012. Apart from the 3
WUSCs, other 10 WUSCs in Jhapa and Morang District participated in this conference. The reports
from the 3 WUSCs were outlined as below:
Dhulabari
・ Through the OJT and workshop provided by the JICA Experts/WSSDO, their employees have become
more skilled.
・ Sand washer pumps which were out of operation for almost three years are now in work with the help
of the Project.
・ To extend such type of program is requested to JICA, DWSS and GoN.
・ In the upcoming days, they would share all the experience with other WUSCs for the betterment and
progress.
Gauradaha
・ The OJT/workshop provided by the Project is very useful.
・ The training encouraged them to prepare the business plan and they could prepare it, which will
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Final Report
become a guideline of their future management.

・ If Gauradaha WUSC is able to give training and share their experience and achievements with other
WUSCs, then it will be more effective.
Mangadh
・ Many knowledge and skills were taught by the JICA Expert/WSSDO, which as a result has become
very fruitful.
・ Before the Project started, users did not trust the quality of the supplied water. But after the Project,
water quality is tested and proved to be good.
・ Now, the number of connections has increased quickly and become doubled. The water supply
services are very improved by the capacity development Project.
After these presentations, the participants were divided into three groups, and each group discussed on
the technical and managerial issues which they are facing. A lot of issues were extracted including those
of facility functions, water pressure, water quality, public awareness, staff skills, etc. Also, an idea of
employing engineers by the group of WUSCs was presented in order to solve common problems of each
WUSC which does not have staff with technical knowledge.
(36) Hold Workshop on Practical Use Methods, such as Results from Implementation of the 3rd
Monitoring, Plan Decision and Budget Allotment
During 6 to 8 February 2012, the evaluation team consisting of 5 members from DWSS and WSSDO
visited the 3 WUSCs to conduct the 3rd monitoring/evaluation. The evaluation was done according to the
following four categories:
1. Knowledge
(Methodology)
The evaluation is based on the predetermined questionnaires. Two different sets of questionnaire for
WUSC members and technical staffs of the Project were used. The main objectives of the
questionnaires were to capture the level of knowledge confidence of the participants.
2. Skill
(Methodology)
The evaluators observed the use of skill in the recently completed maintenance work.
3. Attitude
(Methodology)
The separate meetings with WUSC members and technical staffs were conducted. The separate
unstructured interviews were also conducted with users who at that time came to WUSC office to pay
tariff.
4. Overall management
The result of the monitoring/evaluation was presented at the Liaison Conference held on 9 February
2012.
(37) Hold Monitoring/Evaluation Liaison Conference for Business Operation

The Monitoring/Evaluation Liaison Conference was held on 9 February 2012 along with the Water
Supply Utilities Liaison Conference. At the Conference the result of monitoring/evaluation was reported
by the chief of CHRDU. The evaluation is based on five degree of evaluation (Excellent, Very good,
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Final Report
Good, Satisfactory, Poor). The results are outlined as below:

1) Knowledge (Very good)
Knowledge of treatment system, water quality, tariff structure, tools, fittings, meter, and valves is
adequately transferred. On the other hand, knowledge in the areas of new technology (e.g. UV, RO),
high level drinking water standard, financial management and public awareness needs to be improved.
2) Skill (Good)
The level of skill in technical staff is satisfactory. Record keeping is also good. The following areas
are the challenges from now on.
・ Mechanical-electrical skill
・ Leakage detection
・ Computer billing and accounting
・ Fund generation and investment
・ Network establishment
・ Business promotion
3) Attitude (Good)
The attitude of staff and management is satisfactory such as:
・ Eager to learn new things
・ Good behavior towards customers
・ Willingness to improve and to do well
・ Applying the way of participatory problem solution
4) Overall Management
The levels of tariff collection, attention given to the drinking water quality, water service coverage,
and financial management are very good to satisfactory. The following matter is a new challenge:
・ Coping with sanitation component
(40) Holding JCC/PMC Meeting (The 3rd Year)
1) The 3rd PMC

The 3rd PMC meeting was held on 29th June 2012. The major agenda of the meeting was to summarize the
activities of the second year and to get consent on the contents of 3rd year’s Work Plan Report. In addition,
the Expert Team proposed to set up a Patrol Team in order to support WUSCs in O&M of
Electro-Mechanical Equipments. Following achievement is recognized;
・ The 3rd year’s Work Plan Report was approved by PMC and shared by C/Ps
・ Regarding the Patrol Team of Electro-Mechanical Equipment, the Nepal side showed a positive
attitude and several ideas were discussed on the formation of the Team. DWSS agreed to carry out
organizational improvement for setting up the Patrol Team
・ It was confirmed that the Nepal side is in the process of procurement of spare parts/tools that were to
be procured by the C/P side
・ It was confirmed that the 3 WUSCs are proceeding preparation of their business plan based on the
method which the Expert Team instructed to the WUSCs in the 2nd year
2) The 4th PMC

The 4th PMC meeting was held on 8th February 2013. The major agenda of the meeting was to report
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project activities and outcomes from June to December 2012 and make agreement about the 3rd year
progress report (2) to be approved. The expert discussed with PMC necessity of more than 2 persons
assignment from WSSDO as the project C/P, how to approach the non-participating WUSCs and
modification of the Support Model. Following achievement is recognized;
・ It is agreed to instruct WSSDOs from DWSS to involve at least 2 persons in the Project as C/P and
establish proper record system of documents and training materials etc. to ensure smooth
implementation of project activities
・ It is further agreed to instruct WSSDOs to communicate with the chairpersons of the non-participating
WUSCs and try to motivate them to send their staff in the training/workshop/OJT for their own
benefits
・ The field test of the current draft of the Support Model will be conducted in Jhapa & Morang districts
to get feedback from the field. The Model shall be finalized through discussions among stakeholders
and disseminated accordingly to other areas
・ The 3rd year progress report (2) has been discussed and agreed to be approved by PMC
3) The 5th JCC

A joint terminal evaluation of the Project was conducted from 11th February to 3rd March 2013 by the
Terminal Evaluation Team dispatched by JICA. The terminal evaluation was conducted based on 5
evaluation criteria: relevance, effectiveness, efficiency, impact and sustainability. The result of evaluation
was reported in the 5th JCC meeting on 3rd March. The JCC accepted it and both the Nepalese and
Japanese side agree to the contents to sign on the Minutes of Meeting. The contents in detail are shown in
the section 5.
4) The 6th JCC

The 6th JCC meeting was held on 27th September 2013. The major agenda of the meeting was to approve
the Management Model and the Support Model and to make consensus about dissemination of the two
models in other districts and regions of the country after completion of the Project. In the meeting, it was
accepted that DWSS shall approve and formalize the 2 models and continue to take activities like MIT,
MAT, MET and OJTs as its annual program. In addition, it was also accepted that DWSS shall develop a
plan for the dissemination utilizing human resources trained through the Project.
(49) The 4th Monitoring and Summarization of its Outcome and Develop Future Directional
Movement
From the 18th to the 22nd of July 2013, DWSS, ERMSO and Jhapa/Morang WSSDO cooperatively
implemented the 4th Monitoring and Evaluation for 8 WUSCs in Jhapa and 6 WUSCs in Morang districts.
This activity was conducted on their own initiatives while the experts were away.
They scored the WUSC’s performance from 6 points of views; organizational management, financial
management, customer complaint, business planning, water quality management and operational record
keeping (maximum 60 points as a total) and summarized the result as shown in Table 3.15.
The result was presented at the liaison conference held on 23rd July 2013 for monitoring and evaluation.
The monitoring and evaluation was conducted based on the perspectives listed below.
・ Organization management: regular meeting, general meeting, work division, office management
・ Financial management: water tariff rate, status of arrears, status of fixed deposit in bank/loan clearance,
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status of billing record

・ Complaint management: status of complaint record, method of solving complaint
・ Business plan: made or not, implementing aspect
・ Water quality: daily/monthly/semi-yearly/yearly, water quality record, importance of water quality
・ Record keeping
Table 3.15 Result of the 4th Monitoring and Evaluation

WUSC A B C D E F Total
Damak - - - - - - -
Lakhanpur 7 6 6 7 6 6 38
Gauradaha 8 7 7 7 8 7 44
Topgachhi 6 5 5 5 5 5 31
Surunga 8 7 8 7 7 6 43
Jhapa
Birtamod 7 6 6 5 6 5 35
Sanischare - - - - - - -
Budhabare 6 7 7 7 6 7 40
Dhulabari 8 7 7 6 7 8 43
Kakarbhitta - - - - - - -
Chandragadhi 6 6 6 5 6 7 36
Letang - - - - - - -
Sakalpur 7 7 7 6 6 7 40
Pathari 6 7 5 7 5 5 35
Morang
Urlabari 8 8 7 7 7 7 44
Haraicha - - - - - - -
Tankisinuwari 7 6 6 6 5 6 36
Jhorahaat 5 5 5 6 6 5 32
Mangadh 7 7 8 8 8 8 46
Rangeli - - - - - - -
A: Organization Management, B: Financial Management
C: Complain Management, D: Business Plan
E: Water Quality, F: Record Keeping
(50) Holding Liaison Conference on Monitoring/Evaluation for Business Operation on Water

Supply Utilities
The liaison conference was held on 23rd July, 2013, for monitoring and evaluation. Similar to the
monitoring and evaluation activity (shown in (49)), this conference was also held by the members
concerned while the experts were away. DWSS, SEIU, ERMSO, Jhapa/Morang WSSDO and WUSCs
took part in the conference and actively discussed the countermeasures for more future improvement
based on the presentation of the monitoring and evaluation results.
At the conference, DWSS presented some proposals as follows.
・ Provide training regarding accounting and computerized the billing system
・ Provide technical training as per necessity
・ Provide training regarding water quality management; water quality test kit should be managed.
・ Itahari lab (TSC) must be improved
・ Public awareness program is necessary
・ Manage regular monitoring of different projects and forming joint team with DWSS, RMSO and
WSSDO
In addition to the monitoring and evaluation, the drafts of the Management Model and the Support Model
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were explained and the attendees discussed the procedure of supporting WUSCs, dissemination of the
models, administrative improvement, and securing the budget for those.
As for securing the budget to support the improvement of WUSCs based on the guideline titled “Directive
2069”, which is in process of formulation, it has been already secured for the fiscal year from July 2012 to
June 2013. The budget for the following fiscal year is also going to be planned to be secured considering
the requests given in this conference.
In the discussion of the Support Model, it was proposed to give priority to strengthening the water quality
management and operational record keeping since WUSCs generally received fewer score in this part. The
other recommendation was to formulate and implement a business plan along with the Model.
The attendees shared common perceptions that the WASMIP Model, composed of the Management Model
and the Support Model, were effective in WUSCs’ facility O&M and running their services efficiently and
that it should be utilized as much as possible.
After the completion of the project, subcommittees will be organized for purposes such as holding liaison
conferences successively, regularly implementing the monitoring, and setting up conferences to discuss
and share their knowledge.
(51) The 3rd Year Resident Awareness Raising Activities on Conflict Management Considerations
and Stakeholder Consensus-Building Training
A local NGO (Human Rights Network and Peace Action Group: PAG) was hired to carry out training on
the Conflict Management Considerations related to the resident enlightenment activities and stakeholders.
1) Objectives of the Training
The objectives of the training are as follows:
・ To initiate local communities to establish self-help mechanism in conflict sensitive program/project
management
・ To raise awareness on conflict/disputes and to strengthen problem-solving capability among
residents.
2) Target Area
The service areas of the 3 WUSCs were selected as the target area for the Training. As Urlabari
WUSC of Morang district also show interest on the subject, it was also added in consultation with
DWSS. Thus, the training was conducted in Jhapa for 2 WUSCs, Dhulabari and Gauradaha, and in
Morang for 2WUSCs, Mangadh and Urlabari.
3) Coordination with relevant stakeholders
Before conducting the training, a visit program was carried out in the service area of all 4 WUSCs
service area from 13th to 17th July 2012. The purpose of the visit was to organize meeting with
stakeholders such as intake area community group, media people, ward consumers group, local
government bodies etc. for coordination and sharing information with the stakeholders and to collect
the names of interested candidates in the training.
4) Conduct of 3-days Workshop
During September to October 2012, the 3-days workshop was conducted separately in each target
area. A total of 117 people participated in the workshop.
i) Objectives of Workshop
・ To discuss about the importance of water
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・ To discuss the natural resources and its impact

・ To provide knowledge about local dispute resolution
・ To inform about the procedures of dispute resolution
・ To inform about the analysis method of dispute resolution
・ To provide knowledge about formal and informal mechanism of dispute resolution
・ To discuss about the role and responsibilities of stakeholders, community and consumers
committee for the use of drinking water
・ To inform about Nepalese law and its provision for the consumption of water resources
・ To aware participants about referral mechanism
・ To discuss the role of action group on dispute mitigation process in water residential area
ii) Date and Participants of Workshops
Date and Participants of Workshop is shown in Table 3.16.
Table 3.16 Date and Participants of Workshops

Project Area Workshop Organized Date Venue Participants
Gauradaha Water Residential Area 12-14 September 2012 Gauradaha 30
Mangadh Water Residential Area 15-17 September 2012 Biratnagar 28
Dhulabari Water Residential Area 3-5 October 2012 Dhulabari 29
Urlabari Water Residential Area 6-8 October 2012 Urlabari 30
iii) Achievements of Workshop

・ 117 participants participated in the conflict management training.
・ Participants became aware on the legal provision of dispute resolution system and Nepalese law
provision.
・ Participants realized the importance of the drinking water and their role on the preservation of
the drinking water.
・ Participants get acquainted with the meaning, kinds, cause and effect of conflict and regular
steps of conflict/dispute and dispute management.
・ Participants became able to overview the local issues and conflict situation on water residential
areas.
・ Participants enhanced their capacity and skills on the procedure of dispute resolution and
documentation.
・ Participants became aware of dispute/conflict analysis methods.
・ Stakeholders became aware of their role and responsibilities how to on the protection of the
drinking water.
・ Participants became aware of dispute resolution and referral mechanism.
・ Four action groups have been formed among the participants for dispute mitigation, to support
respective WUSCs and to become aware consumers on water supply and sanitation.
・ Participants get aware on the role of action group.
・ Participants get committed for the betterment of the drinking water and overall environment
development.
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Final Report
【Output 2】
“Small and Medium-sized Water Supply Support Model” and “Small and Medium-sized Water
Supply Management Model” are developed as models for WSSDO/ERMSO and WUSC.
(10) Formulation of OJT Program on the 3WUSCs Based on Results by Capacity Assessment Study
Since the function of an organization system and the improvement effect of a role are influenced by the
improvement in capability of the personnel, capability is strengthened by the following methods.
1) Examination of the OJT execution plan
Considering the investigation result, OJT/Training execution plan for one year later was examined.
Furthermore, OJT executive plan for the 2nd fiscal year will be repeated after practically examining
the effectiveness of the training.
a) JICA feasibility study report
b) Investigation results under the present condition according to the JICA Expert Team.
c) Evaluation result of re-consignment report.
2) Extraction of problem
Based on the result of consideration 1), trainings for capability strengthening are shown in Table
3.17.
Table 3.17 Trainings for Capability Strengthening
Capability Strengthening for Governmental Organizations and WUSCs
Strengthening Item to be ・ First fiscal year (Targeted organization: WUSC, WSSDO, DWSS)
schedule of strengthened ・ Technical transfer of the fundamental knowledge adapted to the business solution
personnel of the present condition
capability ・ The content of OJT is shown in Table 3.18.
・ Following fiscal year or later
・ The OJT enforcement plan of the following fiscal year is reexamined at any time
reflecting the training effect in the first fiscal year.
Method of ・ OJT/training is carried out by the 3WUSCs respectively (Preparation of Nepali
strengthening version).
・ Person in charge of a government organization learns know-how from training of
WUSC.
・ Each trainee person evaluates / criticizes a training result, and raises the
consciousness of self-study.
Strengthening plan Item of ・ The major items that require strengthening and to be written in a report are shown
of an strengthening below.
organization/system ・ Degree of achievement of business management
・ Result of the measure against leakage of water
・ Result of improvement activities of self-study volition
・ Result of the information exchange with other water utilities
Method of ・ The central government strengthens the supervisory powers of WUSCs.
strengthening ・ Strengthening items will be written in the annual-report of WUSCs, and
improvement of a system will be promoted to a practical level.
Action plan a) WUSC
WUSC should consider the items indicated on the annual report, and should pr
reports on the result/subject at a given fiscal year.
b) Government organization (DWSS, ERMSO, WSSDO)
・ Support the action plan which WUSC carries out
・ Monitoring the contents of a report
The content of OJT based on the items of capability strengthening is shown in Table 3.18.
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Table 3.18 Training Items of OJT
1．OJT on Purification Facilities O / M 2. OJT on Water Distribution Facilities O & 3．OJT on Water quality Management (by 4.OJT on Water Meters Reading /Meter 5. Educational Campaign on
a) Preparation of SOP on Facilities M and Planning of a new plan simple Water management) Calibration Control Management Waterworks as Civil Education
O&M ｂ) Preparation of SOP on Water ｃ) Preparation of SOP on Water quality d) Preparation of SOP on Meters
distribution facilities O&M) inspection & Monitoring inspection & Meters accuracy Management
・ Purification flow (system) ・ Management on underground Pipes (raw ・ Purpose of water quality management ・ Outline of Water meter reading ・ Purpose
・ Management on Purification facilities water transmission, transmission ・ Water quality standard value. ・ Purpose of a water meter installation ・ Target to be educated
・ Wash up/control of filter sand of slow ・ Management of distributed water (mass ・ Sampling ・ Scope of meter facilities installation and ・ Method
sand filter balance) ・ Water analysis technique maintenance by WUSC ・ Activity plan
・ O&M on manganese ・ Maintenance on elevated tanks ・ Data management. ・ Connection standard (expense burden)
・ Water quality control ・ Management on air valves/valves ・ Information disclosure ・ Cause of poor meter
・ Flow rate control (Inlet /Outlet) ・ Installation method on pipes ・ Other ・ Repair method of meters
・ Calculation method on chlorination ・ Selection on pipe materials/valves ・ Accuracy management of meter a water
・ Various Checklist on O&M ・ Connecting skills on plumbing (HDPE) ・ International standard
(voltage/consumed power/pump ・ Leakage detection technology ・ Life of metes
operation record, etc.) ・ Calculation on in-pipe velocity ・ Purchase specification of metes
・ Troubleshooting (gravity/pressure) ・ Amount of unusual used and measure
・ Various Checklist on O&M against a claim
・ Plan documents on new distribution main
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(planning/design/ construction
supervision)
6. Operational guidance on Efficient Water-rate Claim Business 7. Checking &Instructing Existing 8. Checking &Instructing Existing Complaint 9. Confirmation & Instructing
Customer File Management for Implement Handwriting Processing System for Existing Waterworks Annual Report
Implement & its Contents for Improvement
・ Outline of water-rate collection ・ Purpose of ledger management ・ Purpose of carrying out Complaint activity ・ Principle of water-supply
・ Water-rates setup / amendment ・ Written item of a ledger ・ Review of the method and a system on corporation
・ Poor-and-needy consideration ・ Renewal of data, and data management complaint handling processing ・ Organization
・ Inspection-of-a-meter schedule ・ Computerization examination of the ・ Other ・ Committee
・ Computerization examination of a water-rates claim and collection practices practice of the customer data ・ Track record in a fiscal year
・ Examination of the water-rate payment method management in the relation. operation
・ Business plan of next fiscal year
・ Financial reporting
Final Report
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Final Report
(11) OJT on O&M for Water Treatment Plants

During a period of 12 days investigation from 8th - 25thAugust 2010, present status of each 3 WUSCs
was studied and OJT was implemented in an effective and efficient manner at each WUSCs discussing
O & M of Water Treatment Plant.
In addition, the JICA Expert on O&M of Water Treatment Plant and Water Quality management
carried out OJT.
Period and Place of the training is mentioned in the Table 3.19.
Table 3.19 Training Schedule and Number of Attendants

Descriptions Dhulabari WUSC Gauradaha WUSC Mangadh WUSC Total
Training Period August 17-20, 2010 August 22-25, 2010 August 10-15, 2010 -
Training days 4 days (Banda 1day) 4 days 5 days 13 days

Time 4 - 5hour/day 4 - 5hour/day 4 - 5hour/day -
Place WUSC room WTP site WTP Site/WUSC room -

WTP site /meeting
room
No. of average 23 12 20 55
participants/day (including WSSDO 0) (including WSSDO 0) （including WSSDO 6） (including WSSDO 6）
a) Objective of the training

The purpose of training included
・ Acquisition of the basic knowledge of plant technology
・ Acquisition of the basic knowledge of water-purifying O&M management
b) Achievement set up at the beginning
The maintenance situation and its subject of the water-purifying facilities in the 3WUSCs are
shown in Table 3.20.
Table 3.20 Operation Situation of Water-purifying Facilities

Descriptions Dhulabari WUSC Gauradaha WUSC Mangadh WUSC
Water-purifying Slow sand filter System Iron removal equipment Iron removal equipment
system
Source of water Spring water + groundwater Groundwater Groundwater
3 3
Capability of a plan 4,300 m /day 1,000 m /day 2,200 m3/day
institution
Main composition Receiving well, Settling basins, Rough filter Tube wells, Distributing reservoir, Elevated water
of Civil Structure basins, Slow sand filter basins, Distributing tank, Chlorine equipment, Back wash water lagoon
reservoir, Backwash elevated reservoir, pond, Administration building
Chlorine facility building, Back wash water
lagoon pond, Administration building
Main machine and Water flow meter, valves, pumps, chlorine Iron removal tanks, Iron removal tanks,
electric equipment dosing equipment, power generator, aeration equipment, aeration equipment,
incoming panel, main control panel, local compressor,Stabilizer,sa compressor, same as on
panel, a water level gauge me as on the left the left
Organization of 24-hour organization 24-hour organization 24-hour organization
facilities operation (Date time working: 10:00-17:00)
Main O&M works ・ Abnormal surveillance and O&M ・ Stabilizer(except Mangadh WUSC)
(routine work) management of plant ・ Same as on the left- Stabilizer
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Final Report
・ Record of the amount of inflow

・ Cleaning of chlorine equipment, and
chlorine solution management
・ Washing operation of rough filtration
・ Cleaning of slow sand filtration facility
・ Pump Operation
・ Valve operation
・ Check of an incoming power condition
・ Operation of power generator
・ Creation of control-of-maintenance record
・ Maintenance of O&M manual and a
catalogs
・ Implementation of water test and
Maintenance of water analysis equipment
Subject on ・ Strengthening of the O&M management ability corresponding to ・ Strengthening of the O&M
operation quality of raw water and inflow amount of water management ability
・ Strengthening of the custom of cleaning and control of corresponding to quality of
maintenance raw water and inflow
・ Strengthening of the control-of-maintenance capability of chlorine amount of water
equipment ・ O&M Strengthening of the
・ Strengthening of the O&M skill of mechanical equipment capability to create record
・ Strengthening of the operation know-how of a plant
・ O&M Strengthening of the capability to create record
The evaluation results of the site activities are as follows;

・ Treated water largely meets the water quality standard.
・ It is required to obtain the knowledge of facility O&M for the best performance of the plant
and energy saving
・ It is required to monitor the quality of raw water and treated water in the facility O&M.
・ Cleanliness and Maintenance of the facility are not enough.
c) OJT and Workshops

OJT and workshops are held according to the contents as shown in Table 3.21.
Table 3.21 Contents of OJT and Workshops for Water Treatment Plant
Enforcement of OJT Discussion
・ Method of examination of the operating condition of a plant ・ Understanding of the purpose of a water-purifying
・ Check of the operation situation of a water-purifying process facility
・ Method of control-of-maintenance for chlorine dosing equipment ・ Understanding of a water-purifying processing flow
・ How to deal with dangerous chlorine powder ・ Understanding of the role of each institution
・ Case study of Amount of feeding air for Aeration tank, chlorine ・ Cleaning of equipment and maintenance of
dosing and Back-wash time for Iron removal tanks was institutions needs to be improved.
calculated to make suitable for water quality （ for ・ Check the purpose of maintenance works
Gauradaha/Mangadh）・ Understanding of meaning of maintenance for slow
・ Case calculation of Velocity in settling basins, rough filters and sand filter and backwash for iron removal tank
slow sand filters was carried out. (Dhulabari）・ Understanding of the evaluation method of O&M
・ Method of a checking the operation of an equipment (routine plant
works / unusual operation) ・ Understanding of the calculation method of the
・ Review of an O&M record form operating condition of plant operation
・ Creation of O&M record ・ Understanding of O&M manual
・ Conduct repair work of the main facility under fault, and ・ Understanding of the purpose of the O&M
implementation of cleaning work (aeration tank for Iron management form, others
removal)
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Final Report
d) Result of activities
i）Enforcement of a small test
The important trainees who planned and did also participated.
・ The whole rate of average results has been improved from 57% to 70 %
ii) Comments of lecture attendees
The opinions of the trainees got during the training period are shown below.
・ It is judged that the persons have learned in general the basic knowledge for which they
wished.
・ They have requested to provide training continuously, and to increase training items.
・ Training was significant.
・ The basic knowledge of how to decide the numerical value which determines an operating
condition was understood.
・ The repair method of the aeration tank was learned.
・ It would be thankful if the trainings are continuously provided gradually increasing the types
of trainings
・ The attendees were largely satisfied with the contents of OJT.
iii) Evaluation by the JICA Expert instructor
・ Although the whole degree of comprehension is 70%, it still needs to be strengthened.
・ The result of OJT is judged "To be goal achieved in general" from the following
improvement items.
¾ The ability to create operation management record of O&M improved.
¾ Operation ability suitable for quality of raw water improved.
¾ In addition, OJT of the original purpose was understood.
However, it is required to strengthen the technical knowledge about maintenance of filtering
medium for iron removal and chlorine.
・ Implementation of repeated OJT / lecture and monitoring are required.
・ All WUSCs helped co-operatively for the arrangement of training place, dispatching
trainees and operating generator for providing electricity during implementation.
The interpreter of local employment lacked sufficient technical knowledge, and was not able to
communicate effectively.
e) Pictures of OJT
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Final Report
OJT in Terms of O&M at WUSCs
(12) Preparation of Draft SOP on O&M for Water Treatment Plants

"Operation Control-of-Maintenance Manual of a Water Purification Plant” was prepared as general
purpose SOP (Draft) and used as teaching-materials for item (11) during OJT.
A. SOP for Water Purification Process Management
A-1 Water treatment process and equipment/facilities which consist of process
1. Coagulation-sedimentation-rapid filtration
(1) Alum dosing rate
(2) Rapid Mixing Basin and Flocculation Basin with gentle mixing
(3) Sedimentation Basin
(4) Rapid Filter
2. Iron Removal Plant with Manganese Sand
3. Slow Sand Filtration System
A-2 Maintenance of the equipment/facilities
A-3 Flow management
A-4 Record Formats for Water Quality Management
A-5 Trouble shooting: Refer to manual of each equipment
B. SOP for Water Quality Analysis
B-1 Purpose of water quality analysis
B-2 Water quality criteria
B-3 Sampling
B-4 Frequency of water quality analysis
B-5 Water quality analysis methods
B-6 Data management
B-7 Disclosure of information
B-8 Closing
(13) OJT on O&M and New Planning Formation for Water Distribution Facilities
During a period of 6 days local area investigation from 5th - 15thSeptember 2010, present status of each
3 WUSCs was investigated and OJT was implemented in an effective and efficient manner at each
WUSCs discussing on New Planning Formation for Water Distribution Facilities.
Period and Place of the training are mentioned in the Table 3.22.
Table 3.22 Periods and Places of the Training

Training Period September 6-7, 2010 September 9-10, 2010 September 13-14, 2010 -
Training days 2 days 2 days 2 days 6 days

Time 4 - 5 hour/day 4 - 5 hour/day 4 - 5 hour/day -
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Final Report
Place WUSC room WTP site WTP site -

WTP site/meeting room WUSC room WUSC room
participants/day (including WSSDO 2) (including WSSDO 0) (including WSSDO 3) (including WSSDO 5)

The purposes of training were,
・ Acquisition of the basic knowledge of O & M management on distribution facility
・ Acquisition of the basic knowledge of distribution plan
b) Current Conditions
The maintenance situation and its subject of the distribution facilities in the 3WUSCs are shown in
Table 3.23.
Table 3.23 Situation of Maintenance of a Piping line Facilities

Items Dhulabari WUSC Gauradaha WUSC Mangadh WUSC
Facility Capacity (at 4,300 m³/day 1,000 m³/day 2,200 m³/day
planning)
Number of piped water About 2,000 (as of May 2010) About720(as of May 2010) About1,900 (as of May 2010)
supplied Household
Name of a pipeline Aqueduct, distribution pipe, Service Distribution pipe, Service pipe
pipe
Extended distance About 50km (new 20 km) Amount 31km (new 14 km) About 60km
Type of pipe material Cast iron pipe/PE pipe PE pipe Cast iron pipe/ PE pipe
Main piping equipment Air valve: about 30 pieces Air valve: about 15 pieces Air valve: about 5 pieces
Valve: about 60 pieces Valve: about 40 pieces Valve: about 42 pieces
Drain valve: about 20 pieces Drain valve: about 10 pieces Drain valve: about 16 pieces
Fire hydrant : about 10 pieces Fire hydrant: about 2 pieces Fire hydrant: about 1 piece
Organization of plant Day time: 10:00am~17:00pm (24 hrs. operation)
operation
Main O&M works ・ Leakage-of-water management and repair
(routine work) ・ Operation of valves
・ Management of Cleaning works
・ Management of a valve boxes, a hand holes, and a manholes
・ Management of a hydrants
Subject on management ・ The patrol organization which manages a pipeline periodically needs to be strengthened.
・ The repair organization of a manhole cover needs to be strengthened.
・ Check positions, such as a piping line sign and a manholes.
・ Maintenance of an O&M management ledger needs to be strengthened.
c) OJT and workshops

OJT and workshops are held according to the contents as shown in Table 3.24.
Table 3.24 Contents of OJT and Workshops for Water Distribution Facilities
Enforcement of OJT Discussion
・ Grasp of an O&M management status ・ Understanding of a piping drawing/legend symbols
・ Implementation of exploration of a piping route ・ Understanding of the role of piping network equipment
・ Check location of piping locators and valve pits ・ Analysis/evaluation of the operation situation
・ Check valves performance ¾ O&M of a water supply system is easy because of the gravity
・ Cleaning of a valve pit system using the vertical interval of geographical feature.
・ Theft preventive measures of the manhole covers ¾ Also in the time of a power failure, supply water is possible
・ Review of an O&M record form from an elevated reservoir
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Final Report
¾ Water examination of an end water tap is required

¾ Management of a piping route needs to be strengthened
・ Acquisition of the basic knowledge of the water quality
management method in piping water
・ Acquisition of the basic knowledge of the measure against water
leakage
・ Understanding of the O&M manual
・ O&M management form, other ledgers
i) Enforcement of a small test
The whole rate of average results has been improved from 92% to 98% (refer to Table 3.46).
ii) Trainee’s Comment
The opinions of the trainees got during the training period are shown below.
・ It is judged that the persons have learned in general the basic knowledge for which they
wished.
・ Training was significant.
・ They have requested to provide training continuously and to increase training items.
・ Trainees are judged to be "satisfied" in general by the contents of OJT.
iii) Evaluation by the JICA Expert
・ The degree of achievement from the test result has improved 6%.
・ Although the whole degree of comprehension is 90%, it still needs to be strengthened.
However, on-site exploration investigation of pipe line is insufficient, and repair/ maintenance
of pipeline equipment is behind.
・ Since enough map information is not given, the improvement of effective water supply
service is difficult.
・ The training as OJT is judged "To be goal achievement in general" from the following
improvement items.
¾ The purpose of an on-site exploration was understood.
¾ The importance of the periodic check of a piping network was verified.
¾ This OJT's aim was attained.
・ Implementation of repeated OJT / lecture and monitoring are required.
・ All WUSCs helped co-operatively for the arrangement of training place, dispatching
trainees and running generator for electricity during implementation.
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e) Photograph of OJT
Exploratory investigation of Pipeline Rout
(14) Preparation of Draft SOP on O&M and New Planning Formulation of Water Distribution
Facilities
"Operation Control of Maintenance Manual of an O&M & New Planning Formulation of Water
Distribution Facilities” used as teaching-materials for item (13) during OJT was prepared as general
purpose the draft SOP. The content of the draft SOP is as below,
1. Standard Operation Procedure (SOP) on O&M of Water Distribution Facilities
1.1 Water Distribution Facilities
1.2 Provision of Survey
1.3 Consideration of Facility Survey
1.4 Out of Order and Measures of Valve
1.5 Procedures of investigation and report to WUSC
1.6 Water Distribution Network Map
2. New Planning Formulation of Water Distribution Facilities
2.1 Water Distribution Facilities Plan
2.2 Issues in the Planning Process
2.3 Type, Size and Location of Facilities
2.4 Planning and Conceptual Design of Distribution Facilities
2.5 Required Quantities
2.6 Maximum daily design water flow, Hourly maximum design water flow
2.7 Distribution Network System
2.8 Distribution System
2.9 Piping System Sizing
2.10 Design Criteria in Hydraulic Analysis
2.11 Consideration of Planning of Distribution Network
2.12 Accessory Equipment
2.13 Service Reservoirs and Elevated Tanks
2.14 Operation and Maintenance (O&M) of Distribution Facilities
(15) OJT on Water Quality Management (By Simple Water Quality Control) in ERMSO
During a period of 12 days of local area investigation from 10th - 25thAugust 2010, present status of
each 3 WUSCs was investigated and OJTs was implemented in an effective and efficient manner at
each WUSCs discussing about Water quality management.
1) Shift of a Location for conducting OJT
Although OJT by simple water analysis was scheduled to be carried out at the beginning using the
analysis center of ERMSO, but as a result of discussion with C/P on the need of evaluation in
advance, the enforcement place of OJT was changed due to difficulty of maintenance control of
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existing analysis equipment. OJT was carried out at the site of each WUSC. OJT was carried out
from 10th to 25th August 2010 at Dhulabari, Gauradaha, Mangadh WUSC.
a) The Objective of the Training
The following effects were acquired as a result of training to each WUSC.
In addition, the JICA Expert on O&M of Water Treatment Plant and Water Quality management
carried out this OJT.
・ Training to trainees has been carried out.
・ Practical OJT training suitable for an operation management situation has been carried out.
・ The existing simple analytical instrument has been evaluated.
・ Evaluation of the present water quality has judged easily.
・ The item of water quality measurement was nine items required for the present water analysis,
they are pH, Turbidity, Color, Iran, Coli form, Residual chlorine, Ammonium nitrogen; NH4-N,
Nitrate nitrogen; NO3-N and Electrical conductivity.
Water quality management of the 3WUSCs is carried out on an irregular base.
The situation of water quality management is shown in Table 3.25.
Table 3.25 Status of Water Quality Management

Water-purifying Slow sand filter System Iron-removal plant Iron-removal plant
system
water source Spring water Groundwater Groundwater Groundwater
Material to be Turbidity Iron Iron
removed
Feature of quality of ph.: 7-7.5 ph.: 6.4-7 ph.: 7-7.5
raw water Turbidity(rainy): 1-2 NTU Turbidity: Less than 1 NTU Turbidity: Less than 1 NTU
Iron; 0.1~5 mg/L Iron:0.3~3 mg/L
Water quality value ph.: 7-7.5 ph.: 6.4-7 ph.: 7-7.5
of treated water Turbidity:1NTU Iron: 0.1mg/L Iron: 0.3 mg/L
Residual chlorine: 0.1-0.5 mg/liter Residual chlorine：0.1-0.5 mg/L （measurement limit）
Residual chlorine: 0.1-0.05 mg/L
Conformity to a Meet water quality standard Almost meet water quality Meet water quality standard
Nepal standard
water-purifying Turbidity: less than 5 NTU, ph: 6.5 - 8.5, Iron：less than 0.3 mg/L
standard
Water analysis Donated by JICA, simple water analytical equipment（Turbidity, residual chlorine, pH meter）
equipment
- donated by ENPHO(Iron kit) -
Bacteria test：outsourcing/purchase of examination paper
Frequency of Turbidity ： Raw water in rainy Turbidity：(once /1-2 days) Turbidity：(once /week)
measurement(Inside season (once /day) Residual chlorine：treated water Residual chlorine：treated water
of a water Residual chlorine ： Treated water (once/ 1-2days) (once/day)
purification plant) (once /day) pH：not measured (breakdown) pH：not measured (breakdown)
pH：not measured (breakdown) Iron：once/1-2days Iron：once/week
Bacteria test：Self-supply
Main O&M works ・ Implementation of a periodical water examination (a sampling and measurement)
(Routine work) ・ Implementation of accuracy proofreading of water quality test equipment
・ Implementation of maintenance of equipment (cleaning / storage / checking battery)
・ Creation of the report of the water quality result to a plant O&M operator
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・ Creation of record
Issue of water ・ An understanding and strengthening of the purpose of water chemistry control are needed
quality control ・ Strengthening of the knowledge of a definition of an analysis item is needed
・ Strengthening of the management ability of a water analysis record ledger is needed
・ Strengthening of the knowledge of accuracy management of analysis equipment is needed
・ Strengthening of the cross-check of a simple water examination result is needed
・ Strengthening of the water examination of a water tap is needed
c) OJT and workshops

OJT and workshops are held according to the contents asshown in Table 3.26
Table 3.26 Contents of OJT and Workshop for Water Quality Management
OJT Workshop/ Discussion
・ How to deal with water analysis ・ Grasp of the concept of water quality management
equipment ・ Grasp of the basic knowledge of the water analysis method
・ About the measurement error of a ・ Evaluation of water quality management
water analysis instrument ¾ Analysis is carried out with the existing water analysis
・ Sampling method equipment.
・ Implementation of a water quality ¾ The performance of water analysis equipment needs to be
test inspection, and evaluation of an checked.
analytical value ¾ It is necessary to reflect the result of water analysis data in
・ Creation of record operation of a plant.
・ Grasp of the meaning of a water quality standard value / water quality
item
・ Grasp of the basic knowledge of the mechanism of the analysis
equipment
・ Method of water sampling and its storage
・ Creation and storage of a report
・ Understanding of the meaning of the necessity of feeding back an
analysis result to O&M administrator
i) Enforcement of a small test
・ The whole rate of average results has been improved from 45% to 55%.
ii) Implementation of comment investigation
Most trainees’ comment is shown below.
・ In general, the basic knowledge for which it wished at the beginning has been learned.
・ OJT of simple water analysis was positive experience.
・ Since treated water quality conformed to meet the regulation value, they felt reassurance.
・ They have requested to be continuously given training, increasing a training item.
iii) Evaluation by the JICA Expert
・ The whole degree of comprehension is 50%, and it is necessary to strengthen it.
・ Especially the degree-of-comprehension level of the basic knowledge of water quality is low.
・ The training as OJT is judged "To be goal achieved in general" from the following improvement
items.
¾ Ability to create record of a water quality daily report improved.
¾ Basic knowledge which evaluates a water analysis value improved.
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¾ In addition, OJT of the original purpose has been carried out.

¾ Implementation of repeated OJT / lecture and monitoring are required.
¾ All WUSCs helped co-operatively for the arrangement of training place, dispatching
trainees and running generator for electricity during implementation.
The interpreter of local employment lacked sufficient water-quality-technical knowledge, and was
not able to communicate effectively.
e) Photographs of OJT
Water-quality’s OJT/Training at WUSCs
(16) OJT on Water Meter Reading /Meter Calibration Control and Prepare Draft SOP
OJT and lectures for capability strengthening were carried out from 5th to 15th September 2010
・ Acquisition of the basic knowledge of how to read water meters, water meter reading method.
・ Acquisition of the basic knowledge of a water meter and piping a house-connection.
・ The method of accuracy management of a water meter
・ Information control of a water meter
b) Achievement set up at the beginning
・ The situation of the operation is shown in Table 3.27.
・ An inspector reads a meter value, and writes down the value in a meter reading slip and billing
slip at meter checking.
・ Calculation of the amount billed computes water rates from a water-rates simplified chart, and
is immediately entered in a column on the slip.
Table 3.27 Sates of Water Meter Reading

Frequency of water
Monthly (The scheduled day was decided in general)
meter reading
Number of meter Two persons. Two persons. Two persons.
staff(As of May 2010) (About 2,000 meters ) (About 720 meters ) (About 1,900 meters )
Other responsibilities The following information is immediately reported to WUSC.
・ Registration of a complaint
・ Report of unusual amount of water
・ Report of an illegal act
・ Report of damage/ loss / leakage-of-water(water supply equipment/meter boxes)
・ Build up confidential relation with a customer (Data collection from customer and public-relations
activities of WUSC
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Management of an ・ Reading the water meter of the spot.

meter reading form ・ Fill out a water-meter-reading and billing slip blank in "handwriting"
・ Posted the information on the water meter reading slip to the customer ledger at WUSC office
Main written items ・ Name of the consumer / ID ・ Name of the consumer / ID ・ Name of the consumer / ID
number /slip number / Date number /slip number / Date of number /slip number /Date of
of meter reading meter reading meter reading
・ Last month’s digit ・ Last month’s digit ・ Last month’s digit
・ Current digit ・ Current digit ・ Current digit
・ Consumed amount ・ Consumed amount ・ Consumed amount
・ Amount ・ Amount ・ Amount
・ Additional cost ・ Additional cost ・ Maintenance cost
・ Sum total of water rates for ・ Sum total of water rates for this ・ Amount in arrears and surcharge
this month month ・ Filtration / dynamo usage fee
・ Reader’s signature ・ Reader’s signature ・ Repair charge
・ Sum total of water rates for this
month
・ Reader’s signature
Subject of operating ・ Meter reading in every two months is predicted that delinquent bill-payers will be increased in the
enforcement number.
・ Main meter reading obstacles are absence of residences.
・ It is difficult to check the work attitude of meter readers.
・ When a ledger indicates from a meter reading, a mistake may occur.
・ Complaint has occurred at the measurement value of a water meter.
・ In order to correspond to a complaint, strengthening of equipment which can check the performance of
water service meter simply is needed.
1) Water meter performance examination equipment of ERMSO

Accuracy examination of ADB supported water meter performance equipment under
jurisdiction of ERMSO is still under adjustment (the guideline of the fiducial point of a
performance error is undecided).
Therefore, it was judged that the OJT training using this equipment was "difficult".
2) Judgment of WUSC about use of accuracy management equipment of a water meter
WUSC is scrapping replaced /failure meters for the following reasons.
・ A customer can be asked for the expense of a water meter.
・ Frequency of failure is low.
・ No merit in commission repair.
・ Since a purchase water meter is an acceptable product of shop inspection, performance has
reliability.
・ It is thought that proof reading of repair meter is unnecessary for the time being.
3) Imported universal water service meters
The typical water meter is 1/2 inch size and Dry Type made in China.
c) Implementation of training
OJT /Training were held according to the contents as shown in Table 3.28
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Table 3.28 Contents of OJT and Workshops

OJT Discussion
・ How to Read a water meter ・ Outline of water meters
・ Grasp of the mechanism of a ・ Analysis/evaluation of meter reading operation
water meter ¾ It is a rational meter reading slip
・ Confirmation of the contents of ¾ Conversation with a customer is important
water meter reading work ・ Grasp of the basic knowledge of the connection range of a water meter
(the responsibility of service range of WUSC)
・ Grasp of the basic knowledge of method of how to connect service pipe
from distribution line.
・ Acquisition of the basic knowledge of the water meter.
・ Understand the meaning of the dial on the water meter
・ Understand installation and maintenance expense
・ Introduction (ERMSO's) of proofreading equipment of a water meter
・ Grasp of the measure against failure
・ Understand information management of a water meter, and required items
1) Enforcement of a small Test
・ The whole rate of average results has been improved from 50% to 66%.
2) Trainees’ comment
The opinions of the trainees during the training period are shown below.
・ In general, the basic knowledge for which it wished at the beginning has been learned.
・ OJT of how to read a water meter was positive experience.
・ They have requested to be continuously given training, increasing a training item.
3) Evaluation by the JICA Expert instructor
・ The whole degree of comprehension is 60%, and it is necessary to strengthen it.
・ The training by OJT is judged "To be goal achieved in general" from the following
improvement items.
¾ Importance of the water meter was understood.
¾ Mechanism of the water meter was understood.
¾ In the future, the necessity for the information control of repair and performance record
of the meter was understood.
・ Implementation of repetition OJT / lecture and monitoring are required
・ All WUSCs helped co-operatively for the arrangement of training place, dispatching trainees
and running generator for the implementation.
4) Preparation of the Draft SOP
The SOP proposal on the methods of water meter reading and water meter accuracy management
was prepared. The content of the draft SOP is as below,
1. Installation of Service pipe and Water Meter
1.1 Service Pipe
1.2 Location of Water Meter
1.3 Pipe Working
1.4 Water Meter
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1.5 Water Meter Type

1.6 Proper treatment of a water meter and suggestion of water meter installation
2. Outline of Meter Reading
3. Responsibility of installation fee and maintenance of water meter
4. Water Meter Calibration Control
4.1 Water Meter accuracy management equipment
4.2 Examination of Instrumental Error with Master (Standard) Water Meter
5. Out of Order and Measures of Water Meter
6. Management of Water Meter
(17) Educational Campaign on Waterworks as Civil Education

During a period of 9 days of local area investigation from 18th August 2010 to 27th August 2010,
present status of each 3 WUSCs was investigated and educational campaign was implemented in an
effective and efficient manner for about 1 day at each WUSC conducting discussions on the meaning
of Civil Education.
・ Number of average attendants were about 7 - 13 person per day.
・ 97% of them were employee of WUSC.
Period and Place of the training conducted is mentioned in the Table 3.29.
Table 3.29 Periods and Places of the Training

Date of Training August 22-24, 2010 August 26-27, 2010 August 18-20, 2010 -
Duration 3 days 2 days 3 days 8 days

Time 3 hours/day 3 hours/day 3 hours/day -
Place WUSC’s Meeting Hall Classroom of WUSC’s Meeting Hall -

elementary School
participants/day (including WSSDO 0) (including WSSDO 0) (including WSSDO 1) (including WSSDO 1)

・ Support to the C/P organization about publicity work.
・ Sharing fundamental knowledge on civil education.
Understanding the necessity of WUSCs, civil education activities were implemented at the 2
WUSCs excluding Gauradaha.
In addition, since residents already recognize the importance of water, the educational campaign
for water saving is not carried out in particular.
A resident education situation including the resident education of the 3WUSCs is shown in Table
3.30.
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Table 3.30 Current Condition of Civil Education

Items of activity Dhulabari WUSC Gauradaha WUSC Mangadh WUSC
Information Water Quality Standard Value ・ Water Quality Standard Value
disclosure ・ Place water supply time table
・ Name of the exclusive committee
Publicity Work ・ Send out signals of cautions ・ Not doing ・ Celebrating Water Day (March, 22),
(Enlightenment) information on a waterborne anything special Activities done that day are mentioned
(infectious) disease through town below
meeting and media ・ Target were elementary students
・ Implementation of Garbage ・ Enlightenment activities of drinking
cleaning Campaign water and hygiene. Proper observation
・ Activities of public announcement on hand washing (distribution of towel
of the Hygiene education posters and soaps). Implementation of plantation
offered from DWSS ・ Specially, they are not implementing any
enlightenment activities targeted to the
public
Picture of publicized information
Name of Working Committee(9) Time Schedule of Water Supply Water Quality Standard Table
Picture of Public Relation Activities
Hygiene education Campaign
a) Implementation of Training
Training was implemented under the instruction of the JICA Expert in the form of discussion with
participation of all members.
・ Meaning of public enlightenment
・ Analysis and Evaluation of the present activities.
(The activity which obtains an understanding of a water utility is still insufficient)
・ Means of Enlightenment activity
(Priority order of Enlightenment items, an object generation/Group/Place, Preparation of PR
document, PR order/frequency etc.)
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・ Valuation method of the degree of result achievement of an educational campaign

・ Bearing Expenses, etc.
b) Results
・ According to self-evaluation results of questionnaire, 25 out of the 38 participants were
“satisfactory”.
i) Comments of lecture attendees
・ Training was beneficial.
・ They want the continuation on the implementation of the training adding more training items.
ii) Evaluation of JICA Expert's instructor
・ Most of the trainees understood the contents of the consultation.
・ Implementation of enlightenment activity, since securing the budget is difficult; there is a
limitation in scaling up of the activity.
・ All WUSCs helped co-operatively for the arrangement of place for training, dispatching
trainees and arrangement of generators for providing electricity during the implementation of
the training.
(18) Efficient Water-Rates Claim Business

During 9 days period of local area investigation from 18th to 27th August 2010, present status of each 3
WUSCs was investigated and the training on the subject implemented in an effective and efficient
manner for about 1 day at each WUSCs conducting discussions about the computerization system.
・ Number of average attendants were about 7-13 person per day
・ 97% of them were employees of WUSC.
・ Support on improving Management works of C/P organizations
・ Analysis of present activity status
・ Grasp of the concept of the efficiency by the computerized operating billing service
・ Sharing of basic knowledge of water rate claim business
Billing Management procedure is mentioned below.
・ All the record entries are in hand written.
・ Payment amount from customers is checked by the ledger book confirming the amount to be
received.
・ Water bills (in cash) is paid every month at the counter of the WUSC
・ Issuance of bill of water charge (request payment slip) is issued every month by water meter
readers.
・ Paid amount of water rates by the customer can be checked from issue of a receipt and a water
book (a members-booklet).
・ Collected amount are to be deposited in the bank account of the WUSC in the same day.
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The creation procedure of a water-rates bill is shown below:

・ Almost all the water-rate amount billed is calculated from the water consumption of a water
meter.
・ A water meter reader integrates water rates from the amount of water consumed by a quick
checklist.
・ The number of water meters installed is only one in each household.
・ Water rates are calculated with a basic charge plus addition amount for extra consumed water
・ Number of the water-bills of each WUSC is shown in Table 3.31.
Table 3.31 Number of the water-bills to be issued Monthly

Number of bills issued (piped water About: 2,000 About: 720 About: 1,900
supplied household)
Number of new water meter 15 connections 6-7 connections 20 connections
connection /month /month /month
Frequency of bills to be issued Monthly
Source：WUSC/DWSS, April, 2010
Table 3.32 shows the example of the written items in the bill.
Table 3.32 Written item of a bill（Dhulabari WUSC）

Customer’s name. address Meter reading of last month Amount of water bill this month
Customer number Meter reading of this month Sign of meter reader
Date of water meter reading and Amount of water used this month others
Bill issuance date
In order to keep consumer well aware of water tariff and to keep track on the regular payment,
WUSC issues a water booklet as membership card to each costumer at the time of water service
connection (Each one keeps it).
The example of a written item in the water-booklet is shown in Table 3.33.
Table 3.33 Written items in the water-booklet (Dhulabari WUSC）

On the cover page of the Membership booklet: Customer’s Name, Address, Date, Ward No,
Customer #, Tel no. of customer
On the back page of the Membership booklet: Tel no. of WUSC
Date, Payment month, Carried forward condition
Meter reading of last month, meter reading of this month, used amount of this month
Total Charge, Payment amount, Receipt number, Sign of personal in charge of WUSC, Remarks
Terms and conditions are stated on the back of the membership booklet.
Duty of Cash Counter of WUSC

・ Cash Counter of WUSC is in one place (Person in charge are 1-2 person)
・ Business Hours: Sunday – Thursday (10:00 – 17:00, however, the payment receipt of a charge is
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up to 14:00), Friday (10:00 – 12:00)

・ Duty of the Contents
・ Issuance of Receipt and record in water-booklet (works in handwritten)
・ Issuance of Receipt (Check work of a Customer’s bill and WUSC-customer filed record)
・ Pictures of WUSC’s counter
Training was carried out in discussion form under JICA Expert’s instruction.
・ Significance of billing services
・ An understanding of the basic knowledge of the system of billing collection
・ Grasp of the subject of handwriting works
・ Deliberations of the effect of computerization of works
・ Acquisition of the input skill of a personal computer
・ Deliberations of maintenance expenses
・ The billing system of water supply is appropriate for the local and the management system is
working properly
・ For handwriting, it is necessary to consider the efficiency of administrative processing
According to self-evaluation results of questionnaire, 25 out of the 38 participants were
“satisfactory.”
・ The training was beneficial
・ They want the continuation on the implementation of the training adding more training
items.
ii) Evaluation of JICA Expert’s instructor
・ Most of the trainees understood the contents of the training
・ Objective of the training was achieved sufficiently
trainees and arrangement of generators for the implementation of the training.
・
(19) Checking and Instructing Existing Customer File Management for Improvement
During a period 9 days for local area investigation from 18th August 2010 to 27th August 2010, present
status of each 3 WUSCs was investigated and training on the subject was carried out in an effective
and efficient manner for about 1 day at each WUSC conducting discussions on the computerization
system for the customer ledger file.
・ Number of average attendants were about 7-13 person per day.
・ 97% of them were WUSC employees.
・ Support to the C/P organization about the improvement of the Customer File.
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・ Grasp on outline of effectiveness related to the computerization

・ Sharing basic knowledge on customer file.
b) Current conditions
・ Customer file is used for management of new connection information, water meter information,
and water rates.
・ Ledger has indicated information by the note system and the "handwriting system."
・ The amount of water rates for this month received at the window of WUSC is used in order to
check the payment situation of the amount of money of a bill, and the past.
・ It is used in order to check the registration number and contractor name of a water meter.
・ This information is being interlocked with the accounting control ledger.
・ All records are handwritten
・ Example of a written item of a customer ledger is shown in Table 3.34.
Table 3.34 Written Item of a Customer Ledger（Dhulabari WUSC）

No. of water Supply Meter Monthly charge and payment record:
Customer’s name, address, ・ Date, Previous amount of meter reading, Current amount of
telephone no. meter reading, amount of water used
Record of payment charge ・ Due amount bill, other costs
and payment amount. ・ Discount amount（3% of Bill amount）
・ Total amount of payment this month
・ No. of receipt / sign of the receiver from WUSC
Renewal time of customer ledger

・ When the receipt of water rates is published (Check of water rates, a contractor name, etc.)
・ When installation of a water meter and meter replacement.
・ When a connection application and change (contract name, a place, the time of a water
supply stop, piping size, etc.)
・ When the payment of water rates is overdue (fine) and etc.
・ Meaning of customer file
・ Understanding of mentioned information
・ Grasp on issue on hand written office works
・ Consultation upon computerization of office works
・ Acquire skills in computer input
・ Consultation on maintenance expenses of equipment
d) Result
・ They want the continuation on the implementation of the training adding more training items
・ According to questionnaire, within the 38 participants, self-evaluation results of 25
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participants were satisfactory.

・ It is necessary to consider the increase in efficiency of office work for handwriting
・ Management information is being interlocked with accounting control and is functioning.
trainees and arrangement of generators for the implementation of the training.
(20) Checking and Instructing Existing Complaint Handling Processing System for Improvement
During a period of 9 days of local investigation from 18th to 27th August 2010, present status of each 3
WUSCs was investigated and the training on the subject was conducted in an effective and efficient
manner for about 1 day at each WUSCs discussing about the computerization system of complaint
register.
・ Support on improving complaint ledger of c/p organizations
・ Sharing of Basic knowledge of complaint ledger
b) Current conditions
・ A customer's complaint has two kinds, water rates and water supply.
・ Complaint management procedure is presented here under.
・ Registration of a complaint is reported by the WUSC's window or water meter reader or
telephone.
・ Information about complaint in recorded in the register.
・ Complaints are correspondent by the related personnel according to the contents of the
complaints
・ Time of the usual measure against a complaint, investigation/reply repair is carried out
immediately.
・ A person in charge indicates the circumstances of a measure, and a result in a ledger.
・ The statement of a complaint is indicated by a "handwritten system" in a note ledger.
・ The repair charge which a customer should pay is added to water rates next month.
A complaint situation is shown in Table 3.35.
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Table 3.35 Situation of Complaint Ledger

Total of Generated
number of cases (an About 60-70 About 50 About 20
affair/a month)
Example of contents of ・ Leakage of water from water ・ Leakage of water from ・ Leakage of water from
a complaint conduit and distribution pipe line water pipe water pipe (Pipe line;
・ Overcharge of water meter amount ・ Overcharge of water 2-3/month, Valve;
・ Failure of a water meter meter amount 10/month)
・ Improvement of water supply time ・ Failure of a water meter ・ Overcharge of water
・ Improvement of water supply time ・ Dry out and low water meter amount
・ Dry out and low water supply supply pressure (2-5/Month）
pressure
Training was carried out in discussion form under the JICA Expert’s instruction.
・ Meaning of a complaint ledger
・ An understanding of the information (written item) indicated
・ Grasp of the subject of handwritten office works
・ Deliberations of the effect of computerization of office works
・ Acquisition of the input skill of a personnel
・ Deliberations of maintenance expense
・ According to questionnaire self-evaluation results, 25 participants out of the 38 participants were
satisfactory.
ii) Evaluation by the JICA Expert
・ Recording of complaints is well managed on a ledger.
・ It takes time to analyze the data of complaint due to paper-based management.
・ Computerization for the increase in efficiency of the operation needs to be budget-sized
・ All WUSCs helped co-operatively for the arrangement of place for training, dispatching trainees
and arrangement of generators for the implementation of the training.
(21) Confirmation and Insuring Existing Waterworks Annual Report and its Contents for
Improvement
Within the period of 9 days of local investigation from 18th to 27th August 2010, present status of each
3 WUSCs was investigated and the program was implemented in an effective and efficient manner for
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about 1 day at each WUSC conducting discussions about the Annual Report & its Contents for
improvement.
・ Support on improving publication of Annual report to C/P organizations
・ Sharing of Basic knowledge of Annual report
・ In order to report the business track record of each fiscal year in WUSC's general meeting (WUSC
of Dhulabari/Mangadh are publishing an annual report every year.)
・ However, Gauradaha is publishing a report as their business track record once in 3 years; only an
internal audit report is being presented in the annual general meeting.
Contents of the internal audit report are shown in Table 3.36.
Table 3.36 Contents of the Internal Audit Report

Items of the annual report (Dhulabari WUSC) Items of an internal audit report (Gauradaha WUSC)
・ Statement of an important business plan ・ Generalization of management and an annual budget
・ Generalization of management and an annual budget ・ Independent Auditor’s Report
(this year and the following fiscal year) ・ Financial statements
・ Third party official-recognition accounting report ・ In addition, financial datum
・ Financial statements
・ Statement of executive board regulation
・ List of steering committees
・ In addition to this (message)
・ Meaning of annual-report issue
・ Understanding of the information (written item) indicated
・ Instruction of the improvement proposal of the annual report (setup of the included business
management index)
d) Result
・ According to questionnaire, within the 38 participants, self-evaluation results of 25 participants
were satisfactory
・ The contents of the annual report and issue are fixed in general.
・ Computerization for the increase in efficiency of the operation needs to be budget-sized
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・ In order to improve a financial condition further, it is necessary to enrich a management index.
・ All WUSCs helped co-operatively for the arrangement of place for training, dispatching trainees
and arrangement of generators for the implementation of the training
(22) Initiation on Water Supply Utilities Liaison Conference in Each District

The meeting was held at Morang WSSDO on September 14th, 2010.
1) The contents of activity are shown below.
The purpose is as follows,
・ To facilitate improvement in O&M skill and management level among Water facilities
・ To build the system of information sharing and mutual support relationship among WUSCs
to solve problems which the 3 WUSCs have
・ As a result, promotion of the following effects is expectable
a) To promote sound management
b) To manage proper operation and maintenance work on water supply facilities
c) To secure stable drinking water in terms of quality and quantity
d) To secure suitable water pressure
2) Items discussed in the Conference
a) Formation of Committee (Tentative structure)
A management organization is shown in Figure 3.3.
Figure 3.3 Management Organization
b) Formation of an 11 member committee.

・ Chairperson and Secretary from each 3 WUSCs (6)
・ Regional Chef of ERMSO (1)
・ Division Chiefs of WSSDOs Morang and Jhapa (2)
・ Team Leader/Representative from PWT (1)
・ Representative from JICA/JICA Expert Team (1)
c) Selected as Chairperson: Mr. Ram Bahadur Ghimire (Chairperson, Mangadh WUSC)
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d) Selected as Vice-Chairperson: Mr. R.K. Basnet (Chairperson, Gauradaha WUSC)

e) Selected as Secretary: Mr. I.B.Budathoki (Secretary, Dhulabari WUSC)
f) Meeting holding frequency: 2 times or more per year
g) Next Conference: Venue and session: December, 2010 (at Biratnagar)
h) Participant: All WUSCs from Jhapa, Morang and Sunsari districts selected for capacity
development including relevant stakeholders as invitees
As the 1st meeting, there were following reports from C/P

a) Exchange of the information with the 3WUSCs
・ Situation of plant O&M
・ Information on a complaint
b) Comment on OJT/training
・ Insufficiency of interpreter's capability
・ Review of the contents of a lecture
・ Request of continuation of training, others
c) In addition to this
・ Request for the equipment and tools from JICA
(O&M maintenance equipment, a water quality control set and a dynamo)
(25) OJT to the 3WUSCs Based on the draft SOP

The 2nd year OJT included the review of the training items of the 1st year and implementation of
higher-level training. The draft SOP prepared in the 1st year was used for the training.
(1) OJT Implementation on Maintenance of Water Distribution Facilities and formulation of New Plan,
and Water Meter Reading/Meter Calibration Control
1) Contents of OJT/Workshop
With the draft SOP created in the 1st year as an instruction material, OJT/workshop were provided
to the 3WUSCs regarding maintenance of water distribution facilities and formulation of new
plan, and water meter reading/meter calibration control. The contents of the OJT/workshop are as
follows:
a) Confirmation of current facilities which consist of raw water transmission pipelines,
transmission pipelines, distribution pipelines and elevated tanks
b) Implementation of regular inspection and creation of check/repair sheets, and filling up
c) Creation of water distribution facility map including the pipeline routes, locations (valves,
washout and fire hydrant), pipe diameter and pipe material for maintenance and repair
d) Instruction of water distribution plan including items for consideration, procedure, pipe
diameter determination, measure of distribution dead ends and so on
e) Comprehension of proper water meter management such as storage and delivery records and
treatment
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f) Comprehension of meter calibration control

2) Participant in OJT/Workshop
OJT/Workshops were conducted by the JICA Expert with WSSDO staff at the 3WUSCs in
February and June 2011. Most of members of plumber, operator and meter reader attended the
OJT/Workshop. A WSSDO engineer declared his own view of OJT/workshop, and participants
had discussion and exchange of opinions. The number of participants on OJT/Workshop is shown
in Table 3.37.
Table 3.37 Attendance of OJT/Workshop on O&M of Water Distribution Facility

and Water Meter
Workshop OJT Total
Dhulabari Days 3 days 4 days 7 days
WUSC WUSC 26 28 54
Office Jhapa WSSDO 0 3 3
Total 26 31 57
Gauradaha Days 3 days 3 days 6 days
WUSC WUSC 16 15 31
Office Jhapa WSSDO 1 0 1
Total 17 15 32
Mangadh Days 3 days 3 days 6 days
WUSC WUSC 23 23 46
Office Morang WSSDO 3 2 5
Total 26 25 51
Note: Total number of participants on OJT/Workshop
3) Achievements of OJT/Workshop
a) Water distribution facilities inspection
・ At the beginning of the project, WUSC has not conducted facility inspection and facility
malfunctioning such as manhole cover missing, differential settlement of valve chamber and
unconfirmed valve location were found at the sites. Facility malfunctioning was gradually
reduced because of introduction of inspection activity into daily work and implementation of
regular inspection according to the draft SOP.
・ Regular inspection of the facilities is conducted every month, and the results are reported to
the manager and/or committee member. When facility malfunction was found by a staff, the
result is informed to the manager and/or committee member, measures for it are taken.
(Gauradaha WUSC, Mangadh WUSC)
・ Distribution pipe repairs are maintained and recorded in other ledgers (location, malfunction
content and countermeasure).
・ The facility information maps which show locations of pipeline routes, valves and planed
pipes are prepared by the 3WUSCs, and are available for the maintenance checkup. The maps
are expanded in order to correspond to the planned distribution pipes.
b) Water meter management and calibration
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・ At the beginning of the project, WUSC did not have proper knowledge to install a water meter
and to correspond to failure and of calibration, management of water meter. WUSC
corresponded only to customer complaints. However, WUSC can handle customer complaints
by the implementation of appropriate meter installation, management and calibration
according to the draft SOP.
・ The 3WUSCs conducted the examination of instrumental error with reference water meter for
existing water meters about which customers have complaints. Since the results of
examinations (calibrations) were within the range of the allowable error of measurement,
customers’ complaints were solved and WUSCs gained the understanding of customers.
WUSC staffs have solved such complaints and cope with them by meter calibration with their
reference water meters since OJT/Workshop.
The WSSDO staffs were also involved in such OJT/Workshop. As a result, WSSDO staffs have
guided to WUSC staffs by themselves gradually shifting from the JICA Expert. Two tests to WUSC
staff were conducted to measure the improvement of their ability and understanding before and after
OJT/Workshop. It can be judged that trainees’ comprehension and understanding progressed after
OJT/Workshop since their test scores were improved. Results of tests are shown below.
It is noted that the contents and degree of difficulty of the test were different depending on the
contents of OJT/Workshop. The test scores of the 3WUSCs staff are shown in Table 3.38.
Table 3.38 Comparison of Test Score in the 3WUSCs

WUSC 2011 Test Score (Average) Variation
Before After
Dhulabari February 61.3 80.0 +18.7
June 54.2 65.0 +10.8
Gauradaha February 47.0 63.0 +16.0
June 43.8 53.8 +10.0
Mangadh February 40.7 58.4 +17.7
June 47.1 75.0 +27.9
Note: On the basis of a possible maximum of 100
4) Problems and Countermeasures

Main problems and measures/instructions of each WUSC in July 2011 were shown below.
Subsequently, since the follow-up OJT for the 3WUSCs was conducted in November 2011 and
January 2012, the problems were dissolved. Problems and countermeasures in July 2011 are
shown in Table 3.39.
Table 3.39 Problems and Countermeasures in July 2011

WUSC Problems Countermeasures/Guidance After the follow-up OJT
(In July, 2011) (In January, 2012)
Dhulabari Regular inspection of facilities is Introduction into daily works Water facility inspection and
not accomplished. There are not Creating and filling up of check records were conducted. Regular
inspection and repair records of sheets inspection and repair of
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facilities. malfunctioning facilities should be

implemented.
Information map of water It was suggested that a pipe The information map was made,
distribution facilities is not drawn network map is made up including and linked with the facility ledger.
up yet. main water facilities which consist
of valves, air valves, washout and
fire hydrants.
Gauradaha Information map of water Water facility information which The facility information was
distribution facilities is is pipe materials, pipe diameter drawn on the map, and it linked
insufficient. and valve location should be with the facility ledger.
drawn on the map.
Mangadh Since water facility information Information map and facility The facility information was
on the map and the ledger are ledger should be confirmed to drawn on the map, and it linked
isolated, facilities such as valves, ledger number. It makes the map with the facility ledger.
air valves and washout are not easy to find the water facility.
able to be found on the map.
Since the water distribution maps were linked together with the facility information/ledgers in the
3WUSCs, the information can be shared and be centralized for other staffs. Therefore, the facility
information which technicians and plumbers have relied on their experience and memories till
now can be visualized and be also shared to a third person. Furthermore, places where consumers
complaint such as low water pressure and water quality deterioration occur can be confirmed with
the information map, and the causes can be supposed. WUSCs are able to study countermeasures
such as elimination of dead ends, pipe looping and valve control, and they take measures.
5) Other Activities Achieved

a) Introduction of Technical Support Center (TSC) to the 3WUSCs staffs
The 3WUSCs staffs, plumber and meter reader attended the guidance of the water meter
calibration equipment at TSC in Itahari, and leaned the calibration method. New water meters
which the 3WUSCs staffs brought were tested by the calibration equipment in small flow
range. The results were within the range of the allowable error of measurement. These tested
meters can be used as reference meter for calibrating.
b) Workshop of a handmade socket type conjugation tube of HDPE by Mangadh WUSC
Dhulabari WUSC and Gauradaha WUSC adopt a manual butt welding joint method for HDPE
(high density polyethylene) joining. There is, however, a high possibility of leakage of water
from joint part on the method when a section of junction is rough or fusion welding is
insufficient. Mangadh WUSC uses a handmade socket type conjugation tube method, and
instructed Dhulabari and Gauradaha WUSC staffs the method.
c) Instruction for examination of instrumental error to an existing water meter at CHRDU
CHRDU staff was guided in examination of instrumental error to an existing water meter as
well as the 3WUSCs staffs. Former method which measures water quantity with a bucket is
less-accurate. The examination method with reference water meter is highly precise to check
an existing water meter, and it is available for settlement of customer complaints by
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introducing trainees this method. Instruction items at CHRDU were as follows:

・ Meter reading up to 0.1liter (In general way, meter reading up to integral number, 1 m3)
・ Examination of instrumental error with reference (standard) water meter
・ Connecting the water meter
・ Calculation of instrumental error
d) Joint Workshop for WUSCs in Jhapa/Morang districts
Joint workshop was held at Dhulabari WUSC office on November 30th, 2011. Number of
participant was 63 persons, and engineers of Jhapa/Morang WSSDO as a lecturer conducted
workshop on water distribution facility maintenance and water meter installation/calibration
according to the draft SOPs.
e) Joint Workshop by Jhapa WSSDO in Dhulabari
The follow-up OJT was conducted at Dhulabari WUSC on January 31, 2012. Total 21
participates, mainly plumbers and meter readers from other WUSCs in Jhapa district joined
OJT/workshop. Jhapa WSSDO engineer instructed them meter calibration method and water
distribution facility inspection and recordings. Dhulabari WUSC staff also introduced their
pipeline information map and explained them how to make the map.
The joint OJT/workshop was held for only 1 day, but other WUSCs requested to extend
OJT/workshop period. It will be carried out to WUSCs grouped in the 3rd year of the project as
refer to section (34).
f) OJT on Mechanical/Electrical Equipment for the 3WUSCs
Mechanical and electrical OJT for the 3WUSCs was conducted by the JICA experts with local
staffs as technical interpreter for 4 days from January 23, 2012. At Dhulabari WTP, the sand
washing machine had not worked ever due to malfunction of sand washing pumps. The pumps
were inspected and repaired in OJT, and Dhulabari staffs learned how to check pumps and to
use the sand washing machine.
(26) Training on Water Quality Inspection/Monitoring and Formulate Draft SOP

Following the first year, the following activities were carried out during March to October 2011, by
two times site visits.
First Site Visit, the Second Year, March-April, 2011

1) Repeating the training implemented in the first year
Explained the same training contents conducted last year again by Power Point at the 3WUSCs.
Before and after the explanation, same questioners were used to confirm how much they could
understand the training contents. The scores were almost the same as last year. The result showed
the similar tendency and there was no significant progress in understanding for some parts (for
example, the importance of confirmation of free residual chlorine in the tap was not yet
recognized.)
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However, Gauradaha WUSC gradually started measuring free residual chlorine and coli forms at
the tap by simple analysis kits. Mangadh WUSC started water quality test once a day, while it
was implemented every 5 days last year. Actual operation management seemed to have been
progressing little by little, which was different from the test results.
2) Training for DWSS Staff
Very few staff from Morang and Jhapa WSSDO attended the training last year, although the target
was the staff of WSSDOs and WUSCs. To improve the situation, detailed table with the schedule,
activities, target/ discussion staff, what to be prepared by Nepali side were prepared in advance of
the site visit in March-April. It was informed through DWSS and sent to the man in charge of
WSSDOs and WUSCs in question by fax and directly by telephoning by the JICA Expert side.
For this reason, the visit of the JICA Expert in March-April was known to all, which resulted in
increase of participants from the 2 WSSDOs.
However, the originally main objective of the Project is that DWSS with the assistance by the
JICA expert shall train WSSDOs and trained WSSDOs shall train WUSCs.
The JICA Experts discussed the restructure of the Project with DWSS, back to the original
objective of the Project; the target of the training shall be DWSS at first. Through the discussion
between the two parties, both party reached the agreement of strengthening the capacities of
DWSS Central laboratory and DWSS staff and the flow of capacity development from DWSS to
WSSDOs and WUSCs.
It is clear that DWSS laboratory has the major role and strengthening its capacity is the urgent
issue for confirmation of the accuracy of the measurement results by simple analysis kits at site
and by district laboratories, and for implementation of water quality management.
Stable power supply with stable voltage is the first priority for proper operation of the laboratory.
In addition, new reagents and standard solutions are also required. For these reasons, the both
parties reached an agreement as M/M that DWSS shall procure generator to assure the operation
during blackout, stabilizer, new reagents and standard solutions till the time of next visit of the
JICA Expert on August 2011.
The same training contents and quantitative approach as having used for the staff of WUSCs and
WSSDOs were presented to DWSS staff. It was well received; however, the attendances were
limited because of the sudden offer from DWSS. The JICA Expert promised that similar and more
detailed presentations with some practical exercises shall be added to strengthen the training next
time for more DWSS staff.
3) Discussion with ADB on cooperation with ADB
The JICA Expert discussed the cooperation with ADB which provided analysis equipment, etc. to
6 district laboratories. ADB replied that they proposed the solution of lack of human resources
and definition of the meanings of the laboratories to the Minister. However, they have no
intention to dispatch the expert to operate the laboratories properly until the Nepali Government
reacts to the proposal.
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Itahari laboratory had never replied whether they want to participate in this Project or not.
However, DWSS proposed that 6 district laboratories shall participate in the training for DWSS
Central laboratory to be implemented from August 12th, 2011. Through the training, they will be
able to understand basics of water quality analysis.
The Second Site Visit in the Second Year August - October, 2011
1) Training for DWSS and DWSS Central Laboratory
Training for DWSS and DWSS laboratory was implemented from August 12th to September 12th,
2011. The training consists of water quality management and process control.
The main objectives of the water quality management (August 12th - 25th, 2011) are how to secure
analysis accuracy in water quality analysis calibration procedures of analyzers by using standard
solution. Confirmation of reliability of simple analysis kits to be used at site how to use the
analysis results
Regarding Process Control, the main objective of process control is to secure understanding and
evaluation of water purification process by conducting jar-test and simple iron removal
experiment.
Prior to the implementation of training to the DWSS central laboratory, whether what had been
agreed in April, 2001, was practiced or not was confirmed by e-mail to the DWSS from Japan.
As the result, it was confirmed that DWSS could not yet purchase generator, stabilizer and new
standard solutions by political turmoil in Nepal, though DWSS had finished budget request to the
upper organization. On the other hand, it was also confirmed that electricity supply has been
greatly improved in 2011 compared to 2010. The JICA Expert decided to implement the training
as the schedule, with purchase of new standard solutions necessary for the training by JICA side.
The JICA Expert confirmed again the situation through discussion with DWSS, along with
explanation of training content. But the situation was the same as the mail. In addition, DWSS
explained Atomic Absorption Spectrometer (AAS) was out of order and requested the supplier to
repair and it was uncertain that AAS can be used during scheduled training period. For this reason,
changing the part of training contents might be avoidable. However, during the schedule,
DWSS purchased, by own, Japan-made stabilizer to secure AAS operation and negotiated the
supplier to manage to change the parts. By their great efforts, AAS could be used for the training.
Training contents for DWSS Central Laboratory was as the followings.
i. Seminar
・ Meanings of the parameters to be analyzed
・ Basic to secure accuracy in water quality analysis and preparation of analysis flow sheet
・ Introduction of Certified Environmental Analyst system in Japan, etc.
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ii. Analysis Training

1) pH
・ Calibration of pH meter by new pH standard solutions
・ Difference pH values between old and new standard solution
・ Calibration of potable pH meter brought from Japan
・ Measurement of pH of tap water
・ What to be paid attention to in pH measurement
・ Formulation of SOP of pH measurement
2) Turbidity
・ Calibration of turbidity meter by the standard solution brought from Japan
・ Preparation of calibration curve of spectrophotometer by the standard solution brought from
Japan
・ The naked eye colorimetric method for site measurement by the turbidity standard solution
brought from Japan
・ Confirmation of accuracy of transparency meter by the standard solution brought from Japan
・ Turbidity measurement of tap water by the 4 methods above
・ Relation between kaolin turbidity and NTU
・ What to be paid attention to in turbidity measurement: to adjust 0 by using the
membrane-filtered distilled water, to take standard solution quickly and equally, etc.
・ Formulation of SOP of turbidity measurement
3) Color
・ Preparation of calibration curve of spectrophotometer by the color standard solution brought
from Japan
・ The naked eye colorimetric method for site measurement by the color standard solution
brought from Japan
・ Color measurement of tap water by the 4 methods above
・ What to be paid attention to in color measurement: to adjust 0 by using the membrane-filtered
distilled water, influence by iron and manganese, etc.
・ Formulation of SOP of color measurement
4) M-alkalinity
・ Preparation of hydrochloric acid standard solution for titration and orientation by pH meter
and indicator which DWSS uses
・ M-alkalinity measurement of tap water by pH meter, simple analysis kit brought from Japan,
sulfuric acid method DWSS has been adopting
・ What to be paid attention to: to use appropriate volume of burette and/or pipette
5) Residual chlorine
・ Concentration confirmation of chlorine standard solution brought from Japan
・ Accuracy confirmation of residual chlorine test kit by diluted chlorine standard solution
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・ What to be paid attention to in chlorine measurement

6) Total iron
・ Preparation of calibration curve of photo spectrophotometer and AAS by iron standard
solution brought from Japan
・ Accuracy confirmation of total iron analysis test kit brought from Japan with iron standard
solution brought from Japan
・ Iron analysis of tap water by 3 methods above
・ Total iron measurement of artificial sample which includes copper and zinc by
spectrophotometer absolute calibration curve, internal standard method, and AAS
7) Arsenic
・ Accuracy of arsenic digital meter by arsenic standard solution brought from Japan
・ Preparation of calibration curve of AAS and measurement of arsenic in tap water
Training for DWSS is as the followings.

i. Seminar
・ Water purification flow and key points of unit operation
・ Quantitative evaluation procedures of unit operation
ii. Training
1) Jar test including measurement of filtration velocity of supernatant, sludge generation volume, etc.
・ Measurement of parameters such as pH, M-alkalinity, Turbidity, Color, total iron, SS
・ How to decide optimum chemical feeding rate
・ How to use the results against design and evaluation of actual plant
2) Iron removal
・ Oxidation of ferrous iron: air and chlorine
・ Iron removal by sand filtration or Manganese sand
・ Measurement of parameters such as ferrous iron, total iron, pH, NH4-N, residual chlorine,
color
・ Confirmation of function of manganese sand
iii. Presentation by DWSS side
・ Day, objectives of the day, objectives of parameter measurement, procedure, results,
discussion, etc.
・ What to do from now on?
iv. Preparation of exercises for purification process understanding and example of solution
2) Training for the 3WUSCs in September 13th - 24th, 2011

・ Presentation of training contents for DWSS and DWSS Central Laboratory
・ Practice of measuring test kits brought from Japan
・ Discussion on draft of SOP: Discussion of what to add and modify draft SOP
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・ Confirmation of current operation and daily inspection of equipment, discussion for further
improvement
・ Discussion on necessary tools, etc.: confirmation of necessary tools and equipment WUSC
side submitted and additional ones necessary for O&M of WTP
・ Preparation of main equipment, instruments, etc.: Name of equipment and instruments,
manufactures, type, specifications
・ Discussion of others concerned
3) Results and discussions, etc.

i. Training for DWSS and DWSS Central Laboratory
・ 8 to 10 staffs from DWSS, DWSS Central Laboratory, CHRDUP, DWSS Q/C section and
Itahari laboratory attended the training every day. During the schedule, DWSS purchased, by
own, Japan-made stabilizer to secure AAS operation and negotiated the supplier to manage to
change the parts. These were the result of enthusiasm of DWSS against the training.
・ Seeing the presentation from DWSS side, most of the presentations were only of easurement
procedures. The JICA Expert felt that they were yet lacking of fundamental recognitions to
secure analysis accuracy such as management of distilled water, standard solutions, reagents,
etc., data management and why the parameters to be measured in experiment, etc.
・ It was confirmed that simple analysis kits (pH, total iron, M-alkalinity, residual chlorine) can
be available to use for normal tap water without so differences from official methods.
・ The difference of pH value by new standard solutions and by the old ones DWSS Central
Laboratory had been used, even though their effective date was till 2008.
・ With respect to iron measurement, the measurement results of the artificial sample which was
intentionally prepared by adding copper and zinc showed 10, 19, 15 mg/L by AAS, the
spectrophotometer absolute standard calibration curve method, spectrophotometer standard
addition method, respectively. The differences were rather big, further trials shall be necessary.
・ For arsenic, the sensitivity of digital arsenic meter was poor and could only detect more than
100 ppb (0.1 mg/L) arsenic because of old reagents, but DWSS had used them. To confirm the
accuracy of the meter, purchasing new reagents shall be necessary.
・ More than 0.03 mg/L of arsenic could be measured with enough accuracy by AAS with
reduction vaporization method. Other methods like JIS require to measure around up to 0.0001
mg/L which is equivalent to 5 times of Japanese Standard for drinking water. Current arsenic
standard of drinking water in Nepal is 0.01 mg/L, therefore 0.03 mg/L of arsenic lower
determination level seems to be no problem. However, considering WHO arsenic guideline of
drinking water is 0.01 mg/L and the world tendency is to regulate lower level, replacement of
arsenic lamp and use of hydrogen gas regulated in other methods, instead of acetylene gas
currently being used at the Central Laboratory are required.
・ There was another request from DWSS to know updated technology such as membrane and
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UV system. Prepared another material for the request.

・ Guided DWSS the outline of how to conduct the experiment like arsenic absorption
procedures (Quantitative experiment procedure).
・ Handed over all the files of the materials used during the training to DWSS. DWSS shall copy
them to distribute to WSSDOs and WUSCs.
Suggested DWSS DG and DDG and the manager of Q/C section the followings.
・ To become trainers for DWSS Central Laboratory needs continuous training by themselves,
how to improve measurement accuracy, lower determination limit, detection limit, etc.
・ To establish the system to measure all parameters required in the standard of drinking water
・ To execute above, budget procurement is necessary
ii. Training for the 3WUSCs
1) Current situations of O&M
・ Ensured that turbidity/color measurement kit which is being used at the 3WUSCs can be
available with satisfactory accuracy by confirming the measurement accuracy with standard
solutions brought from Japan at Mangadh WUSC.
・ WUSCs pointed out what to be added and modified in draft SOP. The revised English and
Nepali versions, reflected to the discussion, were sent to WSSDOs and WUSCs
・ Mangadh WUSC and Gauradaha WUSC has started measuring least parameters to be
measured with simple analysis kits at site and timely asking official measurement to the
Laboratory having ISO 17025.
・ Residual chlorine level of the day is shown on the board at customer window for the fee
payers to recognize.
・ In addition, Mangadh WUSC has started the satisfaction survey to the customers regarding
water supply quantity and quality and asking regularly external organization to check the
status of the equipment
・ Although the concept of water quality management is recognized and implemented both at
Mangadh WUSC and Gauradaha WUSC, process control seems not be established, seeing
such facts as no records of inflow, backwash flow, etc..
・ Water quality measurement seemed not enough implemented at Dhulabari WUSC, seeing the
fact that newly purchased reagent bags to measure chlorine were not opened. On the other
hand, some improvement was observed such as recording chlorine chemical consumption and
piping water line to avoid chlorine exposure when staff contacted chlorine.
2) There were some requests from the 3WUSCs regarding mechanical and electrical training.
Regarding machinery and equipment;
・ Knowledge of repair works, necessary tools and instruments for repair works
・ Motor coil repair procedure
・ How to maintain motors, compressor, etc.
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Regarding electrical works;

・ The role of panel components
・ Understanding wiring drawings
・ Trouble shootings
Explained these requests to DWSS E/M section manager who is expected as the trainer and
requested and requested him to visit the 3 WUSCs for further discussion to prepare training
program to meet their requests.
iii. Discussion with DWSS
・ DWSS DG expressed acknowledgements against the training this time.
・ There was acknowledgment from this training DWSS expressed agreement to our proposal.
・ DWSS shall be trainer to lower organizations.
・ The JICA Expert will monitor the activities by DWSS from Japan through interpreters in
Nepali office till the next visit in 2012.
The JICA Expert will evaluate the training activities to have been executed from DWSS to lower
organizations upon next arrival and modify the training contents, if necessary.
(27) Educational Campaign on Waterworks as Civil Education (Continued)

In August 2010 of the first year, the JICA Expert Team conducted introductory workshop of awareness
program including importance of good hygiene practice and roles of water supply to 3 target WUSCs.
In March 2011 of second year, the JICA Expert Team continued workshop on this subject and
developed two materials, training for school kids and training for young mothers, and guided to
awareness program using these developed training materials. The number of participants was 25, 18
and 5 from Mangadha, Dhulabari and Gauradaha WUSC, respectively.
Examples in developing countries experienced by the Expert (e.g. educational activities and materials
for school kids and young mothers for understanding of water supply and sanitation) were introduced,
and discussions were made as to how WUSCs can develop the activities and what kind of educational
materials are needed. As a result, they concluded to conduct awareness activities on the role of water
supply and sanitation at schools and/or public meetings. The Expert instructed how to prepare “Story
Board” which is a visual booklet with about 10 pages as a presentation material.
Such activities result was presented at the joint workshop held on 30th November, 2011 (Regarding
participants, refer to item (32)). The 3 WUSCs presented their public awareness campaign plan and the
materials to be used. It is planned that the awareness campaign is implemented twice a year using
school facilities. The target of the campaign is focused on children and women and education on
water-borne diseases and preventive measures against infection will be disseminated. Preparation of
the materials was done by the WUSC staff and the effect of technical transfer is recognized.
(28) Efficient Water-Rates Claim Processing

In the first year, the Team conducted assessment survey of existing manual based billing and collection
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system as well as knowledge and skill of customer service staffs. The current billing work process is as
follows:
1) When meter reading takes place, reading record and bill are prepared and handed to the
customer.
2) The reading record is transferred to the reading ledger at the office.
When a customer comes to pay, comparison with the ledger record is done and arrears situation
is checked by referring to the customer ledger and the payment ledger.
3) The payment record is put down on the reading, customer, and payment ledgers, followed by the
issuance of receipt.
4) After such billing and collection work, the payment ledger is handed to the accountant for
accounting work.
As such, billing and collection system closely links with accounting system in cash handling, and
therefore, these procedures cannot be easily cut down so as to ensure the accuracy of accounting. The
Expert has a view that the existing system is not always inefficient as long as it is done by manual
work.
On the other hand, the number of connection exceeds 2,000 in Mangadh and Dhulabari WUSC, and it
almost comes to a limit for manual handling. It is considered that computerizing is necessary to deal
with such a large number of data efficiency and accurately. However, since the computerized billing
system entails a lot of cost and time (for procurement of hardware and software, customization, data
entry, operation training, etc.), it was judged that computerized billing system will not be included in
the TOR of the Project.
Based on such background, the Team guided and recommended to improve cashier windows and
cashier’s job flow for reducing miss recording and miss transaction at the 2nd year workshop in
February 2011. In addition, since request of computerized billing and collection system from WUSCs
are still strong, the Team introduced card based customer ledger. The trainees understood that the base
work such as billing and collection is common to both the computerized and the existing manual
billing systems.
(29) Checking and Instructing Improvement of Existing Customer Ledger Management

In the first year, the Team conducted assessment of existing customer ledger system to find
opportunity of improvement. Present customer ledger is so called ledger system (They have three kind
of ledgers depending specific information, i.e. reading record, customers, payment), and not
completely same with card system (each customer information is individually managed) widely
adapted in computerized system. But the existing system is not always inefficient as long as it is done
by manual work. All necessary information for billing is recorded sufficiently on present ledger. It is
possible to increase customer information in the customer ledger in case of computerized system. In
case of manual system, however, it forces more work load to customer service staff and will spoils
work efficiency. Therefore, it is not necessary to change the present customer ledger management
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system as long as the computerized billing and collection system is not introduced.
(30) Improvement of Existing Complaint Handling Processing System

In April 2010 of the first year, the Team conducted assessment survey and then introduced concept of
user complaints management system in a workshop conducted in the same month. In August 2010 of
the first year, the Team developed draft user complaints management system manual and suggested
them to implement based on this draft manual.
In the second year, the Team monitored their implementation status. Although Mangadh WUSC
showed good practice, the other two WUSC have not been implementing from a reason of insufficient
manpower.
(31) Improvement of Existing Waterworks Annual Report and its Contents

The Team conducted assessment survey regarding issue of annual report by WUSC in March to April
2010 in the first year. Presently, Mangadh WUSC and Dhulabari WUSC issue annual report focusing
on financial information while Gauradaha WUSC issues only financial report.
The objective of annual report is to achieve accountability to stakeholders such as users and DWSS.
From this definition, the existing annual reports, which are delivered to members, explained and
approved in their annual assembly, are in a satisfied level as annual report in terms of clearly
mentioned activities, revenue and expenditure to activities, and guaranteed it’s accuracy and
sufficiency by external auditor. Also, their annual reports mentioned budget based on actual
performance. Thus, it can be said that these annual reports achieve accountability on accounting and
financial management in minimum level.
However, it would be better for the annual report to include non-financial information and data as well.
In the first year, therefore, the Team introduced structure and contents of annual report widely adapted
in western business society including Japan in the workshop.
In the second year, the Team developed draft guideline for annual reporting, and recommend
improving their annual report into standard structure and contents by introducing this draft guideline in
a workshop conducted in February 2011. The number of participants is 16 from Mangadh WUSC, 9
from Dhulabari WUSC and 7 from Gauradaha WUSC.
The Expert also recommended preparing monthly management report before jumping to preparation of
annual report. The Team introduced preparing monthly management report in the workshop in the
second year. The 3 WUSCs issue monthly based simple accounting report but do not issue monthly
management report that include non-financial data, and agreed to add important financial information
to the existing report.
(32) Medium and Long-Term Waterworks Business Plan

In general, the 3 WUSCs were reluctant to prepare a medium and long term business plan because
when a new chairman of the committee, whose assignment period is 3 years, is elected, he has to
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decide the plan of business activities for coming 3 years. This plan of business activities is announced
in their annual assembly and approved, and also briefly mentioned on their annual report. Thus, the
management committee cannot guarantee business activities beyond their assignment period and is
also afraid that their successor denies and criticizes their plan.
Apart from such a situation, the JICA Expert Team assessed reality and introduced concept and
method for prepare business plan in the workshop of the first year.
In the second year, the Team conducted joint workshop with corporation of engineering expert and
management expert and invited all WUSCs in Jhapa and Morang Districts in February 2011. 48
participants attended in this joint workshop. In this workshop, the Team requested to prepare business
plan up to 2020 to the 3 WUSCs and make presentation on the next joint workshop scheduled in
November 2011. In this joint workshop, the Team suggested to starts to prepare their business plan as
soon as possible and also feel free to ask any question regarding preparation of business plan and will
reply on coming follow up meeting. Then the Team conducted follow-up meeting on March 2011 but
any WUSC did not touch anything at that point.
Again, the Team explained process to prepare financial plan in business planning at the follow up
meeting in November 2011. According to this instruction, the 3 WUSCs prepared the business plan.
The prepared plan was presented at the joint workshop held in Dhulabari on 30 November 2011. The
participants of the workshop included 2 from DWSS, 5 from WSSDO, 21 from the 3 WUSCs, and 35
from other WUSCs, which totaled 63.
The business plan has a target year of 2025, and includes investment plan, operation and maintenance
plan, water tariff setting, financial (cash flow) plan. The presenters prepared the materials by
themselves and presented in Nepali. By having such an opportunity, the WUSC staff has deepened
their understanding of contents of the business plan, methods of preparation.
(34) Training on Planning/Design/Construction Management on the 2 WSSDOs Targeted

(1) Training/Workshop for Jhapa/Morang WSSDOs
Training/Workshops on water distribution planning, design and construction management were carried
with the draft SOP at Jhapa/Morang WSSDOs. The training purpose is not only instruction of these but
also technical information and opinions exchange between 2 WSSDOs. Therefore, the invited engineer
of Morang WSSDO as a lecturer conducted Training/Workshop at Jhapa WSSDO in November 2011.
Meanwhile, Jhapa WSSDO engineer lectured at Morang WSSDO in January 2012.
1) Contents of Training/Workshop
In consideration of WSSDO’s roles and instruction to WUSCs with the draft SOP, the contents of
Training/Workshop are 1) water distribution facility planning/design/construction management, 2)
water meter maintenance and calibration, 3) water distribution facility maintenance, 4)
introduction of OJT by WSSDO.
2) Achievements of Training/Workshop
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OJT/Workshops had been conducted by the JICA Experts to the 3 WUSCs and 2 WSSDOs since
commencement of the Project. Since WSSDO engineers, however, served as a lecturer to other
WSSDO staffs, the following results are achieved, a) technical information and opinions exchange,
b) revision of the draft SOP on new planning formulation of water distribution facilities, c)
technology exchange between WSSDO and WUSC in OJT.
a) Jhapa/Morang WSSDOs shared information of WUSCs’ problems and technical improvement

such as elimination of dead ends in pipe network and proper pipe connection.
b) WSSDOs advised Nepali design criteria for water distribution facilities and pipe diameters &
specifications adopted in the site. The draft SOP was able to be revised according to them.
c) WSSDOs were able to activate the exchange of technology to WUSCs through OJT conducted
by WSSDOs.
(2) OJT/Workshop to other WUSCs in Morang District

The project purpose is that DWSS technical support system to WUSCs is improved in Morang and
Jhapa districts. OJT/Workshop for other 3 WUSCs, Urlabari, Pathari and Letang WUSC was
conducted for 3 days by Morang WSSDO with the JICA Expert at Urlabari in February 2012. Average
17 persons per day participated in the OJT/Workshop.
1) Contents of OJT/Workshop
・ Workshop on water distribution facility management & water meter reading/meter calibration
control
・ OJT on existing water meter calibration control with master meter
・ OJT on water distribution facilities inspection, facility ledger and distribution network map
2) Achievements of Training/Workshop
OJT/workshop was conducted by WSSDO engineer, and trainees learned basic knowledge of
distribution facility and water meter management. According to survey after the training, since
participants have not given ever such OJT/workshop, they would like to introduce the draft SOP in
routine work due to lecture of practical use.
Two tests to participants were conducted to measure the improvement of their ability and
understanding before and after OJT/Workshop. It can be judged that trainees’ comprehension and
understanding progressed after OJT/Workshop since their test scores were improved. Results of tests
are shown below.
Table 3.40 Result of a small test

WUSC Test Score (Average) Variation
Before After
Urlabari 69.5 76.5 +7
Pathari 41.0 79.5 +38.5
Letang 62.5 79.0 +16.5
Note: On the basis of a possible maximum of 100
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There are 8 target WUSCs except Mangadh WUSC in Morang district. After consultation with
Morang WSSDO, these WUSCs are divided into 3 groups in consideration for location, region and
accessible. Relatively priority group was selected this time.
In the meanwhile, there are 9 target WUSCs except Dhulabari and Gauradaha WUSC in Jhapa
district, and WUSCs are divided into 4 groups. OJT/workshop will be conducted to all target groups
in 3rd year activities of the Project.
(35) Development of “Small and Medium-Sized Water Supply and Management Model (Draft)”
The JICA Expert Team prepared a draft of the Management Model. The draft model enumerated the
required items which an ideal water supply utility should furnish in each of the following aspects.
・ Institutional
・ Functional
・ Mental
・ Computerization
At the joint workshop held on 30th November 2012, the draft model was presented to the WSSDO staff
in Jhapa and Morang district, and the participants from DWSS. In December 2011, discussions were
made between 6 members at the DWSS Office on the concept of draft model. The discussions
concluded as follows:
・ It is important to disseminate this model to all over the country to enhance the capacity of WUSCs.
・ It is necessary to give an orientation at the regional level, and let them know the concept of the
model.
From December 2011 to January 2012, DWSS gave an orientation to the regional staff at 3 regions on
the concept of the model.
(38) Hold Workshop on “Small and Medium-Sized Water Supply Management Model (Draft)”
for Introduction
A workshop for introduction of “Small and Medium-sized Water Supply Management Model (Draft)”
was held on 10th February, 2012. Apart from the 3 WUSCs, other 10 WUSCs in Jhapa and Morang
District participated in this workshop.
An engineer of DWSS presented the concept of the Management Model that an ideal water supply
utility should furnish the required items in institutional, functional, mental and computerization aspect.
It was confirmed that by the discussion on the Management Model, it helps WUSCs for efficient
managerial process in future, and the Model will help WUSCs to be self-sustainable.
The JICA Expert suggested that WUSCs participated here should pursue a realistic model rather than
ideal one. The 3 WUSCs, Dhulabari, Gauradaha, Mangadh are a good benchmark for other WUSCs,
and could be a realistic model. The purpose to introduce this model to other WUSCs is to make them
catch up with the 3 WUSCs. Another workshop will need to be held to formulate the implementation
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plan of model introduction.
(39) Development of “Small and Medium-Sized Water Supply Support Model (Draft)”
The JICA Expert Team prepared a draft of the Support Model. The draft model indicates the following
6 areas which DWSS needs to support for WUSCs.
・ Guide to construct institutional system
・ Provide training to strengthen the knowledge of staff
・ Provide OJT to ensure skills of staff
・ Provide an opportunity for information exchange between WUSCs
・ Provide financial resource
・ Provide physical facilities and materials
Together with the Management Model, discussions were made between 6 members at the DWSS
Office on the concept of draft Support Model in December 2011. The discussions concluded that to
give an orientation on the concept of the Support Model is necessary at the regional level, and their
feedback on the draft model should be expected.
From December 2011 to January 2012, DWSS gave an orientation to the regional staff at 3 regions on
the concept of the draft model.
On 27th February 2012, a brainstorming workshop was conducted at the DWSS Office to extract ideas
of detailed support system in the above 6 areas from the DWSS staff members. The participants
totaled 24 including member of DWSS, RMSO, WSSDO.
The discussion points through the brain storming for each of above areas were as follows:
1. What kind of support is already implemented to WUSCs by DWSS.
2. What kind of support should DWSS/RMSO/ WSSDO provide to WUSCs to improve their
capacity
3. How frequently and by what organization should the support activities be done.
As a result of the brainstorming, the following ideas of necessary support were extracted from the
participants. Contents of the necessary support are shown in Table 3.41.
Table 3.41 Contents of Necessary Support

Area Necessary Support When By Whom
Guide to construct ・ Facilitate to form WUSC, prepare regulations ・ Beginning ・ DWSS
institutional system and act, register WUSC
・ Registration of WUSC mandatory ・ Beginning ・ DWSS
・ Tie up with Local Bodies ・ From Beginning ・ DWSS/Local Bodies
(VDC/Municipality/DDC)
・ Institutional development training ・ As required ・ DWSS
Provide training to ・ VMC (Vicious Management Circle) Training ・ Beginning ・ DWSS/CHRDU
strengthen the ・ WSP (Water Safety Plan), disinfection Training ・ Beginning ・ DWSS/WSSDO
knowledge of staff ・ Management Training (billing, accounting, ・ Beginning ・ DWSS/CHRDU
administration, etc)
・ Technical Training (water quality, meter ・ After recruitment, ・ WSSDO
calibration, leakage control, etc) refreshment
Provide OJT to ・ Pre construction training ・ Start of project ・ WSSDO
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ensure skills of staff ・ Training for plumber, electro mechanical, meter ・ During construction ・ WSSDO/CHRDU
reader, leak detection /periodic refresher
・ Training for WTP operator, water quality test ・ Completion of project ・ WSSDO/CHRDU
・ Post construction training ・ Completion of project ・ WSSDO
・ Accounting training ・ Completion of project ・ WSSDO/CHRDU
・ Business plan training ・ Completion of project ・ WSSDO/CHRDU
・ Basic computer training ・ Completion of project ・ WSSDO/RMSO
・ Water shed management training ・ Completion of project ・ WSSDO
・ Wastewater/sludge management training ・ Completion of project ・ WSSDO
Provide an ・ Exchange visit for management committee and ・ Annually ・ WSSDO/RMSO
opportunity for staffs
information ・ Publication and distribution of booklets, ・ Periodically ・ WUSC/WSSDO
brochure, newsletter
exchange between
・ Establishment of websites ・ Regularly ・ WSSDO/DWSS
WUSCs
・ Liaison Conference ・ Annually ・ RMSO
Provide financial ・ Provision of O&M fund with an amount equal to ・ Prior to project ・ DWSS
resource 5% of total project cost (2.5% in cash from implementation
WUSC out of their 20% contribution and 2.5%
from DWSS).
・ Separation of certain percentage of revenue & ・ Every month ・ WUSC
certain percentage for future improvement and
extension.
・ As required ・ WUSC/DWSS
・ Cost sharing for extension and improvement
・ As required ・ WUSC/DWSS
・ Facilitate for arrangement of soft loan, bank
loan, share floating mechanism, equity bond
・ Guidance for tariff fixation ・ As required ・ DWSS
Provide physical ・ Logistic support for Office Establishment ・ Completion of project ・ DWSS/WSSDO
facilities and ・ Support for Lab facilities, chemicals, advanced ・ Completion of project ・ DWSS/WSSDO
materials test kit
・ Regular monitoring and evaluation mechanism ・ Completion of project ・ DWSS/WSSDO/RM
SO
(41) Refresher Training Concentrating on O&M, Business Operation Improvement and Plan
Formation for New Water Treatment Plant, etc.
1. O&M on Water Treatment Plant and Water Quality Management Refresher Training in August 2013
In the first and second year, the JICA Expert organized OJT mainly to DWSS, DWSS Central
Laboratory, CHRDU, 2 WSSDOs and the 3 WUSCs. The main objective of the activity in the 3rd year
is to initiate DWSS and its Central Laboratory to conduct training to Morang and Jhapa WSSDOs, and
these both WSSDOs to take initiation on the training to all 20 WUSCs in their respective district.
The objectives of the training were;
a) To assist DWSS as the trainer for WSSDO

b) To review and instruct how to confirm the accuracy of the main parameters such as pH, turbidity,
color, M-alkalinity, total iron and free residual chlorine by using standard solutions, simple
analysis kits, visible spectrometer and atomic absorption spectrometer.
c) To review and instruct the basic knowledge of purification process: theory and simple
experiments
d) To assist DWSS to make presentation on what has been learned.
e) Selection of trainer to WSSDO
Since the training to DWSS Q/C section on the theory of water purification seemed insufficient, the
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Expert prepared an additional training on the matter.

However, as all of the staff from Central Laboratory gets transferred to other organizations, the Expert
required repeating the training again to the staffs from local laboratories, CHRDU and WSSDOs, who
were assigned by DWSS. The contents of the training were as the followings.
Analysis on August 1-14

i. Seminar：
Meanings of Drinking Water Quality Standard
・ Basics to keep analysis accuracy and preparation of analysis flow-sheet
・ Introduction of Certified Environmental Analyst System in Japan
ii. Analysis training
1) pH
・ Calibration of potable pH meter
・ Analysis of tap water
・ Key points in measuring pH
・ SOP preparation of pH measurement
2) Turbidity
・ Calibration of turbidity meter by formalin and polystyrene turbidity standard solutions
・ Eye-comparison method for site analysis by turbidity standard solutions
・ Analysis of tap water by the two methods above
・ Key points on preparation of turbidity dilute standard solution and analysis of sample with
turbidity: Use distilled water filtered with membrane filter again to adjust 0 value, take the
sample quickly and eventually, etc.,
・ SOP preparation of turbidity measurement
3) Color
・ Preparation of color calibration curve by spectrophotometer
・ Eye-comparison method for site analysis by color standard solutions
・ Tap water analysis by the two methods above
・ Key points on color measurement: Use distilled water filtered with membrane filter again to
adjust 0 value, effects by iron, manganese, etc.
・ SOP preparation of color measurement
4) M-alkalinity
・ Preparation of hydrochloric acid standard solution for titration and factor standardization by
indicator and pH meter
・ Tap water analysis with indicator and pH meter
・ Key points on M-alkalinity measurement: Use appropriate volume of burette, pipette, etc.
・ SOP preparation of M-alkalinity measurement
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5) Free residual chlorine

・ Decision of concentration of chlorine standard solution by titration
・ Confirmation of accuracy of free residual chlorine analysis kit by using diluted chlorine
standard solution
・ Key points on color measurement:
6) Total iron
・ Preparation of iron calibration curve by spectrophotometer with iron standard solution
・ Direct analysis of the sample including humic acid and analysis after digestion by sulfuric
acid-nitric acid by spectrophotometer
7) Arsenic
・ Confirmation of accuracy of arsenic digital meter with arsenic standard solution
・ Confirmation of accuracy of HACH arsenic simple analysis kit
Purification Process on August 15- 24

i. Seminar
・ Purification flow-sheet and key points of unit operation
・ Quantitative evaluation procedures of unit operation
ii. Training
1) Jar tests including filtration velocity measurement of supernatant, sludge volume measurement,
etc.
・ Analysis of parameters (pH, turbidity)
・ Decision of comprehensively optimum chemical dosing rate
・ How to use the results in design and evaluation of actual plant
2) Iron removal
・ Oxidation of ferrous iron
・ Iron removal by sand filter and manganese sand
・ Analysis of parameters: total iron, pH, free residual chlorine, color
・ Confirmation of effect of manganese sand on iron removal
3) Presentation by trainees
・ Instruction of how to use computer by project interpreters
・ Objectives of training
・ Objectives of analysis of parameters, procedures, results, remarks, etc., at the day
・ How to do from now on
・ Comments on the training
・ Request against DWSS
4) Practical exercises: Practical exercises to understand purification process and examples of
solutions, least knowledge for design and evaluation of purification process, procedures, etc.
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5) General remarks of training

The training was started with eight participants, without leaving a single person, and the
presentation by trainees got more to the point than last year's presentation.
The certificate of participation was awarded to all participants. Mr. Santosh Koirala from DWSS
Regional laboratory, Itahari and Mr. Prakash Mishra from CHRDU who attended the same training in
the last year also (Mr. Prakash Mishra) are selected as the trainer for Morang and Jhapa WSSDOs,
respectively.
2. Refresher Training in January – February 2013

DWSS Central Laboratory
1) Purpose of the training
・ To instruct the basic knowledge of purification process by seminar and exercises
・ To confirm the current conditions to re-establish the central laboratory
・ Analysis capacity assessment of the central laboratory staff by simple experiments and by
analysis of the samples
・ Exercises of basic calculations for water purification plant
・ Confirmation of analysis accuracy of arsenic by digital arsenic meter and atomic absorption
spectrometer
・ Jar test, analysis and discussion
3) Results and Outcomes
There were 18 participants not only from DWSS but CHRDU, WSSDOs, Regional Lab, RMSOs.
Training for arsenic analysis, jar test and iron removal test was conducted by the 4 selected
trainers who had attended the more detailed training held last year at the Central Laboratory.
Preparation for the experiments and analysis were completed by the 4 selected trainers
themselves.
The biggest achievement of this training was that DWSS/Central Laboratory itself could confirm
the accuracy of arsenic (0.01- 0.05 mg/L) by AAS with pre-treatment equipment and iron analysis
(0.3 - 5 mg/L) by finding the best burner position through trial and error even though some advice
from the expert were still needed.
The participants deeply understood water purification process through the exercises of it, simple
experiments, and discussion of the problems and solutions at actual water purification plants.
However, some participants seemed to need to learn fundamentals and have practice more. It is
required that DWSS central lab shall regularly hold more internal training for technical transfer
under the initiative of the 4 selected trainers.
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Trainers of water quality management in Morang and Jhapa WSSDO

The capacity improvement of the trainers of water quality management in Morang and Jhapa
2) Contents and Outcomes
The JICA Expert explained how to estimate free chlorine and iron level without simple analysis
kit, how to calculate necessary chlorine dosing rate and the features of slow and rapid sand
filtration process. Even though they still remembered and understood well the meaning and
procedure of analysis owing to the trainings given to them before, they seemed to need more
understanding about the method of the related calculations in concrete so the expert explained
those again.
In the training, the expert emphasized that it is significant for WSSDO to successively promote
the awareness of water quality management to WUSCs. The expert proposed WSSDO to make a
necessary budget plan according to the MIT inspection activities in order to explain and submit
it to the chief of WSSDO. Besides, it is also proposed that members of MIT should set
opportunities to have more internal trainings for technical transfer to each other without dividing
their roles excessively.
Mangadh, Gauradaha, Dhulabari WUSCs

To confirm the improvement of water quality management at the 3WUSCs especially about what
the JICA Expert had instructed in concrete
2) Contents and Outcomes
The expert conducted the same refresher training to the 3WUSCs as same as the trainers in
Morang and Jhapa. The 3WUSCs had become familiar with how to use simple analysis kits and
implement analysis regularly and it was confirmed that the water quality of plant outlet still kept
in good condition.
Mangadh WUSC outsources the analysis of the samples at the plant inlet, outlet and taps of users
to accredited laboratory. Dhulabari WUSC daily conducts water analysis with the simple
analysis kits by themselves due to their remarkable improvement of the awareness about water
quality management.
At Mangadha and Dhulabari WUSCs, the expert gave instruction of how to get the necessary
figures for process evaluation with the excel formats the expert provided. To utilize the format,
the WUSCs revised their paper-based daily record format by themselves.
As for Gauradaha WUSC, which had no computer at the site, the expert showed the same
procedure of calculation with the paper-based format due to positive attitude of the staff to
process evaluation.
The Expert requested the 3 WUSCs to arrange opportunities for technical transfer to each other
in order to sustainably improve their skills by themselves. Besides, the JICA Expert also
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recommended that opportunities for internal technical transfer shall be more organized even in a
WUSC since the more staffs share knowledge and skills of facility O&M, the more sustainable
service of the WUSC would be.
3. Refresher Training in August – September 2013

DWSS Central Laboratory
Final evaluation was carried out to confirm whether the trainers could give proper instruction
and demonstration of water analysis to other staffs.
2) Contents of the training
・ To confirm the reliability of analysis results by absolute calibration and standard addition
method for the sample with hindering materials
・ To know the result difference in metal analysis with and without acid digestion
・ To know the result difference in metal analysis by spectrophotometry and atomic absorption
method
・ To learn how to confirm the reliability of simple analysis set
・ To learn the difference in nature of coagulation and particle sinking velocity when using
calcium hydroxide and sodium carbonate for compensation of decreased alkalinity by
ammonium sulfate hydrate. .
3) Results and Outcomes
There were 8 participants including the 4 trainers selected by the Expert last year. Preparation
and demonstration of experiments to check water quality items and its analysis were completed
by the 4 selected trainers themselves. Especially, the trainers showed improvement in awareness
about accuracy of water quality experiments so they retried the experiments by themselves when
the results did not seem to be accurate enough.
However, with the present equipment and skills, it is still not possible to cover all the parameters
established by water quality standard in Nepal. It is quite necessary to gradually develop the
capacity of the central laboratory to be able to measure more parameters by official methods
under the initiative of trainers who attended this training. The Expert recommended DWSS to
plan the budget allocation for it in cooperation with the trainers.
Trainers of water quality management in Morang and Jhapa WSSDO

The Expert conducted monitoring and refresher training to the trainers of water quality management in
Morang and Jhapa WSSDO. The results of the activities are shown in later part 4) of “MIT Activities”.
Mangadh, Gauradaha, Dhulabari WUSCs

To confirm the improvement of water quality management along with the SOP at the 3WUSCs
especially about what the Expert had instructed in concrete
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2) Contents of the training

The Expert confirmed the improvement of water quality management at the 3WUSCs especially
about what the JICA Expert had instructed in OJT and pointed out.
Mangadh WUSC utilized the MS-Excel record format and the chlorine dosing rate calculated
with it and the actual measured value were almost equal. Considering current status of the record
format, water production, distribution amount, chlorine feeding rate and unit power consumption
are well managed on it. On the other hand, recording of the important parameters for process
evaluation such as filtration velocity and backwash velocity were not enough managed; therefore
the Expert gave the instruction.
At the Gauradaha WUSC, procedure of calculation with paper-based format and
countermeasures against complaint from residents were confirmed with MIT members.
Considering elapsed years of the facilities and worse quality of raw water, the Expert gave
additional instruction, 5 to10 minutes drain of treated water just after back washing process, in
order to prevent foreign matter from getting into.
As same as Mangadh WUSC, Dhulabari WUSC also utilized the MS-Excel record format and
the chlorine dosing rate calculated with it and the actual measured value were almost equal.
Considering current status of the record format, Water production and distribution volume, FRC
concentration and water quality results are well managed on it. On the other hand, recording of
backwashing flow was not properly recorded so the Expert gave intense instruction to always fill
out the record format with the actual measured value. Besides, it was also suggested to
immediately wash the filter sand and clean basins to deal with high water level due to increase
of filtration resistance.
<O&M on Water Distribution Facilities>

The refresher training on O&M of water distribution facilities to the 3 WUSCs was implemented to
confirm understanding and sustainability.
In Dhulabari and Gauradaha WUSCs, regular inspection and maintenance and revision of the
distribution map had not been implemented. Henceforward, Jhapa WSSDO shall monitor their
activities.
a) Mangadh WUSC
Proper understanding on the draft SOP and their activities based on it were confirmed.
・ Regular inspection of distribution facilities has been carried out every month and data are
recorded on check sheets.
・ The distribution map is revised showing extension of new pipeline.
・ WUSC has properly carried out water meter management. The staffs use the self-made meter
calibration equipment which has helped them to cope with customers’ complaints.
b) Gauradaha WUSC
Regular inspection, maintenance of the distribution facilities and revision of the distribution map had
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not been done for more than 6 months. There was also lack in their understanding regarding an
existing water meter calibration.
→WSSDO/CHRDU Engineers and the JICA Expert explained the necessity and importance of
periodical maintenance, and instructed how to conduct inspection and an existing water meter
calibration. Inspection of distribution facilities has been implemented appropriately then after.
c) Dhulabari WUSC
Regular inspection, maintenance of the distribution facilities and revision of the distribution map had
not been carried out for more than 6 months. The reason behind was the recruitment of a new manager
who could not grasp fully the project activities and contents of the draft SOPs in this period. The
technicians and plumbers did not take any initiative on their own and remained passive.
Jhapa WSSDO Engineer gave new manager draft SOPs both in English and Nepali language and
asked him to attend the OJT/Workshop at Birtamode WUSC. Accordingly, he took part in the
workshop/OJT. Then after, Jhapa WSSDO monitored their activities and confirmed the
implementation of regular inspection and revision of the map. Some facilities such as valve box covers
were repaired.
<Business Operation Improvement>

The Expert Team conducted management training on 4 subjects, awareness program, user complaint
management, annual report and monthly report in first and second year. The Expert Team received
request for coaching on other two subjects also, i.e., improvement on the efficient billing and
collection, and improvement of the customer ledger.
Regarding the improvement of billing and collection, and customer ledger, the Expert judged that there
is no room to improve in the current routine as long as the manual processing is continued. Therefore,
the refresher training on these subjects could not be conducted.
In terms of annual reporting, the WUSCs do not agree on the necessity of changing the contents of the
annual reporting as the style and form of their annual report meet the standard of Nepal government,
which fulfills the accountability to the committee members.
Regarding monthly reporting, although only financial parameters were reported in the past, some
non-financial information such as number of connection has been added after project implementation.
(42) Training on Water Quality Inspection/Monitoring Based on SOP

The main part of the Draft SOP includes purification process and water quality management. Activities
on the training were described in Item (41).
A. Draft SOP for O&M of Water Treatment Plant (WTP)

A-1 Water treatment process and equipment/facilities which consist of process
A-2 Maintenance of the equipment/facilities which consist of process
A-3 Maintenance of sand for slow sand filtration
A-4 Maintenance of manganese green sand
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A-5 Flow management: Raw, treated water and backwash velocity,

A-6 Calculation of chlorine dosing flow
A-7 O&M checklist: Record of receiving voltage, power consumption, operation hours of
pump, etc.
A-8 Trouble shooting
B. Draft SOP for Water Quality Management

B-1 Purpose of water quality management
B-2 Water quality criteria and meanings: Level in environment, background of the
regulation
B-3 Sampling: 5 (five) times of replacement with the sample
B-4 Water quality analysis methods by simple analysis kit
B-5 Data management
B-6 Disclosure of information
B-7 Others
(43) Development of “Small and Medium-sized Water Supply Management Model (Draft)”
(Continued)
The Team developed a draft of the Management Model and presented in the second joint workshop at
Dhulabari WUSC in November 2011. On August 2012, the Team updated the model and made a
presentation at a workshop on 28th November 2012. The updated draft described the following points.
・ The ideal status of WUSC is attained when they will be able to achieve their mission of “provide
safe water in an affordable and stable way with reasonable cost to maximum people in their
jurisdiction”.
・ For realization of this ideal situation, WUSC may need to strengthen the capacity of facility to
provide water more than the demand, as well as to maintain financial capability in a sustainable
and stable manner to carry on their activities, and to enhance operational capability including
capability of operating and maintaining of facility as well as managing capability of water
supply business.
・ Business plan is a tool for the realization of ideal status of WUSC. Business plan is also a
method for strengthening capacity of facility and enhancing financial capability for realizing the
ideal status step by step. Setting target and act (e.g. facility improvement project) to realize these
targets, and carry on financial activity including improvement of water rate and ensure to realize
capital investment (e.g. the facility improvement project).
・ For strengthening operational capability, carry on job flow standardization based on SOP, and
training based on manual to enhance skill of the staff.
(45) Holding Workshop on “Small and Medium-Sized Water Supply Management Model
(Draft)” for Dissemination
The 1st Workshop on 9th July 2012
In disseminating the Management Model to the other 17 WUSCs in Jhapa and Morang, a workshop
was held on 9th July 2012 in order to make them understand the contents of the draft Management
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Model as well as SOP and Business plan. The training plan to be conducted from August 2012 for
these WUSCs was also explained at the same workshop.
The achievements of the workshop are as follows:
・ About 40 participants from 19 WUSCs had participated in the workshop in spite of their busiest
period at the end of fiscal year which confirmed their eagerness to join in the Project.
・ DWSS took initiative in the workshop, where a planning engineer explained the Management
Model and the Morang division chief explained SOP. The chairperson of Mangadh explained
that they still are on the process of preparing financial report for their general assembly based on
their business plan. The technical transfer of the training could be observed in the workshop.
・ C/Ps conducted the workshop extracting problems and degree of understanding on facility
operation from each WUSC. These results can be utilized as a feedback for the training in future.
The 2nd Workshop on 28th November 2012

The JICA Expert Team conducted the 2nd workshop on 28th November 2012 and presented the draft
Management Model to the participants. All together 78 participants from 20 WUSCs of Jhapa and
Morang districts and participants from 2 WSSDOs, ERSMO and DWSS attended in the workshop.
The JICA Expert Team conducted a survey through questionnaire, and 86% of the attendants replied
that they can understand presentation on the Management Model. The same percentage of the
participants replied that they can understand the concept of the Model, and 99% replied that the model
is useful and applicable in their WUSC.
However, there were some problems in time management in the workshop. The discussion time could
not be secured as long time had been consumed in the presentations.
(47) Development of “Small and Medium-Sized Water Supply Support Model (Draft)”
(Continued)
In August 2012, the JICA Expert Team updated the Model and presented on a workshop on 28th
November, 2012. The updated draft recommended to provide advisory services such as management
advisory, technical advisory and financial advisory to WUSCs and to provide coaching to enhance
their management, technical and financial skills. Since WUSCs do not have sufficient capability on
preparing and updating business plan, the draft recommends for supporting on the preparation of
facility improvement plan, cost estimation (capital investment planning) and financial planning of
WUSCs.
・ To conduct joint annual monitoring and evaluation based on business plan, and provide advises on
facility improvement or management improvement.
・ To establish financial assisting scheme including grant, zero interest loan and low interest loan and
to provide financial assistance based on the WUSC’s financial capability. It also recommends
establishing fund for these financial schemes: (1) To conduct training including training at CHRDU,
OJT and workshop for enhancing skill of the staff, and (2) To provide space and opportunity for
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socialization between WUSCs for exchanging experiences and information.
(48) Holding Workshop on of “Small and Medium-Sized Water Supply Management Model
(Draft)” for Monitoring for the Practical Use
On 28th November 2012, the workshop was held in Biratnagar to explain to the contents updated of the
draft Management Model the Expert developed last year. The updated contents are as shown in the
item (43) in this report.
In the workshop, 3 target WUSCs, Mangadh, Gauradaha and Dhularari WUSC, made presentation to all
the attendees about their updated business plan which they had developed with the Expert.
Gauradaha WUSC explaining their business plan Mangadh WUSC explaining their business plan
(52) Conducting Refresher Training Concentrating on Annual Operational Plan and

Medium/Long-Term Business Plan Formation by the 3WUSCs
As of August 2012, the 3 WUSCs could not yet prepare financial report of 2011/2012 fiscal year, and
they are still on the process of preparing financial report for their general assembly. The JICA Expert
Team confirmed this status but could not conduct the follow up training.
In November 2012, it was confirmed that Mangadh WUSC updated their business plan based on actual
performance from July 2011 to June 2012, and Gauradaha WUSC was discussing on the draft business
plan approved by their General Assembly on November, 2012.
For the purpose of supporting WUSCs to establish the Management Model, the expert conducted
related trainings at the sites in August 2012 and from November 2012 to February 2013. This helped
WUSCs prepare their business plans as part of the MAT activities
This time, refreshing trainings mainly focused on annual and business plans. The experts prepared a
draft guideline for monitoring and evaluating the business plan implementation as part of the WUSC
Management Model.
The workshop was held on August 27th to introduce the M&E activity based on the draft guideline.
The experts recommended that WUSCs joint M&E of the business plans with DWSS/WSSDO. At the
workshop, the expert presented the example of Dhulabari WUSC as a concrete case study based on the
information collected with DWSS.
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The M&E of business plan is a mandatory activity in implementing the WUSC Management Model. It
is recommended that WUSCs and DWSS/WSSDO implement the joint M&E on an annual basis in the
Support Model. Regarding such recommendation, the experts conducted training for WSSDO in
February 2013 and transferred the M&E knowledge and techniques (MET activity) as well as
management consultation (MAT activity).
(53) Reviewing and Developing SOP

1) SOP on O&M of Water Treatment Plant and Water Quality Management
The Draft SOP on O&M of Water Treatment Plant and Water Quality Management was reviewed
and improved discussing with the 3WUSCs last year and was ratified. The seminar and OJT were
conducted using the approved SOP. This SOP has been finalized and considered as the final
version.
2) SOP on O&M on Water Distribution Facilities and Meter Calibration
The draft SOP on Water Distribution Facilities and Meter Calibration was developed discussing
with the engineers of WSSDOs and it was modified based on the results of the trainings carried
out in the first and second year. The modification was made on the following subject matters.
a) O&M on Water Distribution Facilities

・ Well has been added in the inspection list of intake facilities.
・ Regarding the facility planning, items such as service area, population, etc. have been added
in the main planning fundamentals as the items to be considered.
・ Design standards adopted in Nepal have been verified.
・ Specifications of pipe materials (mainly, HDPE) in use in Nepal have been confirmed.
・ Correction has been made on Nepali translation.
b) Meter Calibration
・ Detail calculation method has been added for calibrating existing meters.
・ Correction has been made on Nepali translation
3) Description of Electro-Mechanical Equipment in SOP

The O&M manual of electro-mechanical equipments was provided to the 3 WUSCs by the
contractor of the grant aid project. The common equipments which significantly affect the
operation of water facilities shall be selected from the manual and SOP shall include description
on such common equipments. The descriptions shall be simple so that staff of WUSCs could
understand it easily. SOP shall include following electro-mechanical equipments and description
on them.
・ Pump, Chlorine dosing equipment, generator, power receiving equipment
・ Preparation for starting, method of daily operation, inspection flowchart
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4) SOP for Emergency Response

Apart from the SOP under normal situation as shown on the flowchart of inspection and O&M,
SOP on emergency response includes following topics in addition:
・ Objectives of Emergency Response
・ Definition of Emergency
・ Liaison System in Emergency from WUSC to Residents
・ Information of Emergency from Residents and Liaison System in WUSC
The establishment of liaison system has been described in the SOP in emergency, as the priority is
given to protect life of residents and to secure safety. In order to forward information rapidly,
WUSC staff need to identify emergent incidence properly and inform it to the manager/board
members as fast as possible. The manager/board members must decide to inform to residents,
collecting proper information and grasping the proper situation of the incident. The liaison system
needs to establish in WUSC as the residents themselves may provide information to the WUSC.
【Contents Described in SOP】

Emergency will be classified into
i. Stop of water supply function (large scale power failure, damage of facilities, water
contamination)
ii. Natural disaster (earthquake, floods, fire, abnormal weather, infectious diseases)
iii. Terrorism (threat, destructive activities)
The emergency in this context is defined as i. Stop of water supply function. SOP describes that when
an emergency situation takes place, response will be carried out to protect life of residents and to
secure safety, to protect water supply facilities, to secure continuance and safety of facility operation.
(54) (55) Finalizing "Small and Medium-Sized Water Supply Management Model" and "Small
and Medium-Sized Water Supply Support Model" and Obtain DWSS's Approval
Drafts of the Management Model and the Support Model were prepared and workshops had been
conducted for the introduction of these models. A brainstorming workshop was conducted in February
2012 in order to make the models more applicable. In August 2012, a part of contents of “the
Management Model” and “the Support Model” were reviewed. A Nepali consultant was hired in April
and May 2013, and the Management Model and the Support Model are revised to Nepali version with
DWSS cooperation.
The project output sharing workshop was conducted for 14 WSSDOs in Eastern area and 27 WUSCs
in Jhapa and Morang in order to introduce the Models and outcomes. The project output sharing
workshop was also conducted with DWSS and other donors (UNICEF, ADB, and SWISS Embassy) in
September 2013.
Finally, two models were accepted in the 6th JCC.
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【Output 3】
Model of Output 2 is disseminated in Jhapa/Morang districts.
(44) Formulate Training Program to WUSCs Targeted in Jhapa/Morang Districts

The Expert Team prepared a draft training plan for the targeted 20 WUSCs in Jhapa and Morang
districts. Two WUSC's service area, one for Jhapa and the other for Morang, were selected as training
sites to conduct training so that participants from other targeted WUSCs could select and join in the
training at their nearest training site. It was planned to provide 4-days training at each site including
both class room lecture and OJT. The training subjects were divided into 1) O&M of WTP, 2) O&M of
electro-mechanical equipment, 3) O&M of Distribution Facilities, 4) Meter Control, 5) Water Quality
Management, and 6) Business Management.
1) Training Plan for WTP O&M (including M&E)
1. Training site：Jhapa District; Dhulabari WUSC, Gauradaha WUSC
Morang District; Mangadh WUSC, Pathari WUSC
2. Training period：From 14th to 31st August, 2012, Four days training at each site
3. Contents of training：
a) Daily inspection and maintenance
Necessity of daily inspection, Item and method of inspection (Lecture and OJT)
b) Periodic maintenance
Necessity of periodic maintenance, keeping inspection record, dismantling and assembling
mechanical equipments (Lecture and OJT)
c) Trouble shooting
Finding and specifying problems and method of solution
4. Time schedule：
Training schedule for WTP O&M is shown in Table 3.42.
Table 3.42 Training schedule for WTP O&M

AM PM
Day 1 Orientation of Training, Distribution of Inspection and Maintenance of electric
training material (Room) equipment (Room)
Day 2 Inspection and Maintenance of mechanical Trouble shooting (Room)
equipment (Room)
Day 3 Inspection and Maintenance of electric Trouble shooting (Site)
equipment (Site)
Day 4 Inspection and Maintenance of mechanical Trouble shooting (Site)
equipment (Site)
2) Training Plan for O&M of Distribution Facilities, Meter Control

a) Training Site
Group 1: Birtamode, Surunga, Chandragadi, Shanischare (Jhapa)
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Group2: Salakpur, Rangeli (Morang)

Group3: Topgachhi-1, Topgachhi-2, Topgachhi-3 (Jhapa)
(Note) Grouping may be changed on the request of WSSDO.
b) Training Period
From the 2nd week to the 4th week of September, 2012, Four days training at each site
c) Contents of Training
Workshop on the O&M of water distribution facilities and meter calibration/management based
on the SOP
1. Calibration/ Management of water meter
・ Maintenance of customer meter （ meter storage, keeping delivery note, etc. ） and
understanding on appropriate handling
・ Understanding and exercise on meter calibration method
2. Inspection, preparation of inspection ledger and mapping of water distribution facilities
・ Confirmation of facilities condition, preparation of inspection ledger and maintaining
inspection and repair records of conveyance, transmission, distribution pipes, elevated tank
・ Creation of information map of distribution facilities (route, location, diameter, material of
pipes, valves, washout, hydrant) for use on maintenance work
・ Planning of distribution network (required items and procedures)
・ Learning of pipe connection method including socket type connection practiced by
Mangadh.
d) Time Schedule
Training schedule for O&M of Distribution Facilities and Meter Control is shown in Table 3.43.
Table 3.43 Training schedule for O&M of Distribution Facilities and Meter Control
AM PM
Day 1 Management of water meter (Room) Meter reading (Site)
Day 2 Management of water distribution facilities Inspection of facilities (Site)
(Room)
Day 3 Pipe connection (Room) Preparation of distribution network map
(Room)
Day 4 Observation of existing facilities, maintenance work situation (Site)
Note: The staff of WSSDOs will be the trainers.
3) Training Plan for Water Quality Management

a) Training Site：
1. DWSS: DWSS Central Laboratory
2. Itahari: TSC
3. Jhapa: Jhapa WSSDO, Dhulaban WUSC, Gauradaha WUSC
4. Morang: Morang WSSDO and Mangadh WUSC
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Note:
・ WUSC shall receive training either at the base WSSDO (Jhapa and Morang) or WUSC
(Dhulabari, Gauradaha, and Mangadh).
・ The schedule and contents of the training are tentative. They may change according to the
conditions such as request from C/Ps, availability of the electricity, convenience of Central
Laboratory, acquisition of reagents, etc.
b) Training Period：From 8 September to 21 September, 2012
c) Training Policy：DWSS and DWSS Central Laboratory shall assist the training at Itahari TSC
and Jhapa and Morang WSSDOs. Similarly, each WSSDO shall assist the training at the base
WUSC for other 17 WUSCs.
4) Training Plan for Business Management
a) Selection of WUSCs
Selection of WUSCs for training on Business Management shall be done on merit basis taking
into account the size of WUSC, situation of annual report preparation, attendance record on
previous workshops, etc. Selection of WUSCs is done.
b) Instruction/OJT on Business Administration Improvement and Preparation of Business Plan
Instruction on Business Administration Improvement and Preparation of Business Plan shall be
provided to the selected WUSCs.
c) Hold Workshop on Outcome of Instruction/OJT
The outcome of the training shall be presented in a workshop by the trained WUSCs.
(46) Training to Other WUSCs by C/P Based on Training Program
1. Water Quality Management

Training was held from August 26 to September 13 at Morang and Jhapa WSSDOs and WUSCs in
each district.
1) Contents of Training
a) Presentation by the trainer who had been trained at DWSS central laboratory
・ Objectives of the Project: The Expert to assist DWSS to become a trainer for sustainability of
the Project
・ How to secure analysis accuracy
・ Confirmation of accuracy of simple analysis kits
・ Key points of design and evaluation of water purification process by simple experiments: Jar test
and iron removal experiment
b) Review of meanings of water parameters, background of regulations, etc.
c) Review of water purification process
d) Practice exercises of measurement of pH, M-alkalinity, turbidity, color, total iron and free
residual chlorine by simple analysis kits, and simple treatment experiment of turbidity, iron
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e) Discussion on the results of exercise

f) Process evaluation of actual unit process by water quality analysis of total iron, chlorine feeding
rate, etc. at the inlet and outlet of the unit facility and filtration velocity
2) Number of Attendees:
Number of attendees is shown in Table 3.44.
Table 3.44 Number of Attendees

Training location Duration Numbers of attendees
Morang WSSDO 26-28August 20
Mangadh WUSC 29August-2 September 18
Jhapa WSSDO 3-5 September 16
Gauradaha WUSC 6-9 September 15
Dhulabari WUSC 10-13 September 13
(Note)
・ Rangeli and Letang WUSCs in Morang District and Sanischare WUSC in Jhapa WUSC did not attend.
・ Birtamode WUSC in Jhapa District attended only one day.
3) Selection of the trainers and training by selected trainers

Among the training attendants at DWSS laboratory from August 1 to 24, Mr. Santoshi Koirala
from WSSDO Sunsari and Mr. Jay Prakash Mishra from CHRDU were selected as the trainer for
Morang and Jhapa WSSDO respectively. They conducted training at each WSSDO as the trainer.
Then the trainers who were selected from each WSSDO instructed the meanings of the parameters
to be measured and instructed how to use simple analysis kits with attentions in analysis.
Among the training attendants at Morang and Jhapa WSSDO, Mr. Ghanshyam Koirala, who
voluntarily wanted to become a trainer and Mr. Ramanand Das, who also had attended the training
at DWSS laboratory, were selected as the trainer for the WUSCs in Morang and Jhapa district,
respectively. They trained WUSCs.
4) Achievements and Issues of the Training

a) Achievements
・ The training ended successfully. All attendants actively practiced using simple analysis kits and
showed enthusiasm to understand process control by analysis results.
・ Among 4 trainers, 3 trainers except one from CHRDU, demonstrated their good ability to
become a trainer, although continuous study is necessary.
・ All attendants from WUSCs, other than the 3WUSCs which have been trained for 2 years,
showed their enthusiasm on the training as this was their first training
・ The Expert awarded Certificate of Attendance to all participants according to the attendance
days and also awarded certificates to the trainers Mr. Santosh Koirala of Sunsari WSSDO, Mr.
Ghanshyam Koirala of Morang WSSDO and Mr. Ramanand Das of Jhapa WSSDO.
b) Present Status of the 3WUSCs
・ The 3WUSCs, Mangadh, Gauradaha and Dhulabari have maintained good quality of water.
Even though Iron concentration at Mangadh and Gauradaha is less than 0.1 mg/L, oxidation in
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the aeration tank seems not sufficient.

・ Iron concentration of existing well was within the limit set by regulation and that had been
confirmed while the post-evaluation mission pointed out high iron in the well.
c) Issues
Trainees’ understanding on the process control and evaluation by using data and analyzing
results is not still sufficient. Continuous training is necessary on the analysis and evaluation of the
water treatment process to increase their skills and knowledge. Some of the examples observed
during the training are as follows:
・ They practiced annual chlorine dosing without understanding calculation method of necessary
and actual dosing rate. As a result, actual dosing rate was too low compared to theoretical one.
・ They did not understand how to calculate filtration velocity by using daily record of the volume
of the treated water.
・ Simple experiments and exercises were prepared for DWSS to understand for design and
evaluate water purification process, but the staff from DWSS did not attend the training.
・ For measuring cadmium, cyanide, lead, mercury, aluminum, which should be regulated as per
Nepal Standard, proper pre-treatment process and enough knowledge on analysis methods have
not been established sufficiently.
2. O&M of Water Distribution Facilities and Meter Control

The trainings on O&M of Water Distribution Facilities and Meter Control have been implemented for
20 WUSCs altogether in Jhapa and Morang districts in collaboration with Jhapa and Morang WSSDOs,
DWSS, CHRDU and the JICA Expert. Juropani WUSC of Jhapa and Belbari WUSC of Morang,
which were not included in the list of target WUSCs also participated in the workshop/OJT conducted
in November on the request of WSSDO.
1) Training Schedule for WUSCs
a) Jhapa district
Table 3.45 Target WUSCs in Jhapa District
Priority WUSC No. of participant Place Schedule
Group 1 Birtamode, Surunga, 14 trainees Birtamode WUSC September 17th -
Chandragadi, Shanischare, (mainly plumber and September 20th,
Budhabare, Dhulabari meter reader) 2012 (4 days)
Total 6 WUSCs1)
Group 2 Lakhanpur, Damak, Guradaha, 14 trainees Damak WUSC November 2nd -
Kakarvitta, Topgachhi2)-1, (mainly plumber and November 6th, 2012
Topgachhi-2, Topgachhi-3, meter reader) (4 days)
Juropani
Total 8 WUSCs1)
1) Nonparticipation from Shanischare, Kakarvitta and Topogachhi-3 WUSC
2) There are 3 WUSCs in Topogachhi.
b) Morang district
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Table 3.46 Target WUSCs in Morang District

Priority WUSC No. of participator Place Schedule
Group 1 Urlabari, Pathari, Letang 17 trainees (mainly Urlabari WUSC February 14th –
Total 3 WUSCs plumber and meter February 17th, 2012
reader） (4 days)
Group 2 Haraicha, Jhorahat, 11 trainees (mainly Haraicha WUSC September 11th –
Tanksinuwari plumber and meter September 14th,
Total 3 WUSCs reader) 2012 (4 days)
Group 3 Salakpur, Rangeli, Belbari 9 trainees (mainly Salakpur WUSC November 7th –
Total 3 WUSCs1) plumber and meter November 11th, 2012
reader) (4 days)
1) Nonparticipation from Rangeli WUSC
2) Training Contents
a) Inspection of water distribution facilities, preparation of record sheets and preparation of map of
distribution pipelines.
・ Function of water distribution facilities and valves, countermeasures of mechanical failures
and the importance and creation of the map of distribution facility were instructed by
WSSDO engineers.
・ Present conditions of water distribution facilities were confirmed with WUSC staffs. The
method of maintenance and repair records of distribution pipelines, elevated tanks and valves
were also instructed by WSSDO engineers.
・ Creation of the map of distribution facility including pipeline routes with pipe materials and
diameter and locations of facilities such as valves, washout and fire hydrants was instructed
by WSSDO engineers. The engineers explained the importance of the information for the
maintenance and repair.
b) Water meter management and calibration
・ WSSDO engineers explained about the proper installation of water service pipes and water
meters.
・ WSSDO engineers also explained about the proper handling of water meter, meter storage
and record to WUSC staffs.
・ WSSDO engineers also instructed to WUSC staffs methods of calibration of an existing
water meter and reading below 0.1 m3 (in the order of 0.1 L - 100 L) for calculating
instrumental error.
・ Trainees together with WSSDO engineers visited customers who have complaints regarding
water meter (getting higher records) and explained them the results of meter calibration.
c) Explanation/Handling of Procured Equipment

WSSDO, DWSS and CHRDU engineers instructed on the appropriate handling of
equipments such as pipe cutter, electronic heating plate for HDPE pipe and pipe drill which
were provided to WSSDOs. Instruction was given to WSSDOs and WUSCs together even
though the equipments were provided only to the WSSDOs, not to the WUSCs. Any WUSC
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may have access on these equipments and can borrow from concerned WSSDO whenever
needed. The damaged water level indicator and flow cell in the WTP of Mangadh were
replaced and restored to the original condition.
3) Training Policy
a) Jhapa/Morang WSSDOs, DWSS and CHRDU engineers provided lectures and instructions to
WUSC staffs in Nepali. The JICA Expert supported and advised trainers when required. The
contents of the lecture and the methods of instruction were confirmed before the training.
b) Materials presented in the workshop were based on the draft SOPs and prepared in Nepali on
power point slides
c) Jhapa/Morang WSSDOs, DWSS and CHRDU engineers also instructed trainees on OJT. The
engineers demonstrated the use of equipment, and then trainees followed to practice.
d) Pre-test and post-test were conducted in the workshop/OJT to assess the degree of
understandings/achievements of the trainees.
4) Achievement of Training
a) Supplementary description of the technical terms was explained in Nepali language during the
OJT/Workshop. The misunderstanding and inconsistency of the technical words were made clear
to the trainees.
b) WSSDO, DWSS and CHRDU engineer's proper answers to the questions raised by the trainees,
especially related to the field problems, helped trainees to understand in detail.
c) Nepalese engineers taught trainees meticulously to use the equipments meticulously, especially
during the OJT.
d) Two tests were conducted to measure the improvement of ability and understanding of the
trainees before and after the OJT/Workshop. The knowledge and understanding of the trainees
had been found improved after the OJT/Workshop in comparison to the beginning as their
average test scores were improved. It should be noted that the contents and degree of difficulty
of the tests were different in the beginning and in the end of the OJT/Workshop.
e) Since WSSDO, DWSS and CHRDU engineers served as lecturer of OJT/Workshop several
times, their explanations and teaching skills to WUSCs was improved. According to the survey
conducted through questionnaire after the training, most of the trainees answered that the
contents were appropriate and easy to understand.
f) Through the training, WSSDOs and WUSCs had found good opportunity to exchange opinions
and information. It can be expected that both of them can develop cooperative relation forward
from now.
g) Since WSSDO, DWSS and CHRDU participated in the OJT/Workshop, they could exchange
opinions among them and DWSS/CHRDU may directly instruct to WUSC staffs. Hereafter, it
can be expected that DWSS/CHRDU and WSSDO conduct the training cooperatively.
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Table 3.47 Test Results of Trainees

Workshop/OJT District Average Variation
Pre Post
In September Morang 54.8 68.8 +14
Jhapa 62.3 71.8 +9.5
In November Morang 52.5 82.5 +30.0
Jhapa 78.5 89.1 +10.6
Note: On the basis of a possible maximum of 100 WSSDO Engineers explained trainees test
answers after post test. WSSDOs gave marks.
5) Issues in OJT/Workshop
a) The OJT/Workshop on distribution facility management and water meter accuracy management
were held after mechanical/electrical management and water quality management. Although
many of the staffs attended from different WUSCs, some WUSCs didn’t send their staff to take
part in any of the OJT/Workshop.
b) The draft SOPs were revised in the second year. In the third year, Nepalese engineers have
suggested minor revisions on the technical words in Nepali. Therefore, the JICA Expert has
asked WSSDOs, DWSS and CHRDU for more concrete comments/suggestions to make SOPs
more practical and useful to WUSCs.
c) Since most of the WUSCs do not have equipment such as pipe cutting machine, electric heating
plate and mechanical jack which the JICA Expert Team procured and handed over to WSSDOs,
the general opinion was that they, WUSC staffs may not have opportunity to use it when they
needed despite understanding on mutual use.
6) Improvement of Issues
a) Regarding issues described in Item No.5 a) WSSDO, DWSS, WUSC and the JICA Expert
discussed on the causes, factor and improvement of nonparticipation on OJT/Workshop, factor
and improvement. The reasons behind nonparticipation were busy work schedule, lack of
manpower, lack of transportation allowance (incentive), unexpected dealing with customer
complaints and malfunction of facilities which needs to be attended immediately and lack of
understanding among WUSC board members about the benefit of workshop. In addition, it
seems that manager and technicians are not able to get permission from WUSC board members
easily.
WSSDOs have sent request letters to WUSCs before the OJT/Workshop for the participation.
WSSDOs even called WUSC board members directly and/or visited them to explain the
importance of the OJT/Workshop in order to persuade them to send participants in the
OJT/Workshop’s. WSSDO Engineers visited non-participating WUSCs and discussed with
board members explaining importance and benefit of the OJT/Workshop.
b) Regarding Issue 5. b) WSSDOs and the JICA Expert made revisions on the draft SOPs based on
the outcome of the workshop/OJT to finalize them. They corrected and/or complemented
technical words and other descriptions prepared in Nepali.
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c) Regarding Issue 5. c) WSSDOs explained WUSCs that they will lend equipment to WUSCs if
necessary. WSSDO might send the equipment on their vehicle or someone from WUSC has to
come to pick up the equipment.
7) Others
・ Aeration Tank in Gauradaha WUSC
Net provided inside the tank could not support the load of materials on it as the materials on it
became heavier. The JICA Expert in consultation with the operator has advised WUSC for:
・ Replacement of the net ( plan to supply it as spare parts)
・ Reduction of the volume of the materials to half and to replace them every month. The other
half is required to be washed with water to remove stocked substances as much as possible
during the storage of materials outside.
・ Proper back washing of the tank 2 times a day, in the morning and in the evening.
3. O&M on Water Treatment Plant (including Electro-Mechanical Equipment)

Training on the O&M of mechanical and electrical equipment has been implemented for WUSCs of
Jhapa and Morang districts including the 3WUSCs. The assessment of the actual condition of the
electro-mechanical equipment had not been conducted in target WUSCs before. Training on the O&M
of mechanical and electrical equipment was added in the project activities only in the third year to
comply strong request of C/Ps. Therefore, the training was implemented simultaneously conducting an
assessment of the level of understanding on the purpose of the facilities and their management in each
WUSC.
Considering the difference among the 3WUSCs, where facilities were improved under the Japanese
ODA, and other target WUSCs, the training venues were not limited to the 3 WUSC. The training
venues were selected at other WUSCs as well for the convenience of the trainees: Mangadh, Pathari,
Dhulabari and Damak WUSCs were chosen as suitable places for the training.
The training was implemented for 4 days in each place. The contents and outcome of the training are
described below.
Implemented Training Schedule

An implemented training schedule including the training places, name of participating committees and
so on is shown below.
Table 3.48 Participants of Individual Trainings
Date Place No. of Trainees Participating corporation
Morang District Session 1
14th(Tue) Mangadh 18 Morang WSSDO
15th(Wed) 17 Mangadh, Tanksinuwari,
16th(Thu) 17 Jhorahat, Rangeli, Katahari, Jamungachhi, Jatuwa
17th(Fri) Tanksinuwari, Jhorahat 15, 9
Morang District Session 2
19th(Sun) Pathari 18 Morang WSSDO
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20th(Mon) 17 Pathari, Urlabari,

21st(Tue) 17 Salakpur, Haraicha,
22nd(Wed) Salakpur, Urlabari 15, 9 Letang
Jhapa District Session 1
23rd(Thu) Dhurabari 20 Jhapa WSSDO
24th(Fri) 18 Dhulabari, Kakarbhitta,
26th(Sun) 19 Budhabare, Chandragadhi,
27th(Mon) Kakarbhitta, Budhabare 11, 12 Sanischare, Birtamod
Jhapa District Session 2
28th(Tue) Damak 21 Damak, Lakhanpur,
29th(Wed) 19 Gauradaha, Topgachhi,
30th(Thu) 19 Surunga, Juropani
31st(Fri) Gauradaha, Lakhanpur 18, 20
Contents of the training

・ Understanding on water treatment process and the fundamental equipment
・ Understanding on the importance of preventive maintenance
・ Procedure of making a list of equipments
・ Procedure of making a maintenance check-list
・ How to implement daily and regular inspection
・ Trouble shooting at the site
Task to be done by the trainees

・ Preparation of a list of equipments of their own facility
・ Preparation of a maintenance check-list for their own facility
・ Setting of daily and regular inspection schedule
・ Sort out actions for improving condition of the equipment pointed out by the JICA Expert during
trouble shooting session.
It was necessary to clear out all of the contents shown to perform initiative and continuous
maintenance by WUSCs themselves. The trainees prepared the list of equipments of their facility,
performed maintenance, kept the record and took out some actions to improve the conditions of
equipment pointed out, based on the training.
Response from the trainees

At the end of each training session, questionnaire survey about the training has been conducted. In
general, there were a quite number of positive answers such as “It was very useful to learn
maintenance methods of pumps, instruments, and other equipment.”, “I learned how important
preventive maintenance is for the first time”. On the other hand, there were requests also to focus on
more practical training at the site than learning theory at the classroom.
Originally, the training schedule had been planned to give some time for lectures in classroom for the
purpose of promoting their understanding on basic water treatment process as the expert thought that
would help every WUSC to improve impromptu measures taken so far while some practical trainings
could be useful only to the limited WUSCs which did have tools appropriate to implement the
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maintenance work.
The training session to be planned in future will focus more on the practical training such as
assembling and disassembling of pumps to comply with the trainee’s requests.
Some of the positive initiation created by the training is outlined below. If a maintenance patrol team
is set up, the trainees from WSSDOs or WUSCs who demonstrated their positive attitude and initiative
could be recommended as the team member.
Observations about the training

・ Inside of an electrical panel was cleaned one day in the classroom after a lecture on the
importance of the cleanliness.
・ Some managers of WUSCs asked to get a sample of maintenance check list during the trouble
shooting session at the site.
・ Some operators gave a trial of actual operation and maintenance with their own equipment by
themselves spending their time at intervals just after the lecture on the subject in the classroom.
・ Some managers asked a general cost of insulation resistance tester after implementing trouble
shooting with it at the site.
・ Some trainees involved themselves so actively in the site training that they handled most of the
actual hand work listening to the guidance from the JICA Experts.
・ In and even after the lectures, some trainees sorted out troubles they were facing in their facility
and derived solutions to overcome them from the notes they took in the lectures.
・ Some operators requested the JICA Expert to review their original maintenance check list.
・ Trainees took an initiative to take an individual note on a sheet of paper what they have learned
from the training and shared it among themselves.
・ Some trainees asked about the objective measures such as water pressure and electrical current
showing the specification of their own facility.
・ Some managers took an immediate action on site to achieve the requirement pointed out by the
expert such as cleanliness of equipment and applying grease.
・ Some members from WSSDO took an initiative attitude not only attending the lectures and
discussion but also provided lectures to other trainees from WUSCs by themselves on the
objectives of the training and O&M hereafter.
・ On the mechanical OJT, the trainees were instructed to prepare equipment list at first. When
confirming the completion status of the list, it has been found that some WUSCs were still
preparing the list and some had not prepared at all. The WSSDOs verified the reasons of their
unpreparedness and their understanding on the subject, and instructed them the objectives and
method to prepare the list.
・ After indicating that the stabilizer at Dhulabari WUSC has been placed at inappropriate place,
they build a small storage room to place the stabilizer. They also arranged the cables in
appropriate place as instructed. At Gauradaha WUSC also, the stabilizer cable from the electric
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panel boards were hung downwards. After instruction they also arranged it appropriately.
4. WUSCs Support for Installation of the Management Model

1) Business planning workshop (Activity to support installation of the Management Model)
The JICA Expert conducted some workshops of business planning for the 6 WUSCs (Lakhanpur,
Chandragadhi, Salakpur, Pathari, Urlabari, and Tankisinuwari) in August 2012, and from
November 2012 to middle of February 2013 as part of the MAT activities.
The purpose of the workshops was to make a business plan in concrete for the next 15 years phase
for each WUSC. First, necessary tables of the plan were prepared based on the actual data, and
then were presented as in a report and presentation format. Considering that only a few WUSCs
have own PC, the presentation materials of the business plan were explained to the stakeholders
with a flipchart.
Through the workshops, the WUSCs gained the necessary management knowledge and skills such
as revising the business plan, proper raise of water tariff, proper arrangement of personnel and a
healthy financial management.
Not only in the 3 target WUSCs but also in Urlabari, Salakpur and Lakhanpur WUSCs, the
business plans had been officially approved by a general assembly and they now operate their
services based on the plan. The other WUSCs also intend to approve their business plans in the
coming assembly which will be held next November through December.
In future, each WUSC will revise its own business plan with advice given by MAT.
Since ADB’s Small Town Project had already assisted preparation of a business plan, the JICA
Expert did not hold the related workshop for the 6 WUSCs of Damak, Surunga, Birtamod,
Kakarbhitta, Budhabare and Rangeli. The JICA Expert did not hold the workshop in Topgachhi
WUSCs either. The reason was that Topgachhi-1 just started its service in May 2012 and therefore
the size of business is still too small to prepare a business plan. Topgachhi-2 cannot operate its
service due to the facility trouble. Topgachhi-3 has problems with iron removal and water tariff
collection. Even though it might be possible for the 3 WUSCs in Topgachhi to operate
independently from technical point of view, it is recommended that they merge to secure an
operational efficiency from managerial point of view. As for Sanishare WUSC, it was impossible
to prepare a business plan due to its lack of management and financial baseline data before August
2012. The submission status of business plan is shown in Table 3.49.
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Table 3.49 Submission Status of Business Plan

Business planning workshop
WUSC DATE Table Report Powerpoint Flip Chart Notes
Jhapa
J01 Damak na na na na ADB's small Town Project prepares business plan
J02 Lakhanpur NOV 2012 YES YES YES YES
J03 Gauradaha NOV 2011 YES YES YES YES Target 3 WUSCs
J04-1 Topagachhi-1 first they must merge. Business plan is too early for such small size water supply system
J04-2 Topagachhi-2 not operate
J04-3 Topagachhi-3 not operate properly
J05 Surunga na na na na ADB's small Town Project prepared business plan
J06 Birtamod na na na na ADB's small Town Project prepared business plan
J07 Sanischare they have corruption problem and not have enough financial data
J08 Budhabare na na na na ADB's small Town Project prepares business plan
J09 Dhulabari NOV 2011 YES YES YES YES Target 3 WUSCs
J10 Kakarhbitta na na na na ADB's small Town Project prepares business plan
J11 Chandragadhi JAN 2013 YES YES YES YES
J12 Juropani
J13 Khajurgachhi
Morang
M01 Letang na na na na ADB's small Town Project prepares business plan
M02 Salakpur DEC 2012 YES YES YES YES
M03 Pathari DEC 2012 YES YES YES YES
M04 Ulabari JAN 2013 YES YES YES YES
M05 Haralcha APR 2013 YES YES YES YES Counter part conducts workshop in activity of MAT
M06 Tankshnuwari FEB 2013 YES YES YES YES
M07 Jhorahaat APR 2013 YES YES YES YES Counter part conducts workshop in activity of MAT
M08 Mangadh NOV 2011 YES YES YES YES Target 3 WUSCs
M09 Rangeli APR 2013 YES YES YES YES Counter part conducts workshop in activity of MAT
2) Workshop of awareness program for good hygiene practice and roles of water supply
The workshop was held for the 5 WUSCs of Mangadh, Gauradaha, Dhulabari, Salakpur and
Pathari. The purpose was to gain support from residents and enhance their understanding of the
WUSCs activities. The workshop was also helpful in dissemination of good hygiene and water
usage practices. This activity took indirect, mouth to mouth/bottom up approach. It started with
explaining the necessity of good hygiene practices, and resulted in promoting the residents to
understand the roles of water supply system. The workshop would eventually help to improve the
water supply system coverage.
At the workshop, the JICA Experts explained with a flipchart that how people can take preventive
measures against oral infection with good hygiene practices and use of safe water from the water
supply system. In addition, as their tools for dissemination of the activity, educational materials for
school kids and women’s groups were also developed. Implementation record of awareness
program workshop is shown in Table 3.50.
Table 3.50 Implementation Record of Awareness Program Workshop

District WUSC Date Flip Chart
Jhapa Gauradaha Nov. 2011 Yes
Jhapa Dhulabari Nov. 2011 Yes
Morang Salakpur Jan. 2013 Yes
Morang Pathari Feb. 2013 Yes
Morang Mangadh Nov. 2011 Yes
The Mangadh WUSC initiated several awareness program activities for pupils of primary schools
and women’s group meetings with the educational materials since the workshop. Furthermore, it
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prepared pamphlets to introduce its business plan with the awareness program. The WUSC also
presented its activity on the annual assembly and distributed pamphlets among the assembly
attendees. Salakpur WUSC invited a local women’s group to the workshop and developed the
presentation materials jointly. The WUSC took a part in the awareness program for good hygiene
practices implemented by the women’s group for the local elementary school kids.
MIT Activities
1) MIT (Maintenance Inspection Team) Establishment: December 2012 - January 2013
MIT (Maintenance Inspection Team) was established in December 2012 to give instructions on
conducting a proper O&M to WUSCs. This would not only strengthen the cooperation between
DWSS/WSSDOs and WUSCs but also covers the lack of technical knowledge of WUSCs.
Persons in charge from DWSS, WSSDOs and some representatives of WUSCs agreed the main
contents of MIT activities shown below.
・ 2 teams would be established in each district (Morang, Jhapa)
・ Each team would be composed of 2 WSSDOs staffs (Team Leader, Sub Leader) and 2
operators from each WUSC
・ MIT Inspection shall be conducted every 3rd month, 4 times a year.
・ After each inspection, MIT shall provide a report on the facility O&M condition and score
for each WUSC in a standard format to DWSS.
In January 2013, the Experts conducted the 1st MIT inspection with the WSSDO staffs as MIT
Team Leaders and Sub Leaders and DWSS staff as a supervisor of MIT activity. It was also on the
job training for the MITs to learn the procedure of site inspection and how to give instruction on
O&M to WUSC staffs. In response to the result of this activity, DWSS and the WSSDOs agreed
that MIT can do the inspection for 2 WUSCs in a day in order to assure enough time to hear and
share the problems of each WUSC at the site. They also agreed to hold an O&M Monitoring
workshop to inform all target WUSCs in their district about the MIT activity and confirmed the
schedule, agenda, and presenters of the workshop.
2) Refresher Training for MIT Members (WSSDO staff): February – March, 2013
The Experts conducted site training on WTP O&M, water quality management, distribution facility
management and water meter management based on the SOPs for WSSDO staffs (MIT members)
to follow up the 1st and the 2nd year trainings. The WSSDO staffs reviewed the significance of
facility O&M, items to be checked and procedure of how to give instruction about trouble shooting
at the site.
At the end of training, WSSDO staffs from both Jhapa and Morang and DWSS staff in charge of
MIT activities discussed the difference of scores and share the check points of each inspection
item.
As a result of this training, WSSDO staffs acquired enough knowledge and skills to conduct MIT
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activity by themselves such as planning, implementation of the inspection and reporting from their
next inspection scheduled in coming April.
3) O&M Monitoring Workshop: February 2013

On 10th February 2013, O&M Monitoring Workshop was held to inform the MIT activity to
WUSCs and promote their cooperation to the activity. In addition to DWSS and the WSSDOs,
staffs from 18 WUSCs participated and there were more than a hundred attendees as total.
The contents of the presentations given in the workshop are listed below.
＜DWSS＞
・ Introduction of WASMIP, background of O&M monitoring workshop, O&M policy for this
year and next year
＜WSSDO Chief＞
・ Concept of Maintenance Inspection Team to be set up,
・ Roles to play for each section (DWSS, WSSDO, MIT, WUSC)
・ Sharing the annual plan for this year, Goal to achieve and Favors to ask WUSC for the activity
・ Introduction of MIT Team Leaders and Sub Leaders
＜WSSDO Engineer (MIT Team Leader)＞
・ Introduction of Actual Activity of the MIT, How to make the Preventive Maintenance Record
＜WUSC Operator＞
・ On-site O&M Knowledge from WASMIP
At the workshop, the attendees actively asked questions and the workshop was a good opportunity
for DWSS and WUSCs to directly discuss.
All the attendees made the preventive maintenance record for their own facility as a mission given
through the questionnaire sheet to promote them to actively take part in the workshop. The
WSSDO staffs, MIT Team Leaders and Sub Leaders, directly taught the procedure of making it to
the attendees. The WSSDO staffs promised they would follow up and give more instruction to each
WUSC at the site about the procedure which the attendees could not understand well when they do
the next MIT inspection.
It was significant that the WSSDO staffs who are the main players of the MIT activity explained
personally to WUSCs not only the purpose and policy of the activity but introduced the persons in
charge and also the concrete schedule for the future inspection.
One of the remarkable achievements of the workshop was that the WSSDO staffs themselves had
stronger awareness as the persons in charge of the activity. As soon as the workshop closed,
WSSDO staff committed to implement the site inspections by themselves and make a report to
DWSS and the Expert team.
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Attendees learning how to make O&M record

Introduction of MIT Members
with the support of MIT leaders
DWSS staff explaining the project WUSC operator introducing how to check
and maintain the equipment at the site
4) Monitoring and Follow-up of MIT Activities: August 2013

The Expert joined the 3rd site inspection conducted by the WSSDO staffs to monitor and follow up
their MIT activity and check the publicity of the activity to the WUSCs.
The WSSDO staffs assured enough time to discuss problems of the WUSC with the chairman and
manager at the each site. They made suggestions to the WUSCs after the discussion and wrote
down some recommendations and countermeasures to be taken on the WUSCs’ notebook of O&M
record. The awareness that they shall take a roll of advisors and supervisor to lead the WUSCs in
their district was more improved than the time when this activity had started.
Besides, it was seen that many WUSCs had already gathered in their conference room to welcome
WSSDO staff when they visited so it seems that the communication between WSSDO and WUSCs
was also improved compared to the previous situation.
The other outcomes in concrete found through the monitoring of MIT activity this time are
introduced below.
Water Quality Management

・ WSSDO staff monitored quality of water such as residual chlorine, pH, iron and M-alkalinity by
means of utilizing the simple water quality analysis kit at the sites (Morang).
・ As a result of the awareness improvement for water quality affected by the MIT activity, some
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WUSCs started to implement or consider securing the budget for outsourcing water quality test.
Water Distribution Facility Management/Water Meter Management

・ Intake and distribution flow meter had been newly installed at many WUSCs.
・ Although these new flow meters were not granted by WSSDO but by DWSS, they were provided
based on the request from WSSDO according to their MIT inspection result. It means DWSS was
succeeded to respond the actual demand from the sites and the MIT activity functioned well as
intermediary.
・ Regular maintenance, record keeping and revising the existing distribution route map were
properly implemented.
Maintenance of Mechanical /Electrical Equipment

・ WSSDO staffs inspected the electrical leakage condition of equipment by means of insulation
resistance tester.
・ Because of this, the countermeasures are taken by searching the parts in trouble even though
previously the equipment in trouble were ignored or was just replaced with a new one without
any checking.
・ Some WUSCs started to do some easy maintenance by themselves regularly such as cleaning an
air filter and inside of electrical panels utilizing the preventive maintenance record.
The number of the WUSCs that recognized the importance of taking O&M records has increased.
Their records included not only their water production but the water quality data, operational
records of well pumps and generators, repair and regular maintenance records of water meters,
water distribution facilities and the other equipment. What is better, they also improved their
records keeping system and some WUSCs even customized the record format to fit their facility
and management style more for ease and sustainability.
At the end of the activity, the expert made some suggestions to make MIT activity more
sustainable and effective as is mentioned below.
・ The MIT members shall share knowledge and skills within the team more so they will be able to
cover each other when needed.
・ Regular meetings should be arranged for MIT of Morang District and Jhapa District to share the
information between the two districts.
・ Cooperating with the WUSCs where the skilled and experienced operators work, setting up the
site training or workshop would be effective in sharing their knowledge and skills widely in the
districts.
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MIT Team Leader giving instruction MIT members testing the water quality
to make proper O&M records using a simple analysis kit
(56) Holding Liaison Conference for WUSCs

Liaison conference for WUSCs has been held three times as a total in both Morang and Jhapa districts
under the initiative of DWSS and the 2 WSSDOs where the outcomes of the Project were introduced.
On the 27th of August 2013, the final liaison conference was held as a part of Sharing Workshop for the
project achievement in Eastern region. There were 90 attendees as a total from 27 WUSCs in Jhapa
and Morang districts including the 3 target WUSCS and 14 WSSDOs in Eastern region.
In November 2011, as the 1st liaison conference, the workshop was held to introduce the business plan
and the draft SOPs which had been developed as the outcomes of the Project by that time.
In November 2012, as the 2nd liaison conference, the workshop was held to introduce the drafts of the
Management Model and the Support Model and the SOPs. At that time, these models were still in the
process of formulation and were not completed thoroughly as the outcomes of the Project.
At the 3rd liaison conference held in August 2013 as mentioned above, the two Models, the SOPs, and
the MET, MIT and MET activities composing the Support Model were introduced as the final
outcomes of the Project and the discussions on its future utilization were made with the attendees.
At these liaison conferences, the 3 target WUSCs introduced their knowledge and outcomes developed
through the Project. The summaries are shown below.
Dhulabari WUSC
・ The facility O&M record keeping has been installed as a daily routing work after understanding
the importance of it through the training given by the JICA Experts.
・ Necessity of raising the water tariff can be logically discussed based on the business plan.
・ The staff awareness not only on the production of water but its quality also has been highly
improved.
・ As for the facility O&M and management of WUSC, cooperation with WSSDO and DWSS will
be also required in the future phase.
・ The trainings and workshops implemented through the Project contribute to a sustainable
development of WUSCs in a long-term.
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・ As a result of implementation of water quality management, the number of new connections has
increased every year based on the service reliability improvement from the customers.
Gauradaha WUSC
・ The business plan has been made with the guidance of the JICA Expert. Their service
management is now operated based on the variable data and a 24 hours service plan. Further
effort is required to respond the demand of about 150 new connections every year.
・ As a result of the trainings and workshops implemented through the Project, more reliable and
consecutive services are now available.
Mangadh WUSC
・ Record keeping is the most significant factor of the facility O&M management.
・ Since record keeping contributes to finding facility problems in the early stage, the record shall be
tidily filed and stored at the site.
・ It is necessary to secure proper human resources and regular monitorings for an efficient
management and operation of WUSCs.
・ They would take initiative to share the knowledge and technical skills given by WASMIP with
other staffs and WUSCs.
(57) Sharing Workshop on the Project Outcomes for ERMSO, WSSDOs and Other WUSCs
On 27th August 2013, a workshop for introduction of the Management Model and the Support Model
was held in Biratnagar. There were 90 attendees from 14 WSSDOs in Eastern region and 30 WUSCs
in Jhapa and Morang Districts.
At the workshop, staffs from DWSS, ERMSO and 2WSSDOs introduced the WASMIP Model which
consists of the Management Model and the Support Model. The Management Model is composed of
Business Plan, the SOP for Water Treatment Plan O&M, the SOP for Water Quality Management, the
SOP for Water Distribution Facilities and the SOP for Water Meter Management. They explained
about the contents of those respectively and shared what had been achieved with this model.
The presentations given by the counterpart of the Project, DWSS, ERMSO and 2 WSSDOs, are listed
below.
・ Introduction of the Management Model
・ The SOP on Water Quality Management
・ The SOP on Water Distribution and Water Meter Management
・ Introduction of Business Plan
・ Introduction of the Support Model
・ MIT/MAT/MET Activities
The presenters reported the activities based on the Model developed with DWSS, 2 WSSDOs and the
targeted 20 WUSCs and introduced the operational procedures and outcomes. Especially for the MIT
activity, which is one of the Support Model tools, it had installed a scoring system for WUSCs' facility
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O&M performance by regular site inspection and the staff showed the scoring results in the
presentation.
The staff explained the reasons for the difference of scores among WUSCs from three points of views.
The highly scored WUSCs were the 3 WUSCs whose board members, managers, and staff had
intentional trainings through the Project so it resulted in a good evaluation. As for the WUSCs which
had got a remarkable improvement in the facility O&M score for the past half year, the reason was that
they applied the Management Model. On the other hand, there are some WUSCs which could not get
much improvement in this period due to the factors such as lack of personnel and budgetary resources,
lack of knowledge and technical skills. It is expected that they would get a better improvement by
following the instructions continuously given by WSSDO staffs through their regular MIT activities
onwards.
Usability of the business plan was also introduced by the chief of CHRDU. The business plan is a
component of the Management Model. CHRDU intends to give trainings for WUSCs to formulate
their own business plan and the training opportunity could contribute to the Model dissemination.
In this workshop, there were attendees from other 9 WUSCs and 12 WSSDOs in Eastern region in
addition to the project counterparts. Some of them showed their willingness to apply and utilize the
Model. DWSS indicated they would support it and cooperate in the dissemination of the Model.
At the end of the workshop, DWSS gave a prize to the WUSCs with a high score in the last monitoring
evaluation. Providing incentives to WUSCs is highly effective and significant for promoting them to
take the initiative in improvement of their water supply services.
Introduction of the WASMIP Model

by DWSS staff
Awarding Ceremony for the

competent WUSCs
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(58) Sharing Workshop on the Project Outcomes for MoUD, DWSS and Other Donors
The sharing workshop was held on 13th September 2013 at the DWSS conference room to introduce
the draft Management Model and Support Model under the initiative of DWSS.
There were a total of 39 attendees including attendees from other organizations such as ADB, UNICEF,
SWISS Embassy, MWSDB (Melamchi Water Supply Development Board), TDF (Town Development
Fund) and DOLIDAR (Department of Local Infrastructure Development and Agriculture Roads).
At the workshop, the Management Model and the Support Model were introduced as 2 major contents
of the WASMIP Model. As components of the Management Model, the contents of Business Plan, the
SOP for Water Treatment Plan O&M, the SOP for Water Quality Management, the SOP for Water
Distribution Facilities and the SOP for Water Meter were explained and what had been achieved with
this model were also shared with all of the attendees..
The contents listed below are the topics presented at the workshop by the DWSS and WSSDO staffs.
・ Introduction of the Management Model and Support Model
・ The SOP on Water Quality Management
・ The SOP on Water Distribution and Water Meter Management
・ Introduction of Business Plan
・ MIT, MAT, MET and practical training and Achievements
【Questions/Comments from other donors】

At the discussions session of the workshop, there were several questions and comments from other
donors which could contribute to the further revision and implementation of the WASMIP Model in
future. Below are the questions/comments:
UNICEF：
・ What is required in advance to implement the Model?
→DWSS Answer：
WUSCs are required to prepare their business plan complying with the demand of the guideline
in process of formulation.
・ What is the input for implementation of the Model? How much would it cost and how does
DWSS secure the budget to implement the Model?
→DWSS Answer：In order to implement the Support Model, it is considered to establish the JICA
Expert unit to deal with it. Even though how to put the Model into effect is more important than
its cost, implementing the Support model itself does not cost much since it cost only some
administration fee like not construction but a staff cost.
・ What is the difference between Small Town Project and WASMIP?
→DWSS Answer：Small Town Project mainly focuses on the renovation and expansion of the
water supply facilities. On the other hand, WASMIP is giving opportunities for capacity
development of water supply services from the management and technical point of view. Small
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Town Project also can apply the WASMIP Model to the newly constructed or renovated sites.
・ How can DWSS support all target WUSCs whose number might be more or less 300 all over the
country?
→DWSS Answer：To apply the Management Model and Support Model to WUSCs, it is required to
set criteria for screening and establish support system in all regions.
DWSS：
・ The central lab in DWSS and the regional lab could apply for ISO by means of summarizing
water quality management SOP and conducting quality control after preparing required analysis
equipment.
ADB：
・ Business plan could also deal with the contents of risk management.
SEIU：
・ It is recommended that DWSS collect the water quality analysis data from each WUSC to make
a statistic data store.
DWSS officially committed that it is going to approve the WASMIP Model and disseminate it to all of
the other regions as their tools. DWSS stated that at first it is significant to promote all WUSCs to
prepare their business plans and SOPs based on their own visions in order for DWSS to support them
easier with the limited government budget. They will enhance the functionality of WUSCs by means
of setting up screening criteria for WUSCs to apply for the Model and implementing water quality test
at the sites.
DWSS also clearly mentioned that they are going to take the ownership of the Model and check the
effectiveness of it by conducting M&E while they are disseminating it.
Picture of Sharing Workshop Picture of Sharing Workshop
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CHAPTER 4 OUTCOME OF THE THIRD COUNTRY TRAINING IN

THE KINGDOM OF CAMBODIA
4.1 Outline of the Training
(1) Objectives of Training
The objectives of the third country training were Training of Trainers (ToT) for the counterpart
personnel from MUD, DWSS and WSSDOs to enhance their understandings on the good management
and O&M of facilities in water supply utilities. The training is expected to contribute on the
enhancement of technical capacity of DWSS and WSSDOs.
(2) Training Organization and Name of Training Course
The third country training was organized in Phnom Penh Water Supply Authority (PPWSA) and Siem
Reap Water Supply Authority (SRWSA) in Cambodia from 1st December to 14th December 2012.
The PPWSA is one of the water supply authorities where human resource development in both
technical and management fields has been successfully achieved relatively in a short duration of time
through technical cooperation programs of the JICA. PPWSA now is providing training to Cambodian
as well as overseas water supply utilities. With this background of the PPWSA, it had been selected as
the training organization for the third country training to learn from its efforts and experiences on the
improvement of the water supply management.
The SRWSA relies on groundwater for its water source and it has iron and manganese removal system.
The WUSCs in the project area also have iron removal system as their source of water is also
groundwater which contains high concentration of iron. The SRWSA was selected as another training
organization in Cambodia to enhance the knowledge of trainees on the management of O&M of
treatment facilities provided for the removal of high iron concentration in the groundwater.
a) Name of Training Course

i. Water Supply Management for Improvement of Technical Skill and Knowledge of Local Water
Supply Utilities in Nepal
Training Organization: Phnom Penh Water Supply Authority, Cambodia
ii. Water Treatment Plant Operation for Improvement of Technical Skill and Knowledge of Local
Water Supply Utilities in Nepal
Implementation institution: Siem Reap Water Supply Authority, Cambodia
b) Training Period
From 1st December to 14th December 2012 (including date for transfer)
c) Participants of Training
The selection of the participants from the list of C/Ps was done by MoUD which comprised of
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counterpart officials from the ministry itself and from DWSS and 2 WSSDOs. The number of
participants in the training from the aforesaid institutions was twelve persons in total (Table
4.1).
Table 4.1 Number of Participants

Institution MoUD DWSS WSSDOs Total
No. of participants 2 5 5 12
d) Subjects included in the Training

The main subjects included in the training were human resources management, water supply
business management, O&M of WTP (including rapid sand filtration and iron removal process),
water quality management, O&M of water distribution facilities and water meter control. The
training curriculum was shown in Table 4.2.
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Table 4.2 Training Curriculum
(3) Training Proceedings
The training included classroom lectures, site observation and discussions. A daily discussion meeting
was set after the training to share the learning and to exchange opinions among participants which also
helped to promote active participation of each and every participant in the training. The participants
prepared reports on each lecture on the formats developed by the Experts which included notes on the
lecture or site visits and participants personal judgment on the applicability of learning in the water
supply utilities of Nepal and in their own job.
A discussion program with the officials and lecturers had been organized on the final day of the
training at each of the training institutions, PPWSA and SRWSA, to exchange views and experiences
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between Nepalese participants and Cambodian officials and lecturers. Some of the Japanese experts
working in Cambodia were also presented in the discussion as the representatives from JICA
Cambodia Office. The Nepalese participants demonstrated themselves as a well organized team and
actively conversed with all of the participants in the discussion program.
Discussion with PPWSA Discussion with SRWSA
4.2 Training Outcome

(1) Training Outcome
1) Learning and Knowledge Acquired from the Training
The learning and knowledge acquired from the training in the view of the participants were as
follows:
・ The water users' willingness to pay plays vital role in promoting legal connections thus reducing
the illegal ones. Building good relationship and maintaining it through mutual communications
with water users is important.
・ Monitoring/Inspection team should be mobilized to prevent illegal connections.
・ It is necessary to give responsibility and opportunity of promotion to the younger staff for human
resources development.
・ Incentive system such as increase in salary, bonus, and penal regulation are necessary.
・ C-class water meter is the best in comparison to others recommended instead of A-class for
ensuring accuracy and to reduce non-revenue water.
・ Setup of leakage control team is also necessary to decrease non-revenue ratio.
・ Preparation of checklist and keeping record is necessary to ensure proper O&M of facilities and
for water quality control.
・ Proper equipment and qualified staff are required for water quality analysis.
2) Utilization of Learning and Knowledge
The utilization of the learning and knowledge obtained from the training as mentioned by the
participants in their own job are as follows:
・ The performance evaluation of the staff shall be introduced unofficially to promote their
motivation.
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・ An attempt shall be initiated to encourage each staff to set up their own target and make efforts
for achieving it.
・ The checklists for O&M of electro-mechanical equipment shall be prepared and water quality
data shall be recorded.
・ Information and results of water quality analysis will be disclosed to consumers.
・ As-built drawings of water distribution facilities will be compiled and those shall be utilized for
O&M activities.
・ Standard Operation Procedure (SOP) will be prepared and action based on SOP shall be
promoted.
・ Technical improvement of the staff will be carried out continuously.
・ The indicators adopted by PPWSA to demonstrate its success can also be used by WUSCs and
DWSS to demonstrate their achievement.
・ Issues regarding the operation as well as marketing for the operation of DWSS central and
Regional laboratories shall be considered seriously
・ The level of the groundwater shall be monitored
・ DWSS shall provide guidance to WUSCs for reducing non-revenue water ratio.
・ Workshop for consumers enlightenment should be held.
(2) Seminar at DWSS

After returning back to Nepal, participants of the training organized a seminar at DWSS building to
disseminate the learning and knowledge gained in the training and to share experiences of Cambodia.
They had summarized whole contents of the training thematically into three groups: 1) Human
Resource & Business Management, 2) Water Treatment Plant & Water Quality Management, and 3)
Distribution facilities & Water Meter Maintenance. Each group made presentation on Microsoft Power
Point describing the training contents, learning from the training and their relevancy and applicability
in water supply utilities of Nepal and in their own job.
Presentation by Trainees Participants in the seminar
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CHAPTER 5 SUMMARY OF MID-TERM REVIEW AND TERMINAL

EVALUATION
5.1 Summary of Mid-Term Review
The JICA Mid-term Review Team was dispatched to Nepal from 7th to 23rd November 2011 in order to
conduct the mid-term review of the Project. The mid-term review was done according to the five
evaluation criteria; Relevance, Effectiveness, Efficiency, Impact and Sustainability. In addition,
revisions of the PDM were recommended by the Mid-term Review Team. These evaluation results
were reported to the JCC held on 22nd November 2011. The results were accepted by the JCC and the
Minutes of Meeting (M/M) on the evaluation results was signed between the Nepali side and the
Japanese side.
An outline of the evaluation is presented below.
5.1.1 Conclusion of Mid-Term Review
(1) Relevancy: High

・ The Project is aligned with national policies in Nepal, such as the National Water Plan 2005 and
the National Rural Water Supply and Sanitation Policy 2004, which aims at strengthening of the
safe drinking water supply and management system. The Project is also consistent with the needs
of DWSS, WSSDOs and WUSCs, which need to be strengthened for sustainable water supply
management.
・ Project contents are coherent with Japanese Country Assistance Strategy to Nepal.
・ The Project is appropriate to achieve improvement of water facility operation and management
because a cycle of “Baseline survey- OJT/Workshop- Monitoring- OJT” is utilized.
(2) Effectiveness: Moderate

・ Due to the low ownership of WSSDOs and limited understanding of DWSS to the Project
management, the prospect of achieving project purpose related to technical support to 17
remaining WUSCs is low.
・ On the other hand, the prospect of project purpose to improve water service in 3 WUSCs is high,
as technical-knowhow transfer to them is making progress.
(3) Efficiency: Relatively Low

・ Japanese inputs (experts, their expertise, equipment and others) are appropriate to make progress of
project activities. However, both Japanese and Nepali side have not implemented the necessary
inputs as planned in PDM.
・ Communications among stakeholders should be improved to make the Project more effective.
(4) Impact
・ Rating of Impact is not made because it is too early to review impact of the Project.
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(5) Sustainability: Relatively Low

・ At the 3 WUSCs, it is expected that they would manage and maintain water facilities by them as
they establish fundamentals to keep outputs of the Project.
・ Due to low participations of WSSDOs in OJT/workshop, WSSDOs have not gained enough
technical and knowledge to develop 2 Models and to provide technical support to the 17 WUSCs
by themselves. Further, DWSS is required to prepare for the budgetary arrangements to
disseminate outcomes of the Project.
5.1.2 Recommendations by Mid-Term Review
(1) Counterpart Personnel

・ In the half of the Project, sufficient counterpart personnel from WSSDOs were not involved in
activities of the Project. Sufficient counterpart personnel for the Project should be allocated by
DWSS and WSSDOs in the latter half of the Project.
(2) Securing Budget

・ MoPPW (present MoUD) and DWSS are strongly requested to secure budget to carry on the
activities to promote outcomes of the Project, especially to achieve project goals and overall goals.
(3) Communications among Stakeholders

・ Involvement of DWSS and WSSDO in OJT/workshop is highly required not only to make it more
effective, but also to play a role as an interface for language barrier between WUSC staff and
Japanese Experts.
・ It is strongly requested that MoPPW and DWSS make strong commitment to achieve overall goal
and project purpose of the Project.
・ Close communication and information sharing between JICA Expert and JICA Nepal Office is
essential for appropriate project management based on actual situation.
(4) The Support Model and the Management Model

・ Since development of the Support Model and the Management Model is scheduled in the latter half
of the Project, the Project Team including DWSS, WSSDOs and Japanese Experts is requested to
discuss contents of the Model immediately.
(5) Intensive OJT Activity

・ The 3 WUSCs requested to extend OJT period, but it might not be feasible. Therefore, OJT should
be conducted more intensively and practically within the designated period.
(6) Training for Electric Mechanical Equipment

・ Training on repair, operation and maintenance for electric mechanical equipment is requested by
the WUSCs. Basic training on this matter should be conducted and SOP should include how to
cope electric mechanical equipment.
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(7) Provision of Spare Parts

・ Provision of spare parts for water supply facilities is recommendable for smooth implementation of
the Project if necessary. Meanwhile, procurement flow of spare parts should be established and
disseminated to WUSCs for sustainable management by DWSS and WSSDOs.
(8) Overseas Training as One of the Project Activities

・ Overseas training should be conducted to match project implementation.
(9) Networking of Resource Person

・ Since human resource of one organization is limited, not only resource of WSSDOs but also
resource of DWSS, CHRDU, RMSO, WSSDO and WUSCs should be utilized for the training
based on training subject. Thus, networking of resource persons, training on trainers (TOT) and
certification of skilled staff in WUSCs should be considered.
(10) SOP for Emergency Response

・ SOP for emergency response is requested to be developed to cope emergency cases such as stop of
water supply and to recover as soon as possible. Practical training should be also conducted based
on the SOP.
(11) Public Relations

・ Activities which make the Project visible such as utilization of signboard, issue of News Letters
and Brochure on the Project activity are highly recommendable.
(12) Transportation
・ Since dissemination of the Management Model will be implemented during project period mainly
by WSSDOs, provision of transportation should be considered as described in PDM to encourage
this activity. At the same time, WSSDO has to cover fuel cost, travel allowance and daily
allowance for extension activity.
(13) Modification of PDM

・ Clarification of PDM has been done and the Team proposed draft PDM version 4. Based on the
modified PDM, the Project Team is requested to clarify the framework of the Project.
5.1.3 Implementation on the Recommendations by Mid-term Review
(1) Counterpart Personnel

Jhapa and Morang WSSDO have committed that they assign 5 persons as Counterpart Personnel.
Presently, the assigned persons are actively playing the role as a trainer for WUSCs staff under the
assistance of the JICA Experts. In addition, CHRDU has been involved in the Project. It mainly takes
care of non-engineering areas such as business planning.
(2) Securing Budget
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When a workshop/conference is to be held, DWSS and the Expert Team always discuss about the
allocation of its expenses. Budget allocation for procuring necessary spare parts/tools for the 2
WSSDOs and 3 WUSCs has been discussed and decided between DWSS/WSSDO and the Expert
Team. The both sides secured the budget according to this decision.
(3) Communications among Stakeholders

Due to the high commitment of the DWSS top management to the project implementation,
involvement of DWSS and WSSDO in OJT/workshop was much improved, and language barrier
between WUSC staff and Japanese Experts is not found anymore.
Communication and information sharing between JICA Expert and JICA Nepal Office is being done
day-by-day basis.
(4) The Support Model and the Management Model

At various opportunities such as meeting, conference, workshop/brainstorming, the Project Team
including DWSS, WSSDOs and Japanese Experts had discussed contents of the both Model and
disseminated its concept to WUSCs.
(5) Intensive OJT Activity

Regarding the OJT on maintenance of water distribution facilities and meter calibration control, a
follow-up training was conducted for the 3 WUSCs in January 2012.
(6) Training for Electric Mechanical Equipment

Employing local experts, training on repair, operation and maintenance for electric mechanical
equipment was conducted for the 3 WUSCs in January 2012. By this activity, the damaged sand
washing pumps in Dhulabari STP were repaired and the sand washing facilities became able to be in
operation.
(7) Provision of Spare Parts

Provision of necessary spare parts/tools for water supply facilities was planned. Some of them were
delivered to the WSSDOs and 3 WUSCs in early March 2012.
(8) Overseas Training as One of the Project Activities

Overseas training in Cambodia was conducted in December 2012. (Refer to Chapter 4, Overseas
Training)
(9) Networking of Resource Person

Presently, Committee Members of the 3 WUSCs are playing as a leading runner for other WUSCs in
the opportunity of various workshop/conference. In the 3rd year, with the cooperation of CHRDU and
JICA Experts, new trainers joined and conducted OJT from the trained staff of the 3 WUSCs.
(10) SOP for Emergency Response

It was developed in the 3rd year.
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(11) Public Relations

The Public Relation such as producing leaflet was prepared and distributed to the citizens at the public
awareness meeting. The nickname of the Project has been decided as “WASMIP” (Water Supply
Management Improvement Project). The PR activities are extended in the 3rd year.
(12) Transportation
Four-wheel drive (4WD) vehicles one each to Jhapa and Morang Division Office were provided.
5.2 Summary of Terminal Evaluation
The JICA Terminal Evaluation Team was dispatched to Nepal from 11th February to 3rd March 2013 in
order to conduct the terminal evaluation of the Project. The terminal evaluation was done according to
the five evaluation criteria: Relevance, Effectiveness, Efficiency, Impact and Sustainability. These
evaluation results were reported to the JCC held on 3rd March 2013. The results were accepted by the
JCC and the Minutes of Meeting (M/M) on the evaluation results was signed between the Nepali side
and the Japanese side.
An outline of the evaluation is presented below.
5.2.1 Conclusion of Terminal Evaluation
(1) Relevance: High

・ The overall relevance of the Project is high.
・ While the 3 WUSCs of the Project were renovated or partially constructed by Japan’s Grant Aid
and received training on management and O&M of facilities in 2007, the needs of WUSCs for
improving operational and management capacity of executive committee members and technical
staff are high.
・ A technical support system or structure from DWSS and WSSDO to WUSCs has been established,
which created a strong need for building a support model for WSSDO and WUSCs. In order to
realize an effective capacity development of WUSCs in the Morang and Jhapa districts, operation
and management of each WUSC need to be improved with the proper support by DWSS and
WSSDO/ERMSO.
(2) Effectiveness: Relatively High

・ The overall effectiveness of the Project is relatively high.
・ The prospect of achieving the Project Purpose based on the levels of achievement of the defined
OVIs on the PDM is evaluated to be relatively high. Relating to the Output 2, the management
model and the support model have been developed in cooperation with DWSS, RMSOs, WSSDOs
and Experts, and they are currently in the initial implementation phase. DWSS and WSSDOs
actively involved in the process of formulating the two models, for example, by assisting WUSCs
in applying draft SOPs to their operation and revising the draft to cater for their needs.
・ The development of the support model also contributed to enhancing communication and
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collaboration among DWSS, ERMSO, WSSDOs and WUSCs in capacity development of WUSCs’
operation and management.
・ Until the end of the Project period, it is expected that WSSDOs provide the rest of the scheduled
training for the other 17 WUSCs and assist them in applying SOP into their O&M and formulating
a business plan. Considering the current levels and prospects of achievement on the defined three
Outputs as well as the achievement level of indicators, it is evaluated that the Project has a good
prospect of achieving the Project Purpose.
・ It is the common understanding between the Nepalese and Japanese sides that the technical support
system has been just established and it requires time to be incorporated into the annual plan as well
as day-to-day practices of DWSS, WSSDOs and WUSCs. In the view of disseminating the two
models in the future, it is important that the two models become well-established in the Jhapa and
Morang districts until the end of the Project period.
(3) Efficiency: Moderate

・ The overall efficiency is evaluated to be moderate.
・ Until the Mid-Term Review, the inputs of Experts and C/Ps were not as effective as it was expected
due to low involvement of C/Ps and a lack of close and frequent communications among C/Ps,
Experts and JICA Nepal Office. After the Mid-Term Review, the involvement of C/Ps and
communications among stakeholders were improved, which resulted in the conversion of
appropriate inputs by the both sides to generate expected Outputs.
・ Until the time of the Mid-Term Review, the roles and responsibilities of DWSS, ERMSO and
WSSDOs in the Project as well as in the technical support system for WUSCs were not clearly
defined and agreed by the Nepalese and Japanese sides, which made participation and cooperation
among C/Ps rather difficult at the beginning of the Project. However, in the second half of the
Project period, C/Ps demonstrated a good level of participation and commitment to the Project
activities by involving in the formulating process of the two models and, in case of WSSDOs,
willingly assuming responsibility of following up on O&M status of WUSCs.
(4) Impact: Good potentials to generate a large scale of impacts

・ The Project has good potentials to generate a large scale of impacts
・ While the prospect of achieving the Project Purpose by the end of the Project period is evaluated to
be relatively high, the achievement of the Overall Goal is mainly dependent upon how effectively
and efficiently the technical support model for WUSCs are established and implemented in other
districts and regions on DWSS’ initiative.
・ While the support model and management model are presented to the 17 WUSCs and basic
technical trainings have been offered, it is still unclear to what extent each WSSDO is capable of
assisting WUSCs in applying SOP in their O&M and providing OJT when necessary. In 2012, the
Government of Nepal approved the Directives on Operation of Water Supply Services, which
stipulates the regular monitoring and inspection of WUSCs by DWSS through WSSDOs.
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・ Through the Project activities, WUSCs have started to achieve tangible progress toward
institutionalizing the management model. The three target WUSCs have presented their business
plans developed under the Project to the Users Committees’ General Assembly and gained the
approval, which formalized the long-term, medium-term and short-term vision and goals of the
WUSCs.
・ In addition, three (3) WUSCs voluntarily presented the Project achievements and good practices to
other WUSCs in the eastern region at the WUSC Regional Federation. These initiatives of WUSCs
are the signs of their belief in the Project’s effectiveness and will contribute to the dissemination of
the two models.
(5) Sustainability: Moderate

・ At the time of the Terminal Evaluation, the Project is evaluated to have a moderate level of
sustainability.
・ The Project has laid down a foundation of DWSS’ continuous monitoring and technical support
system for WUSCs. However, ensuring and increasing the sustainability is largely dependent on
continuous commitment and concrete actions by the Nepalese side, particularly with a strong
leadership and coordination by DWSS.
The support model is considered as one of the tools to implement the Directives and expected to be
reflected in the operational guideline of the Directives which is currently under preparation by DWSS.
Based on the Directives, it was decided that additional budget was allocated to all the 75 WSSDOs for
monitoring and inspection of WUSCs for improvement of their operation and maintenance. If DWSS
reflects the support model in the operational guideline of the Directives, the impact and sustainability
of the Project will be further increased. According to the Directives on Operation of Water Supply
Services, DWSS approved the allocation of budget (50,000 rupees per district, 2012/13) for WSSDO’s
technical assistance to O&M of WUSCs. WSSDOs are expected to continue and maintain the
implementation of the support model using the budget. While C/Ps are anxious about the limited
technical capacity in O&M of electrical mechanical equipment, DWSS and WSSDOs have acquired
skills to select the best available option (e.g., hiring local electrical mechanical technician) and plan
the technical support for WUSCs accordingly. It is expected that application of the two models into
WUSCs’ daily practices continues to improve efficiency of WUSCs’ operation and management. With
the assistance of WSSDOs and 3 WUSCs, 17 WUSCs are expected to sustain the newly established
practices of O&M based on the management model. Using the network strengthened by the Project,
the management model and support model should be further spread among other districts and regions
in the country with the lead of DWSS. Lastly, while the overall sustainability is evaluated to be
moderate considering the current situation and prospects of institutional, organizational, financial and
technical aspects, it is necessary for all the relevant organizations to demonstrate continuous efforts
and commitment to the maintenance and implementation of the two models. In order to surely achieve
the Project Purpose by the end of the Project, much effort to carry out the Project activities are
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essential with collaboration among C/Ps, Experts and relevant organizations. In particular, leadership,
commitment and effective coordination by DWSS is essential in order to increase the impact and
sustainability of the Project.
5.2.2 Recommendations by Terminal Evaluation
(1) Ensuring the Implementation of the two Models

It is the common understanding among C/Ps and Experts that the management model and support
model have just been established and started to be implemented. In order to revise and improve the
models for dissemination to other districts and regions, it is recommended that DWSS, WSSDOs and
WUSCs ensure the implementation of the two models in the Morang and Jhapa districts by the end of
the Project period.
(2) Strengthening Communication among C/Ps, Experts and JICA Nepal Office
Reflecting the recommendation of the Mid-Term Review, communication among stakeholders has
been improved comparing with the outset of the Project; however, much effort needs to be put forth
for sharing the Project achievement and good practices with C/Ps, JICA Nepal Office as well as
relevant development partners.
(3) Obtaining Feedback on the two Models from Relevant Stakeholders including JICA Nepal
office
DWSS is expected to take a lead role to formalize the two models. Therefore, it is recommended that
feedback and constructive criticism on the two models be obtained from relevant stakeholders such as
World Bank, ADB, UNICEF and JICA Nepal office for refinement, improvement and finalization of
the two models.
(4) Reflecting the Support Model into the Operational Guideline of the Directives
After the finalization of the two models, it is strongly recommended that the function of the support
model be reflected in the operational guideline, which is under preparation, in order to generate
synergetic effects and increase sustainability of the support model as well as the achievement of the
Project.
(5) Formulating a Specific Dissemination Plan of the two Models

In order to disseminate the management model and the support model to WSSDOs and WUSCs
outside of the 2 districts, it is necessary for DWSS to formulate a dissemination plan of the two
models specifying districts and regions to be trained in the first phase of the dissemination, the
procedures of technical training for WSSDOs, roles and responsibilities of RMSOs, CHRDU and
DWSS central and regional laboratories, and budget allocation for the dissemination activities.
(6) Presenting the Management Model and Support Model at the DWSS National and Regional
Conferences
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In order to make the management model and support model known to other WSSDOs in the country, it
is recommended that DWSS organize National Conference as well as Regional Conference with case
presentation by Jhapa and Morang WSSDOs on two models, implementation process, and good
practices. IT is recommended to establish WUSC conference committee at regional level.
(7) Estimating Budget for the Implementation of the Support Model

Based on the Project activities so far, it is recommended that Experts present the budget required for
OJT, training workshop, conference, and activities relating to MIT, MAT and MET. Presenting the
estimate amounts to DWSS and WSSDOs will promote the appropriate budget allocation for the
implementation of the two models in the coming fiscal year.
Implementation and proposal to C/P on the Recommendation points of terminal evaluation are
described in Chapter 1.
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CHAPTER 6 ISSUES AND PROBLEMS ENCOUNTERED, AND

RECOMMENDATIONS
The WASMIP which commenced from January 2010 had encountered various problems. C/P’s
cooperation and participation are essential factors on technical transfer to C/Ps. Issues and problems
encountered and recommendations are described below.
6.1 Issues and Problems Encountered and Recommendations

(1) Unexpected Transfer of Counterparts
There have been unexpected transfers of C/Ps when it was less expected during implementation of the
Project. This time, the transfer included most prominent C/Ps such as DG, DDG, Section Chief of
Water Quality Improvement Section of DWSS, and both Division Chiefs including Engineers of Jhapa
and Morang WSSDOs, who played core role as the project members. Such frequent personnel transfer
can impose serious impacts on the sustainability of the project.
[Countermeasures against Personnel Transfer]

To ensure the sustainability of the Project, it is desirable to take into account the transfer of the C/Ps.
However, personnel transfer is beyond the jurisdiction of DWSS, multiple participations from
WSSDO and CHRDU as much as possible were proposed as the measures against this issue. Since
there are 2 engineers from Jhapa WSSDO, it is very helpful for backup and complementary. While
there is only one participant from Morang WSSDO as the other engineer transferred to elsewhere, the
Division Chief of Morang himself participated in the workshop/OJT. It was requested to assign
another engineer to take part in the Project. If the transfer of personnel is inevitable, the person who
has been trained by the Project and is going to be transferred should train the person replacing him as
his/her unavoidable duties provide necessary information.
Since the Maintenance and Inspection Team (MIT) which consists of 4 members in one team was
established in the project, influence of unexpected transfer of counterparts can be minimized.
(2) No Attendants from DWSS Counterparts to Training of Water Quality Management

On the training of Water Quality Management at DWSS Central laboratory, no one has been found
assigned to the laboratory and there were no participants from W/Q section of DWSS on the training.
There were participants only from regional laboratories, WSSDOs and CHRDU. The main objective
of the Project was to assist DWSS to become the trainer to WSSDOs. Project sustainability was
seriously under threat on such circumstances.
In addition, some parts of the training were forced to give up, because of non-operational condition of
some equipment and instruments, lack of reagents and standard solutions. The Expert Team has
requested DWSS to improve this situation.
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[Recommendations on Conducting Training of Water Quality Management]

Re-establishment of DWSS central laboratory was suggested for the smooth implementation of
training. The contents of re-establishments were prepared by the Expert and discussed with DWSS.
Further, the following points were recommended on assignment and mindset of C/Ps
・ To assign the staff to DWSS central laboratory.
・ To develop trainers from DWSS Central Laboratory, its staff need continuous training and their
personal efforts as well, seeking for how to improve measurement accuracy, lower determination
limit, detection limit, etc. The same approach should be followed at the regional laboratories
also.
・ To keep analyzers/instruments/equipment always in clean condition, even if there is no sample
to analyze in both central and regional laboratories.
・ To execute above mentioned activities, proper management and budget to procurement is a
must.
Since a personnel transfer is unavoidable issue, it was suggested that a trainer who has been trained in
OJT/workshop conduct the OJT to trainees.
(3) Difference in Consciousness of WUSCs on Participation in Project Activities

Out of the target WUSCs in Jhapa and Morang, some WUSCs did not permit their staff to participate
in the OJT/Workshop conducted by the Project, which might be due to their insufficient
understandings on the benefit of the OJT/Workshop. Such negative responses from WUSCs have
affected on the expansion of project activities in the target WUSCs.
[Conduct of Training for WUSC Management]

Unless the WUSC management fully understands the benefit of the Project, their active involvement in
the Project cannot be expected. In order to increase their understanding on the Project, it is
recommended to conduct seminars and joint workshops on the project activities for the management of
WUSCs were conducted. In addition, The WSSDO Engineers approached such WUSCs and tried to
make them clear on the objectives of the project activities and persuaded them for the participation.
The WUSC management fully understood the benefit of the Project due to seminar/workshop and
WSSDO’s persuasion.
(4) Operation and Maintenance System of WUSC Water Supply Facilities

It had been observed that DWSS/WSSDOs very seldom visit WUSCs to monitor their activities and to
supervise them before commencing the project. There was nearly no communication among these
organizations except sometimes in emergencies. The purpose of the Project is to enhance technical
capacity of DWSS/WSSDOs for supervising WUSCs. However, until the actual situation of WUSCs
could not be grasped correctly, effective supervision/instruction was difficult. Furthermore, taking into
account the unexpected personnel transfer of the persons in charge, providing training only to
6- 2
Final Report
particular staff of WSSDO seemed to be not effective enough to achieve sustainable capacity building
of WSSDOs.
[Recommendation on Organizational Setup for Maintenance of Water Supply Facilities]

As mentioned earlier, providing the training only to particular staff of WSSDOs is not effective
enough to enhance sustainable capacity building. To cope with this, setting up of a Maintenance
Inspection Team (MIT) was proposed as part of establishing “Water Supply Support Model”. The team
consists of persons in charge from WSSDO which helps WSSDO to directly and regularly understand
the situation at the site and provides technical guidance to the WUSCs.
Settings up some routine work for the operation and maintenance activities were established in order
to make handoff easier even in case if unexpected personnel transfer occurs again. This includes
adoption of some rules such as frequency of inspection, filling up operation and maintenance activities
properly and regularly on the specified formats, submission of reports etc., which were shared among
the organizations.
The system of the Maintenance Inspection Team (MIT) is shown in Figure 6.1.
①Maintenance Inspection & Coaching ②Submission of Evaluation Report
③Submission of On-site Report ④Annual Workshop/Budget Allowance for O&M
Figure 6.1 System of Maintenance Inspection Team (MIT)
(5) Development of Functional Water Supply Management Model and its Dissemination
As the initial draft Management Model mainly referred to the concept of the Model, it was not always
usable to WUSCs. It should include necessary elements for practical use such as goals of WUSCs to
be attained and SOPs and the OJT/Workshop materials developed by the Project, so that WUSCs could
6- 3
Final Report
utilize it in their business operation as guidelines. The revised draft Management Model had been
explained to the WUSCs several times in the workshops. However, utilizing the elements of the Model
in the training conducted by WSSDOs, it needed to be disseminated to the target WUSCs in Jhapa and
Morang in a practical manner.
[Setup of Business Management Advisory Team]

As part of establishing “Water Supply Support Model” similar to the Maintenance Inspection Team
(MIT) mentioned in (4), setup of Business Management Advisory Team (MAT) was also
recommended. Then the organized team (MAT) has executed the following tasks:
1) Business Management Advisory
・ To provide advice to WUSCs on business management affairs
・ To conduct performance review annually in collaboration with WUSCs. The review will be
conducted using indicators and targets projected in the business plan.
・ The team will supervise overall business management of WUSCs.
2) Technical Advisory
・ To provide advice to WUSCs on technical affairs
・ To review technical plan, provide advice and data on water demand projection, cost estimate
for rehabilitation/construction of facilities, design review.
・ To conduct annual review of achievement in technical plan in collaboration with WUSCs.
3) Financial Advisory
・ To provide advice to WUSCs on financial affairs
・ To review financial plan, provide advice and data on tariff setting
・ To conduct annual review of achievement in financial plan in collaboration with WUSCs.
It is recommended to assign a senior DWSS staff or former WUSC manager as the business
management advisor for each of the WUSC. The advisors check the monthly report prepared by
WUSCs, and if necessary/requested, they visit the WUSCs and give advice on business management.
The Management Advisory Team (MAT) is organized under DWSS as part of establishing “the Supply
Support Model”.
(6) Usability and Familiar for C/P on Management and Support Model
JICA Experts had prepared the draft Management model and Support model. These models needed to
be more usability and familiar form for C/P
[Revisions of Models]
JICA Experts hired a Nepali local consultant to adjust the two models in the local context of Nepal in
cooperation with DWSS. As a result of the revisions by the consultant and DWSS, the two models got
more usability and familiar for C/P to utilize.
6- 4
Final Report
6.2 Other Matters that Affected Project Implementation
1) Political Disturbance (Bandha)

Restriction of domestic travel due to the political disturbances (such as Bandha) may hinder
smooth implementation of the Project. It was necessary to watch the movement of the political
situation.
2) Power Failure for Many Hours

Power failure occurs frequently; especially it is a long time a day during the dry season. The
electricity must be available for OJT of O&M on WTP and water quality analysis. Therefore,
such training was implemented during the rainy season when occurrence of power failure was few.
In case of power failure, transportable power generator was rented.
6- 5
Final Report
Appendix
- Minutes of Meeting of JCC, PMC -
MINUTES OF MEETINGS
FOR THE PROJECT MANAGEMENT COMMITTEE
ON THE PROJECT
FOR CAPACITY DEVELOPMENT ON WATER SUPPLY
IN SEMI-URBAN AREAS IN NEPAL
The Fourth Project Management Committee Meeting (hereinafter referred to as "PMC")

on "The Project for Capacity Development on Water Supply in Semi- Urban Areas in
Nepal" (hereinafter referred to as "the Project") was held on the 8thFebruary, 20 13 with
both the Nepalese and Japanese sides in attendance as in Annex 1.
The discussion points and the matters agreed between both the Nepalese and Japanese
sides are attached herewith.
Katmandu, 8thFebruary, 20 13
Tej R& Bhatt

JICA Expert, Team Leader Director General (PMC Chairman)
Project for Capacity Development, Water of Water Supply and Sewerage
Supply in Semi-urban Areas in Nepal Urban Develeopment
Discussion Points and Matters Agreed
1. Presentation
A. Project Progress from June to December 2012

The Expert Team submitted the draft Progress Report (2) (PIR (2)) to the PMC
members. Mr. Norihisa Taoka (JICA Expert Team Leader) explained about the project
progress. The outline of the presentation was as follows:
1) Major project activities and outcome from June to December 2012
2) Project activities and outcome according to the indicators by PDM
3) Issues to be discussed
2. Discussion Points
A. It is agreed to instruct WSSDOs from DWSS to involve at least 2 persons in the

Project as C P and establish proper record system of documents and training materials
etc. to ensure smooth implementation of project activities.
B. It is further agreed to instruct WSSDOs to communicate with the chairpersons of

the non-participating WUSCs and try to motivate them to send their staff in the
training/workshop/OJT for their own benefits.
C. The field test of the current draft will be conducted in Jhapa & Morang districts t o
get feedback from the field. The Model shall be finalized through discussions among
stakeholders and disseminated accordingly to other areas.
3. Matters Agreed
The draft Progress Report (2) has been discussed and agreed to approve by PMC.
Annex 1 PARTICIPANTS ATTENDANCE Date: 8th Feb,2013
S.No NAME ORGANIZATION POSITION
1 Ishwori Prasad Poudyal DWSS Director General
P
2 Tej Raj Bhatta DWSS
P
3 Senior Divisional Engineer
4 Sudarshan Bhandari DWSS Senior Divisional Engineer
y
6 Binu Ba'rach a
7 Gobinda Bdr. Khadka Gauradaha WUSC Chairperson
8 Ram Bdr. Ghimire Mangadh WUSC Chairperson
9 lndra Bdr. Budhathoki Dhulabari WUSC Chairperson
-
10 -
Ganesh Bdr. Thapa WSSDO, Morang Division ChieCMoran
11 Hari Prasad Pandey WQIMS, DWSS Senior Divisional Engineer
12 Ujwol Prajapati DWSS, Progress M6E Section Senior Divisional Engineer
13 Mahi Narayan Chaudhary WSSDO, Jhapa
15
- Satoru Oniki
-
-
16 -
Masaru Kasahara JICA Project
17 Akira Hasebe JICA Project JICA Expert
18 Roshan Suwal JICA Project Technical Interpreter
19 Sudikshya Nakarmi JICA Project Project Secretary
I
20 Bineeta Shahi JICA Project Project Secretary
'4

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FEDERAL DEMOCRATIC REPUBLIC OF NEPAL

MINISTRY OF URBAN DEVELOPMENT

THE PROJECT FOR CAPACITY

JAPAN INTERNATIONAL COOPERATION AGENCY

Monitoring, Plan Decision and Budget Allotment 3-31

APPENDIX : Minutes of Meeting of JCC, PMC

APPENDIX (Separate Volume)

SOP Standard Operational Procedure

WTP at Dhulabari Chlorine facility at Dhulabari Iron-removal plant at Gauradaha

Chlorine facility at Gauradaha Iron-removal plant at Mangadh Chlorine facility at Mangadh

Contents of Final Report

CHAPTER 1 OUTLINE AND ACHIEVEMENT OF THE PROJECT

1.1 Background of the Project

1.2 Objectives and Indicators of the Project

(1) Objectives of the Project

(2) Overall Goals

(3) Project Purpose

(4) Project Output and Target Verifiable Indicators by PDM

Table 1.1 Project Output and Target Verifiable Indicators by PDM

(5) Project Area (Target)

Jhapa district Morang district

1.3 The Project Major Achievement

Model of Output 2 is disseminated in Jhapa/Morang districts.

1.4 Recommendations from the WASMIP

(1) Ensuring implementation of the two models

1) The Management model structure and formulation

2) The Support model structure and the formulation

(3) Obtaining feedback on the models from relevant stakeholders

(4) Stipulation of the Support Model into the Guideline

(5) Formulating a specific dissemination plan for the two models

(7) Estimating budget for implementation of the Support model

1.5 PDM and PO

1.7 WASMIP Model

Figure1.1 Support Model Concept

CHAPTER 2 PROJECT IMPLEMENTATION AND ACHIEVEMENTS

2.1 Scope of Work

Table 2.1 Project Output Performed to Target Verifiable Indicators by PDM

[Overall Goal] 1. 44 WUSCs (17% of all

management model was conducted for 6 WUSCs in Jhapa and

・ The 1st Monitoring & Evaluation Liaison Conference was

・ The WASMIP model was accepted and it was also accepted

（17）Conduct Educational Campaign

（28）Instruct & Conduct Efficient Water - Rates Claim Processing

（36）Hold Workshop on the Practical Use Methods such as

（56）Hold Water Supply Utilities Liaison Conference

Figure 2.1 Work Flow

2.2 Persons Involved

Persons involved in the project are shown below.

2.3 Japanese Experts and Personnel Schedule

Table 2.2 Field of Expertise of Japanese Experts (1st year)

Table 2.3 Field of Expertise of Japanese Experts (2nd year)

Table 2.4 Field of Expertise of Japanese Experts (3rd year)

Table 2.5 Input of Experts (The 1st Year)

Table 2.6 Input of Experts (The 2nd Year)

2.4 Nepal Side Contribution

Table 2.8 Nepal Side Contribution

Mr. Pramod Kumar Dutta Engineer Jan. 2010

Mr. Ganesh Bahadur Thapa Division Chief Mar. 2012

Mr. Raj Kumar Chaudhary Engineer Mar. 2012