Type of Review: Annual Review
Project Title: SUPPORT PROGRAMME FOR URBAN REFORMS IN
BIHAR (SPUR)
Date started: 1 April 2010 Date review undertaken: 4 April 2012
Instructions to help complete this template:
Before commencing the annual review you should have to hand:
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the Business Case or earlier project documentation.
the Logframe
the detailed guidance (How to Note)- Reviewing and Scoring Projects
the most recent annual review (where appropriate) and other related monitoring reports
key data from ARIES, including the risk rating
the separate project scoring calculation sheet (pending access to ARIES)
You should assess and rate the individual outputs using the following rating scale and
description. ARIES and the separate project scoring calculation sheet will calculate the overall
output score taking account of the weightings and individual outputs scores:
Description
Outputs substantially exceeded expectation
Outputs moderately exceeded expectation
Outputs met expectation
Outputs moderately did not meet expectation
Outputs substantially did not meet expectation
Scale
A++
A+
A
B
C
Introduction and Context
What support is the UK providing?
DFID is providing £ 50 million in financial aid and £10 million as technical assistance over 6 years to
build the capacity of Bihar’s Urban Development Department and 28 Urban Local Bodies (ULBs) to
take leadership role in making cities in Bihar engines of economic growth and poverty reduction. These
objectives will be achieved by providing improved urban services to city dwellers, particularly the poor,
and by making cities attractive to investors.
What are the expected results?
Impact and Outcome of the Programme
1
•
Increased compound annual rate of poverty decline (from 2.8% between 2002-03 and 2007-08
to 3.3% during the project period).
•
Enhanced urban contribution to state Gross Domestic Product (GDP: from 23% in 2007-08 to
26% in the last year of the project.
•
Widened coverage of urban services: water supply from 10% to 25%; sewerage from 18% to
40% in Patna and from 0% to 20% in other ULBs. This will benefit 6.36 million citizens, including 2.83
million poor.
•
Increased incremental private investment in urban areas from 1% (between 2005-06 and 200809) to 3% of the state GDP during the project period.
Output Level Results
•
Effective policies and stronger institutions to promote and manage urban development (effective
urban laws, policies and Management Information System (MIS)).
•
State and Urban Local Bodies mobilise increased resources (more than 4 times increase during
the project period) for urban development and manage them more effectively (progress on Public
Finance Management (PFM) benchmarks)
•
Identified Urban Local Bodies plan (80% of the ULB plans published), implement and manage
urban infrastructure and services more effectively
•
60% of the identified ULBs have economic visions embedded in their business plans and 40%
using municipal land for private investment
•
12000 self-help groups formed and are preparing micro plans, 10000 are accessing loans from
financial institutions and 1200 are able to obtain municipal contracts
What is the context in which UK support is provided?
Bihar is one of the least urbanised states in India with only 11% of its population classified as urban.
Traditionally the urban sector received very little attention from the state government and was allowed
to grow in an unplanned manner. The relationship between urban development and economic growth
and poverty reduction was not well understood at the policy level.
The biggest challenge Support Programme for Urban Reforms (SPUR) faces is inadequate capacity of
urban institutions (at state and local levels) in planning and delivering services and high dependence of
ULBs on the state and the central government resources. Another challenge is making these
institutions accountable to the people.
The urban poverty level in Bihar is 42%, with 7% being extremely poor (income below one-fourth of the
urban poverty line). The living conditions of those residing in slums are extremely bad, with casual or
self-employment, insecure tenures, inadequate housing (89% have a temporary roof), and a lack of
basic urban services. Only up to 10% of Bihar’s urban population have access to piped drinking water,
piped sewage and waste collection.
Due to weak resource position, the per capita expenditure on core municipal services is Bihar is
abysmally low, compared to other urban centres of similar size. For example, during the project design
it was noted that Patna raised Rs. 104 (£1.48) compared to Rs 1715 (£24.5) in Maharashtra and Rs
576 (£8.22) in Guntur, Andhra Pradesh. This is not even sufficient to pay basic establishment
expenses, including staff salaries. As a result, ULBs are heavily dependent on state transfers - either
loans or grants. Low resources for urban development have resulted in serious deficiencies in urban
infrastructure provision and basic services.
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Section A: Detailed Output Scoring
Output 1: Effective policies and stronger institutions to promote and manage urban
development in place
Output 1 score and performance description: A+
Achievements during the year go beyond the current year’s logframe targets and include: important
legislative changes, policy reforms, steps to strengthen/restructure the current organisational
architecture for urban development, computerisation, posting of additional staff and establishment of
sustainable mechanism for capacity building.
Progress against O.1.1 – the most important indicator of this output – has substantially exceeded the
target. Progress against O.1.2 has moderately exceeded the target. Performance against O.1.3 is
moderately below expectations. All put together, especially considering the importance of O.1.1 and a
number of relevant achievements over and above the logframe targets, this output is assessed as A+.
Progress against expected results:
Indicator 0.1.1: (a)strengthening existing and announcing new urban policies (b)improving policy
implementation
Target: (a) substantially achieved (b) policy targets agreed by 2011-12: Substantially exceeded
expectations.
(a) During the year, several reform-oriented legislative amendments and policy changes were secured.
Key ones are summarised below :
Municipal Law Reforms: SPUR has been instrumental in amending the Bihar Municipal Act (BMA) 2007
twice in the last one year. Key reforms effected through these amendments include adding new
avenues of taxation (vacant land tax; tax on mobile and communication towers) with significant revenue
potential, introducing the ‘power to recall’ elected representatives in local government, giving the Urban
Local Bodies (ULBs) the option of hiring specialised managerial staff to discharge municipal functions.

Bihar Slum Policy 2011: Bihar is one of the 8 states (out of 30) in the country with a formally
approved slum policy. Even the National Slum Policy is awaiting approval for more than 10
years. An immediate outcome of the slum policy is recognition of the right of the sum dwellers
across the state to receive basic urban services. The policy promotes on-sight redevelopment
as the first option for slums and discourages relocation. The policy does not envisage absolute
transfer of land rights but recognises other kinds of tenure rights including long term leases and
transfer of rights to a cooperative society of slum dwellers.

Mobile Towers Rules & Fees 2011: This enables ULBs to impose a license fee on mobile
towers. Bihar was one of the few states in the country that did not have this legislation and
ULBs were deprived of a significant source of revenue.

Environmental guidelines (siting of landfills; Sewerage Treatment Plants; Generic Environment
Management Plans): These have been notified and published. These guidelines are intended to
ensure that environmental concerns are being addressed while creating large scale
infrastructure. These guidelines will help monitor urban environment.

A number of policy instruments developed/strengthened with Support Programme for Urban
Reforms (SPUR) support are mentioned under other Outputs, particularly Output 2 and 4.

The status of some other urban reform policies (14 in number) that SPUR has contributed to is
as follows:
Draft ready.
Town & Country Planning Act; Building By-Laws; Bihar Apartment
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Owners Rules; Advertising Policy; Parking Policy; Housing Policy; Rent
Control Act; Community Participation Law; Urban Sanitation Strategy
Approved
by
other
government
departments.
Vendor Bill, Rules & Implementation guidelines; Regulations for collection
of Tax & Non-Tax revenues
Awaiting
final
government
approval (Sent to
Cabinet)
Property Tax Rules; Bihar Maintenance of Parks Policy
(b) Policy targets agreed by 2011-12: This has been achieved for the Slum Policy and the
Environmental Guidelines. Targets for other policies will be agreed after these are formally approved.
Indicator 0.1.2: (a)strengthening urban Management Information System (MIS) (b)MIS achieving
planned targets
Target: (a) substantially achieved (b) MIS indicators to be tracked agreed by 2011-12: Moderately
exceeded expectations.
The achievements of SPUR in this regard are:

Geographical Information System (GIS) base maps with all utilities, contours and property
footprints have been prepared for 7 ULBs – Purnea, Katihar, Patna, Danapur, Khagaul,
Phulwarisharif, Bodhgaya. Work is on in 10 other ULBs. In ULBs where mapping has been
completed, detailed property survey is on in 5 ULBs and will start soon in the remaining 2
ULBs. Besides supporting urban planning, these surveys will yield substantial revenue gains by
identifying eligible properties not covered by the current tax net.

The Baseline Survey for SPUR was completed early on. Financial and non-financial indicators,
to be monitored, were defined. MIS formats were also prepared and disseminated. MIS is
operational. Use of MIS data will begin from the second quarter of the new year, after
establishment of cell in UDHD which will monitor progress of MIS data and will look into
grievances received. The MIS database is being updated on a quarterly basis.
Indicator 0.1.3: (a) ULB accountability mechanisms including Citizen’s Charter & grievance redress
system strengthened (b)Number of ULBs showing improvement (%) in responsiveness
Target: (a) Key accountability mechanisms functional in 50% ULBs (b) First Municipal Report Card
outputs available by 2011-12: Moderately did not meet expectations.
As reported against O.2.2, 75% of the project-ULBs have met 50% of the financial management and
accountability benchmarks. However, given that during most part of the year most of the ULBs suffered
from severe staff shortages, the state government did not agree to introduce other accountability
mechanisms such as report cards at this stage. Their logic was to avoid accountability mechanisms
before developing the capacity to deliver services. Other achievements relevant to this indicator are as
follows:

A contract has been awarded for setting up a Grievance Redress Cell in the Urban
Development and Housing Department (UDHD) and this will become fully operational in the
next one month. This Cell will have responsibility for managing the MIS for the Urban
Development Department.

The MIS has become operational and is reporting progress against a number of ULB
performance indicators. This will increase the accountability of the ULBs.
Other achievements under this output (beyond the output indicators) include:
4

Progress on institutional restructuring interventions, proposed under SPUR, is summarised
below:
o
Creation of the Directorate of Municipal Administration (DMA) to supervise urban policy
implementation (so that the state urban development department can focus on policy
formulation) has been approved by the urban development department.
o
Bihar Urban Infrastructure Development Corporation (BUIDCo), created under SPUR to
fill a critical gap in capacity to implement large scale urban infrastructure works, has
become fully functional and has issued a significant number of contracts for utilisation of
central government funds for urban infrastructure works that were lying unutilised for
several years.
o
Urban Engineering Cells at the state and district levels have been strengthened. ULBs
can take the help of these Cells for implementation of small scale infrastructure works in
their respective areas. Staffing of these Cells are is currently underway.
o
Bihar Urban Development Authority (BUDA) was originally created with a mandate for
poverty alleviation. But over the years this mandate has been diluted. A BUDA
restructuring plan with supporting structures at district/ULB level, proposed by SPUR,
has been agreed ‘in principle’.

The absence of skilled staff at state and local level was another key area of concern identified
at the design stage. SPUR is providing at least 4 staff on contract (Accounts; IT; Engineer;
Social Development) in each of the 28 project ULBs. These staff will be on contract and SPUR
and GoB will share salaries progressively during the project. Recruitment is on and all staff are
likely to be in place by the end of April 2012 (48 were in place by March’12).

Training & Capacity Building is a cross cutting area of support being provided under SPUR. A
3-years Training Plan for all urban sector functionaries has been prepared and approved. A
nodal institute has begun implementation of the plan. It has already conducted 11 rounds of
training, including an exposure visit for ULB functionaries. SPUR is also supporting an existing
institution (Bihar Institute of Public Administration and Rural Development) to develop as the
lead urban training institute for Bihar.

ULB computerisation has witnessed substantial progress during the year. Computers have
been supplied (for the first time) to all project ULBs and installed. Digitisation of historic ULB
data (on properties. licenses and tax-related) has been initiated. All ULBs have web portals
including ‘payment gateways’ that are live. Software for birth and death registration has been
developed and installed in ULBs. 21 ULBs are issuing computerised Births & Deaths
Registration certificates.
Recommendations:
1. Government approval of policy instruments has been slow and needs improvement.
2. New staff being posted in ULBs will need training and co-operation of the ULB functionaries. UTAST
may prepare and implement plans to support the new staff. The DFID team also needs to keep this
under review.
3. The issue of re[port card needs to be discussed with UDHD in the new year on priority.
Impact Weighting (%): 15
Revised since last Annual Review? No
Risk: Medium
Revised since last Annual Review? No
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Output 2: State & ULBs mobilise significantly increased resources for urban development and
manage them more effectively
Output 2 score and performance description: A+
This output has broadly two objectives – improving ULBs’ revenue mobilisation capacity and to
increase financial accountability. As the detailed assessments against the two indicators of this output
show, SPUR has moderately exceeded expectations against both. That explains the overall output
rating of A+.
Progress against expected results:
Indicator: 0.2.1: Per capita own (tax & non-tax) revenue collection by ULBs
Target: Rs. 92 in 2010-11 to Rs. 116 in 2011-12: Moderately exceeded expectations.
Per capita revenue collection in the project ULBs in 2011-12 has gone up to Rs 127 (38% growth in
comparison to 2010-11). This means, the target for the current year has been exceeded by 12
percentage points. Key SPUR contributions that have led to this achievement are summarised below:
 Broadening the revenue base (developing the legal framework etc): SPUR has been instrumental in
identification of new sources of revenue for ULBs. Key revenue enhancement measures taken during
the year include:
- introduction of Mobile Towers Fees (enable ULBs to tax mobile towers set up within its jurisdiction);
- guidelines for Advertisement Tax and Fees and Parking Fees, being implemented in the Patna
Municipal Corporation;
- introduction of vacant land tax;
- designing a ‘self-assessment form’ (SAS) for property tax and working with the National Informatics
Centre (NIC) to computerise the SAS form;
- improving significantly the software used for property tax;
- easy payment and collection of property tax through banks;
- facilitated building of the database of municipal properties on rent;
- implementation of Trade License Fees in 8 ULBs including software installation in 4 ULBs and
developing regulations;
- customised ‘revenue enhancement plans’ for ULBs;
- ‘tax collection camps’ organised at ward level with the help of tax data bases, supported by SPUR.
* Update on implementation support: Revenue Enhancement Committees have been formed in 23
ULBs and regular monthly meetings are being held. SPUR works closely with these committees to
determine monthly targets for collection and to monitor progress. Property Tax dues from government
properties in ULBs have been compiled showing significant outstanding demand. SPUR has compiled
a list of big defaulters (tax & non-tax) in 11 ULBs totaling Rs. 9 crores – individual notices were issued
and published in newspapers.
 Computerisation of processes: SPUR has successfully resolved the outstanding issues with MUDRA
(a software developed for property tax was ineffective) – this has taken more than 2 years to resolve.
The software has been significantly revised and data trials ongoing in Danapur & Khagaul prior to
being scaled up. The ‘self-assessment form for property tax has been designed in discussion with the
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NIC & its use made mandatory from FY 2012-13.
 Indicator 0.2.2: UDHD & ULBs achieve Public Financial Management and Accountability (PFMA)
benchmarks.
Target: UDHD & 40% ULBs achieving three-fourths of the PFMA benchmarks by 2011-12:
Moderately exceeded expectations.
The achievements of SPUR in this regard are:
 At the UDHD level, SPUR has supported internal audit and budgeting improvements. It has assisted
in the preparation of participatory budgets in ULBs including the Patna Municipal Corporation. SPUR
has placed 48 additional Accounts staff in 28 ULBs and has also managed their orientation and
training. SPUR has helped update accounts of the Bihar Urban Development Agency. The ‘Bihar
Municipal Internal Control Manual’ has been prepared. In the course of the Mid-Year Review, it was
clarified by GoB that internal audit of UDHD accounts in their entirety would not be allowed since
these accounts are subject to audit by the Auditor General’s Office. The UDHD has, however, met the
agreed plan of action in a majority of areas.
 At the ULB level, the target has been overachieved with 75% of ULBs meeting 50% of the PFMA
targets (minimum accountability benchmarks). SPUR has drafted the Bihar Municipal Accounting
Manual and Bihar Municipal Accounting Rules but these are awaiting formal approval for one year
now (with the Finance Department). Double Entry Accounting System (DEAS) is being implemented
in all the ULBs and in BUDA. Firms have been empanelled to conduct of internal audit for BUDA and
the ULBs. The state level Project Steering Committee for SPUR has asked that this activity be taken
up in the next financial year (2012-13). The Project Steering Committee also asked that bio-metric
attendance linked to payroll be taken up in the next financial year after doing a pilot in one ULB.
Recommendations:
1. Obtaining government approval for the Accounting Manual and Rules and for the Property Tax Rules
and Regulations for collections and recovery of tax and non-tax dues is a priority. The Principal
Secretary (PS), UDHD has agreed to work on this. DFID team should follow this up (details in section
7). Programme Manager Bihar may seek meetings with the concerned authorities if required.
Impact Weighting (%): 20
Revised since last Annual Review? No
Risk: Low to High
Revised since last Annual Review? No
Output 3: Identified ULBs plan, implement and manage urban infrastructure and services more
effectively
Output 3 score and performance description: ‘A’
SPUR has helped strengthen state and ULB capacities for planning and implementing large urban
infrastructure projects. Support to BUIDCo has led to preparation of a large number of GoI funded
urban projects (water supply, sewerage, solid waste management). Before SPUR, GoB was unable to
access GoI urban infrastructure funds due to weak project development capacities. Infrastructure
works in lead slums have taken off after initial delays. 56 slums are expected to access improved
water, improved sanitation, drainage and access roads within the next 6 months. Since expectations
against 2 output indicators have been met and moderately exceeded against the third one, the overall
output rating of A is justified. The text below also indicates several relevant achievements beyond the
output indicators.
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Progress against expected results
Indicator 0.3.1: ULBs capacity to plan urban infrastructure and services
Target: 40% ULBs publish City Development Plans (CDPs) and Business Plans (including climate
change targets) with annual progress reports by 2011-12: Moderately exceeded expectations
All 28 SPUR ULBs have prepared CDPs which have been approved by respective ULB Boards (body
of elected representatives). 10 ULBs have also prepared business plans. Traditionally, CDPs have
been a critical pre-requisite for ULBs to access urban infrastructure finance from external sources
(Government of India (GoI) schemes). They help ULBs prioritise allocation of own revenues. City level
committees (headed by the district collectors) set up to supervise implementation of the business plans
have found useful in planning and prioritising the economic development activities.
Indicator 0.3.2: (a)number of households (HHs) in the ULBs provided with improved water supply; (b)
number of HHs provided with improved sanitation (covered by sewerage) in Patna; (c)number of HHs
provided with improved sanitation (sewerage) in ULBs other than Patna
Target: projects prioritised by ULB Board and Detailed Project Reports (DPRs) prepared for cityprojects and contracts awarded for lead slum works – for (a), (b) and (c) by 2011-12 – Met
expectations.
SPUR has supported identification and development of over 30 large urban infrastructure projects
(water supply, sewerage, solid waste management). So far, SPUR has supported approval of projects
worth Rs.1225 crore (£153 million) under Jawaharlal Nehru National Urban Renewal Mission
(JNNURM) and has put up projects worth Rs.3595 crore (£450 million) to National Ganga River Basin
Authority (NGRBA) for approval; all these projects have received approval from concerned ULB
Boards. On SPUR lead slums, project approvals were accorded recently and issue of tenders for 8
ULBs has been initiated. Status of sub-indicators are as follows:
a) Milestone achieved as DPRs have been prepared for all water supply projects. Based on approved
DPRs, BUIDCO initiated implementation of water supply projects worth Rs.719 crore (£70 million)
likely to benefit additional 141,162 persons by end of project (EoP). For slum projects, the approval
was delayed as GoB approval process took time. District Urban Development Authority (DUDA)
has now initiated tender process for 10 ULBs and the tender process for the remaining 18 ULBs is
expected by end-May 2012. Water supply projects in lead slums are likely to benefit additional
57,645 persons over the next 12 months.
b) Milestone achieved as the DPR has been prepared (and approved) for sewerage project for Patna.
This Rs.273 crore (£34 million) project is likely to benefit additional 104,432 persons by EoP.
c) Milestone largely achieved as DPRs have been prepared (and approved) for five ULBs, DPR for
one ULB has been submitted for approval, while one is under preparation. BUIDCO has initiated
implementation of these projects worth Rs.358 crore (£45 million) likely to benefit additional 53,127
persons by EoP. In addition, services for sewerage DPR preparation for 32 additional towns/cities
will be awarded in the next 3 months.
Indicator 0.3.3: (a)sanction of central government funds (allocation for Bihar is Rs. 1334 crores =£191
million) for urban infrastructure; (b)utilisation of central funds
Target: (a) 90%; (b) 25% by 2011-12: Met expectations.
a) Against the original JNNURM allocation of Rs 1334 croes (£191 million) for Bihar, GoI sanction was
obtained for 99% of the allocation before the end of 2010-11. It is supporting project
implementation by setting up a Project Management Unit (PMU) within BUIDCO to provide
necessary technical support. BUIDCO has received sanctions and initiated implementation of
projects so far worth Rs.803 crore under JNNURM and Rs.86 crore under Urban Infrastructure
8
Development for Small and Medium Towns (UIDSSMT) totalling to Rs.889 crore (£111 million) or
nearly 67% of total central allocations identified during design period.
b) In terms of utilisation of central funds, BUIDCO has been able to utilise Rs.145.79 crores so far
which is roughly 10% to the target milestone. Considering that these central funds had been lying
idle since last 3-4 years due to weak technical and procurement capacities to develop and
implement large infrastructure projects, SPUR support has been critical in getting sanctions and
initiate implementation of these projects.
In addition to above, SPUR has facilitated GoB and qualifying ULBs access funding to tune of Rs.418
crore (£52.3 million) so far under NGRBM, and has supported GoB put up annual plans for 42 new
projects of around Rs.3595 crore (£450 million) to Ministry of Environment and Forest (MoEF) for
approval under NGRBA.
Other achievements under this output (beyond the output indicators) include:



SPUR is providing technical and financial support to 9 ULBs in undertaking solid waste
management projects using management contracts. Run by private operators, over 625 metric
tonne of wastes are now being cleared by private operators every day in SPUR ULBs resulting
in visible difference in cleanliness of these towns/cities.
Using the GIS maps generated through SPUR support and on the basis of ground verification,
SPUR has recommended 15 sites for regional landfills for 139 ULBs. A DPR for construction of
a regional sanitary landfill will be prepared in the next 6 months. This landfill site will be used
as a demonstration model.
Other demonstration exercises being undertaken by SPUR include implementation of solar
power system and rain water harvesting structures in government offices.
Recommendations:
1. UDHD to undertake regular monitoring of solid waste management contracts, preferably on a
monthly basis. TA support to be provided to UDHD/ULBs in managing this activity, if required.
2. UDHD and the TA team to consider piped water supply as its first priority in slums. Where piped
supply is not available/likely to come up over next 2-5 years, hand pumps may be provided with
provision for laying of water pipes at a later stage ensuring minimal disruption of services
already provided (such as access roads, drains, etc.).
3. DUDA to ensure that slum access roads qualify to local needs rather than following state
highway/urban arterial road norms.
4. Speed of implementation of DPRs is slowly picking up, but needs close supervision to address
possible bottelnecks.
Impact Weighting (%):30
Revised since last Annual Review? No
Risk: Low
Revised since last Annual Review? No
Output 4: Increased municipal capacity to attract private investment in urban areas
Output 4 score and performance description: A
Linking urban development to economic growth and building the ULB capacity to attract investors are
relatively new ideas for Bihar. These ideas and a culture to work with the private sector are developing
with SPUR support. During 2011-12, progress against a key output indicator exceeded expectations.
Progress against the other two indicators substantially met expectations. A few shortfalls noted below
9
are linked to reasons beyond the project control. The text below includes a number of achievements
under this output that go beyond the remit of the 3 output indicators. ‘A’ rating for this output is,
therefore, justified.
Progress against expected results:
Indicator 0.4.1: Embedding economic vision in the ULBs business plans
Target: 25% (of 28) ULBs have Business Plans that include a section on economic vision by 2011-12:
Moderately exceeded expectation.
City Business Plans have been completed for 10 ULBs (35% against the target of 25%). Contracts for
the remaining 17 towns are to be awarded in April itself. District level Economic Development Task
Forces have been created in all 10 ULBs and setting up of Task Forces in the remaining 17 towns is
in process.
Indicator 0.4.2: (a)percentage of ULBs completing municipal land mapping; (b) percentage of ULBs
using municipal land for private investment
Target: (a) 50% (b) 20% by 2011-12: Moderately did not meet expectations.
The achievements of SPUR in this regard are:
 Municipal land mapping is being undertaken as part of the Double Entry Accounting System and will
be completed by the end of April 2012.
 SPUR has developed a project for the development of a market in the heart of Gaya (the second
largest municipal corporation in the state) on Public-Private Partnership (PPP) basis and the RFP has
been prepared. The RFP has been on hold for more than 6 months, awaiting a ‘no objection’
certificate from an associate department of the government.
Indicator 0.4.3: (a) announcing PPP policy & guidelines; (b) ULBs issuing PPP contracts for service
delivery (number per ULB); (c) ULBs issuing infrastructure contracts (number)
Target: (a) in 6 months (b) 2; (c) 6 by 2011-12: Moderately did not meet expectations.
The achievements of SPUR in this regard are:
 Bihar has a draft PPP policy. SPUR has drafted guidelines for municipalities in the light of this policy.
 Nine contracts have been issued for private sector led solid waste management in 9 ULBs. All these
contracts are operational.
 No PPP based infrastructure contracts have been awarded. The PPP related activities progressed
slowly on account of low capacity of ULBs. SPUR is providing Bihar ULBs first substantial opportunity
to directly involve and work with the private sector (SWM work). The next step will be to explore PPP
projects in other areas.
Other achievements of SPUR under this output (beyond the output indicators) are as follows:
 SPUR has completed a survey of street vendors in the project towns and drafted the state legislation
including Rules and Operational Guidelines for Bihar. Work has been initiated for setting up pilot
vending zones – concept plans have been approved by the ULBs in Patna, Motihari and Begusarai;
sites identified and community mobilisation completed.
 SPUR has developed a detailed Bihar Urban Economic Vision.
 SPUR commissioned and completed the development of a ‘Micro Enterprise and Pro-poor Business
Strategy for urban local economic development’ for Bihar.
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 SPUR has initiated ‘Market Based Skill and Entrepreneur Development’ for 16 ULBs. 3 Entrepreneur
Development Centres have been established, covering these 16 ULBs.. Contracts for the remaining
towns are being awarded.
 SPUR has drafted guidelines for streamlined business approval processes in ULBs.
Recommendations:
1. There is a need to strength the capacity of the ULB functionaries in local economic development.
2. While trying to improve the government approval processes, opportunities for local economic
development, less dependent on such approvals, may also be identified.
Impact Weighting (%):15
Revised since last Annual Review? No
Risk: Medium
Revised since last Annual Review? No
Output 5: Empowered poor communities and socially excluded groups access increased urban
resources and livelihood opportunities
Output 5 score and performance description: A
Progress against the output indicators and a number other achievements, made under this output,
represent contribution to empowerment of poor communities and excluded groups in the urban context
of Bihar. Slippages under a few sub-targets during the year are largely attributed to reasons beyond
project control. Progress under the output indicators, other achievements and reasons for shortfalls are
summarised below. The totality of this evidence justifies ‘A’ rating for this output.
Progress against expected results:
Indicator 0.5.1: (a)number of women’s Neighbourhood Groups effectively participating in micro
planning; (b) number of women’s Self Help Groups (SHGs) formed; (c)number of women’s SHGs with
grading/credit rating approved; (d)number of women’s Samuhik Vikas Samitis (SVSs)
obtaining/executing municipal contracts (to be disaggregated by social group, including religion)
Target: (a) 4000; (b) 1000; (c) 250; (d) 56 by 2011-12: Met expectation.
Progress against this target includes:
(a) 1037 neighbourhood groups have been formed and are participating in micro planning. Formation
of 3500 neighbourhood groups in 506 ( lead + scale up) slums has been initiated.
(b) 350 SHGs have been formed.
(c) 250 SHGs’ grading/credit rating has been initiated and will be approved in 6 months.
(d) 56 Samuhik Vikas Samitis (community development committees) in lead slums have been trained
to monitor and execute municipal contracts.
Field visits during the review noted women’s active participation in meetings, micro planning and other
group activities such as savings.
11
Indicator 0.5.2: (a)Ward Committee constitution provides for representation of SHGs/cluster leaders;
(b)number of women leaders (including Dalit & Muslim) elected to Ward Committees; (c)percentage of
(b) effectively participating in Ward Committees
Target: (a) achieved by the end of 2011-12 (b) 50; (c) 35% by 2011-12: Met expectation.
(a) Community Participation Rules for representatives of SHG’s and cluster leaders have been
formulated. Further steps to formalise these rules and to form ward committees did not make
progress in this year mainly due to government reluctance to form ward committees at this stage.
Next round of ULB elections are due in May 2012. Ward committees formed during 2011-12 would
have lasted for less than one year, Hence they propose to form them after the May 2012 elections
so that they last for five years. There was little incentive for government to build capacities of ward
committees that will last for just a few months
(b) Reporting against b and c will be possible only after the May 2012 elections. Filed visits, however,
confirmed that a large number of poor and excluded women are ready to contest the elections as a
result of community mobilisation work undertaken under SPUR.
Indicator 0.5.3: (a) pro-poor allocation of ULB funds (%); (b) ULBs (%) effectively utilising pro-poor
funds
Target: (a) systems to track budget established b) 25%: Moderately did not meet expectations.
The achievements of SPUR in this regard are:
(a) SPUR has developed a systematic pro-poor budget tracking system.
(b) Tracking of this indicator is dependent on the ULBs’ undertaking pro-poor planning and budgeting –
which is yet to begin due to lack of requisite capacity in ULBs. To address this gap, capacity building
on gender and inclusive planning and budgeting has been initiated in 5 ULB on a pilot basis. This will
be scaled up to cover all 28 ULB. Besides, the project-ULBs will have all key staff positions filled by the
end of this month.
Other achievements under this output (beyond the output indicators) include:
 A gender mainstreaming strategy has been formulated and is being used in project activities.
 Slum policy, approved by the government is a unique achievement (details under Output 1). This step
will pave the way to improve poor people’s access to secure land rights, housing, provision of basic
services/infrastructure and voice in decision making.
 Physical mapping of slums has led to establishment of a first ever composite data for 1847 slums in
project ULBs. This will enable better targeting and allocation of resources in the low income areas.
This will also help Bihar access funds under Rajiv Awas Yojna (GoI Urban Housing Scheme for
Poor). Only a few other states have been able to achieve this.
 SPUR TA team were sensitised through a workshop and street walk led by experts working for the
safe city campaign. This will help plan city level infrastructure in women friendly ways.
 An integrated strategy for hygiene promotion - based on a formative study - has been developed to
promote better usage of infrastructure created under the project. This strategy will be rolled out
beginning April 2012.
 DPRs for infrastructure in all the 56 lead slums have been finalised and approved by the
government.
 Three action research studies – health and hygiene practices in urban slums, barrier to access to
basic services and on women’s economic empowerment have been completed. The findings of these
12
studies will be used to develop strategies for policy advocacy.
 Promotion of group activities has helped reach over 150,000 urban poor women, build leadership
skills of community based women for active participation in micro planning and monitoring. They now
feel confident about raising issues and demanding their rights
 2188 beneficiaries for skills training been identified and registered under Swarna Jayanti Shahari
Rozgar Yojana (SJSRY).
Recommendations:
1. There is a need to speed up government approvals for new rules and award of contracts for slumsbased infrastructure.
2. UDHD and TA team to intensify work to build ULB capacities for planning and budgeting.
3. UTAST needs to take up with the state government the need to develop slum free plans.
Impact Weighting (%):20
Revised since last Annual Review? No
Risk: Medium
Revised since last Annual Review? No
Section B: Results and Value for Money.
1. Progress and results
1.1 Has the logframe been updated since last review? Yes
A few changes were made in the logframe to account for delayed start of the project and to reflect
increased clarity on the ground realities following the experience of the first year of implementation.
1.2 Overall Output Score and Description: A
SPUR has five outputs. The first 2 outputs (1 and 2) have been assessed as A+ and the remaining 3
as A. The overall score of ‘A’ is, therefore, justified.
These assessments are primarily based on progress made against the logframe indicators. They have
also taken into account a number of other achievements in areas directly relevant to these outputs and
indicators. Outstanding progress has been noted in the areas of urban policy, institutional reforms and
financial management – revenue mobilisation as well as expenditure management. Major
achievements have been made: in creating the capacity to build the much needed urban infrastructure;
GIS and IT based city level planning; private sector led solid waste management; steps contributing to
local economic development; and community mobilisation for political and economic empowerment of
poor women.
Though limited in number, there are a few areas where progress has not fully met the logframe based
targets. However, reasons for such shortfalls are generally beyond the control of the project. Good
progress in areas mentioned above would have been still stronger if the speed of government led
procurement processes and approvals could be expedited.
1.3 Direct feedback from beneficiaries
SPUR has been generating positive feedback from the highest level of State bureaucracy and political
leadership and from other key stakeholders and beneficiaries of the programme. There have been a
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number of positive media reports covering launch of the transformational slum policy, city development
plans etc. DFID has received positive feedback from visits made by the IDC and the British High
Commissioner to India during the course of the year.
Slum households especially women have enthusiastically joined community based groups and have
actively participated in the micro planning processes for infrastructure provision in the slums. They
have been satisfied with the process and are eagerly awaiting fruition of these plans. This has taken
sometime due to procurement delays but efforts are being made to put it on fast track.
1.4 Summary of overall progress
SPUR has met, and in some instances, exceeded expectations.
Areas where SPUR has exceeded expectations include the institutional and policy context and financial
management (Outputs 1 and 2). Reforms introduced in urban laws and policies have helped
considerably increase revenue mobilisation potential for Bihar ULBs. They have defined and protected
rights of citizens, particularly slum dwellers. Other achievements include 38% increase in revenue
collection in 28 project ULBs in one year; provision of key staff in project ULBs (4 in each ULB);
increased capacity for and provision of training for ULB functionaries; and promotion of IT in project
ULBs.
Key achievements under the remaining outputs (3, 4 and 5) include major addition to capacity to build
urban infrastructure at state and ULB levels. BUIDCO, conceived by and established with SPUR
support, has now become fully operational. For years, GoI funds allocated for urban infrastructure in
Bihar were lying unutilised due to low implementation capacity. SPUR support to BUIDCo has led to
preparation of urban projects (water supply, sewerage, solid waste management) worth Rs.1225 crore
(£153m) while support to UDHD and ULBs has led to annual plans worth Rs.3595 crore (£450m) being
submitted to GoI for approval. All project ULBs (28) now have city development plans (CDPs). GISsupported base maps exist in a number of ULBs, more are expected soon. Private sector led solid
waste management contracts, operational in 9 ULBs, have made dramatic improvement in the level of
cleanliness in these cities. After establishing baselines for all the key indicators, MIS has become
operational in all project ULBs (28).
SPUR has drafted the Vending Bill and operational guidelines and made significant progress in some
ULBs in setting up pilot vending zones. SPUR has completed the preparation of City Business Plans in
10 cities and has initiated discussions with district level authorities for implementation. Market based
skill training has been initiated through 3 Entrepreneur Development Centres. Progress on poor
women’s empowerment includes: physical mapping and creation of composite data set for 1845 slums
in 28 ULBs to enable better targeting and allocation of resources in the low income areas; finalisation
and formal launch of the Bihar slum policy; community work through formation of neighbourhood group
and SHG's, reaching over 100,000 urban poor women and building capacity and leadership of
community women.
DFID has made considerable progress on the effective use of its technical assistance funds in
2011. Specifically drafting of several legislations; preparation of City Development Plans for all the
ULBs; preparation of the DPR for E-Governance that has been approved for funding under JNNURM;
support to the state government under the central government’s NGRBA programme and getting the
annual work plan approved; demonstrating community processes in slums, developing DPRs for slum
level infrastructure; preparing structured interventions for vending development and supporting the
state and local governments on a day to day basis.
14
1.5 Key challenges

To increase the speed of the Financial Aid procurement and government approvals to match
the turnover of UDHD/ Steering Committee decisions and Technical Assistance inputs.

To build the capacity of the ULBs, particularly of the new staff and to focus on their harmonious
integration with the existing ULB functionaries.

To streamline and speed up the project expenditure processes for timely completion of project
activities and to be able to pay service providers in time.
1.6 Annual Outcome Assessment
Progress towards the project Purpose
The purpose of the SPUR is: “identified ULBs ability to provide urban services and attract private
investment significantly enhanced.” Significant progress has been made towards achieving the
project purpose/outcome. A large number of interventions undertaken to date are all aimed at
achieving the project purpose. Particularly relevant for increasing the provision of urban services are
outputs 2, 3 and 5. Parts of output 3 and output 4 are more directly relevant for the making ULBs more
attractive to investors. Output 1 contributes to both the purpose level objectives.
Enhanced capacity to secure GoI funding for urban infrastructure projects and to implement such
projects, increased revenue mobilisation potential, increased number of ULB staff and arrangements
for their capacity building have contributed to enhanced capacity to provided better urban services.
Similarly, steps taken towards improved urban planning, backed by economic visions, streamlined
approval processes, cleaner cities with well-defined vending zones, entrepreneur development centres
and promotion of economic clusters represent progress towards making cities in Bihar more attractive
to investors.
Progress against Purpose Level Indicators
Low state level capacity, which has taken time to build, has delayed the completion of infrastructure
projects which will help increase citizen access to urban services. But the capacity built so far,
including the nature and size of urban infrastructure projects in hand show the project potential to
provide increased access (a) to water supply to 5.11 million households; (b) to sewerage in Patna to
2.8 million HHs; and (c) to sewerage in other cities to 9.46 million HHs before the project end.
However, capacity issues, particularly slow progress of DPR implementation will remain a priority in the
new year. (refer recommendations under Output 3)
Seventy-five per cent of the 28 project ULBs have met more than 50% of the financial management
and accountability benchmarks. The Fiduciary Risk Assessment (FRA) carried out during the design of
the project had assessed the overall fiduciary and corruption risk as High. The latest Annual Statement
of Progress (April 2012) has recommended an overall Substantial risk rating.
2. Costs and timescale
2.1 Is the project on-track against financial forecasts
No. Against the Financial Aid (FA) forecast of £8 million for 2011-12, project expenditure has been
£5.5 million. Intense efforts were made to ensure that the infrastructure activities in slums are executed
in time, but the award for contracts for works remained slow (due to inadequate staffing in UDHD and
change of the Additional Project Director, who heads the procurement committee). As a remedial
measure, 3 consultants are being provided to UDHD. This would help in accelerating implementation
of decisions, particularly in relation to procurement. The Technical Cooperation (TC) spend has been
on track, spending about £2.2 million against the projected budget of £2.5 million.
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2.2 Key cost drivers
The key cost drivers have been: solid waste management; e-governance reforms in ULBs and UDHD;
financial management reforms; and a significant number of consultancies across different thematic
areas like slum survey; preparation of City Development/Business Plans; preparation of Detailed
Project Reports for slum infrastructure, training and capacity building.
2.3 Is the project on-track against original timescale
In spite of a few delays mainly account of low capacities and slow procurement processes, the project
will come to an end at the end of 6 years, originally envisaged in the project, in March 2016.
3. Evidence and Evaluation
3.1 Assess any changes in evidence and implications for the project
The assumptions used in the project design still hold, however internal capacities of government at
state and local levels were found to be more limited than assessed at the design stage. As noted
earlier, speedier procurement processes and government approvals can further improve project
progress. Staff shortage and short tenure of key officials continues to be a challenge. Hand holding
support through the TA agency therefore continues to be significantly larger than anticipated in the
design and needs to be extended until the end of the project.
3.2 Where an evaluation is planned what progress has been made?
An impact assessment plan is being developed to test the effectiveness of interventions and
approaches, as an input to the mid-term review of the project. An RCT based impact assessment
planned in the first year could not proceed as the selected agency left the assignment after several
rounds of negotiations. The baseline survey data is now available and the project MIS has become
operational.
4. Risk
4.1 Output Risk Rating: Medium
4.2 Assessment of the risk level
Fiduciary Risk
The overall risk assessment has moved from “High” to “Substantial” risk, especially in the last fiscal
year ended March 31, 2012.
Summary of fiduciary risk ratings
Risk Rating
A- Low
B- Moderate
C- Substantial
D- High
Nos. of Base line
benchmarks that
received the ratings
0
3
4
8
Benchmarks
achieved as at
end of March
2011
0
4
7
4
Estimated
Benchmarks achieved
as at end of March
2012
0
5
9
1
Some of the achievements and improvements to strengthen and improve financial management during
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the review period are:
 Implementation of accrual based Double Entry Accounting System (DEAS) in all ULBs
 Considerable progress on updating of accounts
 Deployment of 34 Accountants in ULBs
 Implementation of Minimum Accountability Achievement Mechanisms (MAAM) aimed at
strengthening financial management at the ULB level.
The limited follow up action to audit/inspection reports by the Director of Local Audit is a significant
area of concern.
4.3 Risk of funds not being used as intended
There has been no direct funds transfer to ULBs, except for solid waste management contracts, where
final payments were made by UDHD on reimbursement basis. Risks are managed through standard
procedures and capacity-building of the implementing ULBs. Risk mitigation measures include: (i)
assessing financial management capacity of the ULBs; (ii) applying appropriate procedures for the
provision of cash transfers to the ULBs; and (iii) keeping an eye pn ULBs’s internal controls.
Funds expended under FA and TC are subject to periodic internal and external audit thus minimising
the risk of funds not being used, as intended.
4.4 Climate and Environment Risk
SPUR has published environmental guidelines that need to be adhered to at the time of infrastructure
construction. Additionally, SPUR has developed a Health & Hygiene Strategy that will be implemented
in the coming months to link with infrastructure creation in slums for better environmental outcomes.
4.5 Other Risks
Most of the other risks, identified during the design of the project, have not materialised. Political and
policy risks, risk of possible staff obstruction and citizen resistance to user charges/taxes have not
materialised. The political class and senior civil servants have demonstrated commitment to urban
development. Although existing tax rates have not been revised under SPUR, there has been no
resistance to other revenue measures introduced under the project. Although staff resistance to
reforms is not an issue, staff capacities – both numbers and skills – have constrained project progress.
However, as indicated earlier, this issue is being addressed through the project interventions aimed at
increased staff numbers at the state and ULB levels as well improved arrangements for capacity
building.
5. Value for Money
5.1 Performance on VfM measures
SPUR provides good value for money.
Water supply – although slum infrastructure works are just starting off, based on the detailed project
reports approved for the 56 lead slums, access to water supply by slum households is likely to cost
around £9.6 per person. This is quite low compared to £30.73 per person in similar program in Madhya
Pradesh, West Bengal (£20.39 per person) and Andhra Pradesh (26.41) due to DPRs for the lead
slums being prepared on the assumption that all households will be provided with access to hand
pumps (hand pump based water supply is considerably cheaper than piped water). This factor is likely
to increase for SPUR where slums are provided with piped water supply in line with recommendations
of this annual review.
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Revenue mobilisation – it is estimated that an investment of £0.195 million of SPUR support facilitated
increase in own source revenues of ULBs to the extent of £2.96 million in 2011-12 demonstrating a
VFM metrics of 1:15 which is at par with the overall 1:15.6 ratio achieved across all urban projects.
Leverage of central schemes – in 2011-12, SPUR led reforms facilitated GoB raise central resources
from JNNURM to the tune of £111 million and £52.3 million from NGRBA, totalling to £163.3 million.
This is almost double of leverage achieved under similar urban projects in West Bengal and Madhya
Pradesh. However, the high leverage ratios is probably because approved funds under JNNURM were
sitting idle for last 3-4 years and SPUR engagement helped in getting necessary sanctions for project
implementation. A more ‘true’ leverage scenario will emerge this reporting year.
5.2 Commercial Improvement and Value for Money
DFID directly manages the Technical Cooperation funds. The Urban Technical Support Agency
(UTAST) was selected through Official Journal of European Union (OJEU) competition and has an
output-based deliverables contracting agreement that is renegotiated annually. Specific and
measurable milestones with target dates are agreed with UTAST and are monitored on a monthly
basis. An inventory is maintained for all items procured through DFID funds. The output based contract
has helped in providing incentives to UTAST for timely achievement of logframe indicators. UTAST
manages £1 million of the TC funds as a ‘Resource Pool’ for small value contracts in line with the
Procurement Manual especially developed for this programme and vetted by DFID. These funds are
separately audited on an annual basis.
Procurement under Financial Aid is managed by the Urban Development & Housing Department
of the Government of Bihar adhering to the Bihar Financial Rules and Bihar PWD Code. A
Purchase Committee comprising representatives of the government has been specially constituted to
decide on individual proposals. Contracts are signed by the Government and payments disbursed by
them. A separate bank account is maintained for FA funds under SPUR and all procurements are
subject to quarterly internal and annual external audits. Streamlined procurement process and post
procurement audits ensure effective competitive bidding, which contributes to value for money.
5.3 Role of project partners
There has been a strong commitment from the Bihar political leadership including the Chief Minister
and Urban Minister towards the programme. Bihar’s political and senior bureaucratic leadership on
many occasions have presented urban sector as one of the State’s priorities. This is evident through
the quarterly project steering committee meeting chaired by the Development Commissioner (second
top bureaucracy position in the State) and Principal Secretary of Urban Department being tasked as
the Project Director who heads the Department. The state chief minister has also been reviewing
progress of SPUR periodically.
5.4 Does the project still represent Value for Money
Yes
5.5 If not, what action will you take?
Not applicable.
6. Conditionality
6.1 Update on specific conditions
There are no specific policy conditions placed by DFID on the Government of Bihar. DFID has been
18
and will continue to be an active partner, maintaining close contact to ensure that the programme is
implemented as planned.
7. Conclusions and actions
SPUR has met, and in some areas exceeded, logframe milestones for 2011-12. The nature, scale and
the range of urban reforms introduced by the project in the first two years of implementation is
unprecedented for the urban sector in Bihar. Most of these changes relate to 2011-12.
At the time of the start of project implementation in April/May 2010, most of the 28 project ULBs had
staff vacancies ranging between 40 to 60 per cent. There was no formal planning process in place in
these ULBs. Other important features were: near-complete absence of computerisation; no business
plans; absence of systematic training of staff; low to nil growth of ULB revenues; extremely limited
capacity at the state and ULB level to build and manage urban infrastructure; weak policy context;
limited capacity to address issues faced by the poor; and low capacity to promote local economic
development and private sector involvement.
The urban sector in Bihar today presents a very different picture. Each Project ULB has got key
positions filled (or likely to be filled by the end of the month). Each of these ULBs has a comprehensive
City Development Plan. 10 ULBs have Business Plans as well. Computers are in use in all project
ULBs, who have web portals with payment gateways. Most of the project ULBs are using IT for birth
and death registration and for billing and issue of trade licences. A large number of reform oriented
legislative enactments and policy changes have been introduced. Per capita revenue mobilisation has
seen 38% growth in the past one year. 75% of the project-ULBs have met 50% of the financial
management and accountability benchmarks. BUIDCO at the state level can now handle large
infrastructure projects. Cities are much better equipped to handle smaller projects. 56 lead slums have
strong community based groups of poor women who have prepared micro plans reflecting their
priorities. Infrastructure works responding to micro plan priorities have begun to roll out in these slums
and will be up-scaled soon. Three entrepreneur development centres (EDC) will be fully operational by
month end (one in Patna is functional). EDCs are run by private organisations, paid on the basis of new
businesses and placements secured by the entrepreneurs trained by them.
In spite of these achievements, several constraints have been identified. But for these constraints,
project progress would have been speedier. More outcomes on the ground, particularly in terms of the
scale of social mobilisation in slums and provision of infrastructure and other urban services, would
have been witnessed by now. Key constraints and actions to address them are summarised below:





Slow progress of procurement under the FA component is a serious constraint. A strategy (not
more than 2 pages with chart of pending matters) needs to be agreed with PS UDHD (May)
and progress monitored in the monthly UTAST meetings with the PS and TTL/PO. (Action:
TTL)
Slow approvals (of new policies, rules and contracting decisions) in UDHD and other
government agencies. The process for both needs to be streamlined and agreed with PS
UDHD and the Development Commissioner (May). (Action: TTL to lead the process for
UDHD and Programme Manager for other departments)
Progress of project spend has not be satisfactory during the year. The entire expenditure
process for each items needs to be streamlined and responsibilities agreed and followed up in
monthly meetings. Streamlined process to include mechanism to register and address
grievances of the service providers (June). (Action: Programme Officer)
New staff posted to ULBs need hand holding support and co-operation of the ULB
functionaries. A plan (not more than two pages) to manage this needs to be developed by
UTAST and agreed with the DFID team (May). This will require close monitoring in monthly
meetings for at least six months. (Action: UTAST)
UDHD and the TA team to consider piped water supply as its first priority in slums. Where
19
piped supply is not available/likely to come up over next 2-5 years, hand pumps may be
provided with provision for laying of water pipes at a later stage ensuring minimal disruption of
services already provided (such as access roads, drains, etc.). (Action: UTAST)





DUDA to ensure that slum access roads respond to local needs rather than following state
highway/urban arterial road norms, thereby saving significant costs. (Action: UTAST)
UTAST will prepare (September) and implement a plan for improving the local economic
development and micro enterprise development orientation of ULB functionaries. (Action:
UTAST)
Need for project cities to develop slum free plans may be agreed with PS UDHD (June).
(Action: Outputs 3 and 5 leads in DFID team)
Implementation of DPRs needs close supervision for timely solution to address
possible bottlenecks. Supervision mechanisms to be agreed (by June) (Action: UTAST)
Subject to progress on infrastructure/services introduction of report cards should be
discussed with UDHD by mid-year (September) and implemented before the end of the
new year (March) (Action: UTAST)
8. Review Process
A two day review was held on 3 and 4 April, 2012. It focussed on consultation with the concerned
government officials from the Urban Development Housing Department and Bihar Urban Infrastructure
Development Cooperation Ltd. and field visit to slums and Entrepreneur Development Centre (EDC).
Wrap-up meeting was held with the Development Commissioner on the final day of the review.
The slums visited were Kanhaiyanagar in Phulwarishariff, Dawoodpur Bagicha in Danapur and
Shiekpura Bind Toli in Patna. This involved interactions with the beneficiaries and the neighbourhood
committee. The review team at the EDC in Anisabad, Patna interacted with the contracted NGO
running the centre for the ULB and the trainees (slum dwellers) learning livelihood skills in area of jute
bag stitching, agarbati (incense sticks) making and mosquito net stitching.
The DFID review team was led by its task team leader (Governance Adviser) and was supported by
Urban, Social Development, Private Sector Advisers and the Programme Officer. The Bihar
Programme Manager also participated in the final day’s discussions with UDHD officials. He led the
review wrap up with the Development Commissioner.
20