Left Bank Outfall Drain Project (LBOD)

A Mega Failure
TRACK: Boondoggles and broomsticks Projects that go bad and their discipline

Presenter:
Suhail Iqbal
CEO SysComp International (Pvt.) Ltd.
Research Scholar(Strategic and Project Management), MS(Computer Science),
MBA(MIS), MBA(Mkt), MA(English), BE(Civil Engineering),
MBCS(UK), MIEEE(USA), MACM(USA), MASPRS(USA), MASQ(USA), MCSP(Pak),
I Eng MICE(UK), MIE(Pak), PE(Pak),
PMP, MCT, MCSE2000+I, MCDBA, A+, Network+, iNet+

INTRODUCTION

A Mega Failure
Over Time and Over Budget
LBOD project commenced in 1986, completed 8085% in December 1999, seven years after scheduled
period, with some remaining works to be taken under
the National Drainage Programme (NDP) by 2002.
The project cost exceeded almost four times from Rs
8,000 million to Rs 30,000 million.
Remains incomplete transferring 15-20% of its
workload to NDP

The project was financed by eight

donors:
the World Bank (International Development Association. IDA);
the Asian Development Bank (ADB);
the Department for International Development (DFIDFormerly ODA) of the United Kingdom;
the Swiss Development Corporation;
the Saudi Fund For Development;
the Islamic Development Bank (IDB);
the Canadian International Development Agency (CIDA); and
the Organization of Petroleum-Exporting Countries (OPEC)
Fund.

Local Funding/Responsibility
The drainage components of the project are
funded by the Federal Government of
Pakistan (GOP) through the Water and Power
Development Authority (WAPDA).
The irrigation components are funded by the
Government of Sindh (GOS) through the
Irrigation and Power Department (IPD).
the Department of Irrigation and Power (DIP)
the Directorate of On-farm Water Management
(DOWM)

LBOD Project
The project was conceived to control water logging of
1.27 million acres in the districts of Nawabshah, Sanghar
and Mirpurkhas through a network of open-surface
drains that convey the saline effluent pumped by tube
wells via a spinal drain and a tidal link into the Arabian
Sea.
The project consisted of 1,673 drainage wells, 361
scavenger wells, 1,623km surface drains, 1,500km tile
drains, 295km interceptor drains, 2,700km electrical
distribution lines, remodelling of 470km canals and
Chutiari Reservoir with storage capacity of 0.70 million
acre feet (MAF).

Kadhan Pateji Outfall Drain (KPOD)

Dhoro Puran Outfall Drain (DPOD)
Shakoor Dhand
Pateji Dhand
Cholri Dhand
Sanhro Dhand
Mehru Dhand

Runn of Kutch

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

West Nawabshah Main

East Nawabshah Main
Singhoro Branch
Sanghar Main
Patoyun Branch
Mirpurkhas Main
LBOD Main
Tando Bago Branch
Lowari Branch
Serani Branch
Fuleli Guni
Karo Gungro
Cholri Weir

Project Objectives
To increase agriculture production
To improve the socioeconomic conditions for
the rural population in Pakistan
To improve irrigation and drainage conditions
for an area of about 516,500 hectares (ha) in
the southeastern part of Sindh.
Note:
The project area is part of the 2.5 million ha catchment of the
Left Bank Outfall Drain (LBOD)
25 percent of the land within the project area had been
abandoned because of waterlogging and salinity.

Project Cost and Financing

The total cost at project completion is estimated at
$963.0 million, $308.2 million higher than the
appraisal estimate of $654.8 million.
The 47 percent cost overrun is mainly the result of
major cost overruns for
surface drainage and canal remodeling,
the Chotiari Reservoir, and
land acquisition and resettlement.

The twice as long implementation period also

resulted in large increase in interest during
construction.

Project Schedule
An eight-year implementation period starting
in mid-1985 was envisaged at appraisal.
Actual implementation started in mid-1986
following the fielding of the consultants.
Completion of the Project with the reduced
scope was scheduled for the end of 2002,
resulting in an implementation period of 16
years.

Project Schedule Variance

ANALYSIS

Principle Factors of Overall

Implementation Delay

a one-year delay in the engagement of the consultants;

shortcomings in designs coupled with insufficient consultations during the
design phase with the primary beneficiaries and adversely affected persons;

delays in decision making primarily by WAPDA on procurement and contract

management matters and by Government of Sindh on resettlement planning;

unsatisfactory procurement arrangements and sequencing of contracts;

unsatisfactory supervision arrangements during the early implementation

phase;

poor performance of certain contractors;

insufficient consultation with local communities and delays in compensation

payments resulting in occasional stoppage of works;

the need to redesign part of the canal remodeling works and the Chotiari
Reservoir;

conditionalities imposed by co financiers during project implementation;

budget and delays in the release of counterpart funds shortfalls during

certain years.
Factors Beyond Control of Borrower

the serious law and order problems for about three years in the early
implementation phase; and

the widespread flooding caused by heavy rainfall in 1988, 1992, and 1994.

Issues after Operation

Technical Issues
Improper design
Collapse of Cholri weir on June 24, 1998.
Catastrophic cyclone of May 21, 1999 caused serious
destruction of the Tidal Link.
The World Bank suddenly withdrew from the financing of
these works.

Managerial Issues
Badin & Thatta - turning the eye away from genuine issues.
According to a charter of the United Nations, all development
of any kind on the upstream ecosystem is bound by the prior
approval and agreement of the people living downstream.

Environmental Issues
Dhand depressions and flow ignored
Changed the geomorphology of the Indus delta considerably
Disturbed ecosystem

Consequences of LBOD Project

32 people were killed as a result of the LBOD
since it was launched in 1997
50,000 acres of agricultural land in eight
union councils had been wasted by salinity or
water-logging.
10,000 fishermen had lost their livelihood,
four vast wetlands - two of them
internationally recognized - had been
degraded owing to damage to the biodiversity
52 species in the area had also been
damaged.

Failures, Reasons, Causes

Delayed, Over-Budget and Still Incomplete

No Stakeholder Analysis
Infeasible Alternative Selection
No Risk Identification and Planning
No Emergency Planning or Crisis Management
Insufficient Study and Analysis
Lack of Domain Knowledge
Poor Quality and Workmanship
Incorrect Environmental Risk Assessment
Lack of Proactive approach in Planning
Poor Expectation Management
No Coordination/Poor Communication
Lack of proper Maintenance

LESSONS
LEARNT

Concepts to Plan and Execute

Government Projects

Proper Feasibility and Pre-Evaluation of Projects

Political, Cultural and Social consideration in Scope Planning
Stakeholder Analysis and Expectation Management
Sufficient Time to be allocated for Survey and Proactive
Planning
Correct Risk Identification, Response Planning and Control
Consistent and Constant Quality Assurance and Control of
Project Processes and Products
Stringent Procurement and Contract Management Procedures
Timely Availability of Consultants and Technical Experts
Strong Communication amongst Stakeholders
Financial Commitment by Donors
Sponsorship Commitment by Government at the highest level
Proper Maintenance of Project Deliverables

CONCLUSION

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