Ratings for the Second Beijing            Environment Project for China were as follows: outcomes were            satisfactory, risk to development outcome was low, Bank            performance was satisfactory, and borrower performance was            also satisfactory. Some lessons learned included: the Bank            should adopt a flexible approach to the institutional model            for the sector, and in particular consider the country            conditions, instead of advocating the traditional utility            model as the default option. 
The arrangements in place in            Beijing assure sustainable service provision, which rely on            a combination of politically feasible tariffs and regular            confirmed resource transfers from the municipal government.            However, such an arrangement is only feasible where the city            can: (i) ensure service provision at low cost; (ii) take on            responsibility for servicing debt; and (iii) provide timely            cash transfers to meet shortfalls, especially in relation to            new investments. Water re-use in water scarce areas is sound            policy. Beijing has performed well to achieve a 50 percent            rate of water reuse, by addressing the key issues relating            to water re-use: (i) reclaimed water quality and            reliability; (ii) price of reclaimed water; and (iii) cost            and benefit of using water supplied through the system and            reclaimed water. This should serve as an example for other            Chinese cities. 
The boiler conversion program faced not only            major technical, environmental and economic issues, but also            significant coordination and political issues. The ambitious            targets set for conversion to natural gas-fired boilers were            only achieved (albeit mostly outside the project) because of            strong leadership, both at central and municipal government            levels. In areas involving significant commercial operations            (such as boiler conversions), newly established municipal            entities with no commercial expertise are not likely to            succeed. It might have been more appropriate for the            government to have partnered with a truly commercial            company, or the boiler conversions might have been left            entirely to market forces with some incentives to end-users.
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