World Bank Document - All Documents | The World Bankdocuments.worldbank.org/curated/en/971821492308173615/pdf/Project... · CAR REINTEGRATION OF EX-COMBATANTS PROJECT ... Of Which

Document of

The World Bank

FOR OFFICIAL USE ONLY Report No: PAD2158

INTERNATIONAL DEVELOPMENT ASSOCIATION

PROJECT APPRAISAL DOCUMENT

ON A

PROPOSED GRANT

IN THE AMOUNT OF SDR 22.2 MILLION

(US$30 MILLION EQUIVALENT)

TO THE

CENTRAL AFRICAN REPUBLIC

FOR A

CAR REINTEGRATION OF EX-COMBATANTS PROJECT

March 31, 2017

Social, Urban, Rural and Resilience Global Practice

AFRICA

This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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CURRENCY EQUIVALENTS

(Exchange Rate Effective February 28, 2017)

Currency Unit = FCFA (XAF)

XAF 619 = US$1

US$1 = SDR 0.74

FISCAL YEAR

January 1 - December 31

Regional Vice President: Makhtar Diop

Country Director: Ahmadou Moustapha Ndiaye

Senior Global Practice Director: Ede Jorge Ijjasz-Vasquez

Practice Manager: Jan Weetjens

Task Team Leader(s): Abderrahim Fraiji

ABBREVIATIONS AND ACRONYMS

ACFPE Agence Centrafricaine pour la Formation Professionnelle et l'Emploi (Central African Agency for Professional and Vocational Training)

ACTED Agency for Technical Cooperation and Development

CAAG/F Children Associated with Armed Groups / Forces

CAR Central African Republic

CEMAC Economic and Monetary Community of Central Africa

CEN Country Engagement Note

CS-REF Cellule Chargée du Suivi des Réformes Economiques et Financières (Unit Responsible for Monitoring Economic and Financial Reforms)

CVE Countering Violent Extremism

CVR Community Violence Reduction

DA Designated Account

DD Disarmament and Demobilization

DDR Disarmament, Demobilization and Reintegration

DDRR Disarmament, Demobilization, Reintegration and Repatriation

DDRR-PIU DDRR Project Implementation Unit

ECCAS Economic Community of Central African States

ESMF Environmental and Social Management Framework

ESMP Environmental and Social Management Plan

ESSAP Environmental and Social Safeguards Action Plan

FACA Forces Armées Centrafricaines (Central African Armed Forces)

FCFA West African CFA Franc

FM Financial Management

F-PIU Fiduciary Project Implementation Unit

GRS Grievance Redress Mechanism

ICRS Information, Counseling and Referral System

IEG Independent Evaluation Group

IGA Income Generating Activity

IP Implementing Partner

IPF Investment Project Financing

IPPF Indigenous Peoples Planning Framework

IRC International Rescue Committee

ISM Implementation Support Mission

IT Information Technology

MINUSCA United Nations Multidimensional Integrated Stabilization Mission in CAR

MIS Management Information System

MoFB Ministry of Finance and Budget

MTR Mid-term Review

NR National Reconciliation

PFM Public Financial Management

PIM Project Implementation Manual

PIU Project Implementation Unit

PPSD Project Procurement Strategy for Development

PURSeP CAR Emergency Public Services Response Project

RAP Resettlement Action Plan

RCPCA National Strategy for Recovery and Peace Consolidation

RPF Resettlement Policy Framework

SGBV Sexual and Gender-based violence

SORT Systematic Operations Risk-Rating Tool

SSR Security Sector Reform

STEP Systematic Tracking of Exchanges in Procurement

TDRP Transitional Demobilization and Reintegration Program

UNMAS United Nations Mine Action Service

UNOCHA United Nations Office for the Coordination of Humanitarian Affairs

UNPOL United Nations Police

UNSC United Nations Security Council

WDI World Development Indicator

XAF Central African CFA Franc

The World Bank Reintegration of Ex-combatants Project (P160272)

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BASIC INFORMATION

Is this a regionally tagged project? Country(ies) Lending Instrument

No Investment Project Financing

[✔] Situations of Urgent Need of Assistance or Capacity Constraints

[ ] Financial Intermediaries

[ ] Series of Projects

Approval Date Closing Date Environmental Assessment Category

13-Apr-2017 31-Dec-2020 B - Partial Assessment

Bank/IFC Collaboration

No

Proposed Development Objective(s) The Project Development Objective (PDO) is to support the social and economic reintegration of demobilized ex-combatants and improve access to socio-economic infrastructure and economic opportunities for host communities. Components Component Name Cost (US$, millions)

Social and Economic Reintegration Support 16,940,000.00

Support to Host Communities 9,000,000.00

Project Management 4,060,000.00

Organizations Borrower :

Ministère de l'Economie, du Plan et de la Coopération


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Implementing Agency : DDRR Project Implementation Unit

Safeguards Deferral OPSTABLE Will the review of safeguards be deferred?

[✔ ] Yes [ ] No

PROJECT FINANCING DATA (IN USD MILLION)

[ ] Counterpart Funding

[ ] IBRD [ ] IDA Credit [ ] Crisis Response Window [ ] Regional Projects Window

[ ✔ ] IDA Grant [ ] Crisis Response Window [ ] Regional Projects Window

[ ] Trust Funds

[ ] Parallel Financing

Total Project Cost: Total Financing: Financing Gap:

30.00 30.00 0.00

Of Which Bank Financing (IBRD/IDA):

30.00

Financing (in US$, millions)

Financing Source Amount

IDA-D1800 30.00

Total 30.00

Expected Disbursements (in US$, millions)

Fiscal Year 2017 2018 2019 2020 2021


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Annual 0.50 13.50 10.00 5.00 1.00

Cumulative 0.50 14.00 24.00 29.00 30.00

INSTITUTIONAL DATA

Practice Area (Lead)

Social, Urban, Rural and Resilience Global Practice

Contributing Practice Areas

Climate Change and Disaster Screening

This operation has been screened for short and long-term climate change and disaster risks

Gender Tag Does the project plan to undertake any of the following? a. Analysis to identify Project-relevant gaps between males and females, especially in light of country gaps identified through SCD and CPF Yes b. Specific action(s) to address the gender gaps identified in (a) and/or to improve women or men's empowerment Yes c. Include Indicators in results framework to monitor outcomes from actions identified in (b) Yes

SYSTEMATIC OPERATIONS RISK-RATING TOOL (SORT)

Risk Category Rating

1. Political and Governance High

2. Macroeconomic High

3. Sector Strategies and Policies Substantial

4. Technical Design of Project or Program Moderate


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5. Institutional Capacity for Implementation and Sustainability High

6. Fiduciary Substantial

7. Environment and Social Substantial

8. Stakeholders Substantial

9. Other High

10. Overall High

COMPLIANCE

Policy

Does the project depart from the CPF in content or in other significant respects?

[ ] Yes [✔] No

Does the project require any waivers of Bank policies?

[ ] Yes [✔] No

Safeguard Policies Triggered by the Project Yes No

Environmental Assessment OP/BP 4.01 ✔

Natural Habitats OP/BP 4.04 ✔

Forests OP/BP 4.36 ✔

Pest Management OP 4.09 ✔

Physical Cultural Resources OP/BP 4.11 ✔

Indigenous Peoples OP/BP 4.10 ✔

Involuntary Resettlement OP/BP 4.12 ✔

Safety of Dams OP/BP 4.37 ✔

Projects on International Waterways OP/BP 7.50 ✔

Projects in Disputed Areas OP/BP 7.60 ✔

Legal Covenants

Financing Source Sections and Description Section I C.2: The Recipient shall furnish to the

Association, not later than November 30 of each year,


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the annual work plans and budgets approved by the

Strategic Committee for the Association’s review and

approval; except for the annual work plan and budget

for the Project for the first year of Project

implementation, which shall be furnished no later than

one (1) month after the Effective Date.

Financing Source Sections and Description Section I E.4: The Recipient shall not later than four (4)

months after the Effective Date, prepare and adopt the

ESMF, as provided for by the ESSAP, in form and

substance satisfactory to the Association, and shall

ensure that it is consulted upon with affected

communities and disclosed in the territory of the

Recipient and at the Bank’s InfoShop.

Financing Source Sections and Description Section I E.5: The Recipient shall, not later than four (4)

months after the Effective Date, prepare and adopt the

RPF in form and substance satisfactory to the

Association and shall ensure that it is consulted upon

with affected communities and disclosed in the territory

of the Recipient and at the Bank’s InfoShop.

Financing Source Sections and Description Section II B.4: Not later than three (3) months after the

Effective Date, the Recipient shall recruit a procurement

officer, an FM officer, and an administrative and

financial assistant.

Conditions

Financing Source Type Description

Effectiveness Article IV, 4.01: (a) The Recipient has a DDRR Project Implementation Unit with mandate, composition, staff and resources satisfactory to the Association. (b) The Recipient has adopted the Project


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Implementation Manual in form and substance acceptable to the Association.

PROJECT TEAM

Bank Staff

Name Role Specialization Unit

Abderrahim Fraiji Team Leader(ADM Responsible)

GSU05

Haoussia Tchaoussala Procurement Specialist(ADM Responsible)

GGO07

Tahirou Kalam Financial Management Specialist

GGO26

Aissatou Diallo Team Member WFALN

Cheikh A. T. Sagna Safeguards Specialist GSU01

Djeina Issa Kalidi Team Member GSU01

Emeran Serge M. Menang Evouna

Environmental Specialist GEN07

Faizaa Fatima Team Member GSU01

Faly Diallo Team Member WFALA

Murat Fatin Onur Team Member GSU07

Siobhan McInerney-Lankford

Counsel LEGAM

Extended Team

Name Title Organization Location


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CENTRAL AFRICAN REPUBLIC

CAR REINTEGRATION OF EX-COMBATANTS PROJECT

TABLE OF CONTENTS

I. STRATEGIC CONTEXT ...................................................................................................... 9

A. Country Context ................................................................................................................. 9

B. Situation of Urgent Need of Assistance or Capacity Constraints ................................... 10

C. Sectoral and Institutional Context ................................................................................... 11

D. Higher Level Objectives to which the Project Contributes ............................................. 12

II. PROJECT DEVELOPMENT OBJECTIVES ............................................................................ 13

A. PDO ................................................................................................................................... 13

B. Project Beneficiaries ......................................................................................................... 13

C. PDO-Level Results Indicators ........................................................................................... 13

III. PROJECT DESCRIPTION .................................................................................................. 13

A. Project Components ......................................................................................................... 13

B. Project Cost and Financing ............................................................................................... 18

C. Lessons Learned and Reflected in the Project Design ..................................................... 19

IV. IMPLEMENTATION ........................................................................................................ 20

A. Institutional and Implementation Arrangements ........................................................... 20

B. Results Monitoring and Evaluation ................................................................................. 21

C. Sustainability .................................................................................................................... 22

D. Role of Partners ................................................................................................................ 23

V. KEY RISKS ..................................................................................................................... 24

A. Overall Risk Rating and Explanation of Key Risks ........................................................... 24

VI. APPRAISAL SUMMARY .................................................................................................. 26

A. Economic Analysis ............................................................................................................ 26

B. Technical ........................................................................................................................... 28

C. Financial Management ..................................................................................................... 29

D. Procurement ..................................................................................................................... 29

E. Social (including Safeguards) ............................................................................................ 30

F. Environment (including Safeguards) ................................................................................ 31


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G. World Bank Grievance Redress ....................................................................................... 32

VII. RESULTS FRAMEWORK AND MONITORING .................................................................... 33

ANNEX 1: DETAILED PROJECT DESCRIPTION ......................................................................... 42

ANNEX 2: IMPLEMENTATION ARRANGEMENTS .................................................................... 59

ANNEX 3: IMPLEMENTATION SUPPORT PLAN ...................................................................... 83

ANNEX 4: ENVIRONMENTAL AND SOCIAL SAFEGUARDS ACTION PLAN ................................. 86


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I. STRATEGIC CONTEXT

A. Country Context

1. Since early 2013, the violent civil conflict in the Central African Republic (CAR) unraveled the country’s social fabric and created an unprecedented humanitarian crisis, displacing 25 percent of its population. CAR was already one of the poorest countries in the world before the conflict, with poverty rates reaching 62 percent in 2008.1 Projections indicate that the poverty rate surged to more than 76 percent in 2013 and has remained high since then. Lack of adequate state-based institutions and weak revenues have resulted in the vast majority of the population lacking access to public goods, such as security, justice and basic services. 2. CAR’s development challenges are rooted in its profound and intractable poverty, chronic food insecurity, low quality of public services, concentration of public spending in Bangui, and limited employment and income-generating opportunities. This context has given rise to a large number of economically marginalized, politically disenfranchised groups, who in turn have become highly vulnerable to exploitation by criminal and armed groups - both as victims and recruits. The scarce presence of security forces outside of Bangui and a lack of access to basic police and judicial services have contributed to the impunity of criminal and rebel organizations. Lawless border areas allow for weapons trafficking, often financed by illegal gold and diamond exports, and facilitating the movement of armed groups from Nigeria, Chad, Sudan and Uganda into CAR.2 3. The new Government has engaged in a dynamic post-transition phase, but faces immense structural challenges. State institutions were rapidly rebuilt following the new President’s inauguration in March 2016. Yet, CAR continues to experience a severe humanitarian crisis. Around 2.3 million people, which represent almost half of the population, are in need of urgent humanitarian assistance.3 Almost one million people are still displaced, down from 1.2 million at the peak of the crisis. Many displaced are still unable to return home for fear of retaliation, insecurity, and lack of economic opportunities. Eighty percent of health facilities are still run by humanitarian organizations, while many education facilities were looted or destroyed, and classes are still severely disrupted. The State’s capacity is too limited to respond to these urgent needs. 4. Security continues to pose a major challenge to normalization, and the escalation of violent outbreaks sparks fears of the resurgence of a conflict. Ex-Séléka groups have retreated from Bangui while large areas of the north and east of the country are still under their control. Other armed groups have splintered into a multitude of uncontrolled rebel factions, which have the potential to engage in criminal activities. In addition, the widespread possession, circulation and trafficking of weapons, fueled

1 Figures based on the last nationally representative household survey (ECASEB).

2 The World Bank, “Central African Republic: Building a New Foundation for Stability and Growth”, 30 June 2016.

3 Protecting Humanitarian Space in the Central African Republic. International Rescue Committee policy paper, November 2016:

https://www.rescue-uk.org/sites/default/files/document/1229/protectinghumanitarianspaceinthecentralafricanrepublic-ircpolicypaper-nov2016.pdf


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by instability in neighboring countries, represent an important challenge to the new Government in its efforts to restore peace. 5. In this context, the President has identified Disarmament, Demobilization and Reintegration (DDR), Security Sector Reform (SSR), and National Reconciliation (NR) as his main priorities. He has appointed a special advisor coordinating DDR, SSR and NR, while the Government has deployed significant efforts to reach a political consensus on DDR. The President has conducted intensive discussions with various armed groups and presided over a consultative meeting in November 2016, during which eleven of the fourteen armed groups were present and agreed on a DDR strategy. It will be crucial for the Government and the international community to secure an agreement with the remaining armed groups before the SSR and DDR strategies are implemented. 6. Nevertheless, there has been an escalation of violence since the new Government took office in mid-2016. The number of violent incidents and protests has risen both in Bangui and in the provinces. They have resulted from inter- and intra-community clashes, conflicts between armed groups, and popular demands for improved security conditions and service delivery. The presence of peacekeeping forces remains essential in light of the inoperative national defense and security forces. The United Nations Multidimensional Integrated Stabilization Mission in CAR (MINUSCA) has increasingly been the target of isolated attacks and threats throughout the country. While the population seems to express strong confidence in the military, defense and security forces lack logistical capacity and training, are deeply divided and highly centralized.4 In this context, a new SSR program that will include provisions for the reform of defense and security institutions, training and equipment allocation, the retirement or reorientation of personnel that no longer meet the service requirements, as well as the integration of eligible former combatants into the national forces, is necessary for peace and stability.

B. Situation of Urgent Need of Assistance or Capacity Constraints

7. The justification for processing this operation under paragraph 12 of OP 10.00 stems from the need to provide urgent social and economic reintegration assistance to an estimated 5,000 members of armed groups. As underlined in UN Security Council Resolution 2151, an inclusive and effective DDR process is crucial to fostering national dialogue and reconciliation. Failing to implement a nationally-led DDR program may contribute to renewed mobilization and resurgence of conflict. MINUSCA has been implementing pre-DDR activities and Community Violence Reduction (CVR) projects to build the foundations of the National Disarmament, Demobilization, Reintegration and Repatriation (DDRR) program. This initial assistance, which will continue with disarmament and demobilization (DD) implemented by the Government and MINUSCA, needs to be followed immediately by social and economic reintegration support preparing the ex-combatants and their dependents for their eventual return to communities.5 As underlined in the Government’s letter requesting Bank assistance dated May

4 According to the recent survey carried out by the World Bank during the RCPCA process, 91 percent of local authorities and 89

percent of households surveyed expressed confidence in the FACA forces. 5 According to UN Integrated DDR Standards, an ex-combatant is a person who has assumed any of the responsibilities or

carried out any of the activities mentioned in the definition of ‘combatant’, and has laid down or surrendered his/her arms with a view to entering a DDR process. Former combatant status may be certified through a demobilization process by a recognized


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12, 2016, the DDRR program is considered as a top priority by the Government.

C. Sectoral and Institutional Context

8. Since early 2000s, several DDR initiatives have been implemented in CAR with disappointing results. During these efforts, different international actors, donors, and managers of DDR programs have also failed to coordinate their activities and integrate their resources. One of the limitations to the previous DDR activities was insufficient conceptual and institutional connection with SSR and the slow progress of the implementation of SSR activities. Prior to the conflict in 2012, the Government had embarked on a comprehensive SSR process. With the support of the international community, the Government put together a plan inspired by the Organization for Economic Co-operation and Development’s Development Assistance Committee (OECD-DAC) Handbook on Security System Reform principles. The execution of activities under this SSR program was stalled due to lack of political will, and then halted following the resurgence of violence in 2012. While DDR is high on the agenda of the new Government, there needs to be a clearly defined SSR program that has clear linkages with the DDR program to avoid the failures of past efforts. 9. The Bangui Forum of May 2015 brought together CAR’s transitional authorities and armed groups, as well as other stakeholders including political parties, religious and civil society organizations. It led to the signing of the Republican Pact for Peace, National Reconciliation and Reconstruction as well as an Accord on the Principles of DDRR. The Accord identifies eligibility criteria for DDRR, steps undertaken, measures available to non-eligible ex-combatants, those who can be integrated into national armed forces and foreign fighters who will be repatriated. These framework documents laid the groundwork for recovery, transfer of power during and post-elections. With regards to the armed groups, a 2016 survey on the perceptions of non-state armed groups in CAR indicate that the majority of armed group members perceive it as a process that can assure their safety and needs.6 Similarly, job opportunities, inclusion in the DDRR process, and the opportunity to integrate into armed forces/police/gendarmerie were listed as the top three motivations to leave the armed groups. While the DDRR is cited by the majority of respondents as the route to leave armed groups, the study also notes that the expectations of the process vary and trust in them is low. 10. The Government has demonstrated its determination to implement the DDR program in close coordination with SSR and NR. Shortly after assuming office, the President appointed a high-level advisor in charge of DDRR, SSR and NR. In July 2016, the Government adopted a number of presidential decrees, establishing the following committees: (i) Strategic Committee for the DDRR, SSR, and NR, which is the strategic-political level body, and (ii) the Technical Committee for DDRR, SSR, and NR, which will function as the implementation and coordination body.7 The Government has developed, with technical assistance from MINUSCA and the World Bank, a set of strategic and technical documents providing a framework for the DDRR program and implementation of activities. These documents

authority. Spontaneously auto-demobilized individuals, such as deserters, may also be considered ex-combatants if proof of non-combatant status over a period of time can be given. 6 Perspectives of non-state armed groups in the Central African Republic. Conciliation Resources briefing paper, December 2016:

http://www.c-r.org/downloads/CAR-perspectives-of-non-state-armed-groups.pdf 7 Presidential decrees 16.284, 16.285, and 16.286 adopted on July 2, 2016.


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incorporate lessons learned from previous DDR programs both in CAR and in other countries with relevant experiences. In addition, important topics such as the management of funds, a tentative budget, program duration, and implementation arrangements are presented. The documents represent the foundation for the development of the proposed project, and represents the Bank’s contribution to the DDRR program. 11. SSR remains critical to demands voiced by armed groups and provides stable conditions required to implement socioeconomic reintegration programs. The SSR program will include provisions for the reform of defense and security institutions, allocations for training and equipment, the retirement or reorientation of personnel, as well as the integration of eligible members of the armed groups into uniformed services. The United States, France and the European Union have been leading efforts to restructure CAR’s armed forces. Alongside supporting the Government in developing a National Strategy and Action Plan, MINUSCA and the World Bank are working on a pilot phase of the program to test the implementation modalities.8 In addition, MINUSCA targets ex-combatants in camps located in Bangui through Countering Violent Extremism (CVE) initiatives and engages with the Government on the security implications of continuing this program.

D. Higher Level Objectives to which the Project Contributes 12. The Bank identifies the DDRR program as a turnaround priority for stabilized security efforts in CAR.9 The project’s support to stabilization and preliminary recovery and development, is aligned with objectives defined by the World Bank’s Country Engagement Note (CEN) FY2016-17. With DDR forming a core tenet for peaceful transitions, and socio-economic reintegration providing an array of livelihood opportunities to ex-combatants and host communities, the project further contributes to fulfilling a critical priority as established by various parties during the Bangui Forum. The project also adheres to the Bank’s policy priorities on post-conflict resilience as highlighted in the 2016 CAR Policy Synthesis Note: (i) reconciliation through extensive dialogue, community-driven development and transitional justice to avoid relapse into conflict; and (ii) sustained economic recovery marked by expanded employment opportunities as a powerful alternative to crime, violence and exploitation. The project will target ex-combatants through livelihoods and vocational skills trainings and engagement with host communities that will strengthen labor supply and promote socio-economic recovery in affected regions. These activities align with the World Bank Group’s twin goals of reducing extreme poverty and boosting shared prosperity. Project activities such as capacity building of central and local authorities; civic education and entrepreneurship; and empowerment of women and youth are in line with the aforementioned goals, as well as the Bank’s Africa strategy that prioritizes Fragile and Conflict-affected States, with a focus on state rebuilding and supporting the transition out of fragility.

8 The Government and MINUSCA are planning to launch a pilot phase which will seek to integrate approximately 300 ex-

combatants into the security forces and provide social and economic reintegration support to another group of 300 ex-combatants. 9 The World Bank, “IDA Turnaround Eligibility Note for the Central African Republic”, October 03, 2016.


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II. PROJECT DEVELOPMENT OBJECTIVES

A. PDO

13. The Project Development Objective (PDO) is to support the social and economic reintegration of demobilized ex-combatants and improve access to socio-economic infrastructure and economic opportunities for host communities.

B. Project Beneficiaries

14. The Project will target 5,000 demobilized ex-combatants who are eligible to go through the DDRR Program. The estimates for the target adult ex-combatants are derived from MINUSCA and Government.

C. PDO-Level Results Indicators 15. The following are the PDO-level results indicators:

(i) Number of ex-combatant beneficiaries (disaggregated by gender and armed group) (ii) Percent of ex-combatant beneficiaries who are economically active (disaggregated by gender

and type of economic activity) (iii) Percent of ex-combatant beneficiaries who report social acceptance by their communities

(disaggregated by gender, age group, and armed group) (iv) Percent of host community members who report social acceptance of ex-combatants

(disaggregated by age and gender) (v) Beneficiaries who experience a feeling of greater security attributable to the project areas

(disaggregated by gender) (vi) Number of community members with improved access to socio-economic infrastructure (of

which female, children).

III. PROJECT DESCRIPTION

A. Project Components

16. The Project will finance social and economic reintegration of demobilized ex-combatants. The Government and MINUSCA will finance and complete activities that fall under Disarmament, Demobilization, Reinsertion and Repatriation. Children Associated with Armed Groups and Forces (CAAG/F) will be supported by UNICEF and the Government. In this context, the Project will achieve the PDO through the following components:

(i) Component 1: Social and Economic Reintegration Support (ii) Component 2: Support to Host Communities (iii) Component 3: Project Management


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Component 1: Social and Economic Reintegration Support, SDR 12.51 million (US$16.94 million equivalent) 17. The reintegration period will encompass 30 months following the reinsertion phase financed and implemented by MINUSCA. This will be supported by the ongoing sensitization activities detailed in Component 3. This component will consist of the following sub-components:

Sub-component 1.1. Orientation, Counseling and Skills Training (6 months) Sub-component 1.2. Start-up Reintegration Support (one-time event) Sub-component 1.3. Follow-up Reintegration Support (24 months)

o Outreach Reintegration Support (12 months) o Drop-in Reintegration Support (12 months)

Sub-component 1.4: Support to Vulnerable Ex-combatants (entire project) Sub-component 1.1. Orientation, Counseling and Skills Training, SDR 6.17 million (US$8.37 million equivalent) 18. Orientation, Counseling and Skills Training will focus on providing a foundational set of skills to ex-combatants as they begin the transition to civilian life. In addition to acquiring a civilian mindset, ex-combatants will need to generate a sustainable income by the end of the reintegration project. The ex-combatants will receive livelihood guidance and career counseling to develop an individual livelihood plan based on their skills base and experience. This counseling will complement the entrepreneurship, financial literacy, and formation of economic associations and management training. 19. This sub-component will provide the individual ex-combatants with information and advice on training options, social and life skills, and any other training support needed to start their reintegration process. The main activities to be provided over a period of six months include:

Livelihoods guidance, career counselling, information and referral; Skills Training Modules:

o Literacy and numeracy training o Targeted life and social skills training o Entrepreneurship, small business, and financial management training o Formation and management of economic associations o Vocational skills training: primary sector (including agrarian activities: agriculture,

livestock, fishery, and related activities), secondary sector (building and construction, carpentry, manufacturing, handicraft, couture) and tertiary sector (services, trade, transportation, repairs, IT, education, health, etc.).

Sub-component 1.2. Start-up Reintegration Support, SDR 3.32 million (US$4.50 million equivalent) 20. This sub-component will finance the selection, procurement and provision of start-up support kits corresponding to the vocational skills provided to ex-combatants. Following the training, each ex-


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combatant will receive a start-up support kit of the same value per activity area, regardless of where they conduct individual activities or partake in economic associations. These kits will include tools and other materials that will support the beneficiary in launching the economic activity. The kits will be procured through a centralized process to standardize benefits and realize economies of scale. The project will monitor implementing partners and exercise due diligence to ensure that start-up kits are consistent with vocational training obtained by returning ex-combatants and their local environments. A manual on preparation, procurement, distribution and utilization of start-up kits will be developed by the project with Bank technical assistance, and in close coordination with MINUSCA. Sub-component 1.3. Follow-up Reintegration Support, SDR 2.58 million (US$3.49 million equivalent) 21. This sub-component will cover the following activities over a period of 24 months:

Outreach reintegration support: community-based follow-up training, including training on initiating income generating activities (IGA) by individual/small groups or economic associations, advisory and referral services for the first 12 months.

Drop-in reintegration support: information, advisory, and referral services during the second 12 months.

22. Ex-combatants will have the option to either (i) join economic associations with other ex-combatants and community members or (ii) engage in individual IGAs. The inclusion of community members in associations is expected to strengthen the social and economic reintegration through building community connections and economic relationships. In this context, community members who join associations will also benefit from the support through the project including supplementary training for the joining community members on association formation and operation and start-up in-kind support to the economic associations, as well as follow-up visits for the association as a whole. 23. Outreach reintegration support will involve follow-up training, advisory and referral services in communities. The implementing partners will benefit from the Management Information System (MIS) and will initiate a follow-up work program whereby each ex-combatant or his or her economic association will be visited at least once every three months over the initial 12-month period. The project will ensure that female beneficiaries will be visited once every two months. These follow-up meetings will be designed to assist the ex-combatant or his or her economic association with their economic and livelihood process as well as to monitor how well ex-combatants are integrating socially. 24. Drop-in reintegration support will cover information, advisory and referral services during the second 12 months. The beneficiaries, regardless of their involvement in associations or IGAs, will have the opportunity to contact the implementing partners’ permanent or mobile offices and discuss any issues relevant to their reintegration process, receive advice and be referred, if necessary, to where services are available. In the case of economic associations, ex-combatants will be accompanied by members of their association or may avail individual support as needed. Sub-component 1.4. Support to Vulnerable Ex-combatants, SDR 0.44 million (US$0.58 million equivalent)


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25. This sub-component will finance complementary activities to provide additional support to vulnerable ex-combatants during the entire duration of project implementation. Primarily, this support will target female ex-combatants and ex-combatants with physical and psychosocial disabilities. Eligibility for additional support will be identified based on a vulnerability criteria that will be developed by the project. To the extent possible, the project will seek collaboration with other projects to expand the coverage on vulnerable ex-combatants. 26. For those combatants identified as requiring psychosocial support during screening whilst they undergo disarmament and demobilization, the project will provide counseling during the initial six months. Psychosocial suffering and mental and behavioral disorders are risk factors for socio-economic reintegration and post-war recovery, and are particularly prevalent amongst returning ex-combatants. Alongside testing for chronic illnesses and physical disability, medical personnel will screen all ex-combatants for psychological trauma and challenging behaviors. Follow-up psycho-social counselling will be provided to those who would still be in need in their communities during the following twenty-four months period of post-training support.10 A strong element of grass root psycho-education will also be built in the communications activities to address severe stigmatization in host communities in CAR.

27. Female ex-combatants will be offered an identical base package and training as male beneficiaries.11 A gender sensitive lens will be applied throughout the implementation of all project components to ensure differentiated needs of male and female ex-combatants are taken into account and reflected accordingly in their packages. Vocational training will be sensitive to potential female interest and needs. A Gender Action Plan may be undertaken through project duration that will address specific vulnerabilities of the female ex-combatant caseload and list a set of activities that will address those vulnerabilities. Component 2: Support to Host Communities, SDR 6.65 million (US$9.00 million equivalent) 28. This component will support the rehabilitation or construction of small-scale social and economic infrastructure in the host communities. This component will be implemented through the following sub-components: Sub-component 2.1: Improvement of Socio-economic Infrastructure, SDR 6.28 million (US$8.50 million equivalent) 29. In host communities that have been severely impacted by the conflict, expect high concentrations of returning demobilized ex-combatants, and are not targeted by ongoing and pipeline projects,

10

This community based support would be contingent on existing capacity for the provision of such support which will be determined through an assessment. The project will assess whether to train a network of psychosocial focal points (composed of ex-combatants and community members) or use existing capacity to counsel, provide advice to the concerned, and alert implementing partners on potential problems. The project will evaluate the feasibility of treatment of violence related trauma spectrum disorders through a referral system, which could include a capacity building, training and technical assistance element. 11

The number of female ex-combatants will be determined after the armed groups provide the initial lists of participants to MINUSCA and the Government.


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particularly by the LONDO12 Project (P152512) and CAR Service Delivery and Support to Communities Affected by Displacement Project (P161591), during the reintegration phase, the project will support rehabilitation of social and economic infrastructure. Examples of potential activities include:

Rehabilitation of small scale connective infrastructure Access to basic social services

o Rehabilitation of schools and dispensaries o Provision of training for teachers, restocking of books

Access to economic opportunities o Rehabilitation of markets and harvest storage facilities o Rehabilitation of training and drop-in support centers o Facilitation of linkages to micro-finance institutions o Rehabilitation of water sources, notably canals, wells and boreholes

30. These activities will be determined through a process of socio-economic assessment that informs community needs and a process of community consultation whilst ex-combatants undergo vocational and skills training. Sub-project proposals and corresponding amounts will be finalized in the Project Implementation Manual (PIM). They will be approved by the project based on technical feasibility; demonstrated contribution to local development; shared benefits to host communities, ex-combatants and other vulnerable groups; guarantees that budgeted funds ensure maintenance and staffing as needed; and compliance with safeguards requirements. Activities conducted will employ demobilized ex-combatants and community workers compensated on a worked-days basis. Sub-component 2.2: Capacity Building for Host Communities, SDR 0.37 million (US$0.5 million equivalent) 31. This sub-component complements ongoing work by the Government on national reconciliation and seeks to reinforce social structures and economic capacities of communities. It will include the following activities: (i) establishment and capacity building of community councils and (ii) training on social cohesion and conflict prevention. 32. Establishment and capacity building of community councils. In target communities with limited local and traditional governance, the project will support creating councils composed of local leaders, youth, women, and representatives from various income-generating activities. They will be trained on defining their respective communities’ development priorities and maintenance of rehabilitated infrastructure. 33. Training on social cohesion and conflict prevention. Building on overarching communications and sensitization activities conducted by the project, task activities will organize relevant training, workshops, and awareness dialogue for community leaders, demobilized ex-combatants and other constituents. The project will work directly with local authorities to identify effective community-level dispute resolution mechanisms. This will enable beneficiaries to gain confidence in project activities and mitigate risks of incidence of potential conflicts. Sessions will focus on peace building and reconciliation, conflict resolution, mediation techniques and rights of those most vulnerable. Trainings will be provided

12

LONDO means “stand up” in Sango, the official language of the CAR.


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by national human rights organization with proven technical capacity and experience supporting reintegration of ex-combatants. Component 3: Project Management, SDR 2.30 million (US$4.06 million equivalent) 34. This component will consist of the following activities to support Project Management: (i) capacity building, (ii) sensitization and communications, (iii) environmental and social safeguards management, and (iv) monitoring and evaluation (M&E). 35. Project Management will include activities that would cover overall administration and management of project activities, notably salaries and operational costs incurred by relevant Project Implementation Unit (PIU) staff. Activities that will be financed through this component would help ensure the coordination, implementation, and management of the project. In addition, the project will finance capacity building support targeting relevant central and local authorities. The project will develop an action plan and a budget specifically for capacity building activities. This component will finance activities to improve technical and implementation capacity through advisory support to DDRR Project Implementation Unit (DDRR-PIU), capacity support at the local level, and other relevant trainings. 36. Sensitization activities will begin prior to the start of the project, and thus World Bank-supported sensitization work will build on the preceding communications activities of the Government and will continue throughout the project life cycle. Typically, sensitization on DDR involves a public information strategy to restore a climate of trust regarding the DDR process. Sensitization activities will help beneficiaries and their communities to better understand the program, its advantages and components, and help to manage expectations. Sessions will emphasize social cohesion and conflict prevention and will build on the national reconciliation activities. Communication activities will not be limited to disseminating information but will provide a voice to the project beneficiaries and, therefore, involve bottom-up communication approaches, such as community meetings and beneficiary outreach. This is a critical piece of ensuring citizen engagement in the overall Project 37. A strong M&E system including a robust MIS will ensure that project progress is measured. It is essential that information on beneficiaries is captured during the DDRR program, securely stored, and subsequently utilized to inform project implementation. In this context, beneficiaries and project implementation progress and effectiveness will be monitored through a tailor-made MIS, namely the Information, Counselling, and Referral System (ICRS). The ICRS will provide monitoring data on beneficiaries and activities that would serve as an important input into the planning of subsequent activities following demobilization. Apart from continuous monitoring of project activities, the M&E would contain a baseline survey and community survey, annual evaluation, mid-term review, sporadic evaluations if the need arises, and a final evaluation. Monitoring of fiduciary management will extend to timely external and internal audits of project operations and other activities by the DDRR-PIU. These will be conducted on a quarterly basis by an internal auditor within the DDRR-PIU and also annually by an independent external auditor recruited by the project following World Bank guidelines.

B. Project Cost and Financing 38. The cost of the project is estimated at SDR 22.2 million (US$ 30 million equivalent). This estimate is


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drawn from the reinsertion and reintegration operations that have been financed by the World Bank, and is informed by the consultations with the Government, signatory movements, and MINUSCA.

Project Components Project cost IBRD or IDA

Financing Trust Funds

Counterpart Funding

Component 1: Social and Economic Reintegration Support

16,940,000 16,940,000 - -

Component 2: Support to Host Communities

9,000,000 9,000,000

Component 3: Project Management

4,060,000 4,060,000 - -

Total Costs 30,000,000 30,000,000 - -

Total Project Costs 30,000,000 Front End Fees

Total Financing Required 30,000,000

C. Lessons Learned and Reflected in the Project Design 39. Independent Evaluation Group (IEG) reports13 and prior DDR programs in CAR and elsewhere provide a number of lessons learned that have informed the design of this project.14 These lessons are summarized below. 40. DDR programs should be designed within an overarching SSR framework. Comprehensive DDR cannot materialize in the absence of basic security reforms. An adequate and stable security apparatus is critical to ensuring that ex-combatants undergoing socio-economic reintegration do not opt out as happened during previous DDR processes. Similarly, DDR should also be conducted within the context of comprehensive stabilization and recovery strategy equipped to absorb socioeconomic gains made by ex-combatants and host communities alike into economic and political life. 41. Coordination, communication and sensitization should remain ongoing. Lessons from prior experiences with DDR indicate that establishing synergies in efforts allows for efficiently utilizing budgetary allocations and expanding knowledge of local dynamics. Sensitization is crucial to raising awareness of opportunities available, enabling social behavior change amongst ex-combatants and promoting community participation and cohesion. Such activities inclusive of all stakeholders reduce

13

IEG, World Bank Group Assistance to Low-Income Fragile and Conflict-Affected States, December 2013. 14

Implementation Completion and Results (ICR) Report of the Emergency Demobilization and Reintegration Project, 30 March 2012, ICR2168; ICR Report of the Burundi Emergency Demobilization and Transitional Reintegration Project, ICR00003344; Barron, Patrick. Chapter 8: The limits of DDR: Reintegration Lessons from Aceh in The Small Arms Survey 2009: Shadows of War, Graduate Institute of International and Development Studies in Geneva, Switzerland, 2009; USIP, Consolidating Disarmament: Lessons from Colombia’s Reintegration Program for Demobilized Paramilitaries, Special Report #217, November 2008; ICR Report (IDA-36340 IDA-3634A TF-52159) of The Republic of Rwanda Demobilization, Reinsertion and Reintegration Project, 30 August 2009, ICR00001169; Republic of South Sudan National DDR Program: Pilot Reintegration Project Management Documentation (2014). November 2014; Uganda Demobilization and Reintegration Project Beneficiary Assessment (2011).


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risks of defection and anxiety surrounding relapse into violence. 42. A simplified implementation structure with existing operational and fiduciary activities helps mitigate limited institutional capacity. To that end, adequate start-up support should also be provided to ensure skills transfer to national implementation structures. To that end, the project will build capacities of two existing PIUs, specifically the DDRR-PIU for implementing activities and the Fiduciary PIU (F-PIU) currently housed at the Ministry of Finance and Budget (MoFB) to carry out fiduciary management. 43. Criteria for identifying eligible ex-combatants should be clearly defined in order to vet lists provided by both the Government and armed groups, and address needs of those most vulnerable post-conflict and to rejoining armed groups alike. Selected ex-combatants and implementation progress should further be managed through a centralized database and monitoring mechanism that extends to market assessment identifying training programs for demobilized ex-combatants, psychosocial support and conflict prevention tools as needed. 44. Livelihoods start-up support requires significant resources and attention to ensure full and timely distribution. Reintegration kits should be in-kind, not in cash, and always complemented by training provided. Alignment of start-up kits with vocational training is critical. Kits should correspond to items used during training and distributed immediately upon completion of the vocational training. Further, host communities should be provided additional support from the project to reduce social tensions and increase the capacity of the communities to accept the return of the ex-combatants. 45. A clear exit strategy with adequate room for adjustments during implementation is necessary. This strategy should establish links with existing development programs and ensure that the beneficiaries and stakeholders are fully apprised during the lifetime of the project. This is important to ensure that the investments made during the reintegration project yield returns.

IV. IMPLEMENTATION

A. Institutional and Implementation Arrangements 46. The institutional framework of the DDRR Program consists of three structures: (i) Strategic Committee, (ii) Technical Committee and (iii) DDRR-PIU. The Strategic Committee, chaired by the President, is the decision-making body that defines the overall strategic direction and will ensure consistency between the DDRR, SSR, and NR programs. It will provide overall oversight to the project, adopt specific policies on the peace agenda, and ensure coordination at the policy and strategic level with particular focus on the complementary and consistency between the DDRR, SSR, and NR programs. The Technical Committee, chaired by the Special Advisor to the President, Coordinator for the DDRR, SSR, and NR, will formulate implementation modalities and coordinate the implementation of activities. 47. The DDRR-PIU will be the Implementing Agency of the project. Housed at the Presidency, the DDRR-PIU will be responsible for: (i) preparation and costing of detailed annual implementation plans, and (ii) implementation and coordination of the individual project components. As such, the DDRR-PIU will: (iii) establish close links with relevant Government departments, local organizations and associations, and the private sector; (iv) ensure monitoring and evaluation of implementation progress and impacts; (v)


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ensure compliance, in coordination with the ministry in charge of environment, environmental and social management; and (vi) ensure the coordination of international partners in accordance with the needs of the Project. The DDRR-PIU will work in tandem with the strategic and technical committees for DDRR, SSR and NR to ensure that activities across the three areas remain consistent and coordinate on implementation modalities. 48. Per recent reviews of implementation modalities and assessment of fiduciary arrangements of Bank-financed projects in CAR, the project has determined to concurrently maintain a fidicuciary PIU, Cellule Chargée du Suivi des Réformes Economiques et Financières (CS-REF), anchored with the MoFB. This F-PIU will be responsible for fiduciary management, financial management and procurement-related activities, of the project. A small fiduciary team consisting of a Procurement Specialist, a Financial Management Officer and an Administrative and Financial Assistant will be hired to work at the Ministry of Finance and Budget (MoFB) as the F-PIU. A procurement assistant may be recruited as needed. Implementation will be conducted by Implementing Partners (IPs) as selected and contracted by DDRR-PIU and the F-PIU. 49. This arrangement between the two PIUs is further solidified through a convention signed between them on January 27, 2017. Established to set out the management framework of the 4 billion FCFA offered from the Economic and Monetary Community of Central Africa (CEMAC), the convention underlines that fiduciary responsibilities rest within CS-REF. It will support associated staffing and operational costs for CS-REF while similar expenditures relevant to the project within DDRR-PIU are financed through the IDA allocation. 50. Project Implementation Schedule. The tentative date for Project effectiveness is July 13, 2017, with a proposed Project closing date of December 31, 2020. 51. Partnership Arrangements. The Project will be implemented in coordination with partners financing and/or contributing to the pre-DDRR, disarmament, demobilization, reinsertion and repatriation activities. The Government has identified MINUSCA and specialized United Nations agencies as technical implementing partners of specific activities. The World Bank will support the DDRR-PIU to ensure close coordination and synergies among partners and achievement of the PDO through supervision of activities throughout the Project. 52. Implementation Support. The World Bank implementation support team will include various technical staff as needed. Given the high project risk, specific support will be provided by the World Bank office in Bangui to carry out day-to-day project implementation support.

B. Results Monitoring and Evaluation 53. Overall M&E responsibility rests with DDRR-PIU and complemented by World Bank implementation support. A results framework and monitoring matrix is developed to track inputs, outputs, and outcomes through comprehensive intermediate and key performance indicators. The DDRR-PIU M&E Specialist will facilitate information sharing amongst participating agencies, line ministries and other relevant organizations to make informed decisions, and document implementation progress and impact of project activities real-time, among other M&E activities. Project implementation progress will be


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monitored continuously and outputs and outcomes reviewed during project supervision to evaluate progress using data compiled by the DDRR-PIU. 54. Information obtained on beneficiaries during the vetting process will be securely stored and subsequently utilized to inform project implementation. To that end, upon request from the Government, the World Bank, in close coordination with MINUSCA and Government, will provide technical and financial support to the development of the ICRS to record and monitor information on project beneficiaries, implementation progress and effectiveness. The ICRS will consist of a single database that will allow monitoring the demobilized ex-combatants from demobilization to the end of their reintegration as well as follow the various implementing partners providing the various support. These reports will be available to facilitate access by the various Government partners and donors. The ICRS will be managed by an IT Officer within the DDRR-PIU. 55. The project will produce monthly, quarterly, and annual reports on fiduciary and operational progress through ICRS as applicable. This work will be supported by an internal auditor within the DDRR-PIU regularly tracking disbursement against operations. It will also publish baseline and community surveys, midterm reviews, final evaluation and other reporting as needed. Such ad hoc and needs-based assessments may extend to formal assessments of project beneficiaries in the reinsertion process as well as regular tracer beneficiary surveys that will combine qualitative and quantitative data. A mid-term review and final implementation report will be conducted in collaboration with the Government. During the mid-term review, progress towards reaching the project objectives will be evaluated and remedial action will be undertaken as needed. 56. The Project M&E will also utilize participatory monitoring and public information dissemination mechanisms. Project beneficiaries will monitor the use of project resources during reintegration, including the timeliness and quality of services, and the utilization of project inputs by individual beneficiaries in economic activities. The DDRR-PIU and implementing partner’s M&E capacities will be reinforced through technical assistance from the Bank during implementation. In case of security concerns hindering project staff’s access to certain areas, the project will rely on the previously developed Third Party Monitoring of activities by identifying local agents and individual beneficiaries, which also extends to supplemental M&E responsibilities.

C. Sustainability 57. The social and economic reintegration activities to be financed by the project are designed to support ex-combatants through technical and life skills development and by bringing together ex-combatants and community members around shared economic interests. Rather than a stand-alone set of activities, the project is developed as an integral part of the National Strategy for Recovery and Peace Consolidation (RCPCA). The RCPCA, together with the Framework of Mutual Accountability (CEM-RCA), will provide a cohesive and complementary framework to guide the relationship between CAR and its various international partners. In addition, linkages between this project and the SSR process are primordial - particularly as a way to obtain a more inclusive political settlement and integrate some of the armed groups into the security sector. The second phase of the Bank’s Security Sector Public Expenditure Review initiates dialogue with the Government on how to use security and justice to the benefit of communities. It focuses on rapid institutional assessment of the security and justice sector


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including the FACA, the interior security forces, customs, water and forests, and justice. This will include costing the various sector strategies and rehabilitation plans as well as plans for demobilization and reintegration. Whilst the DDRR-PIU will work to ensure that activities across DDRR, SSR and NR remain consistent, the project will also coordinate with the ongoing review to ensure that lessons learnt from each are utilized to strengthen services offered to demobilized ex-combatants and their host communities. 58. On social and economic reintegration, the project will collaborate to the extent possible with the CAR Service Delivery and Support to Communities Affected by Displacement Project (P161591). Establishing synergies would promote both social and economic reintegration since the service delivery project will also be implemented in the areas and communities in which the ex-combatants will reintegrate. In case of differing project timelines or geographic areas, both will still nonetheless establish synergies in terms of lessons learned and project design. This will also ensure that stabilization and recovery activities in CAR are implemented in the most coordinated, coherent, effective, and efficient manner. Further, the project will seek synergies with bilateral and multilateral organizations in order to link the beneficiaries with other programs. To that end, throughout the project lifetime, and particularly during orientation counseling and follow-up phases, the referral mechanism consisting of outreach and drop-in support will contribute to the overall strategy of combined efforts across various livelihood development programs. The project will have a clear exit strategy to ensure sustainability of reintegration and capacity building investments.

D. Role of Partners 59. During the donor conference held in Brussels in November 2016, around 80 countries and international agencies pledged to raise US$2.2 billion over the next four years for recovery and reconstruction in CAR. DDR, particularly the social and economic reintegration of ex-combatants and supporting host communities, is considered a chosen vehicle for enabling such transitions from humanitarian assistance and resurgence of conflict. Funding towards DDRR activities is expected from the European Commission, African Development Bank and other development partners. As requested by the Government, the Bank continues to engage with donors, and stands ready to establish a new multi-donor trust fund to channel expected contributions to finance relevant activities as demand and needs arise. 60. The project has been designed through a rigorous multi-stakeholder and multi-partner process of technical assistance on DDRR, SSR and NR since the resurgence of the conflict. The World Bank has been working with the Government and MINUSCA in drafting the strategic and technical program documents on DDRR. The task team participates in the meetings of the Monitoring and Advisory Committee to strengthen dialogue between armed groups and the Government.15 In addition, it participates in the coordination meetings scheduled by the DDRR working group, comprising of the Government, MINUSCA and the World Bank. In the lead up to project implementation, the Bank convened with development partners in Bangui and in Brussels to solicit interest in resource mobilization and inform further design in line with national and international priorities. The project implementation will also follow an inclusive

15

Consultative body that provides a space for dialogue and discussion between the Government, the armed groups and the international community.


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and consultative process with key development partners through existing coordination mechanisms. To that end, the project already conducted in-depth discussions with potential NGO implementing partners to determine their geographic presence and operational capacities. This will help ensure close strategic harmonization and operational coordination in supply of start-up kits, vocational training and other activities as needed.

V. KEY RISKS

A. Overall Risk Rating and Explanation of Key Risks

Risk categories Rating

1. Political and governance High

2. Macroeconomic High

3. Sector strategies and policies Substantial

4. Technical design of project or program Moderate

5. Institutional capacity for implementation and sustainability High

6. Fiduciary Substantial

7. Environment and social Substantial

8. Stakeholders Substantial

9. Other: Risk of Inaction High

Overall High

61. Overall project risk rating is high. However, given the key risk management measures in place to address the potential risks it is likely that the PDO will be achieved and that benefits of the proposed activities outweigh the risks identified. 62. Political and governance risks are high. In spite of the presence of a comprehensive UN peace support mission and the Government’s efforts toward SSR, DDRR, and NR, risks of resumption of conflict across the country remains high. In the absence of security provisions and a new SSR program alongside reestablishment of law and order across the country, the DDRR program runs the risk of failure in terms of both social and economic outcomes and reconciliation. It is therefore critical that CAR DDRR program is implemented in tandem with SSR where the two processes are closely aligned. Regarding the security situation, a few districts in the region are considered relatively insecure and the situation is continuously evolving as members of armed groups remain on the move. Despite recent improvements in security, several parts of the country remain volatile with pockets still under the influence of armed groups. To address these risks, project implementation will be particularly mindful of security considerations, and will be closely aligned with mechanisms established with MINUSCA. Although outside of the scope of the Bank, the Bank team will continue coordination with MINUSCA and other development partners regarding the progress on SSR initiatives to highlight that DDRR is closely linked to SSR. The potential implementing partners that have been identified have experience operating in volatile environments and attempt to maintain good relationships with both Government and international actors. In addition, MINUSCA is heading sensitization activities such as ‘peace days’ and ‘cash for work’ activities in these areas to improve relations among armed groups thereby facilitating a safer operational environment for


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implementing partners16. Urgent governance reforms are underway to ease political tensions. Governance risks are associated with elite capture, corruption and general mismanagement17. While anti-corruption and public sector regulations exist, corruption and transparency issues are still commonly reported.18 The impact of the crisis has weakened the technical capacity of Government staff to manage these finances. Mitigating measures for governance issues have been built in the project design in the form of strict fiduciary control mechanisms and application of World Bank fiduciary rules. Moreover, the project will also finance capacity building activities through increased training of staff on monitoring and evaluation as well as fiduciary compliance. 63. Macroeconomic risks are high. Macroeconomic outlook remains under stress due to the volatile political and security situation in CAR. In the short run, there are risks that the Government will be unable to implement its management plans or that donor support may not materialize quickly to support various budgetary allocations. The economy remains largely vulnerable to external shocks, and its weak infrastructure, production capacity and relative geographic isolation exacerbates these concerns. However, ongoing deployment of international forces and Government efforts towards mediation with armed groups contribute to stabilizing the security situation. Over the short to medium term, key obstacles affecting the economy can be gradually removed with support from the donor community. Improved domestic revenue mobilization and reducing public debt will help strengthen the sustainability of the fiscal outlook. 64. Sector strategies and policies risks are substantial. Changes to the political and security sector were most stark during the crises. Following the transition to new governance, consecutive Presidential decrees led to the creation of technical and strategic-political level bodies for DDRR, SSR and NR. Despite continued efforts, not all armed groups have agreed to the terms of the peace agreement. As such, just initial support to the DDRR-PIU may not suffice in restoring capacity towards implementing relevant articles per the Bangui Accord. To mitigate risks, the political and technical level coordination between DDRR and SSR activities must be operationalized and the processes must be implemented in close coordination. It is therefore critical that the pilot phase of the DDRR is implemented, including the integration of some armed group elements into uniformed services. To that end, significant attention to building the technical capacity of the Government throughout the project cycle and coordination between partners will ensure project technical experts play a critical role in project implementation, resource mobilization and donor support. 65. Institutional capacity for implementation and suitability risks are high. Capacity constraints on the ground are significant and acknowledged by the Government who are requesting technical assistance from development partners, including the World Bank. While the risk is high, the World Bank has sufficient experience with similar reintegration operations. To mitigate this risk, there will be enhanced technical and capacity support, and close implementation support to the project. 66. Fiduciary risks are substantial. Overall, the financial management and procurement environment in

16

MINUSCA, “Mid-term Review of the Pre-DDR Operations”, May 2016. 17

World Bank, “Central African Republic: Building a New Foundation for Stability and Growth”, 30 June 2016. 18

CAR ranks 145 out of 175 countries on the Transparency International Corruption Perception Index of 2015. DRC’s country index is 22 (with 0 being “highly corrupt” and 100 being “very clean”). Source: http://www.transparency.org/cpi2014/results

http://www.transparency.org/cpi2014/results


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CAR remains weak. As a mitigating measure, the project will ensure that a dedicated procurement specialist and financial management officer with experience in World Bank policies and the ability to provide capacity building is in place, include in the operational manual a well-described procurement process, and undertake an annual procurement and financial management audit by an external auditor. 67. Environmental and social risks are substantial. Although the project is expected to have limited social and environmental risks and impacts from its foreseen activities, project activities may generate potential social risks and impacts that would require mitigation measures. The project has a national coverage with a specific focus on regions where ex-combatants are located. While such reintegration activities as part of DDR programs in a post-conflict country like CAR is expected to bring more positive social impacts to its beneficiary populations, it may entail potential negative impacts for which specific mitigation measures will be designed to address these potential negative impacts. In light of the expected project activities, the project will trigger five safeguards policies as a mitigation measure. These are discussed in the remainder of this document in detail. 68. Stakeholder risks are substantial. While DDRR is a key topic discussed extensively in the Bangui Accord, there is substantial risk of delay in the completion of DD stages. Owing to the insecure environment across the country, there is limited international NGO presence and operational capacity throughout the country. To mitigate this risk, the ICRS will be an on-going monitoring process, linked to all the implementing partners and involved stakeholders, thus allowing continuous assessment of implementation progress and real time access to data to inform and adjust the Project operations. 69. Risk of inaction is high. In spite of recent progress on the political agenda, a number of armed groups continue to pose a major threat to the regional stability of CAR, particularly in areas with both anti-Balaka and ex-Séléka presence. To date, the resurgence of attacks and confrontations between armed groups in tension areas stresses the need for the Government to reach a consensus with these groups and launch the DDRR process. A rapid beneficiary survey carried out by the World Bank found that the reintegration and the acceptance of ex-combatants within communities, especially if they belong to different ethnic/denominational groups, will require a proactive national policy of cohesion and peacebuilding.19

VI. APPRAISAL SUMMARY

A. Economic Analysis 70. Preliminary research on the economics of civil conflict reveals a cyclical relationship between political violence and economic growth. Making CAR more conflict-prone is its low per capita income, overall economic decline and dependence on primary commodities.20 The ongoing conflict continues to divert resources from productive capacities leading to deterioration of physical capital and

19 Rapid beneficiary survey and mapping of conditions to assess opportunities and local capacities to support the design of program for the reintegration of ex-combatants, World Bank, September 2016. 20

Paul Collier, “Post-Conflict Economic Recovery,” available at: http://users.ox.ac.uk/~econpco/research/pdfs/IPA-PostConflictEconomicRecovery.pdf

http://users.ox.ac.uk/~econpco/research/pdfs/IPA-PostConflictEconomicRecovery.pdf

http://users.ox.ac.uk/~econpco/research/pdfs/IPA-PostConflictEconomicRecovery.pdf


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infrastructure, lost employment opportunities and livelihood, and capital flight. During civil wars, economies grow around 2.2 percent more slowly than during peace.21 After a typical seven-year internal war, incomes would be 15 percent lower than if the war had not happened.22 Because of the inflation and lost investment opportunities, the cost of post-conflict reconstruction, and reintegration by extension, remains high. Whilst pre-conflict CAR had been on track to reducing poverty, with GDP growth per capita during 2005-12 being 20.90 percent,23 it experienced declining growth of 36 percent in 2013 and only an increase of one percent in 2014.24 Such economic stagnation may cause resources to be further diverted to destruction, increase cost of repairs and predicate another relapse to conflict. As crises in CAR remain protracted, there is growing need for engagement in post-conflict reconstruction and reintegration to promote sustainable development. 71. Ranked 187th of 188 countries as per the 2015 Human Development Report, the adult literacy rate in CAR is 36.8 percent, and the average adult has received just 4.2 years of formal education.25 This, in turn, predicates growing unemployment and under-employment in the nation. Lack of meaningful skills and low uptake into the labor market compel youth and those older to be recruited into illegal criminal networks and armed groups as alternative forms of income generation. To that end, World Bank financing of reintegration of ex-combatants represents a mechanism through which demobilized ex-combatants attain educational, entrepreneurial, and vocational skills training. For those reintegrated, it supports job creation, self-reliance and sustainable practice of income generation. For host communities, obtaining some of these services owing to project intervention may increase their access to economic organizations, net income and shared development. In addition, through technical assistance and advanced project management tools from the World Bank, the project builds absorption, execution and communications capacity of the PIU and other Government entities. 72. Further, the project, through socio-economic intervention and jobs creation, will support relaunching economies in small scales, in ex-combatants’ communities of return. By improving living conditions of ex-combatants and subsequent communities, it may prevent ex-combatants from reenlisting in armed groups. In addition, through specific attention to vulnerable groups, including women, children, youth and chronically ill or disabled, the project ensures that no significant stakeholders remain behind. To that end, overall success in DDRR and economic prospects for CAR is highly dependent on Government’s ownership and commitment to the DDRR process. Lessons drawn from the recurrence of conflict and prior DDR experiences in CAR show that there is need for concrete Government policy towards poverty reduction and economic development in CAR to ensure sustainable peace and development and to pacify the country from external threats. 73. Owing to the nature of the conflict, projected investments and specific needs of individual ex-combatants and communities have not been readily available or activities immediately agreed upon. The proposed project looks to finance the socio-economic reintegration of 5,000 demobilized ex-combatants in CAR through providing socio-economic reintegration support and follow-up. The ongoing

21

Karl R. DeRouen and Uk Heo, Civil Wars of the World: Major Conflicts Since World War II, Volume 1, 11. 22

Paul Collier, Economic Causes of Civil Conflict and their Implications for Policy, 16. 23

World Bank Data Bank: Central African Republic, 2016. 24

Ibid. 25

HDR, 2015.


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state of emergencies in CAR, general lack of data for most parts of CAR’s territory, weak coordination with other implementing partners complicate identifying a comprehensive list of investments to be supported and cost-benefit analysis of the types of activities financed. To that end, the project has conducted an initial rapid beneficiary survey and assessment of opportunities to collect preliminary data on socio-economic profiling and opportunities for ex-combatants to be discussed with the Government and MINUSCA. The project investment will include educational, skills and vocational training as well as start-up kits for microenterprises. More elaborate criteria of investments will be finalized with follow-up consultations with beneficiaries, local authorities and technical agencies. The feasibility and cost-benefit analysis conducted prior to the reintegration activities will ensure that investments made in the subsequent years of the project and in future similar operations deliver value-for-money and contribute to the Bank’s longer term strategic engagement in CAR.

B. Technical 74. The design of this project builds on two decades of World Bank engagement in DDR operations. The project’s technical quality is based on assessments and studies conducted by the Bank and program partners, MINUSCA, as well as the Government’s strategic and technical documents. The project components were developed through a consultative process that started with the design proposed by the Recipient and was complemented by inputs from MINUSCA and the World Bank. 75. Findings from the analytical research and pilot operations financed by the Transitional Demobilization and Reintegration Program (TDRP), notably CAR Community Reintegration Project (P122099) have been used to strengthen the design of reintegration activities. Similarly, based on the learning and experiences gained from the ICRS utilized during the Pilot Reintegration Project as part of South Sudan National DDR Program. The project will implement a customized information management system to ensure transparency and regular reporting. In addition, learning from the World Bank-administered Learning on Gender and Conflict in Africa (LOGiCA) program helped strengthen the gender aspects and the gender specific needs of male and female ex-combatants in the design of the reintegration and sensitization activities. 76. The project design draws on lessons generated from interventions in CAR and similar environments. A number of countries in Africa and elsewhere have started to implement reintegration operations that take into account the needs of ex-combatants’ families. Similarly, the project has benefitted from the experience to date in financing reintegration assistance in DRC, Rwanda, Uganda, Burundi, and South Sudan. The World Bank’s experience and that of its partners in Africa and elsewhere were also leveraged for the project design. 77. The technical appraisal of implementation modalities also reviewed geographic presence and operational capacities of potential implementing partners. These include Agence Centrafricaine pour la Formation et pour l’Emploi (ACFPE), Cooperazione Internazionale (COOPI), Agency for Technical Cooperation and Development (ACTED), International Rescue Committee (IRC), Mercy Corps, Premiere Urgence, and Association Agropastorale de NDA. A detailed description of assessment, selection process, target areas for intervention and responsibilities are detailed in Annex II.


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C. Financial Management 78. The country fiduciary risk was high before the crisis and has been impacted by the delay in the implementation of critical Public Financial Management (PFM) reforms agreed to with donors in 2012. The recent crisis has induced some weaknesses and capacity shortages in the fields of financial management (FM) and procurement in the country including the MoFB. 79. Therefore, it was agreed that fiduciary aspects of the project be executed by MoFB through the CS-REF. FM arrangements of the project will follow the same approach as the FM arrangements in place for the CAR Emergency Public Services Response Project (PURSeP). These are considered acceptable to the Bank. CS-REF will be the World Bank main counterpart and focal point for all the fiduciary aspects of the project. CS-REF has significant experiences with the Bank FM requirements and procedures. At the date of this assessment, the project is up to date for all reporting obligations (IFR and external audit report). The residual FM risk has been rated substantial. The Interim Un-Audited Financial Reports (IFR) are prepared on a quarterly basis and submitted to the Bank 45 days after the end of the quarter, regularly in a form and substance that complied with the Bank Financial Management requirement. Similar financial reporting arrangements will apply for the project. Implementation of the project will require the following FM arrangements: (i) adopt the PIM according to new project activities (before effectiveness); (ii) recruit a Financial Management Officer and Administrative and Financial Assistant; (iii) complete the configuration of the accounting software to allow the record of new projects transactions in the current computerized accounting system; (iv) open a Designated Account; and (v) recruit an external auditor for auditing the annual financial statement. 80. Anticorruption measures. The risk of irregularities and corruption within the project activities is substantial given the country context and the nature and implementation arrangements of the project activities. Corruption and poor service delivery are recognized as key challenges in CAR’s public sector and, more specifically, for a project that involves several entities and regional authorities with relatively diverse interests. 81. The FM will satisfy the Bank’s minimum requirements under OP/BP 10.00 once mitigation measures have been implemented. An FM Action Plan to enhance the FM arrangements for the project is included in Annex 2.

D. Procurement 82. Procurement for goods, non-consulting, and consulting services for the project will be carried out in accordance with the procedures specified in the “World Bank Procurement Regulations for IPF Borrowers” dated July, 2016 (Procurement Regulations) and the World Bank’s Anti-Corruption Guidelines: Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants (revised as of July 1, 2016), as well as the provisions stipulated in the Financing Agreement. 83. All goods and non-consulting services will be procured in accordance with the requirements set forth or referred to in the Section VI. Approved Selection Methods: Goods, Works and Non-Consulting Services of the “Procurement Regulations,” and the consulting services will be procured in accordance


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with the requirements set forth or referred to in the Section VII. Approved Selection Methods: Consulting Services of the “Procurement Regulations,” the Project Procurement Strategy for Development (PPSD), and Procurement Plan approved by the World Bank. The Procurement Plan, including its updates, includes, for each contract (a) a brief description of the activities/contracts, (b) the selection methods to be applied, (c) the cost estimates, (d) time schedules, (e) the Bank’s review requirements; and (f) any other relevant procurement information. The Procurement Plan covering the first eighteen (18) months of the project implementation has been prepared. Any updates of the Procurement plan shall be submitted for the World Bank’s approval. The Recipient shall use the World Bank’s online procurement planning and tracking tools to prepare, clear and update its Procurement Plans and conduct all procurement transactions. 84. Procurement Assessment. The overall project risk for procurement is rated moderate. The risks are associated with the current country situation, the provisions of national code, delays experienced in the past with approval of evaluation bids reports, signing off and approval of contracts, and the overall experience of poor management of contracts in the past, despite the fairly strong arrangements in place at the level of the PIUs. Due to existing weaknesses in CAR’s procurement system, which tend to cause substantial delays in the procurement process, the Bank team recommends the following measures to ensure the implementation of project activities are done in a timely manner: (i) signing a Memorandum of Understanding (MoU) between the DDR-PIU and the PURSeP PIU in order to manage all the project’s procurement process, including the signing and approval of contracts during project implementation; (ii) anticipating all procurement activities as indicated in the PPSD and the Procurement Plan; and (iii) supervising closely all procurement activities. In addition, for this project, the PIM of PURSeP will be updated. These measures will pursued during the implementation of project. 85. A summary procurement risk assessment of the F-PIU was carried out and the procurement risk is rated Moderate. It will be important to note that the F-PIU was created ten years ago and has experience working with the World Bank and applying related policies and procedures. In addition, this will be the first project to be implemented in CAR under the World Bank’s New Procurement Framework. The project PPSD has been prepared to ensure that the procurement activities are packaged and prepared in such a way as to minimize the risk. 86. Procurement in Situations of Urgent need of Assistance or capacity constraints. In Situations of Urgent need of Assistance or capacity constraints described under paragraph 12 of OP 10.00, the World Bank may accept the use of the Borrower’s national procurement arrangement in accordance with the relevant provisions of the Procurement Regulations.

E. Social (including Safeguards)

87. The project will provide technical and vocational skills training and development, income generating activities and in-kind support for the social and economic reintegration of ex-combatants. Through a community-driven development approach, it will support rehabilitation of small scale socio-economic infrastructure in the host communities. These activities may generate potential social risks and impacts that would require sustainable mitigation measures. The project has a national coverage with a specific focus on regions where ex-combatants are located. While such reintegration activities as part of DDR programs in a post-conflict country like CAR are foreseen to bring more positive social impacts to its


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beneficiary populations, it may entail potential negative impacts for which specific mitigation measures will be designed to address potential negative impacts. In light of the foreseen project activities, the project will trigger two social safeguards policies, namely Indigenous Peoples (OP/BP 4.10) and Involuntary Resettlement (OP/BP 4.12). 88. The foreseen activities in this operation are meant to bring more value added than causing harm on its recipient’s beneficiaries. From its conception to its implementation, the project used a participatory approach by involving various stakeholders and tailoring its activities to benefit its end-users. Gender and vulnerability issues are properly factored in, and the project is meant to benefit women, youth and elderly people, both from the internally displaced people as well as host communities. The project seeks to support engagement of stakeholders and beneficiaries through the wider use of publicly available information, consultative processes, skills training with start-up kits and feedback mechanisms, build ownership and thus contribute to sustainability and better project outcomes. The specific aspects of citizen engagement will include: (i) access to information and exchange platforms for stakeholders, (ii) information campaigns on social and economic reintegration and awareness-raising activities, (iii) a feedback mechanism to receive concerns and questions from stakeholders, and (iv) third-party monitoring of project activities to ensure transparency and feedback on these activities.

F. Environment (including Safeguards) 89. The project is being classified as a Category B operation due to the low and limited level social and environmental risks and impacts of its foreseen activities, whose scope will be rather site specific, and thus easily manageable. As the project is prepared under the provisions of paragraph 12 of OP 10.00 for projects in situations of urgent need for assistance or capacity constraints, the preparation of safeguards instruments has been deferred into the implementation period, and an Environmental and Social Action Plan (ESSAP) was developed (Annex 4). 90. In light of the foreseen project activities, the project will trigger three environmental safeguards policies, namely: Environmental Assessment (OP 4.01), Pest Management (OP 4.09), and Physical and Cultural Resources (OP 4.11). Environmental Assessment is triggered as the project activities, particularly those related to the improvement of socio-economic infrastructure, may have environmental impact. In this context, the Borrower will prepare an Environmental and Social Management Framework (ESMF) and relevant plans after environmental and social screening process of works to be financed. Regarding Pest Management, although agriculture activities are not expected to be supported by the project, it is envisaged to train people on agrarian activities which will be organized with the pilot farms. The beneficiaries may want to develop agriculture subprojects that may increase the use of pesticides and other hazardous agricultural chemicals which may be used to increase productivity. 91. In addition to integrated pest management measures that will be included in the ESMF that will guide the project beneficiaries during the training session, the Pest Management Plan prepared during the implementation of the CAR Emergency Food Crisis Response and Agriculture Relaunch Project (P149512) will be updated and disclosed. With regards to Physical Cultural Resources, support to socio-economic infrastructure may involve excavation and earth movement. The ESMF will therefore include clear procedures that will be required for identification, protection of cultural property from theft, and


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treatment of discovered artifacts “chance finds” that could be identified during the implementation project. 92. In compliance with paragraph 12 of OP 10.00, the Borrower will prepare all relevant social and environmental safeguards instruments within four months after project effectiveness.

G. World Bank Grievance Redress

93. Communities and individuals who believe that they are adversely affected by a World Bank (WB) supported project may submit complaints to existing project-level grievance redress mechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address project-related concerns. Project affected communities and individuals may submit their complaint to the WB’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of WB non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org.

.

http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service

http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service

http://www.inspectionpanel.org/


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VII. RESULTS FRAMEWORK AND MONITORING

Results Framework COUNTRY : Central African Republic

Reintegration of Ex-combatants Project Project Development Objectives

The Project Development Objective (PDO) is to support the social and economic reintegration of demobilized ex-combatants and improve access to socio-economic infrastructure and economic opportunities for host communities. Project Development Objective Indicators

Indicator Name Core Unit of Measure

Baseline End Target Frequency Data Source/Methodology Responsibility for Data Collection

Name: 1. Number of ex-combatant beneficiaries (disaggregated by gender and armed group)

Number 0.00 5000.00 Annual, Quarterly, Monthly

Quarterly reports, monthly reports - MIS, annual report

DDRR-PIU, Implementing Partners

Description: Number of direct project beneficiaries who are ex-combatants that receive social and economic reintegration support through the project.

Name: 2. Percent of ex-combatant beneficiaries who are economically active (disaggregated by gender and type of economic

Percentage 0.00 75.00 Annual

Ex-combatant Beneficary Dynamics Survey

DDRR-PIU


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activity)

Description: This indicator will measure the percentage of ex-combatants who received support from the project who are economically active.

Name: 3. Percent of ex-combatant beneficiaries who report social acceptance by their communities (disaggregated by gender, age group, and armed group)


Ex-combatant Beneficary Dynamics Survey

DDRR-PIU

Description:

Name: 4. Percent of host community members who report social acceptance of ex-combatants (disaggregated by age and gender)


Community Dynamics Survey, Annual evaluation/assessment

DDRR-PIU

Description:

Name: 5. Beneficiaries who experience a feeling of greater security attributable to the project areas (disaggregated by gender)


Community Dynamics Survey, Ex-combatant Beneficiary Survey

DDRR-PIU


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Description: This indicator will measure feeling of greater security among project beneficiairies, including community members and ex-combatants.

Name: 6. Number of community members with improved access to socio-economic infrastructure (of which female, children).

Number 0.00 30000.00 Annual

Community Dynamics Survey, Annual Evaluation

DDRR-PIU, IPs

Description: Number of beneficiaries reported in sub-project proposals and verified by the DDRR-PIU, IP and Local Authority in charge that are estimated to benefit from the socio-economic infrastructure rehabilitation/construction projects, reported once the work is completed.

Intermediate Results Indicators



Name: 1. Percentage of ex-combatants who completed orientation, counseling and skills training

Percentage 0.00 90.00 Annual, Quarterly, Monthly

Quarterly Progress Reports, Monthly Reports, Annual report, MIS

DDRR-PIU, IPs

Description:

Name: 2. Percentage of vulnerable ex-combatants

Percentage 0.00 100.00 Annual, Quarterly, Monthly

Quarterly Progress Reports, Monthly Reports, Annual

DDRR-PIU, IPs


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(identified as per criteria) who have received specialized support.

report, MIS

Description: This indicator will measure the percentage of those ex-combatants who are identified as vulnerable and who received specialized support.

Name: 3. Percentage of ex-combatants who receive follow-up reintegration support

Percentage 0.00 100.00 Annual, Quarterly


DDRR-PIU, IPs

Description: This indicator will measure the delivery of the follow-up reintegration support in the 24 months following orientation, counseling and skills training.

Name: 4. Percentage of ex-combatants who are satisfied with follow-up reintegration support


Ex-combatant beneficiary/dynamics survey, Annual Evaluation, Final evaluation

DDRR-PIU

Description:

Name: 5. Percentage of ex-combatants who are satisfied with the start-up reintegration support

Percentage 0.00 90.00 Monthly, Quarterly, Annual

Quarterly reports, monthly reports - MIS, annual report

DDRR-PIU


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Description: This sub-component will measure the usefulness of the contents and efficiency in the distribution/delivery of the start-up kits to the ex-combatants.

Name: 6. Number ex-combatants who receive reintegration start-up support in time and in accordance with the PIM.

Number 0.00 5000.00 Annual, Quarterly, Monthly


DDRR-PIU, IPs

Description:

Name: 7. Number of completed small-scale socio-economic infrastructure sub-projects

Number 0.00 0.00 Quarterly

Monitoring Reports

DDRR-PIU, IPs

Description: Given the participatory nature of this activity, the targets will be established on an annual basis, based on community-driven demand.

Name: 8. Number of host community members participating in community-based decision making/participatory planning exercises


Monitoring Reports, Attendance/Consultation Reports

DDRR-PIU, IPs

Description: This indicator will track the number of community members participating in consultation, decision-making or participatory planning activities under project activiteis described in Component 2.


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Name: 9. Number of host community members participating in capacity building activities


Attendance Reports

DDRR-PIU, IPs

Description: This indicator will track the number of people participating in capacity building activities under Component 2.


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Target Values Project Development Objective Indicators FY

Indicator Name Baseline YR1 YR2 YR3 End Target

1. Number of ex-combatant beneficiaries (disaggregated by gender and armed group)

0.00 2000.00 3500.00 5000.00 5000.00

2. Percent of ex-combatant beneficiaries who are economically active (disaggregated by gender and type of economic activity)

0.00 50.00 65.00 75.00 75.00

3. Percent of ex-combatant beneficiaries who report social acceptance by their communities (disaggregated by gender, age group, and armed group)

0.00 50.00 55.00 65.00 65.00

4. Percent of host community members who report social acceptance of ex-combatants (disaggregated by age and gender)

0.00 55.00 65.00 70.00 70.00

5. Beneficiaries who experience a feeling of greater security attributable to the project areas (disaggregated by gender)

0.00 60.00 75.00 80.00 80.00

6. Number of community members with improved access to socio-economic infrastructure (of which female, children).

0.00 6000.00 18000.00 30000.00 30000.00


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Intermediate Results Indicators FY

Indicator Name Baseline YR1 YR2 YR3 End Target

1. Percentage of ex-combatants who completed orientation, counseling and skills training

0.00 100.00 100.00 100.00 90.00

2. Percentage of vulnerable ex-combatants (identified as per criteria) who have received specialized support.

0.00 100.00 100.00 100.00 100.00

3. Percentage of ex-combatants who receive follow-up reintegration support

0.00 100.00 100.00 100.00 100.00

4. Percentage of ex-combatants who are satisfied with follow-up reintegration support

0.00 90.00 90.00 95.00 95.00

5. Percentage of ex-combatants who are satisfied with the start-up reintegration support

0.00 85.00 90.00 95.00 90.00

6. Number ex-combatants who receive reintegration start-up support in time and in accordance with the PIM.

0.00 1000.00 3500.00 5000.00 5000.00

7. Number of completed small-scale socio-economic infrastructure sub-projects

0.00 0.00

8. Number of host community members participating in community-based decision making/participatory planning exercises

0.00 500.00 750.00 1500.00 1500.00

9. Number of host community members participating in capacity building activities

0.00 1000.00 3000.00 6000.00 6000.00


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ANNEX 1: DETAILED PROJECT DESCRIPTION

COUNTRY: Central African Republic

CAR Reintegration of Ex-combatants Project

I. PROGRAM DESCRIPTION: CENTRAL AFRICAN REPUBLIC NATIONAL DDRR PROGRAM 1. The Bangui Forum brought together a diverse group of stakeholders, including the transitional Government, political parties, armed groups, the private sector, civil society, and traditional and religious groups. The forum led to the signing of a preliminary agreement on DDRR between the transitional Government and the armed groups in May 2015. The Bangui Accord outlined a roadmap for national reconciliation and recovery by laying out principles to guide (i) DDRR and SSR, (ii) justice and national reconciliation, (iii) decentralization of the state and economic development; and (iv) social and economic development in the country. With regards to security, eleven armed groups agreed to disarm and participate in the new DDR program whereas some elements of armed groups were to have the option to integrate into the state security structures. 2. Nearly a year following the Bangui Forum, the Government developed the National DDRR Strategy, with technical assistance from MINUSCA and the World Bank. This National Strategy outlined the strategic approach, program objectives, components, as well as the financing mechanisms with estimated program costs and budget. It also incorporates lessons learned from previous DDR efforts in CAR and other countries with relevant experiences and discusses each component of the DDRR program. 3. Building on pre-DDR activities, the CAR DDRR program consists of three phases:

Disarmament and demobilization Reinsertion support, Social and economic reintegration support, including relevant support to host communities

4. Although outside the scope of this Project, the following sections outline preliminary steps undertaken by the Government and MINUSCA as a pre-requisite for the implementation of social and reintegration activities. Pre-DDR Activities: 5. Pre-DDRR consists of small scale and short-term activities targeting members of the armed groups to give them an opportunity to voluntarily disarm before the official launching of the DDRR program. The objective is to provide incentives to the armed groups, while the Government and international partners are finalizing the technical details and implementation modalities of the DDRR program. These activities are also expected to reduce security threats in the communities of reintegration and contribute to social cohesion. To date, pre-DDR activities have been implemented in Kaga-Bandoro, Bria, Bambari, Bouar, Birao, Ndélé, Bossangoa, and Paoua. 6. Specific pre-DDR activities include: (i) establishment of Pre-DDR Mobile Operation Sites to undertake registration of individual combatants in five field locations; (ii) creation of local committees with


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representation from the local government, MINUSCA, armed group leaders and civil society; (iii) sensitization of armed groups, communities and local authorities on DDRR program; (iv) distribution of food, (v) provision of short-term employment opportunities through labor intensive works; (vi) provision of short term trainings and similar activities; and (vii) activities towards peace building and social cohesion. 7. MINUSCA, in coordination with the Government, is also financing CVR projects implemented by the International Organization for Migration (IOM) targeting beneficiaries who will not be eligible for the DDRR program. It is expected that these activities will facilitate the implementation of the DDRR through improving security in targeted areas and mobilizing the community in key locations. In Bria and Kaga-Bandoro, specific activities such as cash-for-work programs have contributed to the security environment as combatants associated with armed groups worked side-by-side with community members and some even started their own micro-enterprises from money earned from these short-term activities26. There have also been reports of reduced crime and violence in Kaga-bandoro and Bouar27. In Bangui, however, activities to foster social cohesion have not been fully initiated. In this context, MINUSCA and the Government are working towards sensitizing all the armed groups, including those that have not yet signed the Bangui Accord. Disarmament and Demobilization 8. Disarmament is essential in any DDR program to ensure the re-establishment of security conditions. It aims to recover weapons in circulation as a result of armed conflicts and includes the collection of small arms, light and heavy weapons, ammunition, and mines. The CAR DDRR program will not include cantonments or similar long-term facilities to house the ex-combatants during DD. Eligible members of the armed groups will be disarmed, demobilized, and returned to the community on the same day. 9. MINUSCA plans to deploy four mobile teams to the various areas where the armed groups are located. It is expected that there will be areas where several mobile teams will be necessary to disarm several armed groups simultaneously to ensure trust towards the program by different groups. In other cases, some armed groups will not disarm all their elements at once; but most probably step by step. It is also expected that some factions may require more time for DD, with mobile teams going back several times to the same area. Consequently, the DD process will follow a thorough plan of mobile team deployment across the country taking into account both political and operational issues. MINUSCA considers at least six months is required to achieve DD objectives. 10. MINUSCA plans to install four types of mobile teams: (i) First mobile team responsible for Children Associated with Armed Forces/Groups (CAAF/G); (ii) Second mobile team responsible for disarmament, ensuring safe collection, verification, storing of weapons, ammunition and equipment collected; (iii) Third mobile team responsible for Demobilization (specific activities carried out by this unit are detailed below) and (iv) Fourth mobile team responsible for demobilizing ex-combatants who meet the criteria for integration into the national armed forces.

26

Ibid. 27

MINUSCA Field Reports, 4-15 April 2016.


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11. Demobilization is the process through which the individual is officially discharged from the armed group.

Screening, vetting, identification and verification Individual data collection including collection of biometric identification Verification on CAAF/G status when applicable and documentation by Child Protection

Agencies Medical and psycho-social screening Orientation Registration and issuance of a demobilization card to confirm adult ex-combatants’ status as

demobilized and their entitlement to DDR benefits 12. Vetting will be done under observation of the international community following international standards. Screening and registration of DDR candidates aim to establish the DDR candidate’s eligibility for the process, gather background information on the candidate to design a tailored reintegration process, identify DDR candidates with special needs, and learn which armed group they belong to. 13. CAAF/G refers to any person below 18 years of age who is or has been recruited or used by an armed force or armed group in any capacity. This includes children, both boys and girls, used by armed forces or groups as fighters, cooks, messengers, or for sexual or any other purposes. All CAAF/G will be identified through the verification process and released immediately to the identified CAAF/G program agency (UNICEF) and child protection agencies without delay and as soon as the formal disarmament and demobilization processes are completed. 14. As per Integrated DDR Standards, each combatant will go through a generic medical check-up and must be offered the opportunity for consulting a psychologist. As such, medical and psycho-social screening including voluntary testing for HIV/AIDS will be provided to ex-combatants through the mobile teams. All incoming participants will be screened for communicable diseases to minimize collective risks and some basic medical support may also be provided. Four medical specialists deployed as part of the mobile teams will be national military medical personnel. MINUSCA will also hire a psychologist (international consultant with expertise in post-traumatic stress disorder) who will be based in Bangui to train the four national staff to conduct psychological interviews with ex-combatants. 15. All eligible candidates will be officially registered as participants and issued a unique DDR ID Number and a corresponding Demobilization ID card (certification of demobilization). This will be done through the registration component of the ICRS. Information, Counseling and Referral System (ICRS) 16. At the request of the Government, the World Bank will finance the development of a tailor-made MIS. This will house data collected throughout the DDRR program and will facilitate M&E and reporting. The MIS will be used to capture biometrics (photographs and fingerprints), as well as the individual’s biographical data, aspirations and preferences for social and economic reintegration support. Information gathered from and provided to beneficiaries at this stage will include information required to verify and confirm their identity and status as well as to enable a comprehensive and ongoing


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assessment process during which the individual’s needs, expectations, and potential options are explored with them. 17. Combatants who meet the verification criteria will be given an ID card with a unique case number and their information will be recorded on the registration component of the MIS system by MINUSCA. The information collected will include data on arms surrendered, personal, household (family), assets and reintegration interests of the candidates (location, type of livelihood activity, etc.). Once the data is consolidated, key data analysis will be run to generate a comprehensive outlook on the caseload’s profile. Such a representation can include disaggregation of candidates by sex, geographical location, age, rank, marital status, aspirations for reintegration, and etc. Information gathered from and provided to ex-combatants at this stage will include information required to verify and confirm their identity and status. It will also facilitate a comprehensive and ongoing assessment process to allow the project to take into account the ex-combatant’s needs, expectations and interests to plan viable reintegration options with them. The system will have the technical resources to capture fingerprint biometrics and photographs, as well as the individual’s biographical data and aspirations for reintegration. 18. The MIS registration during demobilization will allow all ex-combatants to be assigned a unique ID which will be used throughout DDR, particularly during the reintegration phase. Each unique ID will be linked to the candidate’s medical, psycho-social, personal, family and reintegration related information. The MIS system will ensure that sensitive information is only accessible to authorized staff and MINUSCA. The extent of data confidentiality and accessibility will be determined as per the instructions of the Government of CAR and responsible implementing agency. Each candidate and their household members will, therefore, have a detailed record allowing for a proper personalized assessment and facilitation. Implementing partners will utilize the unique DDR ID, photographs and wherever possible, fingerprints to uniquely identify each candidate and provide service delivery feedback to the national implementing agency. 19. The World Bank technical team has been working with the MINUSCA to assist with the design of the necessary system architecture to achieve the program objectives set by the Government. Based on on-the-ground research and previous DDR experience in other countries, the Bank task team will provide technical guidance to MINUSCA on the type of information that needs to be captured during the registration process to build ex-combatant profiles that can be utilized in the reintegration component of the MIS system. The World Bank technical team will also provide technical assistance in development and setup of the MIS and training of staff that will be housed within the PIU. A detailed MIS Manual will be developed to ensure maximum customization for the project. Reinsertion 20. Reinsertion is the short-term assistance to demobilized ex-combatants that will be spread over three months. Activities will include sensitization on civic-mindedness, national reconciliation, human rights, as well as a transitional aid prior to the long-term social and economic reintegration. An individual material support will be provided to eligible demobilized ex-combatants in the form of a monthly premium equal to 40.000 XAF paid by MINUSCA. This support is intended to cover family subsistence as well as travel costs of ex-combatants before the reintegration project begins. The payment process will be managed by the Government and MINUSCA and will remain conditional upon


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effective participation of ex-combatants in the program. Social and Economic Reintegration 21. Social and economic reintegration will start after the completion of the above process and will be financed by this project. The overall reintegration process will take 30 months. The details of the social and economic reintegration are discussed in detail in the project description section below. II. PROJECT DESCRIPTION: CAR REINTEGRATION OF EX-COMBATANTS PROJECT 22. The PDO is to support the social and economic reintegration of demobilized ex-combatants and improve access to socio-economic infrastructure and economic opportunities for host communities. 23. The Project will aim to achieve the proposed PDO through the following components:

(i) Social and Economic Reintegration Support (ii) Support to Host Communities (iii) Project Management

Component 1: Social and Economic Reintegration Support, SDR 12.51 million (US$16.94 million equivalent) 24. The social and economic reintegration support period will span 30 months. The reintegration support aims to improve the socio-economic conditions of ex-combatants through delivering skills training package and in-kind support and social reintegration activities to promote social cohesion. It is also aimed at enabling ex-combatants to acquire a civilian mindset and engage in livelihood activities alongside other community members. 25. The reintegration support will be extended to community members who will be able to participate in economic associations with ex-combatants. Previous experiences show that this approach of including community members in economic associations can improve social relations between community members and ex-combatants.28 Economic associations offer other advantages such as economies of scale, greater control over land use or workspace, purchase of inputs and outputs, namely productive resources and their marketing and sales. These advantages extend to both agricultural and non-agricultural sectors. As previously underlined, participation in economic associations will also accompany appropriate trainings for community members joining. Community members will be selected based on a criteria which will give preference to youth at-risk and the most vulnerable populations. Criteria and modality of this activity will be detailed in the PIM. 26. The reintegration support will be complimented by sensitization throughout implementation to facilitate community acceptability of ex-combatants and their families. The project will provide the following reintegration support to each participating ex-combatants through this component:

28

Natacha Lemasle, “Associations of Demobilized Combatants in the Democratic Republic of Congo: Local Dynamics and Internal Synergies”, 2011, accessed at http://www.tdrp.net/PDFs/DRC-Report_fn.pdf .

http://www.tdrp.net/PDFs/DRC-Report_fn.pdf


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a) Sub-component 1.1: Orientation, Counseling and Skills training (6 months) b) Sub-component 1.2: Start-up Reintegration Support (one-time event) c) Sub-component 1.3: Follow-up Reintegration Support (24 months total)

i. Outreach Reintegration Support (12 months) ii. Drop-in Reintegration Support (12 months)

d) Sub-component 1.4. Support to Vulnerable Ex-combatants

Sub-component 1.1: Orientation, Counseling and Skills Training, SDR 6.17 million (US$8.37 million equivalent)

27. This sub-component will provide individual ex-combatants with the information and advice on training options, social and life skills, and any other training support needed to start their reintegration process. The main activities to be provided over a period of six months include:

Livelihoods guidance, career counselling, information and referral Skills Training Modules:

o Literacy and numeracy training o Targeted life and social skills training o Entrepreneurship, small business, and financial management training o Formation and management of economic associations o Vocational skills training: primary sector (including agrarian activities, agriculture,

livestock, fishery, and related activities), secondary sector (building and construction, carpentry, manufacturing, handicraft, couture, etc.), and tertiary sector (services, trade, transportation, repairs, IT, education, health, etc.).

28. In addition to acquiring a civilian mindset, ex-combatants will need to generate a sustainable income by the end of the reintegration project. Ex-combatants will receive livelihood guidance and counseling to develop an individual plan on the basis of his pre-existing skills and experiences. This counselling service will be delivered by trained counselors and will be informed by market analysis conducted beforehand. This counseling will complement the entrepreneurship, financial literacy, and economic association formation and management training. The ex-combatants will also be sensitized with regard to challenges, potential incomes, skills required, risks of reintegrating into the various sectors and implications of running activities on an individual basis versus in economic associations. This may include training by specialists or experts in various fields or businesses. 29. The rapid beneficiary survey carried out by the World Bank in September 2016 will be further developed to investigate employment opportunities in each project location, while taking into account the security and social considerations. A complete study for the project, ahead of the trainings, will ensure proper matching between the supply of skills and labor market demand and also facilitate counseling services. 30. Skills training approach. All training sessions will utilize experiential learning models and adult training methodologies, such as case studies, personal testimonies, group discussions, and role-play scenarios. Lessons learnt from previous reintegration projects financed by the World Bank have shown


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that while each of the training components are crucial to the skills development of ex-combatants, their value is enhanced when the curriculum is cross-functional. 31. Literacy and numeracy. These are skills that feed directly into the success of any reinsertion and reintegration initiative as they can be expanded to include ex-combatants’ livelihoods and business potential. The curriculum will be developed in consultation with the relevant line ministries. 32. Targeted life and social skills trainings. The project will develop and deliver training curriculum to transition ex-combatants from their previous military mindsets. Topics may include peace, national reconciliation and conflict management, human rights, civic education and citizenship, respect for laws and regulations, and etc. It should be noted that similar trainings will be initially provided to ex-combatants during the transitional period between demobilization and reintegration. The curriculum will be developed in consultation with the relevant line ministries and specialized local and international development agencies and partners. 33. Entrepreneurship, small businesses, and financial literacy. The beneficiaries will receive training on entrepreneurship, small businesses, and financial literacy as part of reintegration assistance. The project will also provide training on individual entrepreneurship and growth. The training will involve a comprehensive approach covering behavioral qualities in entrepreneurship development as well as steps critical for the start-up and management of an enterprise. 34. Formation of economic associations. Economic associations have been found to have great potential for reintegration of ex-combatants with both economic and social potential benefits. As such, training in setting up and/or joining an economic association will be offered to beneficiaries, covering issues such as: governance, registration, financial management, and shareholding. As the future formation of such economic associations will also include community members, beneficiaries joining such associations will also be assisted with similar training during the reintegration outreach phase. 35. Vocational skills training. In order to encourage high quality training, the DDRR-PIU will tender for a third party to provide overall guidance on the curriculum of trainings offered and disseminate it amongst selected training delivery service providers. Those selected will produce the training modules and course materials, and will then train implementing partners and contracted trainers. The community will proceed, with support of implementing partners, to select one ex-combatant per level of production (primary, secondary and tertiary). They will receive a more conventional training in the capital, Bangui, prior to return, and will in turn provide future training support to the ex-combatants. Selected trainees, upon return to their community, will become a local resource for training support as well as a focal point for the project execution and future community development activities, including for providing feedback, concerns and suggestions for monitoring and improvement purposes. It is envisaged that on average, three beneficiaries from each location would be selected for conventional training. During the vocational training phase, links with other education and skills training projects will be sought wherever possible. 36. Vocational skills training will provide courses for the following career plans: primary sector (agrarian activities including agriculture, livestock, fishery, and related activities), secondary sector (building and


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construction, carpentry, manufacturing, handicraft, couture, etc.), tertiary sector (services, trade, transportation, repairs, IT, education, health, etc.):

a. Vocational training in primary sector (agrarian activities including agriculture, livestock, fishery, and related activities). Some ex-combatants might be interested in engaging in subsistence level gardening to meet their household needs. Training in these basic areas will provide the ex-combatant with additional tangible skills to bring to their families and communities upon reintegration. Further, many ex-combatants generate income through a combination of endeavors, such as both animal husbandry and small business. A number of small-scale demonstration facilities will be developed, and will give the ex-combatants an opportunity to receive hands-on experience in basic gardening, animal husbandry, and food and goods processing, while also providing an outlet to practice the business skills and to engage with the concept of cooperation along a value chain.

b. Vocational training in secondary sector (building and construction, carpentry, manufacturing, handicraft, couture, etc.). Following livelihoods career counseling, ex-combatants who chose non-agrarian career options will attend targeted vocational training. Trainings will be offered in sustainable economic opportunities based on the findings from the market analysis and cost assessments. The level of vocational skills training offered will be targeted at average education levels of ex-combatants.

c. Vocational training in tertiary sector (services, trade, transportation, repairs, informatics, education, health, etc.). As for the secondary sector, vocational training in the tertiary sector will be offered on a targeted basis, following livelihoods career counseling and based on the ex-combatants choice. It should be noted that, as observed in the World Bank rapid beneficiary survey, the local economies have a limited capacity to absorb some of the above activities. A rapid assessment of livelihood options and capacity of local economies to absorb various types of livelihoods will be carried out, ahead of the DDRR process. The ensuing results will guide the discussions with individual combatants to orient them on the most feasible livelihood opportunity for his particular case. The situation is different in the capital, Bangui, where more activities can be absorbed on crafts and trade albeit in a more competitive environment.

Sub-component 1.2: Start-up Reintegration Support, SDR 3.32 million (US$4.50 million equivalent)

37. This sub-component will finance the selection, procurement and provision of start-up support kits corresponding to the vocational skills provided to ex-combatants. These kits will include tools and other materials that will support the beneficiary in launching the economic activity. A manual on the start-up kit process will be developed by DDRR-PIU in close coordination with MINUSCA and the World Bank. The composition of the reintegration start-up kits will be designed with relevant standards authorities of CAR to ensure that they are fit for intended purposes. Following the training, each ex-combatant will receive a start-up support kit of the same value per activity area, regardless of the decision made by the beneficiary to start the activity individually or with an economic association. The kits will be procured through a centralized process to ensure uniformity of benefit and to realize economies of scale. For its part, the project will monitor implementing partners and exercise due diligence to ensure that start-up kits are consistent with vocational training obtained by returning ex-combatants and their local environments. Below is a typical process of start-up kits:


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1 Preparation

1.1 Agreement on design of start-up kits

1.2 Formation of start-up kits components list

2 Procurement

2.1 Search for potential suppliers

2.2 Design of Request for Quotation (RFQ)

2.3 Invitation of potential bidders and bids submission

2.4 Evaluation of bids

2.5 Selection of suppliers

3 Logistics

3.1 Delivery/Warehousing/Transportation of goods

3.2 Confirmation of Contents of Kits

4 Distribution Support

4.1 Orientation Visits

4.2 Toolkits Distribution Visits

4.3 Communications

5 Distribution of Start-Up Kits

Sub-component 1.3: Follow-up Reintegration Support, SDR 2.58 million (US$3.49 million equivalent)

38. This sub-component will cover follow-up reintegration support to ex-combatants consisting of community-based follow-up training and advisory support for a period for twenty-four months. The ex-combatants will have the option to choose from two categories of economic reintegration. In the second half of this 24-month period, this sub-component will provide drop-in support for beneficiaries seeking information, advice and support from the implementing partners.

a. Outreach reintegration support (12 months) b. Drop-in reintegration support (12 months)

39. Outreach reintegration support (12 months). Upon completion of vocational training, ex-combatants will decide between: (i) creating or joining economic associations with other ex-combatants and community members, or (ii) engaging in IGAs through individual enterprises or in partnerships. 40. Support to formation of economic associations. During the reintegration phase, the ex-combatants will have received training related to the formation and functioning of economic associations. As observed in the World Bank survey, the economies of scale of traditional small trade, namely town markets, do not allow generating of revenues beyond subsistence levels. Thus, the ex-combatants willing to form or join an economic association will be encouraged and assisted to develop their IGAs. Selected implementing partners will be key actors in providing training and technical support to both ex-combatants and community members who are part of the economic association. Each economic association will benefit from follow-up visits and capacity building support, including in business


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development, financial and operations management.29 41. Individual IGAs. Upon receiving their start-up kits, individual ex-combatants who have differing interests in terms of livelihoods will use their training-acquired skills to initiate an IGA of their choice. As observed during the consultations carried out by the World Bank, a number of combatants expressed their concerns with regard to associating with others, given the lack of trust among them and various levels of ambition. While sensitization and information sessions will be organized to explain the implications conducting their individual activities, continuous advisory will be provided during outreach to ensure consistencies between the profile and capacities of ex-combatant and career ambitions. 42. Drop-in reintegration support (12 months). The Project will seek to build synergies with existing development programs within the target communities. During the initial counseling phase, the project will guide, to the extent possible, the ex-combatants to orient their career choice according to the local market opportunities and skills demand. Furthermore, throughout the follow-up support phase, the ex-combatants, by themselves or through an association focal point, will have the opportunity to contact or drop in to the implementing partners’ offices and receive information and advice with regards to recovery and development activities available within their communities, especially when aimed at creating livelihood opportunities. Ex-combatants and community members seeking alternate employment opportunities will be referred to relevant programs through broader access to the ICRS database, as will be detailed in the PIM.

Sub-component 1.4. Support to Vulnerable Ex-combatants, SDR 0.44 million (US$0.58 million equivalent)

43. This sub-component will finance complementary activities to provide additional support to vulnerable ex-combatants during the entire duration of project implementation. Primarily, this support will target female ex-combatants, ex-combatants with physical disabilities and psycho-social counselling. Eligibility for additional support will be identified based on a vulnerability criteria that will be developed by the project and will be included in the PIM. 44. Gender aspects. Female ex-combatants will be offered an identical base package as male beneficiaries. A gender sensitive lens will be applied throughout the implementation of all project components to ensure differentiated needs of male and female ex-combatants are taken into account. The DDRR-PIU staff will be trained to work with female ex-combatants. All training and benefits granted to men will be offered to women. Vocational training will be sensitive to potential female interest and needs. In order to ensure that differentiated needs of women are addressed, targeted activities will be undertaken. These will include, but will not be limited to, physical and medical needs (e.g. reproductive health, psycho-social issues, unwanted pregnancy), life skills training (e.g. careers, training and support on issues related to SGBV), child care support during activities, and support to care for child dependents (e.g. pediatric medical screening). To ensure equal access of women to activities and to compensate for additional barriers that women experience in reintegration, additional training, and follow-up support

29

Community members of the economic associations will benefit from joining the economic associations, which will receive support through the project, including supplementary training on the basics of association formation and operation and start-up in-kind support to the economic association, as well as follow-up visits for the association.


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will be provided. The DDRR-PIU and Implementing Partners may develop a Gender Action Plan to be followed to address specific vulnerabilities of female ex-combatants and list a set of activities that will address those vulnerabilities. The project will also train the implementing partners on including gender sensitization as an integral part of each reinsertion activity. 45. Psycho-social issues experienced by ex-combatants. Psycho-social suffering and mental and behavioral disorders are risk factors for socio-economic reinsertion and post-war recovery. Along with the screening process for illnesses and physical disability, all ex-combatants will be screened for psychological trauma and socially challenging behaviors prior to being recognized as demobilized ex-combatants. The project will provide psycho-social counselling to beneficiaries who require such assistance during the first six months. Follow-up psycho-social counselling will be provided to those who would still be in need in their communities during the following twenty-four-month period of reintegration. Given the lack of facilities and capacity to provide such services, the project will consider community-based psychosocial support following an assessment. The project will train selected ex-combatants and community members as psycho-social focal points to provide support, and alert implementing partners and DDRR-PIU on potential problems. A grass root psycho-education curriculum will be built in the communications activities to address stigmatization issues that have been flagged by mental health professionals working in CAR. 46. Ex-combatants with disabilities. The project will ensure to provide specialized assistance to ex-combatants with physical disabilities. The type of support and eligibility will be determined based on the vulnerability criteria which will be included in the PIM. Component 2: Support to Host Communities, SDR 6.65 million (US$9.00 million equivalent) 47. This component will support connecting host communities with surrounding communities to ensure economies of scale from initiatives undertaken by the project and fostering local development in host communities and surrounding areas. It seeks to build capacities of host communities to maintain their own infrastructure and design initiatives based on their development priorities. In addition, through expanding on initial communication and sensitization activities conducted by the project, it promotes inclusion of ex-combatants into host communities that may have previously been hostile to them. It also equips ex-combatants and host communities alike with critical skills on peacebuilding and conflict resolution to prevent future resurgence of conflict. The component is implemented through the following sub-components:

Sub-component 2.1: Improvement of socio-economic Infrastructure, SDR 6.28 million (US$8.50 million equivalent)

48. This sub-component focuses on small infrastructure and basic social services to maximize gains from overarching socioeconomic reintegration programming. Longstanding conflict, remoteness of host communities and disruption from broader network of infrastructure and social services raises demand for these opportunities within host communities. Besides creating income-generating opportunities, this sub-component addresses some of the underlying causes of economic stagnation in host communities, allows these communities to accrue tangible benefits from reintegration of demobilized ex-combatants and reduces hostilities towards incoming ex-combatants.


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49. Given the widespread presence of ex-combatants, the project has determined communities to target based on the below criteria:

Areas with high concentrations of demobilized ex-combatants. Host communities facing high proportions of ex-combatants expect higher socioeconomic burdens, may experience strained relations with ex-combatants and adversely affect the reintegration support to ex-combatants. As such, the project may provide support to increasing capacity of communities to accept return of ex-combatants, and enable local development and socioeconomic participation of community members.

Ongoing and planned portfolio on community development. The project will establish synergies with the two Bank-financed projects focusing on support to communities, namely the LONDO Project and the CAR Service Delivery and Support to Communities Affected by Displacement Project. Areas where services provided through reintegration programming do not overlap with concurrent support to communities through the aforementioned projects will be prioritized for this sub-component.

50. Once target communities are determined, the project will conduct socioeconomic assessment and consultations with community members to identify proposals for sub-projects to be financed through this component. This simplified participatory process will take place during the initial six months of reintegration programming when demobilized ex-combatants undergo vocational and skills training. The proposals will be vetted by a committee consisting of local authorities, implementing partners and project staff. Proposals for potential sub-projects and their corresponding budget and implementation mechanisms will be included in the PIM. 51. The following eligibility criteria will be utilized to assess whether proposed sub-projects can be financed:

Contribution to local development. The sub-project must be demand-driven and demonstrate clearly how it contributes to economic and social development, and ultimately to self-reliance of beneficiaries. It should provide shared benefits to ex-combatants and host communities and take into consideration the needs of vulnerable groups.

Social and environmental impacts. The sub-project must demonstrate that it does not increase vulnerability to climate change in the short, medium and long term. Preference will be given to sub-projects that foster resilience to climate change. Proposed sub-projects must be screened for potential social and environmental impacts, as per safeguards requirement, and be found Category B or C. Category A projects will be ineligible.

Sustainability. The sub-project must guarantee that funds have been budgeted to ensure maintenance and, if relevant, staffing, to ensure that adequate maintenance and sustainability of investment is funded.

Accountability and feasibility. Sub-projects must be simplified enough such that communities themselves are able to manage and maintain the following completion. Implementing partners providing support on these sub-projects should meet minimum criteria for fiduciary management and operational capacity as identified in the PIM.


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52. Some examples of potential sub-projects on rehabilitation and/or construction of small infrastructure and delivery of basic social services include:

Rehabilitation and/or construction of feeder roads and bridges Access to basic social services

o Rehabilitation of schools and dispensaries o Provision of training for teachers, restocking of books

Access to economic opportunities o Rehabilitation of markets and harvest storage facilities o Rehabilitation of training and drop-in support centers o Facilitation of linkages to micro-finance institutions o Rehabilitation of water sources, notably canals, wells and boreholes

53. These are indicative in nature and largely drawn from World Bank experiences functioning in similar contexts. As evidenced in the rapid beneficiary survey conducted in preparation for the project, local communities have significant capacity and needs for activities in the primary sector, particularly as several of these aforementioned structures have been impeded during the conflict. A comprehensive list of possible sub-projects will be included in the PIM. 54. To contribute to the livelihoods of local populations, especially those most vulnerable, for sub-projects that include contracting of construction companies, low skilled labor will be drawn from local populations and ex-combatants, prioritizing those most vulnerable. Individuals working on these sub-projects will be compensated on worked-days basis. 55. Work on rehabilitation of small scale infrastructure and basic socioeconomic investments will be supported by a contractor which produces a work plan on number of labor-days required to complete a given project. An additional implementing partner will support communities in facilitating designing sub-projects, identifying development priorities, and producing a maintenance and recovery plan to enable them to take ownership over their own development processes.

Sub-component 2.2: Capacity Building for Host Communities, SDR 0.37 million (US$0.50 million equivalent)

56. Participatory approach to designing sub-projects for host communities is one of the most critical steps to promoting social cohesion in host communities. Doing so ensures transparency through which sub-projects are allocated and reinforces the communication strategy initiated by the project. This sub-component will build on sensitization sessions on return of demobilized ex-combatants in host communities. It will include capacity building of host communities to manage sub-projects and development priorities, and training on conflict mediation. This sub-component seeks to reinforce social structures and economic capacities of communities. It will include the following activities: (i) establishment and capacity building of community councils and (ii) training on social cohesion and conflict prevention. 57. Establishment and capacity building of community councils. In target communities with limited local and traditional governance, the project will support creating councils composing of local leaders, youth,


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women, and representatives from various income-generating activities. The councils will be established based on prior pre-selection and consultation with local authorities and implementing partners, and the project will work to ensure that they are representative of community demands themselves. Members of the community council will serve as focal points for concerns raised at community levels and support local structures and reintegration support centers on addressing them as needed. To that end, these focal points will be trained in service delivery, formation of economic associations, community mobilization and conflict prevention. They will be trained on defining their respective communities’ development priorities and maintaining rehabilitated infrastructure. This training will be provided by a local NGO, which will also work with these leaders to produce a community-specific Maintenance and Recovery Plan, aimed at enabling community ownership of small work and management of development processes. 58. Training on social cohesion and conflict prevention. Task activities under this sub-component are aimed at supporting work done by the Government on national reconciliation. These will broadly be facilitated by a local NGO with previous experience in peacebuilding in fragile contexts. Building on overarching communications and sensitization activities conducted by the project, task activities will organize relevant training, workshops, and awareness dialogue for community leaders, demobilized ex-combatants and other constituents. The project will work directly with local authorities to identify effective community-level dispute resolution mechanisms. This will enable beneficiaries to gain confidence in project activities and mitigate risks of incidence of potential conflicts. Sessions will focus on reconciliation, conflict resolution, mediation techniques and rights of those most vulnerable. Specialized trainings will be provided by national human rights organization with proven technical capacity and experience supporting reintegration of ex-combatants. Component 3: Project Management and Monitoring, SDR 2.30 million (US$4.06 million equivalent) 59. This component will finance the following activities to support Project management: (i) capacity building; (ii) sensitization and communication; (iii) environmental and social safeguards management and (iv) M&E. 60. This will cover administrative costs of the DDRR-PIU, and the staff that will be hired for the project under the F-PIU, as relevant to the project and the management of project activities. DDRR-PIU will be responsible for overall project administration and management, oversight of project activities, and coordination with internal and external partners, sensitization and communications, reporting, and implementation of capacity building activities. The DDRR-PIU will be responsible to develop and implement activity plans (i.e. communications, capacity building plan). This component will provide support to the operationalization of the project in host communities. The DDRR-PIU be responsible for monitoring and evaluation of the activities as well as oversight and supervision of the implementing partners. 61. The resources allocated under this component will be used solely to support reintegration activities, which will exclude financing for disarmament, demobilization and repatriation activity areas. Although close coordination between reintegration and aforementioned activity areas will be encouraged, the project will solely finance the reintegration-related costs. In brief, this sub-component will finance the


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cost of DDRR-PIU staff (as described in the following sections of the PAD), F-PIU staff that will be hired for this project, project vehicles and furniture, and equipment and supplies.

62. The DDRR-PIU will have the responsibility to develop and implement a communications strategy, aimed at advertising over the project lifetime the reintegration activities and goals, as well as success stories at the end of each project sequence (counseling, trainings, start of IGAs, outreach support, drop-in support, and follow-up). Chosen mediums include posters and pamphlets, media communication programs, and workshops. The communications strategy (video, website, radio) will also be utilized to create awareness of youth’s alternatives to unemployment and promote joining economic association, through the presentation of success stories of economic associations, representative of both community members and ex-combatants. 63. The project will support the preparation and implementation of a comprehensive communication plan and sensitization initiatives. Given the current level of understanding of the DDRR process among potentially eligible ex-combatants and communities, the project will work with local authorities and stakeholders to determine best practices for sensitizing host communities and establishing a climate of trust regarding the reintegration process. These activities will build on preceding communication activities that would have been implemented by the Government and MINUSCA and will continue over the project lifetime. Sensitization and communications efforts will not be limited to disseminating information but will provide a voice to the project beneficiaries and, therefore, involve a bottom-up communication approach such as community meetings and beneficiary outreach. This will strengthen citizen engagement of the proposed project. These activities will allow beneficiaries and communities to better understand DDRR, manage expectations, and promote social reintegration efforts. The project will aim to engage all partners including the beneficiaries and utilize feedback loops to gather important information to improve programming. The objective is to acquaint the implementing partners with the overall objectives and strategy of DDRR and to ensure that there is a homogeneous implementation of sensitization within different communities. 64. The sensitization and communication work will aim at transmitting clear and consistent messages to not only ex-combatants but also target the population as direct or indirect beneficiaries to encourage their commitment to DDRR. Owing to the importance of information in the management of expectations of different target groups, it must precede and accompany the DDRR process until its completion. 65. Communication activities will consist of:

Informing ex-combatants, families and community members on the project, including the overall objective and project benefits. This will be done through radio programs and sensitization meetings, amongst other chosen formats.

Emphasizing general reconciliation and peace messages to prevent conflicts specifically with regard to the reintegration of ex-combatants into local communities.

Informing and sensitizing communities on: (i) the need to facilitate the inclusion of ex-combatants, (ii) the opportunity to participate in economic associations with ex-combatants in their communities, and (iii) make referral to available community projects in the area. To facilitate the social reintegration of ex-combatants in their new communities of settlement, it will be necessary to prepare communities for the arrival of new members, and to sensitize them


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on the special needs and challenges faced by ex-combatants, and specifically on vulnerable groups, and their ability to participate in community life.

66. Sensitization activities will consist of:

Supporting the effective implementation of the DDRR Strategy by informing, orienting, proactively managing expectations of its participants and the host communities.

Promoting understanding and buy-in of the DDRR process, as well as generating and sustaining broad stakeholder interest, buy-in, and support for DDRR.

Advocacy on behalf of adult vulnerable groups on encouraging family support, development of networks and community protection mechanisms, establishment and operationalization of legal frameworks for protection of children and women, and disability support.

67. Overall responsibility for M&E will lie with DDRR-PIU complemented by close implementation support and technical assistance from the World Bank. A results framework and monitoring matrix to track inputs, outputs, and outcomes has been developed for the project with intermediate and key performance indicators. Project implementation progress will be monitored continuously and outputs and outcomes reviewed during project supervision to evaluate progress using data compiled by the DDRR-PIU. Apart from oversight on project activities, the M&E sub-component will finance contain a baseline survey and community survey, annual evaluation, mid-term review, need-based sporadic evaluations, and a final evaluation. 68. Management Information System. The MIS will support M&E activities through several databases to monitor: (i) ex-combatants from demobilization to reintegration, with data records of interviews conducted with each ex-combatant throughout the reintegration process, (ii) reintegration support provided by implementing partners, and (iii) financial management. The MIS will provide data on beneficiaries and activities that would serve as an important input into planning activities following demobilization. 69. The DDRR-PIU M&E Officer, working closely with the IT Officer (in charge of administrating the MIS), will be responsible to (i) ensure transparency in project data sharing with various stakeholders; (ii) ensure efficiency of the activities; (iii) provide accurate and timely information to adjust or modify the activities in relation to the evolution of the context during implementation; and (iv) provide accurate and timely information to help management take the right decisions. The DDRR-PIU M&E Officer will be responsible for M&E activities while the implementing partners will be responsible for providing the necessary information, data, and reports from the field, in collaboration with the M&E specialists based locally. 70. The DDRR-PIU will produce monthly, quarterly, and annual project activity reports. These reports will be available electronically to facilitate access to the various Government partners. Ad-hoc assessments and needs-based studies conducted will include formal assessments and regular qualitative and quantitative tracer beneficiary surveys. A mid-term review and final implementation report will be conducted in collaboration with donors and Government. During the project mid-term review, progress towards achieving the PDO will be evaluated and remedial action will be taken as needed.


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71. Monitoring of fiduciary management will extend to timely external and internal audits of project operations and other activities by the F-PIU. These will be conducted on a quarterly basis by an internal auditor within the F-PIU and also annually by an independent external auditor recruited by the project within bank guidelines. 72. The project will finance capacity building support targeting relevant central and local authorities. The project will develop an action plan and a budget specifically for capacity building activities. This support will finance activities to improve technical and implementation capacity through (i) advisory support to DDRR-PIU, (ii) capacity support at the local level, and (iii) trainings. 73. Advisory support to DDRR-PIU, which will reinforce the DDRR-PIU staff and develop its capacity in implementing the project activities. To that end, a senior international advisor will be hired by the Project to guide the DDRR-PIU and provide advisory support throughout the project implementation. 74. Capacity support at local levels. This sub-component will support local authorities to help them endorse a more explicit convening role to contribute to the DDRR program. In order to create opportunities for greater collaboration and trust between local authorities and the community, and among community members including ex-combatants, implementing partners will favor training of trainers with the purpose of developing community skills, thus optimizing an exit strategy. 75. Trainings. Trainings coupled with knowledge and learning products related to social and economic reintegration activities will be provided to central and local stakeholders, including the Government and other relevant actors.

Table 1: Tentative Project Implementation Timeline Months

1-4 5-8 9-12 13-16 17-20 21-24 25-28 29-32 33-36

Reintegration Support

Training Start-up Support Outreach Drop-In Psycho-social Support Social Reintegration Support

Support to Host Communities

Project Management

Project Management Capacity Building Communications M&E


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ANNEX 2: IMPLEMENTATION ARRANGEMENTS

COUNTRY: Central African Republic


Project Institutional and Implementation Arrangements Project Institutional Arrangements 1. Institutional and implementation arrangements that will govern the CAR DDRR Program, as well as that of this project, follow the requirements of the Bangui Agreement. The Project implementation arrangement involves various actors whose roles, described in the sections below, will be further detailed in the PIM. The PIM, which will be finalized before effectiveness, will include coordination mechanisms between all stakeholders involved in the Project implementation, detailed implementation mechanisms for each sub-component, the project administration, financial management, and accounting and procurement applicable procedures. Institutional Framework 2. Presidential decree 16.286 of July 2, 2016 establishing the Strategic Committee for DDRR, SSR, and NR provides the political framework governing the DDRR program. The Strategic Committee, as the decision-making structure, has the following responsibilities:

Define the strategic vision of the DDRR, SSR, and NR in CAR; Approve the DDRR, SSR, and NR strategies developed by the Technical Committee; Ensure consistency between DDRR, SSR, and NR strategies in CAR; Mobilize national and international funds for DDRR, SSR, and NR; Define the directions related to DDRR, SSR, and NR programs; Approve the reports of the Technical Committee of coordination with regard to monitoring of

the DDRR, SSR, and NR implementation processes; Review the provided recommendations likely to inspire additional or new directions; Ensure appropriate monitoring of programs.

3. The Strategic Committee, chaired by the President of CAR, with the Prime Minister as his Deputy, Vice-President of the committee, will have the following structure: Secretariat:

The Coordination of the DDRR, SSR, and NR programs; The MINUSCA chiefs of DDRR and SSR units.

Members – National stakeholders

The Minister of Economy, Planning and Cooperation; The Minister of National Defense;


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The Minister of Finance and Budget; The Minister of the Interior, Public Security and Territorial Administration; The Minister of Foreign Affairs, African Integration, and of Central Africans Abroad; The Minister of Justice, Human Rights, Attorney General; The Minister of Environment, Sustainable Development, Water and Forests, Hunting and

Fishing; The Minister of Agriculture and Rural Development; The Minister of Livestock and Animal Health; The Minister of Youth Development, Sports Development and of the Civic Service; The Minister of Social Affairs and National Reconciliation; The Minister, Secretary General of the Government, Responsible for liaising with the Republic

Institutions and for the Monitoring of Public Policies; The Minister, Special Advisor to the Presidency, Coordinator for SSR, DDRR, and NR; The Advisor to the Presidency, in charge of DDRR. The Advisor to the Presidency, in charge of SSR; The Minister, Advisor to the Presidency for the National Reconciliation; The Chief of General Staff of the CAR Army; The Head of the Personal Staff of the President of Republic.

Members - International Community

The Special Representative of the Secretary General of the United Nations; The Special Representative of the African Union Commission; The Chief of the European Union Delegation; The Chief of the Economic Community of the Central African States (ECCAS) Delegation; The French Ambassador; The Ambassador of the United States of America; The World Bank Representative.

4. Presidential decree number 16.285 of July 2, 2016 establishing the Technical Committee for DDRR, SSR, and NR governs the technical coordination of the DDRR program, and the SSR, and NR processes. The Technical Committee has the following responsibilities:

Integrate the directions of the Strategic Committee into the development of the DDRR, SSR, and NR strategies in CAR;

Propose the framework and the general implementation modalities of the DDRR, SSR, and NR strategies;

Coordinate the drafting of the implementation programs of DDRR, SSR, and NR; Propose the institutional structures and arrangements for the DDRR, SSR, and NR

implementation; Propose the modalities and coordination procedures between partners and actors involved in

the DDRR, SSR, and NR activity areas; Report and formulate recommendations to the Strategic Committee of DDRR, SSR, sand NR; Ensure the adequate coordination of the DDRR National Program, and the SSR and NR

processes.


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5. The Technical Committee, chaired by the Minister, Special Advisor and Coordinator of DDRR, SSR, and NR, will be composed as follows: Secretariat

The Technical Secretariat for support of the National Coordination for the DDRR, SSR, and NR

processes; The MINUSCA Chiefs of DDR and SSR units; The Director of Legal and Administrative Affairs of the Ministry of Foreign Affairs.

Members – National Stakeholders

The Advisor to the President, in charge of DDRR; The Advisor to the President, in charge of SSR. The Minister, Advisor to the President in charge of National Reconciliation; The President of the Defense and Security Commission at the National Assembly; The Officer, Coordinator of DDRR, SSR, and NR; The Officer, Focal Point for DDRR and SSR at the Ministry of Social Affairs and National

Reconciliation; The Officer for DDRR and SSR at the Ministry of Economy, Plan, and Cooperation; The Officer for DDRR and SSR at the Ministry of Finance and Budget; The Officer for DDRR and SSR at the Ministry of Interior and Public Security; The Officer for DDRR and SSR at the Ministry of Justice, Human Rights, Attorney General; The Officer for DDRR and SSR at the Ministry of Environment, Sustainable Development, Water

and Forests, Hunting and Fishing; The Officer for DDRR and SSR at the Ministry of Livestock and Animal Health; The Officer for DDRR and SSR at the Ministry in charge of Rural Development; The Officer for NR at the Ministry of Social Affairs and National Reconciliation; The Officer in charge of Youth and NGOs at the Presidency; The Director General of the National Gendarmerie; The Director General of the Central African Police; The Coordinator of National NGOs; The Representatives of the Religious Platform.

Members – International Community

The Deputy Special Representative to the Secretary General of the United Nations; The MINUSCA Chiefs of SSR, DDRR, and Political Affairs Units; A Representative of UNPOL; A Representative of UNMAS; A Representative of the African Union; A Representative of the European Union; A Representative of ECCAS; A Representative of the French Embassy;


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A Representative of the Embassy of the United States of America; A Representative of UNDP; An expert of UNICEF; An expert of the World Bank.

DDRR Project Implementation Unit (DDRR-PIU) and Fiduciary Project Implementation Unit (F-PIU) 6. Presidential decree number 17.087 of March 4, 2017, on the Organization and Functioning of the DDRR Project Implementation Unit and defining the duties of the DDRR Advisor, General Coordinator of the DDRR-PIU, provides that the DDRR-PIU is embedded at the Presidency. As per the article 2 of the aforementioned decree, the General Coordinator of the DDRR-PIU has the following responsibilities:

Ensure the implementation of the objectives set by the President of Republic, Chief of State; Develop the national strategy of the DDRR and ensure follow-up; Coordinate the preparation and planning of the DDRR national program; Ensure the development of the DDRR-PIU work plan; Ensure the preparation and planning of programs to be submitted to the Technical Committee

for DDRR, SSR, and NR, and the Strategic Committee for approbation prior to the implementation;

Evaluate and monitor all the activities carried-out on the national territory related to DDRR; Ensure collaboration with all the technical stakeholders engaged in DDRR activities; Work closely with the SSR Advisor to ensure consistency in the engaged actions for both

processes; Accomplish all the tasks given by the President of Republic, Chief of State, and report on their

status; Produce the periodic reports of activities.

7. The DDRR-PIU will be responsible for the implementation and coordination of the CAR Reintegration of Ex-combatants Project. Under the authority of the President of CAR, the DDRR Advisor to the President, General Coordinator of the DDRR-PIU, will primarily be responsible to:

drive and coordinate implementation of project activities; achieve project objectives and ensure adherence to the work plan; facilitate the cooperation between actors engaged in project activities; ensure consistency between the strategies set forth by the President of CAR and implemented

activities; and draft periodical reports highlighting the progress on implementation.

8. The MoFB will retain responsibility for the fiduciary management of the Project including procurement, financial management and reporting. The MoFB will contract international NGOs and UN specialized agencies as implementing partners (IPs), upon request of the DDRR-PIU. A fiduciary team consisting of a procurement specialist, a financial management officer and an administrative and financial assistant will be hired to work at the MoFB for the coordination and management of all procurement activities.


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9. An organizational chart of the DDRR-PIU, highlighting items (staff recruitment and salaries) that will be financed by the Project30, as well as its relationship with the MoFB is presented below:

10. DDRR-PIU at the central level (Bangui):

1 National Coordinator of DDRR 1 Program Assistant 1 Reintegration Officer 1 Safeguards Officer 1 Communications Officer 1 IT Specialist, Administrator of the ICRS database 1 M&E Officer

30

The resources allocated under the Reintegration Project will solely finance reintegration activities and support to DDRR-PIU staff hired to facilitate the implementation of reintegration activities (as represented in the chart). Disarmament, repatriation, as well as the supportive committees established to provide guidance to the DDRR-PIU, SSR and NR structures, will be financed by separate resources. Notwithstanding, it is expected that DDRR, SSR, and NR activities will be closely coordinated as implementation proceeds.


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1 Logistics Officer 1 Administrative Officer 1 Driver.

11. In addition, the DDRR-PIU will be extended to the six administrative regions of the country, corresponding to the following areas: (1) Ombelle Mpoko – Lobaye; (2) Sangha Mbaré – Mambéré Kadéi – Nana-Mabéré; (3) Ouham-Pendé – Ouham; (4) Kémo – Nana Gribizi – Bamingui-Bangoran; (5) Ouaka – Haute Kotto – Vakaga; (6) Basse Kotto – Mbomou – Haut Mbomou. Each of the regional DDRR-PIU offices will be reinforced with the following staff:

1 Regional Coordinator 1 Accountant 1 Regional Reintegration Officer 1 M&E Officer 1 IT specialist 1 Communication Officer 3 local consultants 1 driver.

12. The DDRR-PIU will also contract with the following staff:

An International Consultant, Advisor to the Coordinator. Three local consultants to support the list of aforementioned operational staff, according to

needs. 13. The DDRR-PIU and the CS-REF will sign a funds management agreement that will legally bind both parties, as presented below:

14. The relationship between the DDRR-PIU and the F-PIU (CS-REF), anchored within MoFB, is articulated in a Convention signed on January 27, 2017. The Convention is expected to amount FCFA


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4 billion31 and supported with equal contributions from four member-states of CEMAC, namely the Republic of Congo, Republic of Cameroon, Republic of Gabon and the Republic of Equatorial Guinea. The CS-REF will be responsible for financial management and procurement-related project deliverables, audits and regular reporting. It supports staffing and operational costs of the procurement specialist, financial management officer and administrative and financial assistant employed for the purposes of the project. Salaries, operational costs and training of staff directly under the DDRR-PIU to support reintegration are paid for through the project. Implementation Arrangements 15. Implementation will be conducted by Implementing Partners (IPs) as contracted by the DDRR-PIU or in select cases by government entities32. 16. Reintegration activities will be conducted in host communities. The IPs will be required to deliver the counseling and training package in the first six months and carry out follow-up support activities during the following twenty-four months period. The IPs will develop the curriculum, building from existing resources while adjusting the materials to ensure complementarity, reinforcing coursework, and provide trainings in the communities. Training centers or on-site training schools will be identified in reintegration locations in areas where the project intends to intervene. Existing structure will be used and local capacities will be reinforced. 17. Selected IPs will provide career guidance services. They will be responsible for ensuring that trainers have skills to effectively communicate with ex-combatants and a training of trainers (ToT) model will be required for local trainers. The IPs will facilitate, in collaboration with the local communities, the selection of members of communities having the basic or advanced skills to potentially become a trainer. Those selected will be sent to the capital, Bangui, for short additional trainings and to be employed as trainers for the Project beneficiaries. The IPs will facilitate logistics required for such trainings. IPs facilitating trainings and those facilitating psycho-social and counselling support will also provide an initial training to local NGOs being involved in reintegration services. 18. With regards to reintegration follow-up support, services will be required in several project locations, and, therefore, a number of international NGOs and UN specialized agencies capable of providing services at the community level will be directly contracted by the PIU, where necessary. International NGOs will sub-contract with local NGOs, as necessary. These implementing partners will deploy one caseworker per 25 ex-combatants for the reintegration outreach period (12 months) and one per 50 ex-combatants for the drop-in and advisory services (the following 12 months). The caseworkers will attend ToT activities so that the project can ensure they are qualified to provide follow-up training on entrepreneurship, business and economic associations to ex-combatant individuals and, community economic associations mixed of both community members and ex-combatants, as applicable. Given that ex-combatants will be availing both agrarian and non-agrarian vocations (primary, secondary and tertiary sectors), IPs will be responsible to provide advisory services to each career path. The caseworkers will also be required to have an awareness of available local services and ongoing

31

As of February 2017, two countries contributed an estimated 2 billion FCFA. 32

Some of the IPs contracted could be UN agencies.


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development projects for guidance and referral. The caseworkers will also be trained on the use of the DDR MIS. IPs will be paid based on services delivered which will be tracked through the MIS. 19. Additionally for reintegration, the start-up kits will be procured and distributed through a centralized process by an IP. The IP will coordinate closely with the IP providing the Reintegration follow-up services and the DDRR-PIU, specifically the sensitization and communication specialist to ensure coordination and accurate expectation setting. 20. The female ex-combatants will receive reintegration services similar to that for male ex-combatants. Supplementary services during reintegration will be provided by NGOs capable of providing services at the community level.

21. Work on rehabilitation of small scale infrastructure and basic socio-economic investments will be supported by a contractor that produces a work plan on employing ex-combatants and community members. An IP will support communities in facilitating designing sub-projects, identifying development priorities, and producing a maintenance and recovery plan to enable them to take ownership over their own development processes. In addition, trainings, workshops and dialogues on social inclusion, conflict mediation and prevention will be broadly facilitated by a local NGO with previous experience in peacebuilding in fragile contexts. Specialized trainings will be provided by national human rights organization with proven technical capacity and experience supporting reintegration of ex-combatants. 22. During the project preparation phase, the World Bank task team conducted a scoping mission to assess operational capacity and geographical presence of potential implementing partners. The team convened with Agence Centrafricaine pour la Formation et pour l’Emploi (ACFPE), Cooperazione Internazionale (COOPI), Agency for Technical Cooperation and Development (ACTED), International Rescue Committee (IRC), Mercy Corps, Premiere Urgence, and Association Agropastorale de NDA among others. Outcomes from select meetings include:

ACFPE indicated capacity to develop vocational training programs, particularly those for construction works, service delivery, agrarian sectors, small businesses and entrepreneurship. The organization, based only in Bangui, may have skilled trainers available to travel to areas of intervention or invite community members to be trained in the capital.

COOPI has significant experience in psychosocial support, counseling and vocational training, particularly in the agriculture, livestock and fish farming sectors. It has remarkable presence in areas with high concentration of ex-combatants. These include Bria, Ippy, Bambari, and Kouango in the south and eastern central region. In addition, it has operational teams in Paoua, Berbérati and Mbaïki to the west and Obo in the extreme southeast.

ACTED focuses on emergency projects and operates in Bambari, Bossangoa and Bocaranga to the west and Obo, Zemio, Bengassou in south-east.

Premiere Urgence is present in N’délé in east and Sibut in the central regions. IRC is present in Kaga Bandoro to the north.

23. A detailed mapping on presence of NGOs in CAR is included in the figure below:


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24. Communications and Sensitization and M&E will be conducted by the DDRR-PIU staff (one Communication Officer and one M&E Officer per provincial office of the DDRR-PIU) and may be supplemented with short-term consultant assistance (three consultants per provincial DDRR-PIU) with World Bank technical assistance. 25. Project Implementation Schedule. The tentative date of Project effectiveness is July 13, 2017 with an end date scheduled for December 31, 2020. 26. Implementation Support. The Bank Implementation Support Mission (ISMs) will include various technical staff as needed (operations, procurement, finance, safeguards, social development, reintegration, communications, etc.). Technical officers will undertake periodic field missions throughout project implementation as required. Experience under previous Bank-financed reintegration operations in the region and elsewhere have shown that, given the sensitive and challenging nature of such programs, specific Bank responsibilities require higher than normal supervision and support requirements including the transfer of knowledge that the Bank has gained over the past decade in similar operations. Type Service Elements

Delivery of training Reintegration Counseling and Training for ex-combatants in communities (6 months)

1 IP per project location

Start-up Kit Start-up Kit Procurement and Distribution 1 IP

Follow-up Training Support

Reintegration follow-up support (12 months) Reintegration drop-in support (12 months)

1 IP per project location

Financial Management

27. An FM assessment of CS-REF of MoFB was carried out in November, 2016. The objective of the assessment was to determine whether CS-REF have adequate FM arrangements in place to ensure that the funds will be used only for the purposes for which the financing was provided, with due attention to considerations of economy and efficiency. Country Issues 28. The country fiduciary risk was high before the crisis and has been impacted by the delay in the implementation of critical PFM reforms agreed to with donors in 2012. The recent crisis has induced some weaknesses and capacity shortages in the fields of financial management and procurement in the country including the MoFB. Risk Assessment and Mitigation 29. The Bank’s principal concern is to ensure that project funds are used economically and efficiently for the intended purposes. Assessment of the risks that the project funds will not be so used is an important part of the FM assessment work. The risk features are determined based on two elements: (a) the risk associated with the project as a whole (inherent risk) and (b) the risk linked to a weak control


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environment for the project implementation (control risk). The content of these risks is described in Table I below. Table 1: Risk Assessment and Mitigation

Risk Risk

rating Risk Mitigating Measures

Incorporated into Project Design

Risk after mitigation measures

Remarks

Country level Weak capacity in PFM worsened by current security crisis.

H Ongoing donor’s mobilization on PFM assistance may yield results if security situation is stabilized.

H

Entity level DDRR-PIU was recently established through a decree signed on March 4, 2017, and does not have fiduciary staff.

S Rely on CS-REF endowed with dedicated fiduciary staff.

S

Project level Project resources may not be used for the intended purposes. The numerous stakeholders could negatively impact implementation of the project.

S Additional staff (Financial Management Officer and Administrative and Financial Assistant) will be recruited based on ToRs acceptable to IDA.

S

INHERENT RISK S S

Budgeting Inaccurate budget figures due to unreliable forecast and delays in preparing the budget.

S Annual Work Plan and Budget is elaborated each year and approved by Technical Committee and Steering Committee. The PIM will define the arrangements for budgeting’s, budgetary control. IFR will provide information on budgetary execution and analysis of variances.

M

Accounting Delay in DA reconciling and keeping records. Lack of qualified administrative and financial assistant.

S Accounting procedures will be documented in the procedures manual. Training on IDA procedures will be provided to the staff as needed.

M

Internal Controls / Internal audit Noncompliance of transactions with

S Elaborate FM procedures in the PIM. Ex-post verification by Bank FM team.

S


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financing agreement; PIM not fully adapted to current operation.

Funds Flow Delay in the funds release; Risk of misused of funds; Inefficient use of the funds.

S FM capacity will be strengthened during project implementation. Anticorruption rules will be presented to the project team.

S

Financial Reporting Delay in producing acceptable IFRs due to unadapted accounting system

S Install a computerized accounting system to produce project’s IFRs.

M

Auditing Delay in submission of audit report. External Auditor selected may not be acceptable to IDA or may not conduct their assignments professionally.

S Recruit an independent external auditor to perform annual financial statement audit based on ToRs agreed with the Bank. Audit due dates will be closely monitored by bank FM team.

M

Fraud and Corruption: Possibility of circumventing the internal control system with colluding practices such as bribes, abuse of administrative positions. Misprocurement is a critical issue.

S ToR of external auditor will comprise a specific chapter on corruption auditing. Measures to improve transparency, such as providing information on Project status to the public; and to encourage participation of civil society, beneficiaries, and other stakeholders, are built into Project design.

S

CONTROL RISK S S

Overall FM risk S

The overall residual risk rating is considered Substantial. Strengths 30. The CS-REF gained World Bank experience with Emergency Public Services Response Project (P149884) and closed Improving National Procurement System Project (P116151). The financial staff has experience on implementation of World Bank projects and an accounting software which is suitable for projects financial management is in place.


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Weaknesses 31. Assessment revealed some weakness and action plan below is elaborated to mitigate risks attached. Table 2: Action Plan

CS-REF / MoFB

# Item

Internal Control

1 PIM, including FM policies, rules and procedures Before effectiveness

2 Staff

Financial Management Officer No later than three (3) months after effectiveness

Administrative and Financial Assistant No later than three (3) months after effectiveness

Accounting

3 Accounting software updating No later than three (3) months after effectiveness

Auditing

4 External auditor By five (5) months after effectiveness

Financial Management Arrangements Internal Control System 32. The internal control system will consist of a PIM, including FM policies, rules and procedures. The CS-REF FM staff will comprise of a Financial Management Officer and an Administrative and Financial Assistant. The Financial Management Officer should have sufficient experience on bank financed-projects financial management. Planning and Budgeting System 33. The DDDR-PIU will prepare a detailed Annual Work Plan and Budget (AWP&B) for implementing project activities taking into account project components. The AWP&B should be approved respectively by Technical Committee and Steering Committee. The DDRR-PIU will submit its AWP&B to IDA before the end of previous calendar year for comments. The work plan and budgets will identify the activities to be undertaken and the role of respective parties in implementation including the DDRR-PIU and other relevant entities. The AWPB will provide detailed information on the amount allocated to each implementing entity per activity showing unit costs and quantities. The AWP&B will be consolidated into a single document and submitted to Technical and Steering Committees for approval, and thereafter to IDA for approval no later than 30 November of the year proceeding the year the work plan should be implemented. Accounting 34. The SYSCOHADA, assigned accounting system in OHADA countries, will be applicable. The Cellule CS-REF will customize accounting software to take account new project. The software updated must have all modules needed for project financial management (general accounting, cost accounting, contract management, fixed assets management, preparation of withdrawal applications, interim


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financial reports, and annual financial statements). Staffing 35. CS-REF will be in charge of fiduciary management of the project and will recruit one Financial Management Officer familiar with World Bank procedures and who has been involved in financial management of World Bank. The Financial Management Officer will review all transactions and records to ensure compliance with agreed procedures and grant agreement. The Financial Management Officer staff will ensure that project’s transactions are in compliance with fiduciary requirements, and prepare the Withdrawal Application and financial reports. The financial staff will receive trainings on World Bank financial procedures at project launch. Financial Reporting 36. Interim Financial Reporting. The CS-REF will submit the Interim Financial Report (IFR) to the Bank within 45 days after the end of the calendar quarterly period. The report may include: an introductory narrative discussion of project developments and progress during the period, to

provide context to (or other explanations of) financial information reported; A Sources and Uses of funds Statement, both cumulatively and for the period covered by the

report, showing separately funds provided under the Project (IDA, Recipient…); A Uses of funds by Components Statement, cumulatively and for the period covered by the report; the designated account reconciliation, including bank statements and general ledger of the bank

account; the disbursement forecasts of the upcoming six months; Explanation of variances between the actual and planned activities and budget.

Table 3: Financial reporting requirements

Report Deadline Responsible

Interim unaudited financial statements 45 days after the end of the quarter CS-REF

MoFB

37. Annual financial reporting: The CS-REF will produce their project Annual Financial Statements, which will comply with SYSCOHADA and World Bank requirements. The annual financial statements may comprise:

Project presentation and project developments and progress during the year, to provide context to (or other explanations of) financial information reported;

A Statement of Sources and Uses of Funds which recognizes all cash receipts, cash payments and cash balances,

A Statement of Commitments, Accounting policies adopted and explanatory notes, A Management Assertion that project funds have been expended for the intended purposes as

specified in the relevant financing agreements.


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Auditing 38. The annual financial statements prepared by CS-REF as well as its internal control system applied will be audited annually. SAI has a weak capacity and cannot perform the audit of project timely in professional manner. As result, an external auditor will be recruited according to ToRs acceptable to IDA. The auditor will provide one single opinion on the annual financial statements in compliance with IFAC Standards on Auditing. In addition to the audit reports, the external auditors will be expected to prepare a Management Letter giving observations, comments, and providing recommendations for improvements in accounting records, systems, controls and compliance with financial covenants in the Financing Agreement. The project will be required to produce, no later than six months after the fiscal year, the audited annual financial statements. Table 4: Audit report requirements Audit Report Due Date

The project audit reports (audit report and management letter)

Not later than June 30, year N if effectiveness has occurred before June 30, year N-1;

Not later than June 30, year N+1 if effectiveness has occurred after June 30, year N-1

Disbursements Fund flow and Disbursement Arrangements 39. Disbursements under this project will be carried out in accordance with the provisions of the Disbursement Guidelines (“World Bank Disbursement Guidelines for Projects, dated May 1, 2006”), the Disbursement Letters and the Financing Agreements. 40. Disbursement Methods. The financing proceeds can be withdrawn using any of the four (4) disbursement methods as follows: advances through the Designated Account (DA) for which supporting documentation for eligible expenditures will be provided at a later date, direct payments to contractors/suppliers for eligible expenditures, reimbursement for expenditures made from Borrower’s own resources and/or special commitment through payment to third party for eligible expenditures (e.g. goods purchased from a foreign supplier with the issuance of a letter of credit). 41. Designated Account. One DA in XAF will be opened, at a commercial bank acceptable to the World Bank by the CS-REF for this operation, 42. Advances to Designated Account and supporting documentation. The DA will receive an initial advance equivalent to the ceiling amount of XAF, equivalent to four month expenditures forecast. An Additional advance will be made by IDA upon receiving supporting documentation evidencing the use of the advance for eligible expenditures regularly through monthly Withdrawal Applications. The Withdrawal Applications will be signed by signatories appointed by the Government. All supporting documentation will be retained at the CS-REF and must be made available for periodic review by Bank’ missions and external auditors.


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Figure 1: Funds Flow Chart

Use of UN agencies 43. The funds transferred to any UN agency will be managed by the Agency following UN Financial Regulations and Rules. As a result, reliance will be placed on the UN agency’s external auditor’s reports as necessary. The request for elimination of audit requirements will be prepared and should be granted during project preparation. To mitigate any risks of inappropriate use of the project funds, some alternative mechanisms should be established, including (a) at least two field-based visits being conducted during the first 12 months of the project implementation period. The supervision intensity will be adjusted over time considering the project’s FM performance and FM risk level; (b) the Government having the entire responsibility of ensuring that works, goods, and services are delivered effectively to the intended beneficiaries during project implementation. However, where deemed appropriate (for example, UN agency systems and IFRs have showed some weaknesses or deficiencies), the World Bank team may request the Government to establish adequate arrangements to conduct some physical inspections of goods and services delivered by the UN agency; and (c) the World Bank FM team will have adequate access to the financial information, documents, and records for activities implemented by the UN agency on behalf of the Government. Implementation Support Plan 44. ISM to review FM will be an integral part of the project’s implementation reviews. The budget for supervision will take into account the need to increase the efficiency of financial controls and related support in project implementation. It is also envisioned that joint supervision missions with procurement staff to strengthen Bank control and support will be conducted. Bi-annual supervision visits to the field are anticipated. The implementation support intensity will be adjusted over time taking

IDA

DDRR - PIU Designated Account (Commercial Bank of Centrafrique)

Contractors, Consultants, Suppliers

Supporting documents

Direct payments

Payments

Withdrawal applications Replenishments

Special Commitmen

ts


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into account the project FM performance and FM risk level.

Procurement 45. The Project PPSD was prepared to ensure that the procurement activities are packaged and prepared in such a way as to minimize the risk. The PPSD concludes that the environment is favorable for procurement of the activities envisaged under the proposed project. Contracts will range from the undertaking of minor works, procurement of goods, consulting and non-consulting services. 46. The national market for rehabilitation and small works within the host communities is able to meet the project needs. The risk level for this procurement category is assessed as low given the large number of identified suppliers to execute the contract. 47. The goods market (including IT material, equipment and office furniture, starter kits) is a competitive market. CAR provides access to a multitude of suppliers for various products. However, the car dealers market is duopolistic with only two of suppliers standing out. Since almost all suppliers are concentrated in Bangui, logistical constraints must be addressed to equip the regional offices and send materials by road or air. 48. In terms of training modules development, the ACFPE has sufficient capacity and experience to respond to the needs in various sectors (primary, secondary, and tertiary). ACFPE has proven experience in both developing training modules and providing trainers and it is the only governmental agency in the vocational sector currently present in CAR. Given its competitive advantage, direct contracting procedure could be envisaged. The risk level for procurement of training equipment and materials is assessed as substantial, given the poor number of identified suppliers able to execute the market. 49. The market for consultants is assessed as being of substantial risk owing to the low attractiveness of local market and the poor availability of competent local consultants. 50. PPSD Summary Table is presented below:


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Type of contract Cost per contract

Prior review by the Bank

Approach Selection method Evaluation

method

Goods, Works and Non-Consulting Services

Procurement of Starter Kits (Includes Logistics and Distribution)

1,800,000 Substantial risk

Yes Competitive International Competitive Bidding (ICB)

Least Cost

Procurement of Communication and Sensitization Materials

675,000 Moderate risk

Yes Competitive National Competitive Bidding (NCB)

Least cost

Rehabilitation and Construction of Community Structures

625,000 Low risk

Yes Competitive NCB Least cost

Procurement of Training Equipment and Materials

200,000 Low risk


Development of MIS Including Software Purchase

150,000 Low risk


Consulting Services

Delivery of Guidance, Counseling and Skills Training Package

3,050,000 Substantial risk

Yes Competitive Quality and Cost-Based Selection (QCBS)

Scoring of Selection Criteria

PIU HQ Personnel Costs 337,500 Low risk

Yes Competitive Selection of Individual Consultants (IC)


Delivery of Reintegration Outreach Support

300,000 Low risk

Yes Competitive Selection Based on the Consultants’ Qualifications (CQS)


Implementing Partner(s) for Orientation Counseling and Skills Training Package

180,000 Low risk

No Competitive CQS Scoring of Selection Criteria

Delivery of Gender Sensitive Planning and Support

120,000 Low risk

Yes Competitive CQS Scoring of Selection Criteria

51. Applicable procurement rules and procedures. Procurement for the proposed project will be carried out in accordance with the World Bank Procurement Regulations for IPF Borrowers (Borrowers Regulations), dated July 2016, and the provisions stipulated in the Financing Agreement. The Recipient shall use the World Bank’s online procurement planning and tracking tools to prepare, clear and update its Procurement Plans and conduct all procurement transactions. 52. Institutional arrangement for procurement. The CS-REF (F-PIU) based in the MoFB is retained to be responsible to the implementation of the all fiduciary activities comprising FM and procurement. Based on the current procurement context characterized by the lack of capacity and in order to mitigate the financial risk the Word Bank has agreed with the project preparation team the following measures: (i) signing a MoU between the DDR-PIU and the CS-REF, based in the MoFB in order to manage all the project’s procurement processes, including the signing and approval of contracts during the project implementation; (ii) anticipating all procurement activities as indicated in the PPSD and the Procurement Plan; and (iii) supervising closely all procurement activities. These measures will be


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pursued during the implementation of project. 53. Procurement risk assessment. A summary procurement risk assessment of the F-PIU in charge of the implementation of procurement activities for the project was carried out and the overall procurement risk rating is Moderate. The F-PIU was created ten years ago and has experience working with the World Bank and applying related policies and procedures. 54. The main procurement-related risks identified are:

a) Lack of knowledge and practice in application of the New Procurement Framework; and

b) Lengthy government approval processes. 55. The following mitigation measures are proposed:

a) The F-PIU will apply the procurement procedures detailed in the PIM and will develop detailed checklists to ensure consistent and compliant project procurement; and

b) The F-PIU will develop a contract management system to ensure that all contracts under the project are effectively and efficiently managed; this will include the tracking of key contract milestones and performance indicators as well as capturing all procurement and contract records.

56. National Procurement Arrangement. In accordance with paragraph 5.3 of the Procurement Regulations, when approaching the national market, as specified in the Procurement Plan tables in Systematic Tracking and Exchanges in Procurement (STEP), the country’s own procurement procedures may be used. When the Beneficiary uses its own national open competitive procurement arrangements as set forth in Public Procurement Code, such arrangements shall be subject to paragraph 5.4 of the Procurement Regulations and the following conditions : (i) the procurement is open to eligible firms from any country ; (ii) the request for bids/request for proposals document shall require that Bidders/Proposers submitting Bids/Proposals present a signed acceptance at the time of bidding, to be incorporated in any resulting contracts, confirming application of, an compliance with, the Bank’s Anti-Corruption Guidelines, including without limitation the Bank’s right to sanction and the Bank’s inspection and audit rights; and (iii) maintenance of records of the Procurement Process. When other national procurement arrangements other than national open competitive procurement arrangements are applied by the Beneficiary, such arrangements shall be subject to paragraph 5.5 of the Procurement Regulations. 57. Procurement methods. The various procurement methods to be used for activities financed by the proposed Grant will be set out in the procurement plan. 58. Procurement of works. Procurement of works will include the rehabilitation and/or construction of feeder roads and bridges, rehabilitation of schools and dispensaries; rehabilitation of markets and harvest storage facilities; rehabilitation of water sources, notably canals, wells and boreholes.


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59. Procurement of goods and non-consulting services. Procurement of goods will include training materials and tools, computer equipment, communication materials, and vehicles. 60. Procurement of consulting services (firms and individuals). Procurement of consulting services will be carried out in accordance with the World Bank Procurement Regulation for Investment Project Financing Borrowers. Consulting services also include the services of training, the recruitment of NGO, UN Agencies, consultants (firms) and individual consultant comprising a Procurement specialist, Financial Management Officer, and an Administrative and Financial Assistant etc. 61. Frequency of procurement supervision. In addition to the prior review to be carried out by the World Bank, supervision missions will be undertaken at least once per year. One in five procurement packages not subject to World Bank prior review will be examined ex post on an annual basis. 62. Procurement Plan. The draft Procurement Plan for the first 18 months has been prepared. The Procurement Plan will be updated by the F-PIU on an annual or as-needed basis to reflect actual project implementation need. Updating of the Procurement Plan will be submitted to Bank No Objection and the PPSD updated accordingly.

63. Procurement Planning and Tracking Tool. In accordance with paragraph 5.9 of the “World Bank Procurement Regulations for IPF Borrowers” (July 2016) (“Procurement Regulations”) the Bank’s STEP system will be used to prepare, clear and update Procurement Plans and conduct all procurement transactions for the Project. 64. Project Implementation Manual. The PIM will define the project’s internal organization and implementation procedures, and will include: (i) the procedures for calling for bids, selecting consultants, and awarding contracts; (ii) the procedures for community-based procurement and sample contracts; (iii) the internal organization for supervision and control, including operational guidelines defining the role of the executing agency and reporting requirements; and (iv) disbursement procedures. The PIM comprising of the Manual for Administrative, Financial, and Accounting Procedures, prepared for PURSeP will be updated.

Environmental and Social (including safeguards)

65. The project will finance two main sets of activities. First, it will finance livelihood support activities to help the social and economic reintegration of ex-combatants. These will include skills development, start-up support to income generating activities and in-kind support for the reintegration of ex-combatants (in agrarian activities including agriculture, livestock, fishery, and related activities, as well as other economic activities such as honey production, traditional fabric/clothes production, etc.). Second, the project will finance rehabilitation of small scale socio-economic infrastructure through a community-driven development approach. These activities may generate potential safeguards impacts that require mitigation measures. 66. In this context, the project is classified as a Category B operation due to the limited risks and impacts of its foreseen activities. The project is expected to have only limited, localized and generic environmental and social impacts that can easily be mitigated with standard, available measures and


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mostly would be resolved by adhering to good housekeeping practices in the envisaged small scale construction activities. The project has a national coverage with a specific focus on regions where ex-combatants are mostly located. While overall this type of projects in a post-conflict country like CAR is expected to bring more positive social impacts to its beneficiary populations (i.e. social cohesion, employment opportunities, improved socio-economic infrastructure, more accessible livelihood support resources, long-lasting peace environment, greater human development and social behavior, etc.), these activities may still entail potential negative impacts for which specific mitigation measures are required. 67. As the project is prepared under the provisions of paragraph 12, OP 10.00, for projects in situations of urgent need for assistance or capacity constraints, the preparation of safeguards instruments has been deferred into the implementation period, and an Environmental and Social Safeguards Action Plan (ESSAP) was developed (Annex 4). The objective of the ESSAP is to ensure that the planned project activities and related social and Environmental assessment and management instruments and processes have the needed technical quality and will be in compliance with the national legislation of CAR and the World Bank’s operational safeguards policies and standards. 68. In light of the foreseen project activities, the project will trigger five social and environmental safeguards policies: Environmental Assessment (OP/BP 4.01), Pest Management (OP 4.09), Indigenous People (OP/BP 4.10), Physical Cultural Resources (OP/BP 4.11), and naturally, Involuntary Resettlement (OP/BP 4.12). In compliance with paragraph 12 of OP/BP 10.00, the Government will prepare relevant safeguards instruments within four months after project effectiveness. The ESSAP was prepared and is provided in Annex 4. A brief description of safeguards issues in relation to implementation arrangements is provided in this section. 69. Safeguards Instrument Processing Timeframe. Required safeguards instruments, attached negative lists, GRM, institutional arrangements and technical capacity strengthening are expected to be processed within four months after project effectiveness. This timeframe does include internal and World Bank review and approval as well as public consultation, participation and disclosure both in-country and at the InfoShop prior to the physical implementation of project civil works. A framework approach for OP 4.01, OP 4.10, and OP 4.12 is applied in this project as the list of activities to be financed is still indicative and may change, and the scope of all project sites specific activities has not been finalized. Therefore, a draft ESMF; a draft Resettlement Policy Framework (RPF)/Process Framework and a draft Indigenous People Policy Framework (IPPF) will be prepared. The frameworks documents will be prepared no later than four months after effectiveness and once finalized, will be disclosed in country and Infoshop. These frameworks will describe the procedures and processes that will be followed in preparing and disclosing site specific safeguard instruments where required. 70. Institutional Arrangement for Safeguards Processing. The overall responsibility of safeguards processing relies on the DDRR-PIU, more specifically on the Safeguards Officer of the project, which the project will be hiring on due course. The Safeguards Officer of the DDRR-PIU will be responsible for following up on all safeguards concerns. The Safeguards Officer would ensure that all safeguard concerns are properly addressed with and lead the systematic screening of all sub-projects as well as the development of any related additional safeguards instruments. He/she will be supported by the World Bank Social and Environmental Safeguards Specialists. The safeguards documents will be properly consulted upon and publicly disclosed both in-country and at the InfoShop prior to the start of the civil


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works. 71. Public Consultation and Disclosure of Safeguards Instruments. To ease safeguards understanding and undertaking by the client, the final instruments will be duly consulted upon with the Government and project stakeholders and then translated into French for broader public dissemination in CAR, particularly in project areas. The project safeguards instruments will also be duly consulted upon and publicly disclosed both in-country and at the InfoShop prior to the physical start of projects civil works. 72. Social inclusion, Gender equality and Citizen Engagement. The foreseen activities in this operation are meant to bring value added than causing harm on its recipient’s beneficiaries. From its conception to its implementation, the project used a participatory approach by involving various stakeholders and tailoring its activities to benefit its end-users. Gender and vulnerability issues are properly factored in, and the project is meant to bring more wealth and values to women, youth and elderly people, both from the internally displaced people as well as host communities. 73. The project seeks to support engagement of stakeholders and beneficiaries through the wider use of publicly available information, consultative processes, skill training with start-up kits and feedback mechanisms, build ownership and thus contribute to sustainability and better project outcomes. The specific aspects of citizen engagement will include: (i) access to information and exchange platforms for stakeholders, (ii) information campaigns on social and economic reintegration and awareness-raising activities, (iii) a feedback mechanism to receive concerns and questions from stakeholders, and (iv) third-party monitoring of project activities to ensure transparency and feedback on these activities. In a nutshell, the project is meant to foster more ownership, social accountability by engaging more citizens in the sustainable planning and implementation of project activities and the benefits it is meant to yield. The mechanisms of this citizen engagement and participation framework will be detailed in the PIM.

Monitoring and Evaluation 74. M&E will be conducted by a dedicated team based on the achievements and lessons learned through other project implementations in CAR as well as similar reintegration projects in the region. The M&E team, comprising of DDRR-PIU M&E Officers, based both at central (Bangui) and regional (administrative regions) levels, will have the following objectives: (i) improve project management; (ii) ensure transparency in data sharing of the Project with various stakeholders; (iii) ensure efficiency of the activities; (iv) provide accurate and timely information to modify or adjust the activities in relation to the evolution of the context during implementation; and (v) provide accurate and timely information to help management take the right decisions. 75. To meet these objectives, an MIS combining several robust databases will (i) monitor each demobilized ex-combatant from demobilization through reintegration, (ii) follow the implementing partners providing reintegration support, and (iii) monitor the financial management. The six regional DDRR-PIU offices will be connected to the MIS via a wireless connection and data will be transmitted on a regular basis. The data will be centralized in Bangui and synchronized at each regional office to minimize any possible duplication. The system will work in an offline mode to allow data entry/ retrieval without internet connectivity.


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76. The M&E team will produce the monthly, quarterly and annual project activity reports on fiduciary and operational progress notably through the use of the proposed MIS. The MIS, placed at the DDRR-PIU, will be set up through a highly-secure central server using cloud services and backup configuration. This will provide 24x7 access to the system by all partners. The fingerprint biometrics option used by the MIS will increase transparency and accountability to the overall DDRR program. In addition, the system will include the following modules: (i) fingerprint-based Registration System for mobile teams, (ii) counselling, referral and support modules, (iii) tracking of training, reinsertion and reintegration kits and activities using mobile technologies such as a smart phone or a tablet, (iv) online dashboard with geo-maps and detailed reporting to be accessible by all stakeholders as per level of access granted. The reports produced through the DDRR MIS will be made available in electronic form, therefore facilitating data access by the Government, implementing partners, donors and relevant stakeholders. 77. In addition, ad hoc assessments will be conducted as well as studies based on identified needs. This will include formal assessments and regular tracer beneficiary surveys combining qualitative and quantitative data. Specific studies on the inclusion of gender in the reintegration process of adults will also be conducted. 78. A mid-term review will be conducted one year after the start of the project in collaboration with the Government. This review will validate the proposed reintegration process or adjust it if necessary. A final implementation report will be prepared within six months following the end of the Project and include the contribution of the Government and other partners.

Role of Partners 79. In a joint effort to support the Government-led DDRR process, the World Bank and MINUSCA have participated, on a weekly basis, in the working meetings scheduled by the Government. This close coordination resulted in finalizing, in support of and with the Government, the drafting of the strategic and technical program documents on DDRR. Furthermore, the Project has been designed through a rigorous multi-stakeholder and multi-partner process of technical assistance on DDRR. In addition, the World Bank participates in the meetings of the Monitoring and Advisory Committee33, together with the international community, including MINUSCA, the European Union, France, United States and France, to strengthen dialogue between armed groups and the Government. 80. On November 17, 2016, as an outcome of the donor conference organized by the Government in Brussels, US$2.2 billion was pledged by eighty countries and international agencies, to be directed towards the CAR’s recovery efforts, namely the National Strategy for Recovery and Peace Consolidation (RCPC) plan. A portion of the needed funds was pledged for DDRR34, although the specific funds distribution for the program, and especially for the reintegration component, is undefined at this stage.

33

In French, Comité Consultatif et de Suivi, is the consultative body that provides a space for dialogue and discussion between the Government, the armed groups and the international community. 34

RCPC Component 1: “Support violence reduction through ex-combatant’s disarmament and reintegration”, under the Pillar 1: “Sustaining Peace, Security, and Reconciliation”.


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81. Through a separate financing mechanism established by the World Bank35, a contribution of approximately US$6 million (4 billion XAF) offered by four countries36 of CEMAC, will be used by the Government to start off part of the DDRR preparatory operations, including communications, sensitization, and project management activities. 82. In the lead up to project implementation, the Bank continues its efforts toward an inclusive and consultative process with key development partners. This will help ensure close strategic harmonization and operational coordination in supply of start-up kits, vocational training and other activities as needed.

35

Upon request of the Government, the resources will be disbursed in accordance with Bank rules and procedures. 36

On July 31, 2016, during a CEMAC summit held in Malabo, four countries, namely Republic of Congo, Cameroon, Gabon and Equatorial Guinea each decided to offer a contribution of 1 billion XAF FCFA to the Government in support of DDRR.


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ANNEX 3: IMPLEMENTATION SUPPORT PLAN

COUNTRY : Central African Republic


Strategy and Approach for Implementation Support 1. The implementation support plan for the project has been developed based on specific project activities, current capacity of the implementing agencies and partners, political context of CAR, lessons learned from past DDR operations in the region, and the project’s risk profile in accordance with the SORT. This Implementation Support Plan reflects the assessment conducted by the Bank during project appraisal which built on lessons learned from several years of the Bank’s DDR engagement in Africa. 2. ISMs including field visits would concentrate in the following areas:

a. Enhanced technical assistance. Implementation support missions will concentrate on the overall implementation of project activities at all levels. Random field visits will verify compliance with the approved PIM. In addition, enhanced technical assistance will be required on social and economic reintegration support, communications, and monitoring and evaluation. The Bank team will facilitate knowledge exchange and mobilize appropriate global expertise as needed. The team will provide support to design, development, and implementation of the communication strategy for the project targeting project beneficiaries, the general public, and internal and external clients. An M&E specialist will provide regular technical assistance and oversight of data collection and ensure effective flow of data between the multiple partners involved in service delivery, as well as between the local and central levels. Additional support will be provided to develop studies and evaluations to improve the understanding and feasibility of planned interventions on reintegration.

b. Client Relations. The TTL will: (i) coordinate Bank implementation support to ensure consistent project implementation as specified in the legal documents (i.e., Financing Agreement, PIM); and (ii) meet regularly with the client’s senior representatives at central and local levels (where appropriate) to gauge project progress in achieving the PDO and address implementation bottlenecks, as they arise. In addition, the TTL will ensure regular exchanges of information with other key donors supporting activities related to the DDRR process as well as bilateral, multilateral partners, and UN agencies.

c. Financial management. Supervisions will be conducted over the project’s lifetime. The project will be supervised on a risk-based approach and will include reviews of audits, financial reports, and advice to task team on all FM issues. Based on the current risk assessment which is rated as substantial, the project will be supervised at least twice a year and may be adjusted when the need arises. The Implementation Status Result (ISR) will include a FM rating of the project. An ISM will be carried out before effectiveness to ensure project readiness. To the extent possible, mixed on-site supervision missions will be undertaken with procurement monitoring and evaluation, and disbursement colleagues.


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d. Procurement. With regards to procurement activities, implementation support will include prior procurement reviews. The Bank’s procurement specialist will perform at least two missions per year to provide support to the implementation of procurement activities and as need arises. This support will include setting up and operationalizing the procurement unit and the implementation of procurement activities listed in the procurement plan. One post review of procurement activities will be also carried out every year and an annual compliance verification monitoring will be carried out by an independent consultant.

e. Safeguards. Although the project is not anticipating a large scale negative environmental and social impact, the task team will include environmental and social safeguards specialists who will provide technical oversight throughout project implementation as the project is categorized as Category B. The Bank task team will assist the Government in reviewing the ToRs for the instruments as well as the finalized products, and ensure their scope and quality is satisfactory to the Bank. The task team will also follow up on any safeguards issues through regular ISMs during which document reviews, site visits, and spot-checks will be conducted.

f. Mid-Term Review: A Mid-Term Review (MTR) will be carried out after one year of Project

implementation. In preparation for the MTR, an independent review of implementation progress will be carried out, including audits. Results will provide input to any potential project revisions or restructuring at the time. The MTR will cover inter alia review of the Results Framework, SORT, country ownership, stakeholder participation, financial management, procurement processing, and sustainability aspects.

Implementation Support Plan and Resource Requirements

3. Implementation support and technical assistance will be provided directly by the Bank task team and additional consultants as needed. During the first year of the project, regular technical assistance missions will most likely take place to essential areas to support the client in initiating activities given the complexity and nature of the project. The Bank task team will carry out ISMs in distant areas as well as in Bangui and provide additional support in between these missions. The volume of support is expected to be high throughout project implementation. An implementation support plan is provided below including required skills mix. 4. Financing of implementation support. The Bank task team requires a Work Program Allocation (WPA) to provide implementation support and technical assistance to the project, particularly in light of risks associated and complexities surrounding various activities.


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Time Focus Skills Needed Resource Estimate

Partner Role

First twelve months

Project start-up, baseline survey, assessments, conducting training for fiduciary staff, Setting-up specialized support to vulnerable groups (beneficiaries), setting up of management information system.

As per skills mix Required table below

MINUSCA Government

12-30 months

Supporting implementation of project activities, enhanced technical assistance on a number of areas

As per skills mix required table below

MINUSCA

Skills Mix Required

Skills Needed Number of Staff Weeks Number of Trips Comments

TTL 12 As much as needed HQ-based

Social Development Specialist 12 As much as needed HQ-based

M&E / MIS Specialist 10 As much as needed Field-based

FM Officer 6 2 Bangui-based

Procurement Specialist 6 2 Region-based

Safeguards Specialist 3 1 HQ-based

Partners

Name Institution/Country Role

MINUSCA UN Mission in Central African Republic Coordination complementary activities

UNOPS UN Specialized Agency Coordination complementary activities


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ANNEX 4: ENVIRONMENTAL AND SOCIAL SAFEGUARDS ACTION PLAN

COUNTRY : Central African Republic

Reintegration of Ex-combatants Project

I. Objectives 1. According to the preliminary environmental screening, the project is a Category B. The environmental and social impacts will be local and limited as the project activities will be limited to the regions where ex-combatants are located. Specific mitigation measures will be designed to address potential negative impacts. Given the fragility and emergency situation in CAR, mainly due to the political crisis, it was agreed to defer the preparation of safeguards instruments. However, an ESSAP, consistent with World Bank operational policies and procedures, investment operations subject to paragraph 12 or OP 10.00, Projects in Situations of Urgent Need of Assistance or Capacity Constraints, has been prepared. Five safeguard policies are triggered: Environmental Assessment (OP 4.01), Pest Management (OP 4.09), Physical Cultural Resources (OP 4.11), Indigenous People (OP 4.10), and Involuntary Resettlement (OP 4.12). 2. The ESSAP provides a time-bound planning framework for the environmental and social safeguards instruments, the production of which has been deferred into the project implementation period under paragraph 12 of OP 10.00, allowing for condensed procedures and deferral of the safeguards instruments in situations of urgent need for assistance. The ESSAP is supplemented by information on policies, guidelines, codes of practice and procedures to be adhered to and mainstreamed into the project. The objective of the ESSAP is to ensure that the planned project activities and related environmental and social assessment and management instruments and processes will be in compliance with the national legislation of CAR and the World Bank’s operational safeguards policies, and are duly and diligently implemented in a logical sequence with the environmentally and socially relevant project activities. II. General Principles 3. Recognizing the emergency nature of the proposed emergency operation and the related need for providing immediate assistance, while at the same time ensuring due diligence in managing potential environmental and social risks, the ESSAP is based on the following principles:

The operation will support multiple sub-projects, the detailed designs of which were not known during the combined preparation and appraisal mission. To ensure effective application of the World Bank’s safeguard policies, the ESSAP provides guidance on the approach to be taken during project implementation for the selection and design of subprojects and the planning of mitigation measures.

Important resettlement issues are not expected in any of the proposed sub-projects to be financed by the project. If any does occur, Resettlement Action Plans (RAPs) for specific sub-projects will be prepared following the guidelines of the project’s RPF.


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The proposed emergency operation will finance feasibility and detailed design studies for these subsequent investments, which will include environmental assessments and social studies as required by the World Bank safeguard policies.

Employment opportunities within the sub-project areas will be targeted and extended, as much as possible, to the hosted communities. In sub-projects that require consultations with local communities or beneficiaries, consultations will be conducted to elicit the views of the male and female population.

Consultation and disclosure requirements will be simplified to meet the special needs of these operations. This ESSAP will be disclosed in-country in the concerned sector ministries and other public places and at the World Bank InfoShop.

III. Environmental and Social Action Plan (ESSAP) 4. This ESSAP has been developed specifically for this proposed operation to ensure due diligence, to avoid causing harm, and to ensure consistent treatment of social and environmental issues by the Government of CAR and the World Bank. The purpose is also to assist the Government’s project implementation team in screening all the sub-projects for their likely social and environmental impacts, identifying documentation and preparation requirements and prioritizing the investments. 5. Environmental Assessment (OP 4.01). This policy is triggered as the project activities, mainly those related to Sub-component 2.1: Improvement of Socio-economic Infrastructure may have environmental and social impacts. The Borrower will prepare an Environmental and Social Management Framework (ESMF) and relevant specific plans will be prepared after environmental and social screening process of each sub-project to be financed. It is not anticipated that OP 4.36, OP 4.37, OP 7.50 and OP 7.60 will be triggered in this project. As an emergency operation, an Environmental Assessment (EA) and/or Environmental and Social Management Plan (ESMP) may be carried out during project implementation. At the same time, prior to sub-project implementation, the implementing unit will agree to apply the following minimum standards during implementation: Inclusion of standard Environmental Codes of Practice (ECOP) in the rehabilitation, improvement and construction bid documents of all relevant subprojects; review and oversight of any reconstruction works by specialists; implementation of environmentally and socially sound options for disposal of debris; and provisions for adequate budget and satisfactory institutional arrangements for monitoring effective implementation. The key social safeguards issues are involuntary resettlement and indigenous peoples. This project is not an infrastructure heavy project therefore land take is predicted to be minimal. However, any land take and resettlement both physical and economic will need to be identified in the ESMF and mitigated by the requisite resettlement instruments. Small indigenous communities could be located in the project areas. The extent of the potential project impact on them will be covered in the ESMF and if necessary a separate stand-alone Indigenous Peoples Plan (IPP) will be drafted and disclosed as part of the safeguards requirements. Interventions embedded in the project to address these gaps and inequities will be identified in the ESMF and taken into consideration during project implementation. During the development of the ESMF, physical cultural resources will be taken into consideration and baselines defined. The ESMF will include clear procedures that will be required for identification, protection of cultural property from theft, and treatment of discovered artifacts, and will be included in standard bidding documents. The ESMF will provide procedures for handling with a chance finds during implementation project activities


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6. Pest Management (OP 4.09). Although agriculture activities are not clearly identified to be supported by the project, it is envisaged that the project will provide training on agrarian activities (agriculture, livestock, fishery, and related activities). This training will be organized with the pilot farms. In addition, the beneficiaries may want to develop agriculture sub-projects that may increase the use of pesticides and other hazardous agricultural chemicals which may be used for productivity increase purpose. In this context, it was agreed that, in addition to integrated pest management measures that will be included in the ESMF, that will guide the project beneficiaries during the training session, the Pest Management Plan prepared during the implementation of the CAR Emergency Food Crisis Response and Agriculture Relaunch Project (P149512) will be updated and disclosed. 7. Physical Cultural Resources (OP 4.11). This policy is triggered as sub-component 2.1: Improvement of Socio-economic Infrastructure may involve excavation and earth movement. The ESMF will include clear procedures that will be required for identification, protection of cultural property from theft, and treatment of discovered artifacts “chance finds” that could be identified during the implementation project. 8. Indigenous Peoples (OP/BP 4.10). Although the proposed project activities are not expected to negatively impact the indigenous peoples, given it national coverage, this policy will be triggered because the project may intervene in specific locations where indigenous peoples may be present (i.e. refugee camps, etc.), and with the risk of impacting, in one way or another, the socio-cultural environment of these indigenous peoples that might result in their communal impacts or a negative impact on natural resources upon which they depend. In operations such as reintegration of ex-combatants, the Bank supports, and expects borrowers to apply, a precautionary approach to indigenous peoples’ environment. An Indigenous Peoples Plan Framework (IPPF) will include provisions for a proper consultation (FPIC), grievance redress mechanism, institutional arrangement and capacity building. If necessary, an IPP will be prepared. 9. Involuntary Resettlement (OP/BP 4.12). Activities to be funded under sub-component 2.1 would most likely lead to acquisition of land resulting in the involuntary resettlement of people with/without physical displacement of people. Sub-project areas footprints will only be known during project implementation, when site-specific plans are available in the project areas. Therefore, sub-projects will be screened for applicability of the resettlement policy and any subprojects involving involuntary resettlement or land acquisition with restriction to access to livelihood supports areas, etc. will only be approved after preparation of an RAP acceptable to the Bank. Several issues will increase the complexity of land acquisition - the lack of reliable land record systems, and the inability of people losing land to either document ownership or be physically present to make their claims for eligibility. The RPF will therefore include procedures for identifying eligible project-affected people (PAP), calculating and delivering compensation, and mechanisms for land dispute grievance redress, as well as satisfactory institutional arrangements for monitoring effective implementation of the RAP. OP/BP 4.12 covers those persons displaced by the project activities. Given the long lasting post-conflict crisis and possible land disputes between residents and to ensure effective poverty reduction, the Borrower will prepare an RPF during project execution and implement measures to minimize and mitigate adverse social impacts, particularly on poor and vulnerable groups. Well documented consultation mechanisms will be required


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to establish eligibility for compensation. Absent refugees or displaced PAPs who later claim compensation will require clear legal remedies to resolve or adjudicate disputes. 10. Sequencing and, if practical, tentative implementation schedule for safeguards processing. Prior to the commencement of project activities the implementing agencies will agree to apply the following minimum standards during implementation:

a) Development of a negative list of activities and goods/substances that will not be financed by the project;

b) Inclusion of standard ECOP (Attachment 5) in the rehabilitation, improvement and reconstruction bid documents of all subprojects.

11. Sequencing of safeguards instruments during project implementation. The following time-bound deployment of the above described safeguards instruments is anticipated to manage and mitigate the potential adverse impacts.

a. Immediately after project effectiveness: Development of TOR for, and of the training modules on environmental sustainability to be integrated into the overall sensitization and training activities. Development of ESMF and RPF with training plan and negative list of activities, materials and equipment not to be financed, and including a monitoring plan.

b. During implementation of project activities under Components 2.1: Capacity building for environmental and social management (including training ion ESMF/RPF), development of ESIAs/RAPs for specific subprojects, including an explanation of the negative list.

c. Before the start of implementation of project infrastructure activities: (i) implementation of ESIA/ESMP, (ii) if applicable, implementation of RAP.

12. Preparation time for safeguards instruments, including Bank review, revisions, clearance, and approval steps. The preparation of the ESMF, IPPF, RPF and updating the Integrated Pest Management Plan from the CAR Emergency Food Crisis Response and Agriculture Relaunch Project (P149512), including the negative list and the training modules is estimated to require a maximum time period of four months, including World Bank review and approval, disclosure, consultations and finalization. 13. Implementation of safeguards instruments. If applicable, development of secondary instruments (e.g., subproject ESIA/ESMPs and /or RAPs to be developed, and specifying by whom—e.g., contractors or other implementing entities—and by when). After finalization of the ESMF and RPF and updating the Integrated Pest Management Plan CAR Emergency Food Crisis Response and Agriculture Relaunch Project (P149512), the capacity building program, and the negative list, the implementing agency will be responsible for screening and development of subproject ESIA/ESMP and RAPs, where applicable. The RAPs will need to be implemented before commencement of activities for that specific subproject. V. Safeguard Screening and Mitigation 14. The selection, design, contracting, monitoring and evaluation of subprojects will be consistent with the following guidelines, codes of practice and requirements. The safeguard screening and mitigation process will include:


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A list of negative characteristics rendering a proposed subproject ineligible for support,

Attachment 1; A proposed checklist of likely environment and social impacts to be filled out for each subproject

or group of subprojects, Attachment 2; Guidelines for land and asset acquisition, entitlements and compensation, Attachment 3; Procedures for the protection of cultural property, including the chance discovery of

archaeological artifacts, unrecorded graveyards and burial sites, Attachment 4; Relevant elements of the codes of practice for the prevention and mitigation of potential

environmental impacts, Attachment 5; and A sample Environmental Safeguards procedures for Inclusion in the Technical Specifications of

Contracts, Attachment 6. VI. Responsibilities for Safeguard Screening and Mitigation 15. The DDRR-PIU as the Executing Agency of the project will have the overall responsibility in close collaboration with the ministry in charge of environment, the environmental safeguards compliance. The overall responsibility of safeguards processing relies on the DDRR-PIU, more specifically on the Safeguards Officer, which the project will be hiring on due course. The Social and Environmental Safeguards Specialist of the DDRR-PIU will be responsible for following up on all safeguards concerns. The specialist would ensure that all safeguard concerns are properly dealt with and lead the systematic screening of all subprojects as well as the development of any related additional safeguards instrument. The specialist will be supported by the World Bank Social and Environmental Safeguards Specialists. The safeguards documents will be properly consulted upon and publicly disclosed both in-country and at the InfoShop prior to the start of the civil works. VII. Capacity Building and Monitoring of Safeguard Implementation 16. As part of the capacity building to be provided for implementation of the proposed operations, the DDRR-PIU which is staffed with a safeguards officer to apply the ESSAP provisions will also receive additional training in ESSAP’s application from the Bank’s safeguards specialists. To assist in this capacity building, and to provide subsequent guidance and review of the ESSAP’s application, the World Bank environmental and social safeguard specialists in the project task team will provide guidance to the DDRR-PIU. During supervision of these operations, the World Bank will assess the implementation of the ESSAP, and recommend additional strengthening, if required. VIII. Consultation and Disclosure 17. During the preparation of the relevant project safeguards instruments, the DDRR-PIU will ensure that a consultation plan (for safeguards preparation and implementation) is prepared and implemented. The final version of the safeguards instrument will be duly disclosed both in-country and at the InfoShop. The implementing agency will consult project-affected groups and local nongovernmental organizations on the project's environmental and social aspects, and will take their views into account. The implementing agency will initiate these consultations as early as possible, and for meaningful consultations, will provide relevant material in a timely manner prior to consultation, in a form and


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language(s) that are understandable and accessible to the groups being consulted. The safeguards instruments will be disclosed after Bank review as final draft versions, for a period no less than 30 days, during which the Recipient will organize consultations for the affected stakeholders.


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Attachment 1: List of Negative Project Attributes Sub-projects with any of the attributes listed below will be ineligible for support.

Attributes of Ineligible Sub-projects

Natural Habitats Concerning Activities that involve significant conversion or degradation of critical natural habitats, regardless of their formal legal protection status. Such habitats may e.g. include:

Wildlife Reserves Ecologically-sensitive marine and terrestrial ecosystems Parks or Sanctuaries Protected areas, natural habitat areas Forests and forest reserves Wetlands National parks or game reserves Any other environmentally sensitive areas

Physical Cultural Resources Damage physical cultural resources, notwithstanding the type of PCR and the scale of the damage. Such PCR may e.g. include, but would not be limited to:

Archaeological sites, structures or objects Religious monuments or structures Works of art, artifacts Natural sites or objects, e.g. trees, rocks, rock formations, hills, forests, rivers (or their

sources) or lakes with cultural or religious values Cemeteries, graveyards, and graves Sites of any other cultural or religious significance

Irrigation New large scale irrigation and drainage schemes, as well as the significant expansion of irrigated agricultural areas.


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Attachment 2: Environmental and Social Assessment Screening Form This section outlines the selection criteria and associated Environmental and Social Assessment procedures to be applied when screening subprojects. This form is to be used by the PIU Safeguards specialist of the relevant sector ministry to screen all proposed subprojects.

Environmental and Social Assessment Screening Form

I Basic Data Sector: Line Ministry: Name of Project: Name of Subproject: Subproject Objective: Subproject Location: Scope of Civil Works: Estimated Subproject Costs: Proposed Date for Commencement of Work: Technical Specifications Reviewed: Yes __ No __ II Site Description

Site Features Description

Physical description of the site

Site drainage

Proximity of existing wells

Types of soil

Presence and type of vegetation What is the current land use?

Who identified the site?

Who is the owner of the land? Who occupies the land?


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III Project and/or Subproject Site Related Considerations

Issues Yes No Comments

Is the subproject located in an area with endangered or conservation worthy ecosystems, fauna or flora?

Is the subproject located in an area within 500 meters of national forests, protected areas, wilderness areas, wetlands, biodiversity, critical habitats, or sites of historical or cultural importance?

Is the subproject located in an area which would create a barrier for the movement of conservation-worthy wildlife?

Is the subproject located close to groundwater sources, surface water bodies, water courses or wetlands?

Is the subproject in an area that would require land acquisition or restriction of access to natural resources in a protected area?

Is the subproject located in an area with designated cultural properties such as archaeological, historical and/or religious sites?

Is the subproject in an area with religious monuments, structures and/or cemeteries?

Is the subproject in a polluted or contaminated area?

Is the subproject located in an area of high visual and landscape quality?

Is the subproject located in an area susceptible to landslides or erosion?

Is the subproject located in an area of seismic faults?

Is the subproject located in a densely populated area?

Is the subproject located on prime agricultural land?

Is the subproject located in an area of tourist importance?

Is the subproject located near a waste dump?

Does the subproject have access to potable water?

Is the subproject located far (1-2 km) from accessible roads?

Is the subproject located in an area with a wastewater network?

Is the subproject located in the urban plan of the city?

Is the subproject located outside the land use plan?

IV Project and/or Sub-project Environmental and Social Considerations Zoning and Land Use Planning


Will the subproject affect land use zoning and planning or conflict with prevalent land use patterns?

Will the subproject involve significant land disturbance or site clearance?

Will the subproject land be subject to potential encroachment by urban or industrial use or located in an area intended for urban or industrial development?


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Utilities and Facilities


Will the subproject require the setting up of ancillary production facilities?

Will the subproject make significant demands on utilities and services?

Will the subproject require significant levels of accommodation or service amenities to support the work force during construction (e.g., contractor will need more than 20 workers)?

Water and Soil Contamination


Will the subproject require large amounts of raw materials or construction materials?

Will the subproject generate large amounts of residual wastes, construction material waste or cause soil erosion?

Will the subproject result in potential soil or water contamination (e.g., from oil, grease and fuel from equipment yards)?

Will the subproject lead to contamination of ground and surface waters by herbicides for vegetation control and chemicals (e.g., calcium chloride) for dust control?

Will the subproject lead to an increase in suspended sediments in streams affected by road cut erosion, decline in water quality and increased sedimentation downstream?

Will the subproject involve the use of chemicals or solvents?

Will the subproject lead to the destruction of vegetation and soil in the right-of-way, borrow pits, waste dumps, and equipment yards?

Will the subproject lead to the creation of stagnant water bodies in borrow pits, quarries, encouraging for mosquito breeding and other disease vectors?

Noise and Air Pollution Hazardous Substances


Will the subproject increase the levels of harmful air emissions?

Will the subproject increase ambient noise levels?

Will the subproject involve the storage, handling or transport of hazardous substances?


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Fauna and Flora


Will the subproject involve the disturbance or modification of existing drainage channels (rivers, canals) or surface water bodies (wetlands, marshes)?

Will the subproject lead to the destruction or damage of terrestrial or aquatic ecosystems or endangered species directly or by induced development?

Will the subproject lead to the disruption/destruction of wildlife through interruption of migratory routes, disturbance of wildlife habitats, and noise-related problems?

Destruction or Disturbance of Land and Vegetation


Will the subproject lead to unplanned use of the infrastructure being developed?

Will the subproject lead to long-term or semi-permanent destruction of soils in cleared areas not suited for agriculture?

Will the subproject lead to the interruption of subsoil and overland drainage patterns (in areas of cuts and fills)?

Will the subproject lead to landslides, slumps, slips and other mass movements in road cuts?

Will the subproject lead to erosion of lands below the roadbed receiving concentrated outflow carried by covered or open drains?

Will the subproject lead to long-term or semi-permanent destruction of soils in cleared areas not suited for agriculture?

Will the subproject lead to health hazards and interference of plant growth adjacent to roads by dust raised and blown by vehicles?

Physical Cultural Resources


Will the subproject have an impact on archaeological or historical sites, including historic urban areas?

Will the subproject have an impact on religious monuments, structures and/or cemeteries?

Have Chance Finds procedures been prepared for use in the subproject?


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Expropriation and Social Disturbance


Will the subproject involve land expropriation or demolition of existing structures?

Will the subproject lead to induced settlements by workers and others causing social and economic disruption?

Will the subproject lead to environmental and social disturbance by construction camps?

Other Social Impacts

Issues Observations

Number of project affected people (PAPs)

How will PAPs be affected by the proposed interventions and what is the magnitude of the impact?

Will there be any new permanent or temporary job opportunities created for local residents?

What are the potential impacts on human health?

What are the potential impacts on vulnerable or marginalized groups?

Planning Phase Will the project involve acquisition of a new plot(s) of land? If yes, explain arrangements for replacing assets with the same or better in terms of quantity and quality. If no, find alternate site or prepare a RAP or ARAP according to OP 4.12. Construction Phase 1. Will construction or operation of the Project use large amounts of local natural resources such as water, timber, gravel from river beds, stones or any resources which are non-renewable or in short supply? Yes No 2. Will the Project involve use, store, transport or hand substances harmful to human health or the environment? Yes No 3. Will the Project produce solid waste during construction or decommissioning?


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Yes No 4. Will construction require the use of heavy machinery or equipment? Yes No Operation Phase 5. Will the Project result in the production of solid waste during the operational phase? Yes No 6. Will the Project result in the production of hazardous waste during the operational phase? Yes No 7. Will the Project produce waste water that requires drainage? Yes No 8. Will the Project accumulate rain water that requires drainage? Yes No 9. Will the Project require more than basic community management of the services? Yes No Recommended Action Are all of the answers ‘NO’ Are any of the answers ‘YES’ If all the above answers are ’NO’, then there is no need for further action and the proposed action is to proceed with the proposed project intervention or subproject activity following ESSAP guidelines. If there is at least one ‘YES’ answer, are there appropriate mitigation measures that can be adopted so as to minimize the adverse impacts of the activity? If so, please describe the mitigation measures to be adopted as part of the implementation procedures of the proposed project intervention or subproject activity is to be financed:


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The completed form should be sent for review and approval to the Project Manager of the relevant PCU. If any of the aforementioned answers are “Yes”, then the Project Manager will take the final decision as to whether to clear the proposed project intervention or subproject activity for implementation, based on the safeguards specialists screening and set of recommended mitigation measures. Recommendation Signatures Signed by Safeguards Specialist Signed by Project Manager Note: One copy of the completed and signed form and accompanying documentation will be filed and kept in the PIU office.


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Attachment 3: Guidelines for Land and Asset Acquisition I. Objectives 1. The overall objective of the ESSAP is to ensure that resettlement and land acquisition will be kept to a minimum, and will be carried out in accordance with these guidelines. Subproject proposals that would require demolishing structures or acquiring land should be carefully reviewed to minimize or avoid their impacts through alternative alignments. Proposals that require more than minor expansion along rights of way should be carefully reviewed. No land or asset acquisition may take place outside of these guidelines. A format for a Land Acquisition Assessment Data Sheet is attached. These guidelines provide principles and instructions to compensate negatively affected persons to ensure that they will be assisted to improve, or at least to restore, their living standards, income earning or production capacity to pre-project levels regardless of their land tenure status. II. Categorization 2. Based on the number of persons that may be affected by the project, Project Affected People (PAPs) and the magnitude of impacts, projects may fall under one of the following:

(a) Projects that will affect project affected persons (PAPs), due to land acquisition and/or physical relocation, a full RAP must be produced.

(b) Projects that are not expected to have any land acquisition or any other significant adverse social impacts; on the contrary, significant positive social impact and improved livelihoods are expected from such interventions – these do not require a RAP or related document.

III. Eligibility 3. PAPs are identified as persons whose livelihood is directly affected by the project due to acquisition of the land owned or used by them. PAPs deemed eligible for compensation are:

(a) those who have formal legal rights to land, water resources or structures/buildings, including recognized customary and traditional rights;

(b) those who do not have such formal legal rights but have a claim to usufruct rights or occupancy rights, some of which may be rooted in customary law; and

(c) those whose claim to land and water resources or building/structures do not fall within (a) and (b) above, are eligible to resettlement assistance to restore their livelihood.

IV. Acquisition of Productive Assets and Compensation 4. PAPs are eligible for replacement costs for lost assets as described below:

(a) Voluntary contributions. Individuals may elect to voluntarily contribute land or assets provided

the persons making such contributions do so willingly and are informed that they have the right

to refuse such contributions; and


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(b) Contributions against compensation. A contributor/asset loser considered "affected" will be eligible for compensation and other necessary assistance.

5. Voluntary contribution should be clearly documented to confirm the voluntary nature of the transition. The documentation should specify that the land is free of any squatters, encroachers or other claims. A format is shown in Attachment 3(i), which includes a Schedule for assessing any compensation claimed and the agreement reached. V. Compensation Principles 6. The project implementation agencies will ensure timely provision of the following means of compensation to affected peoples:

(a) Project affected peoples losing access to a portion of their land or other productive assets with the remaining assets being economically viable are entitled to compensation at a replacement cost for that portion of land or assets lost to them. Compensation for the lost assets will be made according to the following principles:

i. replacement land with an equally productive plot, cash or other equivalent productive assets;

ii. materials and assistance to fully replace solid structures that will be demolished; iii. replacement of damaged or lost crops and trees, at market value; iv. other acceptable in-kind compensation; v. in case of cash compensation, the delivery of compensation should be made in public,

i.e., at the Community Meeting; and vi. in case of physical relocation, provision of civic infrastructure at the resettlement sites.

(b) PAPs losing access to a portion of their land or other economic assets rendering the remainder economically non-viable will have the options of compensation for the entire asset by provision of alternative land, cash or equivalent productive asset, according to the principles in (a) i-iv above.

VI. Consultation Process 7. The implementing agencies will ensure that all occupants of land and owners of assets located in a proposed subproject area are consulted. Community meetings will be held in each affected district and village to inform the local population of their rights to compensation and options available in accordance with these Guidelines. The Minutes of the community meetings shall reflect the discussions held, agreements reached, and include details of the agreement, based on the format provided in Attachment 3(ii). 8. The implementing agency shall provide a copy of the Minutes to affected people and confirm in discussions with each of them, their requests and preferences for compensation, agreements reached, and any eventual complaint. Copies will be recorded in the posted project documentation and be available for inspection during supervision. Project and/or Sub-project Approval


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9. In the event that a subproject involves acquisition against compensation, the implementing agency shall:

(a) not approve the subproject unless satisfactory compensation has been agreed between the affected person and the local community; and

(b) not allow works to start until the compensation has been delivered in a satisfactory manner to the affected persons.

Complaints and Grievances 10. Initially, all complaints should be negotiated to reach an agreement at the local community, village, and/or district level. If this fails, complaints and grievances on these Guidelines, implementation of the agreements recorded in the Community Meeting Minutes or any alleged irregularity in carrying out the project can also be addressed by the affected peoples or their representative at the municipal or district level. If this also fails, the complaint may be submitted to the relevant implementing agency for consideration. Verification 11. The Community Meeting Minutes, including agreements of compensation and evidence of compensation made shall be provided to the Municipality/district, to the supervising engineers, who will maintain a record hereof, and to auditors and socio-economic monitors when they undertake reviews and post-project assessment. This process shall be specified in all relevant project documents, including details of the relevant authority for complaints at the municipal/district or implementing agency level.


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Land Acquisition Assessment Data Sheet (To be used to record information on all land to be acquired) 1. Quantities of land/structures/other assets required: 2. Date to be acquired: 3. Locations: 4. Owners: 5. Current uses: 6. Users: • Number of Customary Claimants: • Number of Squatters: • Number of Encroachers: • Number of Owners: • Number of Tenants: • Others (specify): ______________________ Number: ___________________ 7. How land/structures/other assets will be acquired (identify one): • Donation • Purchase 8. Transfer of Title: • Ensure these lands/structures/other assets are free of claims or encumbrances. • Written proof must be obtained (notarized or witnessed statements) for the voluntary donation, or acceptance of the prices paid from those affected, together with proof of title being vested in the community, or guarantee of public access, by the title-holder. 9. Describe grievance mechanisms available:


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Format to Document Contribution of Assets The following agreement has been made on............................ day of...................………. between...............................................resident of ............................................ (the Owner) and ……………………………………………….(the Recipient). 1. That the Owner holds the transferable right of ........................………………………donum of land/structure/asset in.........……………………………………………………………………………. 2. That the Owner testifies that the land/structure is free of squatters or encroachers and not subject to other claims. 3. That the Owner hereby grants to the Recipient this asset for the construction and development of................................for the benefit of the villagers and the public at large. (Either, in case of donation:) 4. That the Owner will not claim any compensation against the grant of this asset. (Or, in case of compensation:) 5. That the Owner will receive compensation against the grant of this asset as per the attached Schedule. 6. That the Recipient agrees to accept this grant of asset for the purposes mentioned. 7. That the Recipient shall construct and develop the……………………and take all possible precautions to avoid damage to adjacent land/structure/other assets. 8. That both the parties agree that the………………………so constructed/developed shall be public premises. 9. That the provisions of this agreement will come into force from the date of signing of this deed. ___________________________________ _____________________________________ Signature of the Owner Signature of the Recipient Witnesses: 1. _____________________________ 2. ______________________________


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Schedule of Compensation of Asset Requisition Summary of Units to be Compensated Agreed Compensation Affected Unit/Item a. Urban/agricultural land (m2): _____________________ ___________________ b. Houses/structures to be demolished (units/m2): _____________________ ___________________ c. Type of structure to be demolished (e.g. mud, brick, cement block, etc.,) _____________________ Not Applicable. d. Trees or crops affected: _____________________ ___________________ e. Water sources affected: _____________________ ___________________ Signatures of local community representatives: Include record of any complaints raised by affected persons: Map attached (showing affected areas and replacement areas):


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Attachment 4: Procedures for the protection of cultural property, including the chance discovery of archaeological artifacts, unrecorded graveyards and burial sites 1. Chance finds procedures should be incorporated into the ESMP and civil works contracts. The following wording is proposed: 2. If the Contractor discovers archeological sites, historical sites, remains and objects, including graveyards and/or individual graves during excavation or construction, the Contractor shall:

Stop the construction activities in the area of the chance find; Delineate the discovered site or area; Secure the site to prevent any damage or loss of removable objects. In cases of removable

antiquities or sensitive remains, a night guard shall be arranged until the responsible local authorities or the [Relevant Ministry] take over;

Notify the supervisory Project Environmental Officer and Project Engineer who in turn will notify the responsible local authorities and the [Relevant Ministry] immediately (within 24 hours or less);

3. Responsible local authorities and the [Relevant Ministry] would then be in charge of protecting and preserving the site before deciding on subsequent appropriate procedures. This would require a preliminary evaluation of the findings to be performed by the archaeologists of the [Relevant Ministry]. The significance and importance of the findings should be assessed according to the various criteria relevant to cultural heritage, namely the aesthetic, historic, scientific or research, social and economic values. 4. Decisions on how to handle the finding shall be taken by the responsible authorities and the [Relevant Ministry]. This could include changes in the layout (such as when finding irremovable remains of cultural or archeological importance) conservation, preservation, restoration and salvage. 5. Implementation for the authority decision concerning the management of the finding shall be communicated in writing by relevant local authorities. 6. Construction work may resume only after permission is given from the responsible local authorities or the [Relevant Ministry] concerning safeguard of the heritage.


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Attachment 5: Codes of Practice for Prevention and Mitigation of Adverse Environmental and Social Impacts The World Bank Group’s General Environmental Health and Safety (EHS) Guidelines include comprehensive treatment in the following areas: Environment, Air Emissions and Ambient Air Quality, Energy Conservation, Wastewater and Ambient Water Quality, Water Conservation, Hazardous Materials Management, Waste Management, Noise, Contaminated Land, Occupational Health and Safety, General Facility Design and Operation, Communication and Training, Physical Hazards, Chemical Hazards, Biological Hazards, Radiological Hazards, Personal Protective Equipment, Special Hazard Environments, Monitoring, Community Health and Safety, Water Quality and Availability, Structural Safety of Project Infrastructure, Life and Fire Safety, Traffic Safety, Transport of Hazardous Materials, Disease Prevention, Emergency Preparedness and Response, Construction and Decommissioning, Environment, Occupational Health & Safety, Community Health & Safety. These guidelines should be applied in order to ensure compliance with Bank policies.

Sector Adverse Environmental and Social Impacts

Mitigation Measures

Housing and Public Buildings Construction or rehabilitation of public office building, clinics, schools, administrator housing

Disease caused by inadequate provision of water and sanitation services. Deforestation caused by unsustainable use of timber and wood-firing of bricks. Generation of waste materials. Disturbances during construction (dust, noise) and contamination from inadequate sanitation facilities. Acquisition of land.

Environmentally appropriate site selection led by application of the environmental and social screening form provided in Annex 4, design and construction guidance, and a procedure for ensuring that this guidance is followed before construction is approved. Replace timber beams with concrete where structurally possible. Ensure fired bricks are not wood-fired. Where technically and economically feasible, substitute fired bricks with alternatives, such as sun-dried mud bricks, compressed earth bricks, or rammed earth construction. Ensure engineering designs include adequate sanitary latrines and access to safe water. Handling of waste during building renovation will require appropriate disposal of waste materials and the protection of the workforce in the event of asbestos removal or that of other toxic materials. Preparation of a RAP.

Health Health Care Waste is defined as the total waste stream from a healthcare

Environmental pollution and human contamination from the following waste streams: ·Infectious waste has the potential of transmitting infectious agents to

Preparation of a medical waste management plan to include the following elements: Purchase of medical supplies and their disposal in accordance with WHO


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establishment.

humans (e.g., cultures and stocks; tissues; dressings, swabs or other items soaked with blood; syringe needles; scalpels; diapers; blood bags). ·Anatomic waste consists of recognizable body parts. ·Pharmaceutical: Consisting of or containing pharmaceuticals, ·Chemical waste Consisting of or containing chemical substances. ·Heavy Metals: Consisting of materials and equipment with heavy metals and derivatives (e.g., batteries, thermometers). ·Radioactive materials: Include unused liquids from radiotherapy or laboratory research.

guidelines. And, appropriate handling and disposal guidelines for all types of medical waste according to the WB/IFC Environmental Health Guidelines. Segregation of materials which are able to be reused or recycled to reduce the impact burden of this waste stream.

Sanitation Latrines

Water supply contaminations, including: Groundwater contamination due to seepage and contamination of surface waters due to flooding or over-flowing. Disease caused by poor handling practices of waste, including inadequate excreta disposal or inappropriate use of latrines.

Where pit latrines are used they should be located more than 10m from any water source. The base should be sealed and separated vertically by not less than 2m of sand or loamy soil from the ground water table. Where latrines or septic tanks are built they should be sealed. Outflows should drain either to an appropriate channel located at least 10m from any water source or be connected to a working drain. Septic tanks should not be constructed nor septic waste collected unless primary and secondary treatment and safe disposal is available. Due diligence to siting requirements for construction of Ventilated Improved Pit latrines to avoid contamination of wells and the water table. Waste should be handled using protective clothing to prevent any contamination of workers skin or clothes. Protective clothing and appropriate containers for waste transportation to be provided. Where waste is collected for agricultural use it should be stored for a sufficient period to destroy pathogens through composting. At the minimum it should be


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stored in direct sunlight and turned regularly for a period of at least 6 weeks. Health and hygiene capacity building program to be provided for all latrine users. Maintenance training to be delivered along with new latrines.

Solid Waste Solid waste generation across sectors

Disease caused by inadequate collection and disposal, including health risks from: pests, burning of solid waste and industrial waste. Contamination of water supply. Lateral seepage into surface waters. Seepage of contaminants into aquifers. Contamination from clandestine dumping.

Solid waste management plan to include the following elements: Safe waste disposal awareness program. Sufficient frequency of collection from transfer stations. Containment of waste during collection and transfer. Promote separation at source to reduce spreading by waste-pickers during recycling. Minimize burning of plastics. Separate collection and disposal system for medical or hazardous waste. Assess requirement for additional investment in final disposal site. Site transfer stations should have sealed base and be located at least 15m away from water sources with the base separated vertically by not less than 2m of sand or loamy soil from the ground water table. Monitoring of disposal site to prevent illegal dumping.

Transport Repair, rehabilitation and maintenance of priority roads and basic transport infrastructure

Displacement of communities. Loss of shelter, income and assets. Potential conflict over land use. Child labor. Health and HIV AIDs concerns with the influx of labor. Degradation and erosion of lands. Accumulation of sediments in streams, increase in runoff and flooding, disturbance of vegetation. Disruption of drainage.

Preparation of an EA, EMP and RAP or ARAP, with the following elements considered: Design to prevent soil erosion and maintain slope stability. Physical stabilization of erodible surfaces through turf establishment, planting a wide range of vegetation, and creating slope breaks. Construction in the dry season.


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Protection of soil surfaces during construction. Rehabilitation and re-grading of borrow pits and material collection sites. Minimize loss of natural vegetation during construction. Design to include accessibility to road sides in case roadbed is raised. Alternative alignments to avoid bisecting villages by road widening. Provision of fuel at work camps to prevent cutting of firewood. Provision of sanitation at work camps. Removal of work camp waste, proper disposal of oil, bitumen and other hazardous wastes. Management of construction period worker health and safety.

Water Supply Drilling new boreholes, construction of water ponds and repairing of boreholes Repair and rehabilitation of existing water schemes.

Contamination by seepage from latrines, municipal waste or agricultural areas. Poor absorption, frequent runoff and contamination of water sources are among the major negative impacts that might arise from inappropriate siting and engineering design. Discharge of raw sewage to water bodies can adversely affect water quality and aquatic life. Displacement of people from their homes and land, a reduction or loss of livelihood activities and incomes; interruption or inconvenience of services rendered High mineral concentrations. Creation of stagnant pools of water. Accident to human and livestock.

Preparation of an EA, EMP, RAP or ARAP, with the following measures considered: Test water supply on a regular basis to detect contamination and ensure the adequacy of water quality. Siting of boreholes and open water reservoirs decided through a screening and consultative process. Removal of debris by screening at the discharge point or use of settlement ponds prior to discharge. Connection to an existing sewage facility should not be conducted without ensuring that the capacity of the existing system is adequate to accommodate the additional collected sewage.


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Increase incidence of water borne disease. Impact on cultural and religious sensitive areas. Erosion


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Attachment 6: Sample Environmental Safeguards Procedures for Inclusion in the Technical Specifications of Contracts. I. General 1. The Contractor and his employees shall adhere to the mitigation measures set down and take all other measures required by the Engineer to prevent harm, and to minimize the impact of his operations on the environment. 2. The Contractor shall not be permitted to unnecessarily strip clear the right of way. The Contractor shall only clear the minimum width for construction and diversion roads should not be constructed alongside the existing road. 3. Remedial actions which cannot be effectively carried out during construction should be carried out on completion of each Section of the road (earthworks, pavement and drainage) and before issuance of the Taking Over Certificate:

these sections should be landscaped and any necessary remedial works should be undertaken without delay, including grassing and reforestation;

water courses should be cleared of debris and drains and culverts checked for clear flow paths; and

borrow pits should be dressed as fish ponds, or drained and made safe, as agreed with the land owner.

4. The Contractor shall limit construction works to between 6 am and 7 pm if it is to be carried out in or near residential areas. 5. The Contractor shall avoid the use of heavy or noisy equipment in specified areas at night, or in sensitive areas such as near a hospital. 6. To prevent dust pollution during dry periods, the Contractor shall carry out regular watering of earth and gravel haul roads and shall cover material haulage trucks with tarpaulins to prevent spillage. II. Transport 7. The Contractor shall use selected routes to the project site, as agreed with the Engineer, and appropriately sized vehicles suitable to the class of road, and shall restrict loads to prevent damage to roads and bridges used for transportation purposes. The Contractor shall be held responsible for any damage caused to the roads and bridges due to the transportation of excessive loads, and shall be required to repair such damage to the approval of the Engineer. 8. The Contractor shall not use any vehicles, either on or off road with grossly excessive, exhaust or noise emissions. In any built up areas, noise mufflers shall be installed and maintained in good condition on all motorized equipment under the control of the Contractor.


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9. Adequate traffic control measures shall be maintained by the Contractor throughout the duration of the Contract and such measures shall be subject to prior approval of the Engineer. III. Workforce 10. The Contractor should whenever possible locally recruit the majority of the workforce and shall provide appropriate training as necessary. 11. The Contractor shall install and maintain a temporary septic tank system for any residential labor camp and without causing pollution of nearby watercourses. 12. The Contractor shall establish a method and system for storing and disposing of all solid wastes generated by the labor camp and/or base camp. 13. The Contractor shall not allow the use of fuel wood for cooking or heating in any labor camp or base camp and provide alternate facilities using other fuels. 14. The Contractor shall ensure that site offices, depots, asphalt plants and workshops are located in appropriate areas as approved by the Engineer and not within 500 meters of existing residential settlements and not within 1,000 meters for asphalt plants. 15. The Contractor shall ensure that site offices, depots and particularly storage areas for diesel fuel and bitumen and asphalt plants are not located within 500 meters of watercourses, and are operated so that no pollutants enter watercourses, either overland or through groundwater seepage, especially during periods of rain. This will require lubricants to be recycled and a ditch to be constructed around the area with an approved settling pond/oil trap at the outlet. 16. The contractor shall not use fuel wood as a means of heating during the processing or preparation of any materials forming part of the Works. IV. Quarries and Borrow Pits 17. Operation of a new borrow area, on land, in a river, or in an existing area, shall be subject to prior approval of the Engineer, and the operation shall cease if so instructed by the Engineer. Borrow pits shall be prohibited where they might interfere with the natural or designed drainage patterns. River locations shall be prohibited if they might undermine or damage the river banks, or carry too much fine material downstream. 18. The Contractor shall ensure that all borrow pits used are left in a trim and tidy condition with stable side slopes, and are drained ensuring that no stagnant water bodies are created which could breed mosquitoes. 19. Rock or gravel taken from a river shall be far enough removed to limit the depth of material removed to one-tenth of the width of the river at any one location, and not to disrupt the river flow, or damage or undermine the river banks.


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20. The location of crushing plants shall be subject to the approval of the Engineer, and not be close to environmentally sensitive areas or to existing residential settlements, and shall be operated with approved fitted dust control devices. V. Earthworks 21. Earthworks shall be properly controlled, especially during the rainy season. 22. The Contractor shall maintain stable cut and fill slopes at all times and cause the least possible disturbance to areas outside the prescribed limits of the work. 23. The Contractor shall complete cut and fill operations to final cross-sections at any one location as soon as possible and preferably in one continuous operation to avoid partially completed earthworks, especially during the rainy season. 24. In order to protect any cut or fill slopes from erosion, in accordance with the drawings, cut off drains and toe-drains shall be provided at the top and bottom of slopes and be planted with grass or other plant cover. Cut off drains should be provided above high cuts to minimize water runoff and slope erosion. 25. Any excavated cut or unsuitable material shall be disposed of in designated tipping areas as agreed to by the Engineer. 26. Tips should not be located where they can cause future slides, interfere with agricultural land or any other properties, or cause soil from the dump to be washed into any watercourse. Drains may need to be dug within and around the tips, as directed by the Engineer. VI. Historical and Archaeological Sites 27. If the Contractor discovers archaeological sites, historical sites, remains and objects, including graveyards and/or individual graves during excavation or construction, the Contractor shall:

(a) Stop the construction activities in the area of the chance find. (b) Delineate the discovered site or area. (c) Secure the site to prevent any damage or loss of removable objects. In cases of removable

antiquities or sensitive remains, a night guard shall be present until the responsible local authorities and the Ministry of Culture take over.

(d) Notify the supervisory Engineer who in turn will notify the responsible local authorities and the Ministry of Culture immediately (less than 24 hours).

(e) Contact the responsible local authorities and the Ministry of Culture who would be in charge of protecting and preserving the site before deciding on the proper procedures to be carried out.

(f) This would require a preliminary evaluation of the findings to be performed by the archaeologists of the Ministry of Culture (within 72 hours). The significance and importance of the findings should be assessed according to the various criteria relevant to cultural heritage, including the aesthetic, historic, scientific or research, social and economic values.


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(g) Ensure that decisions on how to handle the finding be taken by the responsible authorities and the Ministry of Culture. This could include changes in the layout (such as when the finding is an irremovable remain of cultural or archaeological importance) conservation, preservation, restoration and salvage.

(h) Implementation for the authority decision concerning the management of the finding shall be communicated in writing by the Ministry of Culture; and

(i) Construction work will resume only after authorization is given by the responsible local authorities and the Ministry of Culture concerning the safeguard of the heritage.

VII. Disposal of Construction and Vehicle Waste 28. Debris generated due to the dismantling of the existing structures shall be suitably reused, to the extent feasible, in the proposed construction (e.g. as fill materials for embankments). The disposal of remaining debris shall be carried out only at sites identified and approved by the project engineer. The contractor should ensure that these sites (a) are not located within designated forest areas; (b) do not impact natural drainage courses; and (c) do not impact endangered/rare flora. Under no circumstances shall the contractor dispose of any material in environmentally sensitive areas. 29. In the event any debris or silt from the sites is deposited on adjacent land, the Contractor shall immediately remove such, debris or silt and restore the affected area to its original state to the satisfaction of the Supervisor/Engineer. 30. Bentonite slurry or similar debris generated from pile driving or other construction activities shall be disposed of to avoid overflow into the surface water bodies or form mud puddles in the area. 31. All arrangements for transportation during construction including provision, maintenance, dismantling and clearing debris, where necessary, will be considered incidental to the work and should be planned and implemented by the contractor as approved and directed by the Engineer. 32. Vehicle/machinery and equipment operations, maintenance and refuelling shall be carried out to avoid spillage of fuels and lubricants and ground contamination. An oil interceptor will be provided for wash down and refuelling areas. Fuel storage shall be located in proper bounded areas. 33. All spills and collected petroleum products shall be disposed of in accordance with standard environmental procedures/guidelines. Fuel storage and refilling areas shall be located at least 300m from all cross drainage structures and important water bodies or as directed by the Engineer.