Document of The World Bank Public Disclosure Authorized FOR OFFICIAL USE ONLY
Report No. 42835-CI
EMERGENCY PROJECT PAPER
FOR A
Public Disclosure Authorized PROPOSED GRANT
IN THE AMOUNT OF
SDR57.10 MILLION (US$94 MILLION EQUIVALENT)
TO THE
REPUBLIC OF COTE D’IVOIRE
FOR AN
Public Disclosure Authorized EMERGENCY URBAN INFRASTRUCTURE PROJECT
May 29,2008
Africa Urban Development Sector Country Department AFCF2 Africa Regional Office Public Disclosure Authorized This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS (Exchange Rate Effective March 3 1,2008)
Currency Unit = CFA Francs BCEAO 1US$ = CFAF415 1 US$ = SDR0.60730
FISCAL YEAR January 1 - December 31
ABBREVIATIONS AND ACRONYMS
AfDB African Development Bank AIDS Acquired Immunodeficiency Syndrome AGEROUTE Roads Management and Maintenance Agency (Agence de Gestion et d'Entretien des Routes) AGETU Urban Transport Management Agency ANASUR National Urban Sanitation Agency (Agence Nationale de la Salubrite' Urbaine) BCEAO Central Bank of West-African States (Banque Centrale des Etats de 1'Afrique de 1'Ouest) BNEDT National Office for Development and Technical Studies (Bureau National d'Etudes Techniques et de Developpement) CAS Country Assistance Strategy CDD Community-Driven Development CFAA Country Financial Accountability Assessment CIE National Power Company (Compagnie Ivoirienne d 'Electricite') CNDDR National Commission for DDR (Commission Nationale DDR) CNSI National Commission to Monitor Identification (Commission Nationale de supervision de 1'identification) CPAR Country Procurement Assessment Report (Rapport Analytique sur la Situation des Marche's duns un Pays) CSA Country Social Assessment (Evaluation Sociale d 'un Pays) CQ Consultant's Qualifications (Qualifications du Consultant) DAD Department of Sanitation and Drainage (Direction de 1 'Assainissement et du Drainage DAF Administrative and Financial Department DC Direct Contracting (Passation de Marche'par Entente Directe sans Appel d: la Concurrence) DDM Disarmament, Demobilization and Reintegration (De'samement, De'mobilisation et Re'inte'gration) DDR Disarmament and Dismantlement of Militias (De'samement et De'mantdement des Milices) DHH Department of Human Hydraulics (Direction de 1'Hydraulique Humaine DLCT Logistics and Technical Coordination Department DMP Procurement Department (Direction des Marche's Publics) DPE Projects and Studies Department EA Environmental Assessment (Evaluation Environnementale) EERC Emergency Economic Recovery Credit EPCA Emergency Post-conflict Assistance ESIA Environmental and Social Impact Assessment (Evaluation de 1 'Impact Environmental et Social) FOR OFFICIAL USE ONLY
EC European Commission (Commission Europe'enne) EU European Union FMA Fiduciary Management Agency (Agence de Gestion Fiduciaire) FMR Financial Monitoring Report (Rapport d'Evaluation FinanciEre) FNA National Investment Fund for Sanitation (Fonds National de 1 'Assainissement) FSPSW Urban Sanitation Support Fund (Fonds de Soutien aux Programmes de Salubrite' Urbaine) GDP Gross Domestic Product (Produit Inte'rieur Brut) GTZ German Technical Cooperation Agency (Gesellschaftfuer Technische Zusammenarbeit) HIPC Heavily-IndebtedPoor Countries (Pays Pauvres trEs Endette's) HIV Human Immunodeficiency Virus (Virus Immunode'ficitaire Humain) IAPSO Inter-Agency Procurement Services Office (Bureau des Services d 'Achats Interorganisations) ICB International Competitive Bidding (Appel d 'Offres Ouvert International) IC Individual Consultant (Consultant Individuel) IDA International Development Association (Association Internationale de De'veloppement) IMF International Monetary Fund (Fonds Monitaire International) INS National Institute of Statistics (Institut National de la Statistique) ISN Interim Strategy Note (Note de Strate'gie Intirimaire) IU Identification Unit (Cellule Identification) LCS Least-cost selection LICUS Low-Income Country Under Stress (Pays a Faiblse Revenus en Difficulte') LIPW Labor-Intensive Public Works (Travaux a Haute Intensite' de Main d 'Oeuvre) MACOM Mission d' Appui ila Conduite d'OpCrations Municipales MAP Municipal Adjustment Program MCUH Ministry of Construction, Urban Planning and Housing (Ministere de la Construction, de 1'Urbanisme et de 1'Habitat) MIE Ministry of Economic Infrastructure (Ministere des Infrastructures Economiques) MIS Management Information System (SystPme de Gestion de 1 'Information) NCB National Competitive Bidding (Appel d'Offres National) NGO Non-Governmental Organization (Organisation Non-Gouvemementale) NS National Shopping OSER Road Safety Office ON1 National IdentificationOffice (Office National d 'Identification) ONUCI United Nations Mission in CBte d'Ivoire PACOM Projet d' Appui B la Conduite d'OpCrations Municipales PCAP Post-conflict Assistance Project PCF Post-Conflict Fund PEMFAR Public Expenditures Management and Financial Accountability Review PER Public Expenditure Review (Revue des De'penses Publiques) PIM Project Implementation Manual (Manuel d'Exe'cution du Projet) PNDDR/RC National DDR and RC Program (Programme National de De'sarmement, Dimobilisation et Re'integration et Rihabilitation Communautaire) PRGF Poverty Reduction and Growth Facility (Facilite'pour la Lutte contre la Pauvrete' et pour la Croissance) PRSP Poverty Reduction Strategy Paper (Document de Stratigie pour la Riduction de la Pauvrete') PSPSU Urban Sanitation Support Fund (Fonds de Soutien aux Programmes de Salubriti Urbaine) QCBS Quality- and Cost-Based Selection (Se'lection Base'e sur la Qualite' et le
This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not be otherwise disclosed without World Bank authorization. Cotit) RC Community Rehabilitation (Re'habilitation Communautaire) RE Economic Reintegration (Re'integration Economique) SIGFIP Integrated Fiscal Management System (Systtme Inte'gre' de Gestion des Finances Publiques) SITAF Private Solid-Waste Operator (Socie'te' Industrielle des Transports Automobiles Africains) SODECI CBte d'Ivoire Water Distribution Company (Socie'te' de Distribution d 'Eau de la Cdte d 'Ivoire) SOE Statement of Expenditures (Releve' des De'penses) SOTRA Abidjan Public Transport Agency (Socie'te' des Transports Abidjanais) TEOM Tax for Household-Refuse Removal (Taxe d 'Enltvement des Ordures Me'nagtres) UNDP United Nations Development Program (Programme des Nations- Unies pour le De'veloppement) UNFPA United Nations Population Fund (Fonds National des Nations- Unies pour les Activite's en Matitre de De'veloppement) UNICEF United Nations Children's Fund (Fonds des Nations-Unies pour 1'Enfance) UVICOCI Union of Towns and Municipalities of C6te d'Ivoire (Union des Villes et Communes de C8te d'Ivoire) WGI Working Group on Identification (Groupe de Travail sur 1'Identification)
Vice President: Obiageli K. Ezekwesili Acting Country Director: Antonella Bassani Sector Manager: Eustache Ouayoro Task Team Leader: Catherine Farvacaue-Vitkovic
iii COTE D’IVOIRE EMERGENCYURBANINFRASTRUCTUREPROJECT
Table of Contents A . Introduction ...... 1 B . Emergency Challenge: Country Context. Recovery Strategy. and Rationale for Proposed Bank Emergency Project ...... 1 C . Bank Response: The Project ...... 3 D. Appraisal of Project Activities ...... 7 E. Implementation Arrangements and Financing Plan ...... -11 F. Risks and Mitigation Measures ...... -14
G. Terms and Conditions for Project Financing ...... 17 Annex 1. Detailed Description of Project Components ...... 19 Annex 2. Results Framework and Monitoring...... 55 Annex 3 . Summary of Estimated Project Costs ...... 59 Annex 4 . Financial Management and Disbursement Arrangements ...... -61 Annex 5 . Procurement Arrangements ...... 71 Annex 6 . Implementation and Monitoring Arrangements ...... 86 Annex 7 . Project Preparation and Appraisal Team Members ...... 89 Annex 8: Environmental and Social Screening Assessment Framework (ESSAF) ...... -91 Annex 9: CBte d’Ivoire at a glance ...... 94 Annex 10: CAS Annexes on C6te d’Ivoire Country Program...... 97
iv
EMERGENCY OPERATION PROJECT PAPER DATA SHEET Republic of CBte d’lvoire Emergency Urban Infrastructure Project Africa Region
Date: May 29,2008 Country: Republic of C8te d’Ivoire Project Name: Emergency Urban Infrastructure Project
Project ID: P110020 Total Amount: US$94 million equivalent Expected effectiveness date: September 15, Expectedhevised closing date: September 2008 15,2012
Short Description: The project will include five main components as follows:
Component I:Urban Water Supply - US$28 Million equivalent. Increase access to water services and improve the availability and quality of water services through: (i) provision of subsidized service connections and standposts to selected urban areas in Abidjan and BouakC; including informal neighborhoods, together with connections of schools and health centers (ii)expansion of water production capacity in Abidjan; (iii) reinforcement and expansion of water distribution networks in Abidjan and Bouakk.
Component 11: Sanitation (Sewerage) - US$15.2 Million equivalent. Increase access to the sewer network and limit the discharge of raw wastewater in the Abidjan lagoon and improve the functioning of sewerage services, through: (i)rehabilitation of main pumping stations and treatment plant feeding the ocean outfall; (ii)rehabilitation of neighborhood pumping stations; and (iii)connecting secondary sewers to the main interceptor.
Component 111: Solid Waste Management - US$12 Million equivalent. Increase collection, removal, and disposal of household solid waste in the city of Abidjan to contribute to the protection of public health and the environment. To this end, activities
V under this component will aim to: (i)eliminate the main unregulated dump sites in the city; (ii)support the establishment of an efficient system of solid waste pre-collection, collection, transfer, and disposal, relying primarily on the local private sector; (iii)improve the routing of waste transfer vehicles through the rehabilitation of the Williamsville transfer station; (iv) implement an outreach campaign on hygienehanitation, including an HIV/AIDS component; and (v) improve living conditions for those living close to the AkouCdo landfill site.
Component IV: Urban Road Rehabilitation - US$% Million equivalent. Increase urban mobility and restore access to transportation services by improving road networks To this end, activities under this component will aim to: (i)restore, in underprivileged neighborhoods, public transportation services that had ceased due to poor road conditions; (ii)improve traffic flow in all seasons through measures to address congestion and runoff management at critical locations; (iii)connect secondary streets to the main network to ease access to new neighborhoods that generate significant traffic; and (iv) refurbish horizontal and vertical signage to improve road safety.
Source Local Foreign Total Recipient Total IDA 48.30 45.70 94 Trust funds Others Total 48.30 45.70 94
2009 2010 2011 2012 Total IDA 14.00 36.00 29.00 15.00 Trust funds
Have these been approved by Bank management? Yes [I No [I Are any critical risks rated “substantial” or “high”? Yes [XI No [I What safeguard policies are triggered, if any? OP4.01 OP4.12
Grant effectiveness: - A condition of effectiveness has been included prior to negotiations and involves the completion of the ESMF and RPF
vi A. Introduction
1. This Project Paper seeks the approval of the Executive Directors to provide a grant in an amount of SDR57.10 million (US$94 million equivalent) to CGte d’Ivoire for an Emergency Urban Infrastructure Project.
2. The project aims to address consequences of conflict and support current recovery process through emergency delivery of basic services and infrastructure to the urban population. The proposed grant would help finance the costs associated with the following activities: (i)urban water supply; (ii)urban sanitation (sewerage); (iii)solid waste management; (iv) urban roads rehabilitation; and (v) municipal contracts. The proposed support will address the urgent and immediate needs of the country by increasing accessibility and upgrading the quality of urban infrastructure and services in the country’s two largest cities, Abidjan and BouakC. The project is also intended, at the same time, to carry out urban and financial audits of 10 cities in the country in order to jumpstart management improvement and needs assessment in these cities. The anticipated results will support the Government’s efforts to show visible and tangible improvement in the lives of citizens, with a view to lasting social and political stability in the country.
3. Partnership arrangements: There is no formal co-financing for the project. However, many activities covered under the project will complement actions funded by other donors such as the European Commission.
B. Emergency Challenge: Country Context, Recovery Strategy, and Rationale for Proposed Bank Emergency Project
Country Context:
4. One of the largest economies in the West African sub-region, CBte d’Ivoire was for many years a beacon of high economic per capita growth, dynamism and political stability. However, since the late 1990’s’ CBte d’Ivoire’s political turmoil has brought the country to a political-military crisis. President Houphouet-Boigny’s death in 1993 was the tipping point after which a series of periodic constitutional and economic crises undermined the Ivorian model. The country has faced a whole range of socio-economic issues around civil and economic rights, land-ownership and national governance, and access to power which have fragilized its economic model. These underlying fissures resulted in the coup of December 1999 and then a brief period of open hostilities between September 2002 and January 2003, triggered by a rebellion led by the Forces Nouvelles (FN).
5. The conflict in September 2002 interrupted the implementation of the previous Interim-Country Assistance Strategy (CAS) but the Bank stayed engaged in CBte d’Ivoire during the past three years through Post-Conflict Fund (PCF) and Low Income Country Under Stress (LICUS) grants.
6. A breakthrough was achieved with the signing of the latest peace accord of Ouagadougou (March 4, 2007). While the signing of the first Peace Agreement (Linas- Marcoussis) in January 2003 ushered in the ‘neither-war-nor-peace’ stalemate of the last four
1 years, the Ouagadougou peace accord resulted from direct dialogue between the two main protagonists, President Laurent Gbagbo, and the leader of the rebel forces, Guillaume Soro. It led to the formation of another transitional government with a first time power-sharing arrangement between President Gbagbo and Guillaume Soro as Prime Minister.
Recovery Strategy
7. Following progress on the peace process after Ouagadougou, the Bank started to support CBte d’Ivoire with an emergency Post Conflict Assistance Project (PCAP) of US$120 million in August 2007. Full re-engagement is now underway with a new Interim Strategy Note (ISN) prepared for FYO8-09 and presented to the Board on April 1, 2008. The ISN revolves around three pillars: (i)support stabilization and peace-building; (ii)assist war- affected populations through provision of basic services; and (iii)further economic recovery and governance reform.
8. The planned Bank program is expected to provide US$428 million to CBte d’Ivoire in FY08, comprising: (i)an Economic Governance and Recovery Grant (EGRG, US$308 million); (ii)an Emergency Urban Infrastructure Project of US$94 million; (iii)an HIV/AIDS project of US$20 million, and (iv) a Governance and Institutions Technical Assistance (TA) grant of US$13 million. In addition, the existing portfolio of US$104 million in education, rural development and transport, which was suspended, will be reactivated in 2008. In light of the still fragile post-conflict situation, all new projects would be processed pursuant to OP 8.0 Rapid Response to Crises and Emergencies. The FYO9 indicative IDA post-conflict allocation is expected to be around US$lOO million and would continue to support key governance reforms and emergency infrastructure needs.
Rationale for Proposed Bank Emergency Project
9. The proposed Emergency Urban Infrastructure Project (US$94 million) would constitute a key pillar of the reengagement strategy. The financing is urgently required due to: (a) lack of maintenance and new investments which have considerably hampered the delivery of basic municipal services; and (b) dramatic increase in urbanization, largely compounded by crisis-led population displacement contributing to increased pressure on existing infrastructure and services.
10. CBte d’Ivoire is one of the most rapidly urbanizing countries in Africa (46 percent or more of its population), with one third of its urban population living in Abidjan. The project addresses the large scale needs of Abidjan while at the same time improving the conditions in other cities across the country. The North-South split is still palpable and the inclusion of Bouake is important from both a peace-building point of view as well as relieving the increasing socio-political pressures on the capital of the north. In addition, the introduction of municipal contracts in 10 urban centers will mitigate the risk of over-centralization of resources on the largest cities and help build up capacities across the urban fabric of the country.
2 C. Bank Response: The Project
Project development objectives
11. The Project Development Objective (PDO) is to increase access to and improve the quality of urban infrastructure and services in the country’s two largest cities, Abidjan and BouakC. The achievement of this objective would support GoCI’s efforts to demonstrate concrete improvements in the lives of its citizens, a critical step for sustaining social and political stability in the country.
Summary of project components
12. The project is in the amount of US$94 million and consists of five main components, totaling US$90.20 million plus US$2 million for project coordination and an additional US$1.80 million for contingencies. Annex 1 provides a detailed description of the project components.
Component I: Urban Water Supply - US$28 Million equivalent
13. The backlog of investments in renewal and expansion of water facilities throughout the country, combined with the influx of displaced persons into Abidjan, has resulted in severe water shortages and the reduction of access to water services.
14. The component aims at increasing access to water services and improve the availability and quality of water services, through (i)provision of subsidized service connections and standposts to selected urban areas in Abidjan and BouakC; including informal neighborhoods, together with connections of schools and health centers (ii)expansion of water production capacity in Abidjan; (iii)reinforcement and expansion of water distribution networks in Abidjan and BouakC.
15. The activities under this component include: (i)increasing the water production capacity in Abidjan by (at least) 4,000 m3hour by drilling and equipping production boreholes and expanding the capacity of some treatment plants; (ii)reinforcing primary distribution networks in selected areas of Abidjan (Djibi and Petit Bassam); (iii)expanding distribution networks in BouakC; (iv) connecting some neighborhoods in Abidjan to the distribution system; (v) increasing access by installing 20,000 subsidized service connections, 65 standposts in Abidjan and 33 standposts in BouakC; and (vi) providing water to 38 primary schools and 2 health centers in Abidjan that lack access to potable water services.
Component 11: Urban Sanitation (Sewerage) - US$lS.2 Million equivalent
16. The lack of maintenance and timely renewal of pumping and treatment facilities combined with the backlog of investments in connecting neighborhood sewers to the main interceptor resulted in the continuous discharge of most of the uncollected wastewater (from about 600,000 people) in the Abidjan lagoon.
17. The objective of this component will be to increase access to the sewer network and limit the discharge of raw wastewater in the Abidjan lagoon. This will happen by improving the functioning of sewerage services, through the: (i)rehabilitation of main pumping stations
3 and treatment plant feeding the ocean outfall; (ii)rehabilitation of neighborhood pumping stations, and (iii)connecting secondary sewers to the main interceptor. This component aims at limiting this continuous flow of discharged wastewater in the lagoon, reducing its pollution by organic wastes by connecting some secondary networks to the main interceptor and the ocean outfall. Activities under this component include: (i)rehabilitating two main pumping stations in Abobo and Marcory and the pumping station and pre-treatment plant at Koumassi- digue; (ii)rehabilitating five secondary pumping stations in Cocody, Koumassi, Marcory and Treichville; and (iii)connecting secondary sewers in Abobo, AdjamC and Treichville to the main interceptor.
Component 111: Solid Waste Management - US$12 Million equivalent
18. The activities under this component include: (i)A Clean City Program with the aim to remove all unsanitary/informal solid waste disposal sites in the city of Abidjan and provide a clean start for private operators’ future interventions; (ii)Rehabilitation of the Williamsville transfer station with the aim to make the station operational and enable solid waste storage and transportation to the landfill site with appropriate means; (iii)Mass Media Campaign with the aim to sensitize communities about health and environmental risks associated with inappropriate management of solid waste. The campaign will focus on hygiene, but will also include a component on HIV-AIDS under the leadership of the HIV-AIDS focal point of the Ministry of Urban Affairs and Sanitation; (iv) Institutional support with the aim to improve the institutional environment and capacity of all stakeholders, including local governments, for the supervision of service performance in their respective jurisdictions; (v) Improvement of living conditions of neighboring communities living in the vicinity of the disposal site of AKOUEDO. The disposal site does not comply with sanitary landfill norms and odors, released gas, lixiviats and other nuisances have negative impacts on the health and the well- being of the neighboring communities. The project includes the construction of a health center and an extension to an existing school (6 additional classrooms) to improve the living conditions of the neighboring communities.
Component IV: Urban Roads Rehabilitation - US$28 Million equivalent
19. The activities under this component include: (i)Rehabilitation of roads bearing public transport services. The project will finance road surface refurbishment and drainage networks on seven roads on which transportation lines have ceased operation due to their poor condition. In addition, appropriate treatment will be given to two particularly critical areas routinely flooded during the rainy seasons and inaccessible to vehicles for prolonged periods; (ii)Works improvement including (a) construction of a footbridge extending pedestrian walkways in two underserved neighborhoods, to ensure safe crossing over an expressway for numerous pedestrians in a location with a high rate of fatal accidents, (b) construction of a 120-meter bridge and a road to improve accessibility of new residential areas, thereby addressing congestion problems at intersections, (c) the conversion of one of the worst trouble spots into an interchange; (iii)Horizontal and vertical signage (the current absence of horizontal and vertical signage on roads is considered a major factor in traffic disruptions and traffic accidents). The project will finance the provision and installation of standing road signs and the painting of road-surface markings on as many roads as possible and; (iv) Rehabilitation of six heavily degraded roads totaling 7 kilometers in the City of BouakC, supplementing the 5-road, 1 1-kilometer rehabilitation program already funded by the European Commission.
4 Component V: Municipal Contracts - US$7 Million equivalent
20. This component will address the medium and long-term problems of cities and re- energize some municipal functions that have largely been taken over by the central Government during the crisis. The following cities have been selected: in Abidjan, the municipalities of Port Bouet, Yopougon, Koumassi, AdjamC and Abobo, and in the interior of the country, the towns of Divo, Daloa, Korhogo, San Pedro and BouakC. This first group of cities was chosen according to the following criteria: (a) an explicit desire on the part of the mayor to comply with the principles and rules of the Municipal Contract; (b) a more or less functional municipal team that is ready to work; (c) a population size and investment requirements that would yield a visible impact on as many people as possible; (d) the existence of planning tools and data that could be used as a basis for the audits; (e) consolidation of European Commission (EC) interventions. The activities under this component include: (i) Urban, organizational, and financial audits of the 10 selected municipalities with the aim to carry out a needs assessment in terms of services, infrastructure, management, organization and finances and determine, through a participatory process, a Priority Investment Program (PIP), a Priority Maintenance Program (PMP) and a Municipal Adjustment Program (MAP); (ii)Accompanying measures which will be identified during the audits and will serve to support and motivate local governments, as an adjunct to the preparation of the audits.
Eligibility for processing under OP/BP 8.00
21. The project is a critical first step in the Bank’s carefully sequenced emergency response in support of the post conflict recovery in C6te d’Ivoire, as described above. The project is consistent with the ISN, which provides for application of the emergency response policy for all new C6te d’Ivoire operations in support of the interim recovery period of FYO8- 09. Under OP/BP 8.00, Rapid Response to Crises and Emergencies, emergency support can be provided in response to a request by the Government for urgent assistance in response to an event that has caused, or is likely to cause, a major adverse economic and social impact. Specific objectives that may be supported through emergency assistance under OPBP 8.00 include the facilitation of peace building, the restoration of economic activities, and the restoration of physical and productive assets.
22. Consistent with these objectives, the activities planned under the Emergency Urban Infrastructure Project will: (i)improve access to key infrastructure which is urgently needed to support the country’s restoration of economic activities; and (ii)improve the delivery of key basic services. The activities under the project will address peace building, restoration of economic activities and the restoration of physical assets. The anticipated results will support the Government’s efforts to show visible and tangible improvement in the lives of citizens, with a view to lasting social and political stability in the country.
23. Success of the activities financed under the project requires delivery at specific moments in the upcoming months in order to have the desired positive impact on the socio- economic situation. This in turn depends on the use of flexible and accelerated procedures as allowed under OPBP 8.00, particularly in the processing of project preparation, safeguards compliance, procurement, and disbursement arrangements. Without such provisions, the project inputs cannot be mobilized quickly enough to contribute to the key moments in the implementation of the peace agreement and stabilization of the situation in C6te d’Ivoire.
5 Consistency with Country Strategy (CAS or ISN)
24. As stated above, the proposed activities are consistent with the overall objectives and the three pillars of the Interim Strategy. The activities covered under the Emergency Urban Infrastructure will: (i)support stabilization and peace-building; (ii) assist war-affected populations through the provision of basic services; and (iii)encourage economic recovery and governance reform. By focusing on Abidjan and Bouake (Components 1 to 4), the project will address immediate and urgent needs in basic service delivery in the northern and southern parts of the country. By including 10 cities in the formulation of their city program (Municipal Contracts - Component 5), the project is also setting the stage for addressing the medium and long-term needs of local governments and building a momentum for normalization.
Expected outcomes
25. The urban water supply component will help restore the availability and quality of services by reducing water shortages and increasing service pressure for about one million inhabitants. In addition, this component will provide access to safe water to an additional 330,000 people in Abidjan and 40,000 people in BouakC and to children in 225 classes and patients of eight health centers. Monitoring indicators of the outcome will consist of (i)the increased water consumption in selected areas results framework); (ii)the actual availability of services (hourdday); and (iii)the number of additional people getting access to services.
26. The sewerage services com onent will help reduce the flow of wastewater into the Abidjan lagoon by about 40,000 mP /day and will connect an additional 100,000 people to a functioning sewerage network. Monitoring indicators of the outcome will consist of (i)the additional flow of wastewater not discharged in the lagoon; and (ii)the number of additional people connected to the interceptor.
27. The solid waste management component will help: (i)eliminate informal disposal sites in Abidjan through the evacuation of 500,000 tons of solid waste to the AKOUEDO landfill site; (ii)support stakeholders to put in place efficient systems for pre-collection, transfer, transportation, disposal of solid waste with private sector participation: (iii) improve solid waste collection and transfer through rehabilitation of the WILLIAh4SVILLE transfer station; and (iv) improve living and environmental conditions of neighboring communities in the vicinity of the AKOUEDO landfill. Increased level of collection and disposal of solid waste will be the key outcome indicator.
28. The urban roads component will include: (i)rehabilitation of six roads on which Abidjan Public Transport Agency (SOTRA) services are suspended or operating in difficult conditions; (ii)installation of adequate drainage systems at two very critical low-lying points; (iii)construction of a 50m overpass above the expressway and of pedestrian access ramps; (iv) provision of services to new neighborhoods by directly connecting roads, including the 9th allotment phase for Cocody and CSU RiviCra Palmeraie in Abidjan and construction of multilevel junctions on a national highway; (v) repair of horizontal signs and of traffic signs over a large part of the urban road network; and (vi) rehabilitation of five roads measuring a total of 6.1 km.
6 29. The municipal contracts component will provide: (i)10 urban audits detailing the physical diagnosis of the 10 municipalities with data, maps and cost tables as well as a municipal program to address investment needs and priorities (PIP and PMP); (ii)10 financial and organizational audits detailing the existing conditions of the municipalities in terms of resources and expenditures, budgetary practices, staffing, and management capacity as well as the needed city-specific adjustment measures required to improve the situation (MAP). It is also expected that specific activities such as street addressing could be financed to complete EC programs.
D. Appraisal of Project Activities
30. The proposed project is a grant. There is no counterpart funding required from the central government nor the local governments. The financial allocation to each component is based on the compilation of existing cost estimates for each activity. An unallocated amount has been set aside to cover any additional need for financing (contingencies).
31. The project economic and financial study has not been carried out because of the emergency of the project.
Economic
32. The project intangible benefits, including their contribution of the MDGs include (i) reducing poverty by stimulating economic growth; (ii)improvement of health care through the provision of water and sanitation to the poorer persons, clinics, hospital, schools and community centers; (ii)improving in education; (iv) improving in environmental quality through better waste water and solid water management, roads and travelers’ security, employment creation of small contractors, management of municipalities, etc.; and (vi) Improvements in project management and technical operational skills of the project management teams, which would lead to improved productivity
Financial
33. The project’s financial management system would be comprehensive and allow for the proper accounting of all the transactions at every level of the implementation. The system would be capable of producing financial management report, as required by IDA, as well as meeting project information needs in a timely manner. The project financial system management will consist of a proper book of accounts, and a reliable and functional internal control. It will have competent experienced accounting and financial staff with more than three year of experience with the Bank-previous financed projects. Annual audit will be carried out by external auditors on the basis of competitive bidding.
Technical
34. The project is ready technically. The technical solutions are quite simple and within the reach of the Ivorian counterparts. All details can be found in Annex 1. The five components have been identified in close consultation with all parties involved and respond to a very real and urgent need on the ground. The rehabilitation of basic infrastructure is the first requirement towards a normalization of the situation. The World Bank has a long history of
7 experience and involvement in the areas of the five components, and technical discussions have been grounded in long-standing interventions and dialogue between the World Bank and the GoCI on all five topics. Within each component, the activities have been identified and selected on the basis of the availability and quality of technical studies. In some cases, bidding documents are available and an update would only be required. Such a readiness will facilitate the rapid and timely implementation of the procurement plan and the quick disbursement during year one and beyond. The supervision missions of qualified engineers will be deployed for both components. When required (such as for the water supply and sewerage components), a quality control team (mission de controle) will be recruited to ensure quality and timeliness of works.
Water Supply
35. The investment program prepared by the Department of Human Hydraulics (Direction de I’Hydraulique Humaine, DHH) and CBte d’Ivoire Water Distribution Company (Sociktk de Distribution d’Euu de la Cdte d’lvoire (SODECI) has been reviewed during the appraisal mission to take into account available financing (from European Union (EU), Islamic Development Bank (BID) and the OPEC Fund), which led to focus on the Eastern, Northeastern and Southern parts of Abidjan and on BouakC. Priority was given to activities that have immediate impact, in line with the objectives of the component and that do not require significant relocation and for which most of the technical documentation is available. Increasing production capacity in Abidjan, in order to reduce water shortages. New boreholes and the equipment of existing boreholes, together with the development of a new production scheme in the Northeast and complementary equipment in an existing treatment plant will allow adding 4,000 m3/h (an increase of 24 percent of the current production capacity), Reinforcing primary distribution networks, in order to improve the quality of service (water pressure) in the Northeastern and Southern parts of the city. Increasing access in Abidjan by constructing 20,000 new subsidized connections, 65 standposts and ensuring the connection to the distribution network of informal settlements, which are currently deprived of water services. Further, 38 primary schools and 2 health centers without water service will also be connected to the network. Increasing access in BouakC by expanding secondary networks, which will in turn allow constructing service connections, and by constructing 33 standposts in neighborhoods that are not currently served.
Sanitation
36. The investment program prepared by the Department of Sanitation and Drainage (Direction de 1’Assainissement et du Drainage, DAD) has been reviewed with the appraisal mission to take into account available financing from the EC for rehabilitating part of the pumping stations. Priority was given to activities that have immediate impact on the reduction of lagoon pollution, in line with the component objectives, and that do not require significant relocation and for which most of the technical documentation is available.
8 Providing an environmentally sound discharge of collected wastewater by restoring the adequate functioning of the interceptor and the ocean outfall through the rehabilitation of two main screening pumping stations of the interceptor (in Abobo and Marcory) and rehabilitating the pretreatment plant and the outfall pumping station of Koumassi-digue. Restoring the flow of wastewater to the interceptor by rehabilitating neighborhood pumping stations in Cocody, Koumassi, Marcory and Treichville. Increasing the flow of wastewater into the interceptor and reducing network anomalies by connecting neighborhood sewers in Abobo, AdjamC and Treichville to the interceptor.
Solid Waste
37. The situation is such that solid waste cannot be ignored. The activities under the project have been selected in view of their immediate impact (Clean City Program) and the medium term benefits (rehabilitation of Williamsville Transfer station, support to institutional reformsNationa1 Urban Sanitation Agency (Agence nationale de la salubrite' urbaine, ANASUR). The long-term issues such as the landfill site cannot be addressed in the context of this emergency project.
Urban roads rehabilitation
38. The activities under this component were selected through a participatory process involving the various stakeholders: the Roads Management and Maintenance Agency (Agence de Gestion et d'Entrentien des Routes) (AGEROUTE), as manager of the road network; the District and the municipalities of Abidjan; the Urban Transport Management Agency (AGETU); and the mass transit operators. In response to numerous requests from transit operators, administrative and political authorities, and road users for maintenance and rehabilitation work on the roads of the City of Abidjan, in December 2003 AGEROUTE, with the help of staff from the technical services of the municipalities of Abidjan, conducted a cursory inspection campaign to assess needs. Subsequently, detailed discussions with stakeholders defined priorities which were the basis for the first Government-financed works. Lastly, on the occasion of the project appraisal mission and in light of the resources to be made available for the component, priorities were refined after further discussions with the various stakeholders (operators, local communities, etc.) and on-site visits. The goal was to avoid scattering activities with little significant impact on the improvement of services. Instead, priority was given to a limited number of activities designed to restore suspended public transport routes, to ensure traffic continuity and the same level of service over sufficiently long stretches. The program adopted is designed to have major impacts on the mobility of a large number of inhabitants from all social classes.
39. The activities selected for the City of BouakC are based on the findings of the feasibility and technical survey of 2007 EU-funded road works in the towns of BouakC, Korhogo and OdiennC. The roads chosen were selected with the aim of providing a logical complement for the program of works over 11 km, which are funded by the European Commission and will be executed during the first half of 2008.
9 Municipal Contracts
40. The identification of the 10 cities has been carried out in close consultation with the Ministry of Urban Affairs and Sanitation, the Ministry of Interior and Local Governments, the Union of Towns and Municipalities of CGte d’Ivoire (WICOCI). The introduction of this component stems from the recognition by the Ivorian authorities that recent political instability has significantly hampered the decentralization process and the proper functioning of local governments, and that a return to a normal situation would necessarily focus on municipal needs and issues. When properly prepared and monitored, a Municipal Contract can be an important instrument for channeling aid, regulating the funding of local investments, reorganizing finances, and implementing a city’s development strategy or a coherent municipal program. The methodology of municipal audits and municipal contracts exists and will be made available to the local consulting firms selected to conduct the audits along with training. The IDA allocation does not include the financing of the implementation phase of the municipal contracts. It is hoped that a free-standing municipaVloca1 government IDA project will follow to build on the momentum created.
Fiduciary
41. All fiduciary aspects have been reviewed during project appraisal. In terms of procurement, a procurement capacity assessment has been carried out in the field for all entities responsible for implementation. Procurement staff in need of further training have been identified and will receive relevant procurement training before project effectiveness. Regarding the financial management of the project, the use of a coordinating unit with successful prior experience with the implementation of IDA projects [Macom: Mission d’ Appui la Conduite d’ OpCrations Municipales) will facilitate the fulfillment of all requirements, including: proper financial management system, proper financial software and training, proper reporting processes, a proper financial management manual, and timely recruitment of a financial auditor.
42. Annual audits (financial and technical) will be carried out to review proper use of IDA funds both in terms of financial transactions and accounting, but also in terms of actual physical implementation on the ground.
Environmental and Social Compliance with Bank Safeguard Policies
43. The project is classified as Environmental Category B as the potential environmental and social impacts are not significant. They are likely to be small-scale, specific and thus easily manageable. The project triggers two safeguards policies: OP 4.01 on Environmental Assessment and OP 4.12 on Involuntary Resettlement. These triggered policies are applicable to the five components. The two safeguard instruments to be prepared are the Environmental and Social Management Framework (ESMF) and the Resettlement Policy Framework (RPF). The selected proposed works comply with the provisions of OP 8.00 and are considered to be addressed on an emergency basis. It is envisaged that the general environmental management clauses for civil works will be inserted into the bidding documents and contracts. Detailed environmental assessments and Resettlement Action Plans, if necessary, would be carried out for all project activities that will trigger them and disclosed in-country and at the Bank’s Infoshop before specific works could start.
10 44. As per required under OP 8.00, the Bank has prepared an Environmental and Social Screening and Assessment Framework, which outlines the approach to be taken during implementation (See Annex 8).
E. Implementation Arrangements and Financing Plan
45. Implementation arrangements have been kept simple and they capitalize on existing structures. Project coordination and execution will rely upon three pillars: (i)a Monitoring and Steering Committee; (ii)a Coordination Unit and; (iii)relevant Technical Departments. Implementation arrangements are based on the following principles: (i)all components were selected in consultation with the Ivorian counterparts and respond to key critical needs of the country; (ii)each component is free-standing and independently managed by respective technical department so if there are delays under one component, it is not going to affect the overall performance of the other components; (iii)the project will be implemented in phases and not all activities will start at the same time; and (iv) despite the war, CGte d’Ivoire has very strong institutions with a higher capacity than other countries in sub-Saharan Africa (see diagram on page 13).
0 Monitoring and Steering Committee 46. This Committee was established to ensure ministerial coordination for project preparation. It is chaired by the Minister of Economic Infrastructure, and coordinates the project at the government level. It is made up of (i)the Department for Human Hydraulics of the Ministry of Economic Infrastructure; (ii)the Roads Management Agency [Agence de gestion des routes] of the Ministry of Economic Infrastructure; (iii)the Ministry of Urban Affairs and Sanitation [Ministire de la Ville et de la salubrite‘ urbaine]; (iv) the Sanitation Department of the Ministry of Construction, Urban Planning and Housing; and (v) the Public Debt Department of the Ministry of Economy and Finance. The Department of Decentralization and Local Development, and the Union of Towns and Municipalities of CGte d’Ivoire (UVICOCI) are also expected to join the Committee, which will continue to ensure inter-ministerial coordination and serve as a mediating entity.
Coordination Unit 47. The Project Coordination Unit (PCU) would consist of a Project Coordinator, a Procurement Specialist, an Administrative and Financial Officer, an Accountant, an Accountant from the government appointed to work on the project, and an Administrative Assistant. It would be anchored within MACOM, which already has some experience in coordinating World Bank-financed projects (Projet d’ Appui 2 la Conduite d’OpCrations Municipales (PACOM)) and is therefore familiar with Bank procedures and requirements. The PCU will essentially have a fiduciary role and will monitor day-to-day project activities. The Unit is to be equipped with all the necessary fiduciary monitoring tools (see section on financial and accounting management, as well as with a manual of project implementation procedures).
0 Technical Departments ( responsible for specific components) 48. These entities will implement their respective components in accordance with the following organizational chart. In terms of procurement, the technical departments will carry out technical studies all the way to bidding documents for Components 1, 2, 3, and 5.
11 Procurement focal points from the entities will be included in the procurement evaluation committees. Technical staff from these entities will be responsible to supervise the implementation of their respective activities and monitor the work of the consulting engineers in charge of the technical review of contractors. AGEROUTE has developed a strong experience in managing Bank operations and dealing with large contracts financed by other donors and has therefore the capacity to manage the urban road component. With regard to Component 4 (Urban Roads Rehabilitation), bidding documents and contract adjudication will be carried out by AGEROUTE, which has full capacity to do so in view of its experience under other Bank-financed projects. The detailed description of components indicates the mandates and implementation arrangements of each of these departments (see Annex 1).
49. The Technical Departments will be responsible for monitoring the indicators and a focal person will be designated for that purpose in each department. MACOM will be in charge of collecting information for the progress report.
12
F. Risks and Mitigation Measures
50. The main risk associated with the project is the potential lack of political stability which would jeopardize not only this project but the implementation of the entire Bank’s portfolio in CBte d’Ivoire, and is addressed in the Interim Strategy Note. An associated risk is an unexpected change of ministers, in particular the Minister of Economic Infrastructure who has emerged as a champion for the project. However, the fact that there is an inter-ministerial coordinating committee and that this committee has been involved in the project since its inception has facilitated the buy-in of key governmental entities into the project and will ensure a sense of continuity and commitment. Corruption and governance risks are major risks facing the project in a post-conflict country like CBte d’Ivoire and they should be addressed. Mitigation measures, through fiduciary arrangements have been built in to reduce these risks. The project design, the institutional arrangements, the financing mechanisms have been kept simple, thereby reducing the risk of implementation delays: (i)each component is free-standing and independently managed by respective technical department, so if there are delays under one component, it is not going to affect the overall performance of the other components; (ii)the project will be implemented in phases and not all activities will start at the same time; (iii)despite the war, CBte d’Ivoire has very strong institutions with high capacity. The level of procurement readiness is such that disbursements are likely to start at effectiveness, thereby reducing the disbursement risks which have traditionally plagued the portfolio. The financial management risks are expected to be high for the following reasons: (i)governance and transparency has deteriorated at all country levels; (ii)the control environment is generally weak; (iii)there have been delays in executing public expenditures due to lack of accountability and inexperience of some Administrative and Financial Directors who are key participants in the process; (iv) disbursement of external assistance has been slow, and in particular, World Bank financed projects have experienced low disbursement rates compared to the sub-region; (v) project components management requires the careful coordination of multiple actors within a complex organization (Ministry of Economic Infrastructure, Ministry of Construction, Urban Planning and Housing, ANASUR, AGEROUTE, Ministry of Interior and Local Governments, selected Municipalities). These risks will be mitigated by enhancing the control environment. This will include: The coordination unit (PCU) will be strengthened to ensure that sound financial management and procurement will be maintained throughout the life of the project and that appropriate staffing arrangements are maintained throughout the life of the project. A computerized accounting system SUCCESS already in place will be updated and upgraded to allow for close monitoring of project financial management implementation. Annual technical and financial audits including an opinion on the project’s performance during the first year will also provide an early feedback on the project and on the PCU performance Regular supervision missions will be carried out in collaboration with national authorities.
14 Agreement with the Government on .a special procedure for emergency projects that allows project funds to by-pass the cumbersome regular national procedure has been reached (Transfer en capital).
51. The table below summarizes the specific risks and mitigating measures related to the project.
Residua Type of Risk Risk Risk Mitigating Measures 1 Risk Rating Rating
Country Level A PEMFAR was conducted early 2008. The Political instability H conclusion is that significant progress has H been made in the Public Financial Management system.
The current Peace Agreement is being implemented, with delays but with unprecedented political will and significant political steps.
PEMFAR findings are not only highlighted PFM progress but also remaining weaknesses Uncertainty of the that are addressed through the Governance elections and TA. government ownershiphtability The Bank, together with the IMF and other partners is closely supporting the preparation process of the PRSP and elections.
Entity Level - MACOM will be in charge of overall project S financial management and disbursement. M MACOM ‘s capacity to - Project fiduciary staff are adequately qualified coordinate project and experienced, and will be maintained activities throughout the life of the project.
- The project staff will be trained continuously during the life of project; project software and procedures manual are in place and will be updated or upgraded as necessary. Project Level - All staff will be trained in the use of project Project H tools (software, procedures manual) and Bank S implementation fiduciary procedures. arrangement
15 involves different - Resource transfers to beneficiaries such as I actors (including AGEROUTE,will be well-documented and different technical supervision missions will be conducted three departments) times over the course of the project .
CONTROL RISKS sk that ensure funds used ecc omicall Budgeting S - The Bank team and project staff will work M Budget preparation closely to establish comprehensive project is a relatively strong cost tables, detailed work programs, and part of the CI budget quarterly budgeting for the first 12 months of process, but the project. improvements are needed in the - The budget will provide funding for additional consistency among training for project staff in preparing budgets projections used by consistent with disbursement plans. various ministries and agencies. - Training, mentoring, and hands-on experience Funds may be will be provided to fiduciary staff in financial delayed. planning and budget preparation by the Bank team. Accounting M - The accounting system will be supported by L SIGFIP does not an ad hoc customized computer software, provide all updated as necessary to accommodate project information required needs. by the Bank for financial reporting - The project Financial Manual will be updated and auditing. by the project implementing unit.
Some staff may not be familiar with project software (SUCCESS)
Internal Control H - The project does not have an internal control M National internal department. However, the project accounting control systems do and administrative manual outlines approval not have the and authorization procedures that should work capacity to cover relatively well. project activities. - The project will be supervised closely and, if MACOMdoes not necessary, recruitment of internal control staff have its own internal will be considered as an option to mitigate this control unit risk. Funds Flow S - The arrangements for the flow of funds as S detailed in the Project FA manual are
16 Disbursement of acceptable to the Bank. external assistance has been slow. In - A designated account will be managed by the particular, Bank- treasurer. financed projects have experienced - A project account will also be located at a low disbursement reliable commercial Bank. They will be rates compared to managed by the public accountant in the sub-region. coordination with MACOM.
- The project will use the “transfer en capital” procedures for all disbursement transactions. Financial M - The IF% guidelines will be used by the project L Reporting management team over the life of the project.
The project team has - Training will be provided to financial, experience in accounting and M&E staff. producing interim un-audited financial - The format, content, and periodicity of FMR reports. have been discussed and agreed during negotiations. Auditing M - The process of recruiting an auditor is M Auditors will be underway. selected through a transparent selection - In commenting on audit reports, dates for process. receipt of an action plan from MACOM will be agreed upon.
- A technical audit will be conducted on an annual basis to control quality and conformity
OVERALL RISK H H
H - High S - Substantial M - Modest L - Low
G. Terms and Conditions for Project Financing
52. The Project is proposed for financing under an IDA grant.
53. A detailed Action Plan has been identified during the preparatiodappraisal mission to ensure successful project processing. This action plan involves a set of actions related to: (i) project management; (ii)fiduciary and safeguard issues; and (iii)detailed project component activities.
17 Conditions of Effectiveness
54. A number of actions are currently underway to ensure that conditions are right for a timely project launch and implementation. These are: (i)Partnership agreement between the government and the PCUMACOM; (ii)confirmation of key PCU staff (Project Coordinator, a Procurement Specialist, an Administrative and Financial Officer, an Accountant, an Accountant from the government appointed to work on the project, and an Administrative Assistant); (iii) Manual of Procedures (implementation manual); (iv) project accounting and financial software (SUCCESS); and (v) selection of technical and financial auditors.
55. A condition of effectiveness has been included prior to negotiations and involves the completion of the ESMF and RPF.
18 Annex 1. Detailed Description of Project Components
Component I:Urban water supply (US$28 million equivalent)
Objective and results indicators
1. The objectives of this component are to increase access to water services and improve the availability and quality of water services, through (i)provision of subsidized service connections and standposts to selected urban areas in Abidjan and BouakC, including informal neighborhoods, together with connections of schools and health centers; (ii)expansion of water production capacity in Abidjan; and (iii)reinforcement and expansion of water distribution networks in Abidjan and BouakC.
2. The component’s activities would aim particularly at: Reducing water shortages and service interruptions by increasing the capacity of water production facilities in Abidjan;
0 Restoring the functioning of the water systems by strengthening the primary distribution networks; Increasing coverage by constructing household service connections and standposts in Abidjan and BouakC and connecting informal settlements, primary schools and health centers in Abidjan.
3. Performance indicators to measure the outcomes of this component will include the average daily consumption in selected areas (domestic customers), the actual availability of service (hourdday) in selected areas and the additional number of people getting access to the services through water connections and standposts.
Key elements of background
Past Pellformance of the Urban Water Supply Sector
4. The urban water supply (UWS) sector of C8te d’Ivoire used to be a model in the Africa region. A private operator, SODECI, delivered an excellent (24 hour a day/7 days a week) quality of service to more than 700 cities and towns under a 20-year affermage contract signed in 1987, which followed several contracts, the oldest of which (covering only Abidjan) had been signed in 1959. The development of services was almost entirely self-financed. The 1987 contract, which vested also SODECI with the management of the Water Development Fund (Fonds de Dkveloppement de l’Eau, FDE) had allowed a considerable increase of access to services through household connections, the number of which is about 560,000. This increase of access had been almost entirely self-financed from the water sales by the contributions of FDE.
19 The average water tariff (excluding VAT) of CFAF 393/m3 (US$0.89/m3) thus could cover entirely SODECI’s operations and maintenance costs (CFAF 228/m3), finance FDE (CFAF 121/m3) and cover the debt service of the sector (CFAF 44/m3). These remarkable performances result both from the existence of relatively cheap water resources for supplying Abidjan (which represents half of the customers of the country and 68 percent of the water consumption) and from the good performances of the private operator (unaccounted-for water (UFW) of less than 20 percent, collection rate of 98 percent on private customers and high staff productivity with less than 2.7 staff per 1,000 connections). The Department of Human Hydraulics (Direction de 1 ’Hydraulique Humaine, DHH), under the Ministry of Economic Infrastructure is in charge of supervising the execution of the afermage contract, approving SODECI’s investment programs financed by FDE and of preparing and managing the investment programs financed by budgetary resources and external assistance.
Impact of the Crisis
5. The country crisis took place at a time when the further development of water services has required for some time a substantial increase of capital expenditures in the renewal of facilities and the development of additional capacities for the production of water and the expansion of primary distribution networks, which went beyond the resources of FDE and required external financing. One of the first results of the crisis was to halt the financing of an important expansion program financed by donors. The political troubles at the end of 2002 caused some damages to facilities and generated a significant deterioration of operating performances: UFW increased to more than 28 percent in Abidjan and the collection rate decreased by several percentage points, whereas the Government stopped paying the bills of public customers (about 22 percent of total water sales), The accumulated arrears of the Government amount now to more than CFAF 34 billion (US$77 million). This issue will not be fixed during this project but discussions with the Government on the way to reduce these arrears will continue to take place. It is clear that the resolution of such‘a complex issue could not be addressed under an emergency operation and preparation in the future of a water sector-based investment operation will offer the best opportunity to tackle this problem.
6. The de facto division of the country also prevented SODECI to bill and collect revenues in the Central-Northwestern (CNO) zone. The latter regrouped 86,000 customers (about 15 percent of SODECI’s customers) and represented about 11 percent of its water sales. SODECI maintained altogether the service in the CNO zone and received some financial assistance from the European Commission. In addition, the conflict stimulated an influx of displaced persons into Abidjan, whose number reached almost 1.5 million in 2005. Even though most of the displaced people found accommodations with friends and relatives, the sudden increase of more than 40 percent of the city’s population placed a huge stress on the water supply systems and the daily water consumption per capita decreased by one third. The operator had to resort to periodic interruptions of service and lowering of water pressure to allocate equitably the water shortages. The Abidjan population and particularly the newcomers can no longer benefit from the social connections programs as the sectoral cash-flows, which subsidized them, decreased drastically. In the absence of a sufficient supply of service connections and standposts, a significant portion of the population has now to rely on high-costs water vendors.
20 Donors’ Response
7. To address the consequences of the crisis in the UWS sector, the external assistance focused first on helping maintaining water services and supporting specific actions to rehabilitate facilities outside Abidjan and in rural areas. The European Commission has provided Euros 12 million (US$16 million) since 2003 under emergency programs (PUR Ito PUR 111). More recently, the Islamic Development Bank (BID) and the OPEC Fund provided loans of CFAF 8.75 billion (US$20 million) to reinforce production facilities and distribution networks in the Western part of Abidjan, whereas FDE devoted CFAF 5.2 billion (US$11.8 million) to increase the water storage capacity. These funds do not allow, however, addressing the emergency needs of Abidjan, particularly in the Eastern and Southern parts of the city. In parallel, EC provided grants of about CFAF 1.22 billion (US$2.8 million) to rehabilitate the production facilities in Bouak6, but the immediate investment needs of water supply distribution are not currently funded.
8. Government’s Response. Even though the budgetary constraints did not allow the Government to finance investments, the donors’ response was facilitated by the preparation by DHH and SODECI of a global review of priority investment needs and of detailed design studies. In addition, the Government and SODECI have been able in September 2007 -following an independent audit of the aflermage contract-to carry out successfully the negotiation of a new afleermage contract with duration of 15 years. The creation of a National Water Supply Authority (Oflice National de Z’Eau Potable, ONEP), which will take over the current responsibilities of the public parties in the sector, under a more autonomous framework, is also expected. This strengthening of the institutional and contractual framework of the sector represents a positive contribution to the rehabilitation and restoration of water services. However, the restoration of the financial viability of the sector remains to be addressed.
Key elements of deszgn
Selection of Activities
9. The investment program prepared by DHH and SODECI has been reviewed with the appraisal mission to take into account available financing (from EU, BID and the OPEC Fund), which led to focus on the Eastern, Northeastern and Southern parts of Abidjan and on Bouakt. Priority was given to activities that have immediate impact, in line with the objectives of the component and that do not require significant relocation.
10. The table below summarizes the selected activities, together with their location, base costs (excluding taxes) and their eventual impact. Four sets of activities were identified:
0 Increasing production capacity in Abidjan, in order to reduce water shortages. New boreholes and the equipment of existing boreholes, together with the development of a new production scheme in the Northeast and complementary equipment in an existing
21 treatment plant will allow adding 4,000 m3/h (an increase of 24 percent of the current production capacity). Reinforcing primary distribution networks, in order to improve the quality of service (water pressure) in the Northeastern and Southern parts of the city. Increasing access in Abidjan by constructing 20,000 new subsidized connections, 65 standposts and ensuring the connection to the distribution network of informal settlements, which are currently deprived of water services. 38 primary schools and 2 health centers without water service will also be connected to the network. Increasing access in BouakC by expanding secondary networks, which will in turn allow constructing service connections and by constructing 33 standposts in neighborhoods that are not currently served.
icrease of production capacity Palmeraie Abatta Drillinglequipment of two boreholes (500 m3/h), capacity for 44,000 chlorination plant and people transmission pipes Zone Nord treatment AdjamC Equipment for continuous 1.13 M Improved service for plant operation of the plant (+500 340,000 people m3h) Equipment of Abidjan, Equipment of eight boreholes 1.25 M Improved service for existing boreholes Bingerville (2000m3h) 400,000 people New boreholes Abobo, Drilling of four boreholes and 1.59 M Improved service for Yopougon equipment of five boreholes 200,000 people
I R Supply and laying of 7.7 km 2.41 M Improved service for Bassam to Port Bouet of mains 220,000 people Supply and laying of 6 km of 1.5 M Improved service for Deux Plateaux mains 180.000 Deoule
Service connections Entire city Construction of 20,000 4.55 M 200,000 additional S tandposts household service connections people served Entire city Construction of 65 standposts 1.03 M 33,000 additional Schools and health people served centers Entire city Connection of 38 schools and 0.79 225 classes served Informal 2 health centers neighborhoods Yopougon Secondary network expansion 3.86 100,000 additional and connections people served BouakC Network expansion See next column Secondary network expansion 1.07 M Allow serving 25,000 in Tolakouadiokrou, people Languibonou, TSF Sud et Standposts zone industrielle Entire city Construction and connection 0.84 M 17,000 additional of 33 standposts people served
22 Readiness
11. The detailed design studies of all these activities have been already prepared, with the exception of the construction of service connections, which will be designed by SODECI, as it is customary for the annual social connections programs financed by FDE. According to the aflermage contract, SODECI executes all service connections in general and the subsidized connection program based on clearly defined eligibility criteria in particular, using a price list annexed to the contract. The price list is being reviewed in order to verify that the prices are competitive. The bidding documents of the first phase (see below the phasing of activities) will be prepared by DHH in accordance with the procurement plan. The environmental and social assessments of the first phase will be managed and funded by DHH and should be completed by May 30, 2008. The other assessments will be funded by the project and should be completed by October 30, 2008.
Financing and Phasing
12. The IDA grant will not finance taxes (VAT) and duties. The grant-financed amounts include, in addition to the base costs of works and equipments, the costs of supervision (5 percent of base costs), and physical and price contingencies (7.5 percent and 6 percent of base costs, respectively). The financing table is presented below.
13. As the startup of some of the above activities is contingent on the completion of upstream works financed in parallel (e.g. the construction of a water storage tank in Djibi and the reinforcement of production capacity to supply Petit Bassam), the activities will be executed in three phases separated by five to eight months. The time schedule of the activities is as follows: Phase I(tendering scheduled at the end of June 2008): Zone Nord, equipment of four existing boreholes (eight in option 2), drilling of four new boreholes, reinforcement of Djibi, connection of schools and health centers, network expansion and standposts in Bouakt Phase I1 (tendering scheduled at the end of November 2008): Production Palmeraie, equipment of five new boreholes, informal neighborhoods (option 2) Phase 111 (tendering scheduled at the end of January 2009): Reinforcement Petit Bassam The subsidized connections and the standposts in Abidjan will be constructed on a continuous basis.
23 .. - Palmeraie 3.06 - Zone Nord treatment plant 1.13 - Equipment of existing boreholes (4) 1.25 - New boreholes 1.59 Reinforcement of primary networks : 3.91 - Petit Bassam 2.4 1 - Djibi 1SO Increase of access (Abidjan) 10.23 - Service connections 4.55 - Standposts 1.03 - Schools and health centers 0.79 - Informal neighborhoods 3.86 Bouakt 1.91 Expansion of secondary networks 1.07 - Standposts 0.84 Supervision 1.15 Total Base Costs 24.23 Contingencies 3.77 Grand Total 28.00
Impact and Monitoring Indicators
The urban water supply component will help restoring the availability and quality of service by reducing water shortages and increasing service pressure for about one million people and providing access to safe water to an additional 330,000 people in Abidjan and 40,000 people in Bouak6, children in 225 classes and patients of 2 health centers. The corresponding monitoring indicators have been defined with DHH and SODECI.
Increase of access Outcome indicator: Additional people served by SODECJDHH service connections Additional people served by SODECYDHH standposts Intermediate outcome indicator: Number of constructed service DHH connections Number of constructed DHH standposts
Implementation Arrangements
14. The UWS component will be executed by DHH, which will be responsible for preparing the draft bidding documents, and managing the environmental and social assessments. DHH will
24 monitor the performance of the consulting firms which will be recruited to supervise the execution of works and equipment contracts, with the exception of the service connection contracts to be executed by SODECI and, supervised by DHH.
15. The procurement plan has been designed on the basis of one contract per activity, with the exception of the connection of informal neighborhoods (two contracts) and of the Palmeraie scheme (one contract for the boreholes and one contract for the mains).
16. Monitoring and reporting of outcome indicators will be carried out jointly by DHH and SODECI. Progress reports will be prepared by DHH. SODECI will be providing DHH with all the necessary informatioddocuments needed for the preparation of the reports.
17. Abidjan and BouakC will be involved in siting the standposts. Standposts are currently managed by caretakers (fontuiniers) paid by municipalities. These arrangements are not always satisfactory and it has been agreed to modify the payment system of the fontuiniers by remunerating them on the basis of water sales, and adding a small markup to the vending price, as it is customary in the other countries of the sub-region.
Component 11: Urban sanitation (sewerage) (US$l5.2 million equivalent)
Objective and results indicators
18. The objective of this component is to increase access to the sewer network and limit the discharge of raw wastewater in the Abidjan lagoon by improving the functioning of sewerage services through: (i)rehabilitation of main pumping stations and treatment plant feeding the ocean outfall; (ii)rehabilitation of neighborhood pumping stations; and (iii)connecting secondary sewers to the main interceptor.
19. The component’s activities would aim particularly at: restoring the normal functioning of the sewerage system by rehabilitating the network’s pumping equipment and the pre-treatment plant and pumping station feeding the ocean outfall; reducing the discharge of collected wastewater into the lagoon and the environment by connecting secondary sewers to the main interceptor.
20. Performance indicators to measure the outcomes of this component will include: the increased access to the sewer network (additional people connected to the interceptor) and the reduced waster water volume being discharged in the lagoon.
25 Key dements of background
Past Pe@ormance of the Abidjan Sewerage System
21. Abidjan is equipped with a relatively complete sewerage system consisting of (i)a 30-km North-South interceptor equipped with four major screeninglpumping stations, a pre-treatment plant (for eliminating floatables and grease) and a booster pumping station discharging into an ocean outfall; and (ii)about 1,000 km of secondary sewers equipped with 51 neighborhood pumping stations. About 35 percent of the urban population (a high proportion of the population by regional standards) is connected to the sewers through 102,000 service connections; 45 percent of the population relies on on-site facilities of variable quality (latrines, vault and septic tanks). The main discharge system (interceptor and ocean outfall) was constructed in three successive phases from 1977 to 1996 with joint financing from the National Investment Fund for Sanitation [Fonds National de Z’Assainissement (FNA]), the IBRD and of the European Investment Bank (BEI).
22. Although the interceptor and the outfall have the capacity to convey all of the wastewater produced in the city, only a part of the urban population connected to the secondary sewers (600,000 equivalent-inhabitants) is eventually connected to the interceptor. A significant part of sewerage still flowed into the lagoon or the city’s thalwegs. Anomalies such as interferences between sewers and drains, and faulty household connections into the drainage network, are frequent and compound the situation.
23. The system has been operated by SODECI since 1999 under an affermage contract, that is in a long line of service contracts granted since 1974. The contracting authority is the Ministry of Construction, Urban Planning and Housing (MCUH) and its Department of Sanitation and Drainage (Direction de Z’Assainissement et du Drainage, DAD) monitors the execution of the affermage contract and manage the sewerage investments. The operation and maintenance costs are partly financed by a sewerage surcharge of CFAF 41/m3 added to the water rate charged to the water service customers of the city of Abidjan.
Impact of the Crisis
24. The above-mentioned anomalies were expected to be addressed in parallel with the execution of the affermage contract, but these expectations could not be met in the face of budget constraints resulting from the crisis. Even more importantly, the absence of financial resources prevented the timely renewal of electromechanical equipment, and as a result most of the waste water collected from the neighborhoods is discharged into natural drainage courses in the open environment and ultimately into the lagoon. The pumping stations, as well as the ocean outfall, came progressively to a halt. The hauling companies stopped discharging septage from cesspits and septic tanks into the facilities built on the interceptor and reverted to open areas. The environmental conditions of the lagoon and of the low-lying areas of the city have substantially deteriorated, particularly in the Indtnit and Cocody bays.
26 25. As for the UWS sector, the influx of displaced people into Abidjan has limited the access to sewerage services and new land development operations could not be linked to the main sewerage system in the absence of any significant investment in connecting neighborhoods to the sewers.
Government and Donors’ Response
26. To address the consequences of the crisis, the MCUH identified an emergency program focusing on the rehabilitation of the system. The EC has granted part of the funding (Euros 9.5 million, or about US$14 million), but the financing covers only half of the rehabilitation needs and will not alone enable restoration of adequate functioning of the interceptor and of the outfall, nor addressing the emergency needs in connecting neighborhoods sewers to the interceptor.
Key elements of deszgn
Selection of Activities
27. The investment program prepared by DAD has been reviewed with the appraisal mission, taking into account available financing from the EC for rehabilitating part of the pumping stations. Priority was given to activities that have immediate impact on the reduction of lagoon pollution, in line with the objectives of the component and that do not require significant relocation.
28. The table below summarizes the selected activities, together with their location, base costs and their eventual impact. Three sets of activities were identified: Provide an environmentally sound discharge of collected wastewater by restoring the adequate functioning of the interceptor and the ocean outfall through: (i)the rehabilitation of two main screening pumping stations of the interceptor (in Abobo and Marcory) and (ii)rehabilitating the pretreatment plant and the outfall pumping station of Koumassi-digue; Restore the flow of wastewater to the interceptor by rehabilitating neighborhood pumping stations in Cocody, Koumassi, Marcory and Treichville; Increase the flow of wastewater into the interceptor and reduce network anomalies by connecting neighborhood sewers in Abobo, Adjam6 and Treichville to the interceptor.
27 Rest .ation of functioning of interceptork [fall Station S7 [ Abobo Rehabilitation of pumping station 1.25 M I Restoration of wastewater Rehabilitation of screener and collection through the Station 751 Marcory pumping station 1.36 M interceptor
Koumassi-digue Bietri Rehabilitation of vis d’ Archimkde, 2.27 M Restoration of ocean screener, pretreatment and outfall outfall
I pumping station .litation of neighborhood pumping si ;ions Rehabilitation of pumping station 0.57 M Reduction of discharge of Rehabilitation of pumping station 0.27 M wastewater into the lagoon - Station RC11 Cocody Rehabilitation of pumping station 0.22 M (IndCniC et Cocody)
- Station MU7 Marcory Rehabilitation of pumping station 0.57 M Reduction of discharge of - Station MU 8 Marcory Rehabilitation of pumping station 0.22 M wastewater into the lagoon - Station RM1 Marcory Rehabilitation of pumping station 0.12 M and drains - Station RM4 Marcory Rehabilitation of pumping station 0.15 M
- Station KS 1 Koumassi Rehabilitation of pumping station 0.27 M Reduction of discharge of - Station RK1 Koumassi Rehabilitation of pumping station 0.15 M wastewater into the lagoon - Station RK2 Koumassi Rehabilitation of pumping station 0.12M and drains - Station RK3 Koumassi Rehabilitation of pumping station 0.28 M - Station RK4 Koumassi Rehabilitation of pumping station 0.15 M Reduction of discharge of - Station RK6 Koumassi Rehabilitation of pumping station 0.12 M wastewater into the lagoon - Station RK8 Koumassi Rehabilitation of pumping station 0.22 M and drains - Station RK11 Koumassi Rehabilitation of pumping station 0.12 M - Station RK12 Koumassi Rehabilitation of pumping station 0.33 M - Station RK13 Koumassi Rehabilitation of pumping station 0.17 M
- Station Biafrais Treichville Rehabilitation of pumping station 0.15 M Reduction of discharge of wastewater into the lagoon and drains on of neighborhood sewers to the in rceptor Abobo 4 Ctages Abobo Replacement of asbestos pipes by 0.46 M Reduction of sewer breaks PVC and network extensions and connection of housing Connection Dokui-Djoni Abobo Extension secondary sewers 0.45 M Connection of housing and Connection TC secteur elimination of faulty CIE Abobo Extension secondary sewers 0.11 M service connections Connection TC secteur Sodeci Abobo Extension secondary sewers 0.77 M
AdjamC Quartier Latin AdjamC Replacement of asbestos pipes by 1.02 M Reduction of sewer breaks PVC and network extensions and connection of housing AdjamC Reboul et Garden AdjamC Access road to the interceptor 0.27 M Facilitation of Center maintenance of interceptor
Connection Belleville Treichville Extension secondary sewers 0.20 M Connection of housing and elimination of faulty service connections Connection Palais des Treichville Extension secondary sewers 0.11 M Connection of housing and Sports elimination of faulty
I service connections
28 Communication Campaign Information and awareness I Vicinity of I Media campaign, focus groups-- and I 0.22 M I Facilitation of operations I of riparians of facilities I stations I hygiene education I I of the system I
Readiness
29. The detailed design studies of all these activities have already been prepared by DAD with the assistance of SODECI. The bidding documents of the first phase (see below for the phasing of activities) will be prepared by DAD before May 30, 2008. The environmental and social assessments of the first phase (see below the phasing of activities) will be managed and funded by DAD and should be completed by June 30, 2008. Insufficient wastewater flows had previously caused intermittent operations of the ocean outfall, resulting in a malodorous nuisance in the vicinity of the surge tower of the outfall in Port-Bouet. A detailed mitigation plan will be prepared (including operating guidelines such as the addition of lime to the effluent and the abstraction of lagoon water into the outfall to ensure continuous pumping) to address this. An awareness and communication campaign to alleviate the concerns of the riparians of the facilities will be designed by SODECI and DAD before June 30, 2008. The other environmental and social assessments will be funded by the project and should be completed by October 30,2008.
Financing and Phasing
30. The grant-financed amounts include, in addition to the base costs of works and equipments, the costs of supervision (5 percent of base costs), and physical and price contingencies (7.5 percent and 6 percent of base costs, respectively). The financing is presented in the following table.
29 Rehabilitation of main pumping stations and outfall facilities: 4.88 - Station S7 (Abobo) 1.25 - Station 7J1 (Marcory) 1.36 - Koumassi-digue 2.27 Rehabilitation of neighborhood pumping stations: 4.20 - Cocody 1.06 - Marcory 1.06 - Koumassi 1.90 - Treichville 0.15 Connection of neighborhood sewers to the interceptor : 3.40 - Abob0 1.79 - AdjamC 1.29 - Treichville 0.3 1 Communication campaign I 0.22 Supervision I 0.63 Total Base Costs I 13.36 Contingencies I 1.87 Grand Total I 15.20
31. The activities will be executed in two phases separated by three months. The time schedule of the activities is as follows: Phase I(tendering scheduled at the beginning of September 2008): Rehabilitation of main pumping stations, of outfall facilities and of neighborhood pumping stations Phase I1 (tendering scheduled at the end of November 2008): Linkage of neighborhood sewers to the interceptor.
Impact and Monitoring Indicators
32. The sewerage corn onent will help reducing the flow of wastewater into the Abidjan lagoon by about 40,000 mP /day and will connect an additional 100,000 people to the interceptor and the ocean outfall. The corresponding monitoring indicators have been defined with DAD and SODECI.
30 Type of impact Indicator Source Outcome indicators: Reducedflow of waste Number of additional people DAD/SODECI water discharged in the connected to the interceptor lagoon and increased access to the sewer Intermediate outcome indicator: network (interceptor) Reduced flow of wastewater SODECI operations being discharged in the lagoon Outcome indicators
Improvement Of Operations Number of standardized service SODECI operations of the system connections
Implementation Arrangements
33. The sewerage component will be executed by DAD, which will be responsible for drafting, finalizing the bidding documents, and managing the environmental and social assessments. Consulting firms will be recruited to supervise the execution of works and equipment contracts. DAD will monitor the performance of the consulting firms which will be recruited to supervise the execution of works and equipment contracts.
34. The procurement plan has been designed on the basis of one contract for the supply of rehabilitation equipment (all stations and plants), one contract for the installation of equipment and two contracts for the connection of neighborhood sewers to the interceptor. Given the lack of qualified equipment installers in C8te d’Ivoire, DAD proposed to contract SODECI on a sole- source basis. This arrangement has been used in a previous rehabilitation project financed by the EU, which faced unsuccessful tenders of installation contracts. The proposal will be reviewed after verifying that SODECI’s services are competitive.
35. Communication activities, as well as the monitoring and reporting of outcome indicators will be carried out by SODECI under DAD supervision. In addition, SODECI will provide DAD with necessary information and documents for the preparation of progress reports.
Component 111: Solid Waste Management (US$12 million equivalent)
Objective and results indicators
36. The main objective of this component is to increase the collection, removal and disposal of household solid waste in the city of Abidjan to help improve public health and living and environmental conditions for the city dwellers.
31 37. The specific objectives are the following:
0 Eliminate the main unregulatedhformal disposal sites in the urban area; 0 Establish an efficient system of waste collection and disposal, with the local private sector; 0 Improve routing of waste transport vehicles through rehabilitation and resumption of the Williamsville transfer station; Conduct an outreach campaign on sanitation and hygiene, including an HIV/AIDS component; Improve living conditions of those living near the AkouCdo landfill site (Akouedo Village).
38. The Solid Waste Management component performance indicators are the following: (i) establishment of an effective system of waste collection and disposal; (ii)quantity of waste collected and dumped at the Akouedo disposal site over the next four years; (iii)quantity of waste transiting through the Williamsville transfer station over the next four years; (iv) number of messages delivered to households through public outreach campaign on hygiene and sanitation, include an HIV/AIDS component; (v) number of students living near the Akouedo dump who are enrolled in school beginning in 2008/2009 academic year; (vi) additional number of beds in the health center maternity clinic.
Key elements of background
39. Household waste collection and disposal in the City of Abidjan were handled by a private solid waste operator (Socie‘te‘ industrielle des transports automobiles africains) until 1990 and by public and private operators thereafter. The collection rate, which had been 75 percent in 1989, fell to 65 percent by 2000. Despite the private sector participation instituted by the City of Abidjan, the collection rate continued to drop dramatically, settling at 46 percent in 2006. There are no waste collection statistics for 2007, but the rate has not exceeded 50 percent due to numerous disruptions, including the strike by private operators who were not being paid regularly by local governments.
40. Solid waste management in the City of Abidjan is currently characterized by the absence of a sustainable financing strategy, a fragmented institutional framework, and inefficient solid waste pre-collection, collection, transfer, transport, and disposal systems that lead to huge sanitary and environmental risks.
41. Solid waste management service is financed by a Tax for Household-Refuse Removal (Taxe d’Enlkvement des Ordures MCnagkres-TEOM) based on electricity consumption (about US$0.056 per KWh) and, until 2003, by a contribution from the City Council. The national power company (Compagnie ivoirienne d’electricitk, CIE) has never transferred the taxes to local governments, claiming that the latter have not paid amounts due for public lighting. In addition, the tax regime regarding the solid waste sector is poorly documented.
32 42. The following table shows waste management expenditures for 2006 and 2007.
Summary of costs of household waste collection (in CFAF thousands) and quantity of solid waste collected (in thousands of tons).
January Feb. March April May June July August Sept. Oct. Nov. Dec. Total Waste expendi- tonnage tures 2006 341 944 792 425 650 597 553 541 0 0 881 461 898 2007 369 686 628 677 618 576 602 493 509 608 600 0 685
43. While the sum required for effective waste management in Abidjan is estimated at US$27.27 million per year, expenditures in 2006 and 2007 barely exceeded 50 percent of this envelope. The average cost of collecting and transporting one ton of waste to the AkouCdo disposal site ranges from US$18.18 to US$22.73, while the cost of disposal of one ton is about US$7.95.
44. The Urban Sanitation Support Fund (Fonds de soutien aux programmes de salubrite' urbaine, FSPSU) was created by government decree (No 2007-588) in October 2007. The fund is managed by a committee and replenished by resources derived from: property tax payments, Government budget, loan, sanitation taxes and financial aids.
45. In 2007, the institutional framework for solid waste management underwent a significant change with the creation of a National Urban Sanitation Agency (Agence nationale de la salubrite' urbaine) (ANASUR) (by Decree 2007-587 dated October 4, 2007). The purpose of ANASUR is to: Regulate management of the disposal circuit for all types of waste having an impact on urban sanitation; Serve as the public service concessionaire charged with the cleanliness and hygiene of cities, towns, and districts in CBte d'Ivoire; Serve as the concessionaire charged with waste treatment and processing; Oversee the proper operation of infrastructure entrusted by the Government to third parties or to local governments for the transfer, recycling, and processing of solid waste; Organize and manage emergency operations; Manage the Urban Sanitation Support Fund (Fonds de soutien aux programmes de salubritC urbaine PSPSU); Combat hygiene and sanitation hazards in urban areas.
46. ANASUR has an Administrative and Financial Department (DAF), a Projects and Studies Department (DPE), and a Logistics and Technical Coordination Department (DLCT). The staff of the agency is currently being recruited and technical and material resources are being put in place. ANASUR has a budget of US$830,000 for 2008. In 2008, the Government allocated CFAF12 billion (US27.27 million) to ANASUR.
33 47. As of 2008, ANASUR is exclusively responsible for waste management in the City of Abidjan, and issued a bidding invitation to assign four solid waste removal zones to private operators. This initiative was unsuccessful, since the resources and capacities of the private firms were not adequate to provide services in zones that were too large. ANASUR re-divided the urban territory into six zones, and has launched a second bidding process with the public procurement department (Direction des murchks publics) (DMP), which has allowed to concede the six zones to four operators.
48. With a waste collection rate scarcely exceeding 50 percent over the past three years, the city has experienced a proliferation of unregulated dump sites that constitute a nuisance and pose health and environmental risks.
49. The AkouCdo landfill site is not managed according to environmental and sanitary standards. In addition, highly toxic waste exported from Europe has been transferred there, leading to environmental pollution, poisonings and deaths. According to the authorities, the landfill is to be closed within three years. People living in proximity to it regularly complain of its harmful effects and often resort to blocking access for solid waste disposal vehicles.
50. Subsequent to an international bidding invitation, an Italian firm is now constructing a sanitary landfill (centre d’enfouissement technique, CET) at the Akoueka site using a BOT (Build/Operate/Transfer) approach. The firm has not been paid, however, and the authorities have asked that the work be stopped in the wake of a report from the BNEDT (Bureau National d’Etudes Techniques et de DCveloppement) indicating that the CET does not meet environmental standards.
Key elements of design
5 1. The following activities will be financed: Operation “Clean City” Rehabilitation of the Williamsville transfer station Outreach campaign Institutional support 0 Improvement of living conditions for those living near the AkouCdo landfill site
52. The table below summarizes the selected activities, together with their location, and their eventual impact. Five sets of activities were identified in four sub-components: Eliminate the main unregulated disposal sites in the city; Establish an effective system of waste collection and disposal, with the local private sector; Improve routing of waste transport vehicles through rehabilitation and resumption of operation of Williamsville transfer station;
34 Conduct an outreach campaign on hygiene and sanitation, include an HIV/AIDS component; Improve living conditions of those living near the AkouCdo landfill.
Activity I Location I Description I Performance Indicator
Waste Disposal Abidjan Waste disposal at the Akoutdo 500,000 Tons AkouCdo disposal site
Establish an effective system of waste collection and disposal, with the local private sector Waste collection Abidjan Waste to be collected and dumped at the disposal site in
2008 706,000 Tons
2009 850,000 Tons
2010 910,000 Tons
201 1 1,100,000 Tons - - Williamsville transfer station Waste routed through the I Abidjan I Quantity of waste collected and Williamsville transfer dumped at the disposal site in station 1 2009 445.000 Tons
2010 480,000 Tons
I I 201 1 525,000 Tons
ql-1 I I LVlL 575,000 Tons
Outreach campaigns CBte Messages delivered by 300 60,000 Households d’Ivoire facilitators reaching
Messages delivered by mass media 250,000 Households facilitators reaching Improve living conditions for people living near the Akouedo dump Pupils enrollment Akouedo Enrollment of pupils beginning in 2009120 10 academic year 1,200
More beds to the maternity Additional beds to the health clinic center’s maternity clinic 10 Beds
Operation “Clean City” - US$3.3 Million
53. This sub-component consists of eliminating the main unregulated informal disposal sites within the City of Abidjan. It is aimed at improving hygiene in the city, providing private operators with a better working environment, and reducing health and environmental hazards.
35 54. It will be carried out under the supervision of a Steering Committee made up of governmental representatives from the national, district and local levels, including: the Ministry of Urban Affairs and Sanitation, Ministry of the Environment, Ministry of Interior and Local Governments, the District of Abidjan, Municipalities of Abidjan, the National Environmental Agency, ANASUR, and others, under the leadership of the Ministry of Urban Affairs and Sanitation. ANASUR is the technical secretariat of the Committee and will develop a priority intervention plan to be validated by the committee. ANASUR will draw up cost estimates, prepare and launch bidding invitations, and select firms under the coordination of the PCU.
Rehabilitation of the Williamsville transfer station - US$6.185 Million
55. This sub-component aims to resume operations at the transfer station and enable the storage of waste and its removal to the landfill site. It would include Rehabilitation of the area on and around the weigh bridge; Construction of fencing; Reconstruction and strengthening of the access cross-over from the Abobo expressway and of internal roads; Rehabilitation of the loadinghnloading platform; Renovation of offices; Provision of security and fire equipment; Installation of silos and alveoli; Installation of fuel tanks and pumps; Rehabilitation of the water tower and water supply system; Construction of a washing station; Refurbishment of the workshop; Installation of a collection and treatment system for wastewater and leachate.
56. The rehabilitated transfer station will be ceded to a private operator on the basis of competitive bidding. ANASUR will be responsible for supervising and evaluating the operator’s performance.
Outreach campaign - US$722,000
57. The campaign aims to raise popular awareness about hygiene and sanitation through the mass media, home visits, and the organization of contests and sporting and cultural events. The focus will be on hygiene and sanitation, but the campaign will also include a component on HIV/AIDS awareness and education. The campaign will be implemented over a period of three months and will include the following main components: Campaign conducted through public service spots in the mass media (television, radio) to communicate messages on hygiene practices, HIV/AIDS and sanitation. The messages are expected to reach 25,000 households. A door-to-door campaign deploying 300 facilitators over a period of 20 days, for a coverage rate of 60,000 households;
36 At least one cultural or sporting event in each of the city’s 13 townships, including the distribution of promotional items for the hygiene and HIV/AIDS prevention campaign; Participation in the National Hygiene and Sanitation Day.
58. The campaign will be organized by a steering committee made up of all stakeholders under the authority of the Ministry of Urban Affairs and Sanitation.
Institutional support - US$722,000
59. This sub-component aims at improving the institutional environment and includes training, capacity building, and the development of tools. This support is intended for all actors, including local governments, for oversight of services in their jurisdiction and compliance with good hygiene practices. Training and capacity building; Provision of equipment (computers, printers, scanners, etc.); 0 Development of management tools (e.g., waste management software and manuals); Development of a GIS database for the routing of waste collection vehicles.
60. ANASUR will consult all stakeholders in preparing a program of capacity building to improve solid waste management services in the City of Abidjan.
Improvement of living conditions close to the AkouCdo landfill site - US$515,000
61. This sub-component aims to improve conditions of hygiene and educational access for people living close to the AkouCdo landfill site. The landfill site is not in compliance with the standards of a technical subsurface containment center, and the resulting odors, leachates, and assorted hazards have a negative impact on the health of nearby residents.
62. The program consists of an expansion of the existing school, with the construction of six new classrooms and the conversion of the municipal dispensary into a health center with a maternity clinic, to reduce infant and maternal mortality rates.
37 Costs of the solid waste component in US$ are as follows:
Designation US$ Operation “Clean City” 3 300 000
Rehabilitationof the Williamsville transfer station 6 185 000
Outreach campaign 122 000
Institutional support 122 000
AkouCdo dump, through construction of a school
Implementation arrangements
‘63. The project will be managed by ANASUR in close collaboration will all relevant ministerial departments (Environment, Education, Women’s Affairs, Youth, etc.) and local governments.
64. ANASUR is responsible for drafting and finalizing the bidding documents, and managing the contracts. ANASUR will also monitor the performance of the component.
65. The outreach campaign will be implemented by ANASUR in collaboration with the General Department for Urban Sanitation and Living Standards, the Ministry of the Environment, including inter alia the National Environmental Agency, the Ministry of Education, and the Ministry of Women’s Affairs.
Component IV: Urban Roads Rehabilitation (US$28 million equivalent)
Objective and results indicators
66. The objective of the component is to help the Government increase urban mobility and restore access to transportation services by improving road networks, which in turn, contribute to improve functioning of institutions and economic activity. The component’s activities focus on: (i)repair of vertical and horizontal signs to improve road safety; (ii)restoring public transportation services in underprivileged neighborhoods, previously suspended because of poor road conditions; (iii)improving year-round traffic flow with measures to ease congestion and flooding at critical locations; and (iv) connecting the main road networks to secondary streets to ease access to new neighborhoods that generate significant traffic.
38 Expected outcome
67. The overarching impact of the urban roads rehabilitation activities will be improved mobility in the Cities of Abidjan and Bouake. The following table provides an indication of expected effects by category of activity.
Category of activity ExDected outcome ExDected ImDacts Vertical and horizontal Repair of vertical and horizontal Travel facilitated, reduction of the signs road and traffic signs over a large number of accidents and improved part of the urban road network road safety
Rehabilitation of roads that Rehabilitation of six roads on 1. Suspended public transportation are mass transit routes which public transportation lines routes restored have been suspended or are operating in difficult conditions 2. More passengers transported in the zones served by rehabilitated roads
3. Reducedjourney time on rehabilitated roads Construction of a pedestrian Construction of a 50 m footbridge 1. Reduction of fatal accidents at the overpass from Williamsville above the expressway and site to AdjamC Solibra extension of pedestrian access 2. Facilitate access to public transport ramps in two neighborhoods stations
Building or upgrading of Provision of services to new 1. Less congested intersections roads and works neighborhoods by direct connections to the road network, 2. Restoration of signs has helped to construction of a split-level improve road safety in the city highway interchange 3. Reduced traffic disruptions at two critical areas regularly flooded in the rainy season
4. Improved access to new neighborhoods. BouakC urban roads Rehabilitation of five roads Improved traffic on rehabilitated measuring a total of 7 kms roads
Key elements of background
Current status of the urban road system and traffic
68. The road network of the City of Abidjan is relatively well developed compared to other large cities in Sub-Saharan Africa. It consists of over 1,200 km of paved roads, of which about 22 percent (272 km) are expressways, some of which meet the standards of motorways and urban expressways. Since the country became independent, this network has been built up gradually and continuously by means of urban development programs initiated by the Government of C8te d’Ivoire and supported by development partners, including the World Bank.
39 Management of the road system:
69. The following agencies are involved in the management of the road system: There is a need, however, for a more precise project ownership of the road network, and particularly of the urban road system, between the State, the District and the municipalities. With this aim, and to remedy existing problems of coordination between AGEROUTE and the local communities, AGEROUTE has proposed a new road network classification, which is currently in the process of being approved by the relevant authorities.
0 The Ministry of Economic Infrastructure (Ministtre des Infrastructures Econorniques) (MIE) The Department of Roads and Road Systems (Direction des Infrastructures routiires)
70. Located within the Ministry of Economic Infrastructure, the Department for Roads and Road Systems is responsible for: (i)defining policy, guidelines and strategies concerning road infrastructure; and (ii)formulating technical standards and specifications, and providing technical oversight.
0 The Roads Management and Maintenance Agency (Agence de Gestion et d’Entretien des Routes) (AGEROUTE)
71. AGEROUTE is the national agency responsible for road maintenance, created in 2001. Its governing body is comprised of ministerial representatives from Economic Infrastructure, Development Planning, Economy and Finance, and Agriculture and Animal Husbandry, and it reports to the Ministry of Economic Infrastructure and the Ministry of Economic and Finance. AGEROUTE’S responsibilities include: (i)programming and monitoring of the execution of maintenance and construction work; (ii)procurement of studies and works; (iii)supervision of studies and monitoring of work; (iv) monitoring of the road networks; and (v) creation and management of road data banks. 72. AGEROUTE has signed a “Convention of Delegated Contract Management’’ with the Government of C8te d’ Ivoire for management of the State-run road network. Responsibilities and tasks defined in the Convention Framework include: (i)management of the State-run road network; (ii)monitoring, steering and coordination of studies and consultancies concerning the road sector; and (iii)management of procurement of works and supplies, study and consultancy contracts, and invoice payments. The Convention defines operational, financial and legal arrangements for the delegated contract management, including: (i)obligations of the two parties, (ii)remuneration of the delegated contract manager, (iii)management accounting procedures, and (iv) procurement procedures.
The Road Maintenance Fund (RMF)
73. The Road Maintenance Fund is a government agency created in 2001 to finance (i) studies and maintenance of the road network; and (ii)project ownership and project management for studies and road maintenance work. Its principal resources come from petroleum product
40 sales taxes for cars and trucks, road network tolls, proceeds from the operation of weigh stations, and fees from road works concessions. The RMF became fully operational in 2006.
74. The governing body of the RMF consists of representatives from Government, the private sector, and civil society, including the Ministries of Economic Infrastructure, Transport, Economy and Finance, Trade, and Decentralization; the Professional Petroleum Industry Group, and Chamber of Commerce and Industry; and the CGte d’Ivoire Federations of Transport Workers’ Unions, Drivers’ Unions, and Consumers’ Associations. As does AGEROUTE, the RMF reports to the Minister of Economic Infrastructure and the Minister of Economy and Finance.
The District of Abidjan
75. By virtue of Law No. 2001-478 of August 9, 2001, the District of Abidjan has legal personality and financial autonomy. Its areas of competence include land use planning and management of the road system in the District.
Municipalities of the City of Abidjan
76. Law No. 2003-208 of July 7, 2003 on the transfer and allocation of competencies of the State and the local communities gave the ten municipalities of the City of Abidjan have competencies in land use planning, particularly with regard to management of transportation routes and various networks.
Urban traffic
The urban transport system
77. Travel within the City of Abidjan (mainly NortWSouth) is characterized by the economic and demographic layout of the city. Large entry and exit centers are located on either side of the lagoon. Most of the administrative, services, and industry economic sectors located in the southern zone, a sparsely populated area extending to the Plateau (Plateau, Port Boutt, Koumassi, Marcory, Treichville), while 65 percent of the population lives in the mainly residential northern zone (Cocody, Yopougon, Abobo, Adjamt, Atttcoubk).
78. The public transport system in the City of Abidjan consists of
The Abidjan Transport Company (SOTRA), which provides combined road and lagoon transport and currently has a fleet of about 662 buses with an average age of seven years. Under the concession agreement concluded with the Government, SOTRA has a monopoly of public transport in the City of Abidjan, with the exception of the Abobo and Yopougon neighborhoods, which since 1998 have been serviced by a private operator (SOTU). In practice, since SOTU is not operational, SOTRA covers the entire urban area;
41 Mass transit services are provided by a number of private operators in the informal sector, which operate minibuses and city taxis commonly known as “gbakas” and “woro-woros”. Originally these vehicles were restricted to local transport between the city and the peripheral communes of Dabou, Bingerville and Anyama (in the case of the gbakas) and to trips within the municipalities (in the case of the woro-woros). Because SOTU is non-existent and SOTRA is unable to meet citywide demand, these private services now operate throughout the city. Following the liberalization of used vehicle imports, the development of the city and the reduction of SOTRA services, the fleets of gbakas and woro-woros have grown tremendously and reportedly now number 5,000, and 15,000 to 20,000 vehicles, compared with 2,700 and 5,000 in 2002;
Private services providing private group transportation, using buses with 40 to 50 seats;
Individual metered taxis operating throughout the city, which reportedly now number 15,000.
79. Private cars and individual taxis, which in 2002 represented 80 percent of the fleet of vehicles driven in the city (over 160,000 vehicles) account today for only about 30 percent of trips. Communal transport vehicles (buses, minibuses and communal taxis), though representing only just over 5 percent of the fleet, account for over 66 per cent of trips.
Management of urban transportation
The principal institutions involved are:
The Urban Transport Management Agency (AGETU)
80. AGETU is the national urban transport agency responsible for regulating and overseeing mass transit in the 10 communes of the City of Abidjan and the six neighboring communes (Anyama, Bingerville, Grand-Bassam, Songon and Jacqueville). Created in 2000, its governing body is comprised of representatives from the Government, local communities, transit operators and civil society (Ministries of Transport, Interior, Decentralization, and Economy and Finance; the City of Abidjan and its ten municipalities; the transport companies, Chamber of Commerce, consumers (users), and urban public transport service concession-holders.)
The Road Safety Office (OSER)
81. Created in 1978, OSER is an administrative public agency in charge of conducting studies (accident data analysis and identification of corrective measures, researcWdevelopment) and improving road safety, particularly in the area of training (driving school instructors, driving test examiners, road safety education in schools, etc.). OSER reports to the Ministry of Transport.
42 Implications of the crisis for the urban road system and traffic
82. As a consequence of the political-economic crisis affecting the country, the once- satisfactory Abidjan road system has begun to deteriorate due to the lack of regular maintenance and delays in necessary investment and network expansion. Cursory inspections of primary and secondary roads conducted in 2003 by AGEROUTE revealed a relatively high level of deterioration (60% of the surface inspected). In addition, critical low-lying areas are flooded during the rainy seasons because of inadequate drainage systems, causing road dilapidation and traffic disruption, with roads in these areas remaining impassable for long periods.
83. The deterioration in road system services has created consequent limitations on the provision of public transportation and the mobility of a large share of the urban population. These impacts are reflected particularly in: (i)deterioration of access to communal transport in poor neighborhoods, which used to be relatively well served; (ii)congestion on main roads that are still in good condition; and (iii)transportation difficulties in new neighborhoods.
84. At the time of project appraisal, some poorer neighborhoods in the densely populated municipalities of Abobo and Yopougon were no longer served by SOTRA, which had suspended some of its routes because of the deterioration of the road network. In addition, as a result of the numerous diversions required by localized degradation, travel and turnaround are affected.
Response of the Government and of other donors: Recent projects and projects under preparation
85. Because of the critical conditions of the road system and the need to address the most urgent needs, the Government has mobilized local resources for repair work to restore especially dilapidated main roads and to treat areas that are critical for mobility in the City of Abidjan. The work done in 2006 and 2007 (at a cost of about 7.5 billion CFA francs) involved road reconstruction and rehabilitation, and works to improve rainwater drainage systems in the municipalities of Cocody, Yopougon and Abobo.
86. Despite these considerable Government efforts, however, they are still not commensurate with the great need to rehabilitate heavily dilapidated road pavement and to reinforce rainwater drainage systems in the City.
87. The program of support for decentralization and municipal development funded by the European Commission in other cities includes a road component (US$17.04 million) for the towns of Bondoukou, Bouakt, Daloa, Korhogo, San Pedro and Odiennt, involving maintenance of urban roads and drainage works. In the particular case of the City of Bouakt, work has started on 11 km for a total cost of US$3.63 million.
43 Key elements of design
City of Abidjan
88. The activities selected for the City of Abidjan and its municipalities were selected through a participatory process involving the various stakeholders: AGEROUTE, as manager of the road network; the District of Abidjan and the Communes; AGETU; and the mass transit operators. In response to numerous requests from transit operators, administrative and political authorities and road users for maintenance and rehabilitation work on the roads of the City of Abidjan, in December 2003 AGEROUTE, with the help of staff from the technical services of the communes of the City of Abidjan, conducted a cursory inspection campaign to assess needs. Subsequently, detailed discussions with stakeholders defined priorities which were the basis for the first Government-financed works. On the project evaluation mission, available component resources were considered and priorities refined after further discussions with the various stakeholders (operators, local communities, etc.) and on-site visits. The goal was to avoid scattering activities with limited impact on the improvement of services. Priority was given to a limited number of activities designed to restore suspended public transport routes, to ensure traffic and service continuity and the same level of service over sufficiently long stretches. The program adopted is designed to have major impact on the mobility of a large number of inhabitants across the City’s socio-economic strata.
City of BouakC
89. The selected activities for the City of Bouakt are bas d on th findings of the feasibility and technical survey of 2007 EU-funded road works in the towns of Bouakk, Korhogo and OdiennC. The roads chosen were selected with the aim of providing a logical complement for the program of works over 11 km, which were funded by the European Commission and will be completed during the first half of 2008.
44 90. The total cost of the component is estimated at US$28,000,000. The following table lists the selected activities and their costs, excluding all taxes.
Activities of the urban road componi t No. Description Location Amount in US$ /municipality (excluding taxes) 1 Horizontal and vertical signs City 2.73 grouping 2 Rehabilitation of roads that are mass transit routes (SOTRA and 5.48 M gbakas) 2.1 Anador - Derribre Rail - Abobo Sagbt - SOTRA terminus: Abobo 1.19 M 2.1 km 2.2 Route du Zoo - Sans manquer: 2 km Abobo 1.03 M 2.3 Rehabilitate pavement at low-lying point Abobo 341,000 AGETU/Williamsville 2.4 Bushdustrial Center -TELCOM - Adjam6 town hall site: AdjamC 76 1,364 1.350 km 2.5 Intersection SOTRA Depot - Andokoi bridge 1.6 km Yopougon 568,182 2.6 Anoumabo road/ATCI bridge - AmCthier Alliodan Koumassi 511,364 Pharmacy Yopougon 227,273 2.7 Turnaround point - CitC verte: 0.300 km Yopougon 568,182 2.8 Critical low-lying point at Industrial Zone intersection Yopougon 284,090 2.9 Critical low-lying point at Saguidiba Technical Service town hall 3 Upgrading or building of roads or works 13.98 M 3.1 Overpass from Williamsville to Adjam6 Solibra Abobol 1.36 M Adj am6 2.73 M 3.2 Construction of connection 7th - 9th allotment phases Cocody 1.36 M 3.3 Tarring of rue AndrC Malraux - I80 - CSU Riviera Cocody 6.83 M palmeraie: 2km 3.4 Upgrading of Riviera 2 interchange Cocody 1.7 M 3.5 Enlargement of Zoo-Williamsville intersection 2.1 km Abobo 0 4 BouakC road system 1.97 M 4.1 Road no 2: 1.500 km 284,090 4.2 Road 3: 0.500 km 147,728 4.3 Road 8: 1.400 km 625,000 4.4 Road 9: 1.500 km 43 1,819 4.5 Road 10: 0.600 km 68,182 4.6 Road 12: 1.400 km 409,091 5 Total cost of works 24.14 M 6 Project management (study and works) - 8% of cost of works 1.93 M 6.1 Studies (2.5%) 6.2 Works oversight (5.5%) 603,694 1.33 M 7 Delegated project ownership 724,432 8 Grand total 26.8 M 9 Unforeseen expenses (4.95% for total without VAT and 5.06% 1.19 M for total including all taxes) 10 Grand total 28 M
45 Implementation Arrangements
Executing agency
91. The activities in the component will be executed by the Road Management Agency (AGEROUTE) under the Convention of Delegated Contract Management signed with the Government and under the supervision of the Project Coordination Unit (PCU). Detailed Specifications signed by the Ministry of Economic Infrastructure and the Ministry of Economy and Finance on behalf of the Government and by AGEROUTE describe the delegated tasks and the obligations of the two parties.
92. Respective implementation responsibilities of the PCU and AGEROUTE are as follows. Project Coordination Unit: Prepare and update consolidated Project Procurement Plan Ensure that project documents and bidding documents comply with Bank guidelines Analyze study and works progress reports produced by AGEROUTE Make invoice payments for services provided by AGEROUTE Make invoice payments to consultants and firms Participate in provisional and final acceptance of work performed
AGEROUTE: Prepare and update Procurement Plan for the Urban Road Rehabilitation Component Procurement management (invitation for bids, bid opening, evaluation, contract award and notification) Management and oversight of studies and follow-up (TORS,instructions to proceed, supervision, assessment of findings) Participation in bid evaluation and management of documents (technical files, plans, special technical terms and conditions) Works management (on-site visits, orders to proceed, review of works progress and of technical implementation problems, provisional and final acceptance of works). Financial management (requests PCU approval of changes with financial implications, verificatiodcertificatiodsubrnission to PCU of project manager invoices, verificatiodapproval/submission of progress payments).
93. The technical services departments of AGEROUTE consist of: Projects Department (4 Engineers) Network Management Department (5 Engineers, 1 Senior Technician) Road Maintenance Department (4 Engineers) Works Unit (2 Engineers, 1 Senior Technician) Procurement and Contracts Department (4 Engineers, Senior Staff).
94. Technical services from AGEROUTE for project execution will include: (i)the Network Management Department, for monitoring studies and preparation of technical bidding documents; (ii) the Projects Department, for supervision of the road works; (iii)the
46 Constructions Unit, for monitoring studies, preparation of bidding documents and works supervision; and (iv) the Procurement and Contracts Department, for management of the procurement process. AGEROUTE’S current staff has the expertise and availability to perform these project implementation tasks
Allotment and implementation plan
95. Allotment of works under the component has been defined as well as an indicative implementation plan reflecting the project urgency and the need to achieve rapid results on the ground. The final design studies and the bidding documents for the signs and all the rehabilitation work must be ready before the project initiation, so that invitations for bids can be issued immediately.
47 3 ri
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c Component V Municipal Contracts (US$7 million equivalent)
Objective and results indicators
96. This component will address the medium and long-term problems of cities and aim to re- energize municipal functions that were largely taken over by the central government during the crisis. To this end, the activities under this component will (i)draw up an inventory of needs (services, infrastructure, management, organization and finances) and priority municipal investment, maintenance, and adjustment programs for an initial group of 10 cities, based on urban, financial, and organizational audits, and (ii)support measures identified during the audits enabling local governments to reassume a portion of their mandate with a view to normalization and stability. At the authorities’ request, two workshops were organized during the appraisal mission: one at the Ministry of Urban Affairs and Sanitation for all the relevant national departments (Economic Infrastructure, Construction, Decentralization, Finance, Environment, etc.), and another at the headquarters of UVICOCI (Union of Towns and Municipalities of CGte d’IvoirelUnion des Villes et Communes de C6te d’lvoire) at the request of the president of the Association of Mayors of CGte d’Ivoire. These workshops aim to explain the process and procedures used to prepare the Contracts.
Key elements of design
97. The following 10 cities have been selected: in Abidjan, the municipalities of Port Bouet, Yopougon, Koumassi, Adjamt and Abobo, and in the interior of the country the municipalities of Divo, Daloa, Korhogo, San Pedro and BouakC. This first group of cities was chosen according to the following criteria: (i)an explicit desire on the part of the mayor to comply with the principles and rules of the Municipal Contract; (ii)a more or less functional municipal team that is ready to work; (iii)a population size and investment requirements that would yield a visible impact on as many people as possible; (iv) the existence of planning tools and data that could be used as a basis for the audits; (v) consolidation of EC interventions.
98. Under the PSDAT, the European Commission has financed the following activities in 10 cities (Abidjan, Yamoussoukro, Bouakt, San Pedro, Korhogo, Man, Abengourou, Daloa, OdiennC and Bondoukou): Satellite imagery: these are the property of the Ministry of Planning and are now physically located at the BNETD; Atlas of cities: under preparation. Due out in June 2008; 0 Atlas of facilities and populations, based on the 1998 census of 10 dkpartements in the 10 regional capital regions: educational and health facilities, security, tourism, hydraulics. Statistics Department. Under preparation and due out in June 2008; 0 Local planning documents [Documents d’aide d la programmation locale] for 6 cities (San Pedro, Daloa, Korhogo, OdiennC, Bouakt and Bondoukou). Just begun, and due out in July 2008; 0 Mappingladdressing in San Pedro, Daloa, Bondoukou, Odiennt and Korhogo: surveys, address mapping, numbering of doors, and compilation of address database completed.
51 Only street sign installation remains to be done. Bidding documents for street signs are ready, but have not been issued due to upcoming closure of EC financing in September 2008.
99. All of the selected municipalities within Abidjan now have the Greater Abidjan Master Plan as well as detailed city plans (except for Port Bouet, which is under preparation). They also have sectoral documents concerning: Sector and neighborhood boundaries; Population and demographic trends; Sanitation; Road and urban transport networks; Safe water supply; Public lighting and mode of lighting; Household solid waste; School facilities; Healthcare facilities; Under-serviced neighborhoods; Identification of under-serviced neighborhoods; Classification of neighborhoods.
100. Municipal Contracts have been very successful in the sub-region, where they have been adopted over the past 15 years by over 160 cities in more than 13 African countries.
101. When properly prepared and monitored, a Municipal Contract can be an important instrument for channeling aid, regulating the funding of local investments, reorganizing finances, and implementing a city’s development strategy. Such a contract is signed between the central Government and a local government and includes a Priority Investment Program (PIP), a Priority Maintenance Program (PMP) and a Municipal Adjustment Program (MAP). These programs are developed by means of an audit process (urban, organizational, and financial). The Municipal Contract is underpinned by supporting measures aimed at helping the municipality and the central Government to honor their respective commitments. Municipal Contracts are always followed by implementation and completion of PIPS,PMPs, and MAPS. Funding for Municipal Contracts implementation is partially included under the Emergency Urban Infrastructure Project, and it is hoped that a free-standing Municipal Development Project will follow to pick up implementation of the Municipal Contracts. For the time being, the audits and the formulation of Municipal Contracts will re-energize municipal teams, harmonize the relationship between the central Government and local governments, develop a database of urban and financial data essential for decision-making, and provide a framework for programming priority investments.
Subcomponent 1: Urban, organizational, and financial audits (US$l million)
102. The urban, organizational and financial audits will be carried out by consulting firms in close collaboration with municipal and central Government departments. These firms will be
52 trained in the use of audit templates and in the participatory approach to consultation, validation, and final selection of programs. Adherence to the template makes it possible to gather comparable data on all cities and to compile a database.
103. The Urban Audit focuses on the city’s position in its region, the economic environment, population trends, the physical organization of the city and the level of services per neighborhood. It identifies, locates and quantifies key investment and maintenance and leads to the formulation of a Priority Investment Program and a Priority Maintenance Program.
104. The Financial and Organizational Audit focuses on the city’s financial health and managerial capacity. This evaluation is based on budgets, accounting, and tax documents produced by the city and by government departments responsible for the city’s financial and administrative oversight. It attaches particular importance to the following key indicators: Savings capacity; Level of indebtedness; Dynamic nature of resources; Dependency upon financial transfers from the central Government; Investment efforts; Rate of budget execution.
105. The audit is accompanied by financial projections aimed at determining and quantifying the city’s commitments and at identifying specific, realistic, and concrete recovery/adjustment measures, which then lead to the formulation of a Municipal Adjustment Program.
106. The PIP, PMP, and MAP thus constitute the content of the Municipal Contract. This contract is not legally binding, but instead represents a political, technical, and financial commitment and a platform for discussion among the various actors involved in local development.
Subcomponent 2: Accompanying measures (US$2 million)
107. These actions will be largely identified during the audits and will serve to support and motivate local governments, as an adjunct to the preparation of the audits. They will also finance information and audit training workshops, as well as an ad hoc assistance mission responsible for quality control.
Subcomponent 3: Implementation of municipal contracts (US$4 million) 108. A small amount of the grant (US$4 million) will help finance a limited number of municipal contracts. Content of the municipal contracts (PIP, PMP, MAPS)will be identified through the audits and implemented by the PCU and the relevant municipalities.
53 Cost of the component 109. The estimated costs of the audits is based essentially on the percentage of population, with some correction to take into account the complexities of large cities and the remoteness of some municipalities.
City Population Audits Accompanying Implementation US$ Measures Port Bouet 278 615 60 000 Yopougon 888 624 180 000 Koumassi 418 021 60 000 AdjamC 334 734 60 000 Abobo 840 141 180 000 Divo 489 530 80 000 Daloa 181 292 70 000 Korhogo 152 759 60 000 San Pedro 358 447 70 000 BouakC 817 552 180 000
Total 4 759 715 1 000 000 2 000 000 4,000,000
54 Annex 2. Results Framework and Monitoring
RESULTS FRAMEWORK
1. Project design has been guided by a results framework used for both project management and Bank supervision. This framework focuses on the project development objective (PDO) and the intermediate results expected from implementing each component. The matrix below will be used to track progress towards the PDO and will be changed accordingly if modifications are needed for the project during implementation.
Results Framework
The Project Development Number of additional people getting Assess project impact on Objective (PDO) is to access to potable water population increase access to and improve the quality of urban Number of people benefiting from Assess project impact on infrastructure and services in the country’s two largest areas cities, Abidjan and Bouake.
I - Water Supply
Number of constructed service Assess the increase of connections and standposts production capacity
II - Urban Sanitation Number of additional people connected Assess the increase of to the interceptor access Improved infrastructure and priority basic services in water supply, sewerage, Number of rehabilitated pumping stations Assess the increase of solid waste management and production capacity urban roads Reduced waste water flow being Assess project impact on discharged to the lagoon environment
55 111 - Solid Waste Management 50% of the quantity of solid waste 100% of the solid waste produced in Abidjan is collected and management services is dumped to the Akouedo disposal site in delivered by the private 2008 sector and the budget The percentage increase respectively in allocated to the sector 2009,2010, and 2011 to 60%, 65%, and from the national and 70% local authorities increase annually by 10% from 2008. IV - Urban Roads Rehabilitation Number of kms of roads rehabilitated Assess impact on population and road network V - Municipal Contracts
Improved management capacity of local Number of completed municipal audits Assess effectiveness of governments and municipal contracts municipal management activities
56 9n
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0 Annex 3. Summary of Estimated Project Costs
Table A Project Costs Summary by Component Local Foreign Total Project Cost By Component US$ US$ US$ million million million
Component 1. Water Supply 7.89 20.11 28.00 a. Increase of production capacity 1.63 5.40 7.03 b. Reinforcement of primary networks 1.16 2.75 3.91 c. Increase of access (Abidjan) 4.03 6.20 10.23 d. Increase of access (BouakC) 0.74 1.17 1.91 e. Supervision 0.33 0.82 1.15 Price and Physical Contingencies 0.00 3.77 3.77 Component 2. Urban sanitation (sewerage) 3.70 11.50 15.20 a. Main pumping stations and outfall facilities 1.08 3.80 4.88 b. Rehabilitation of neighborhood pumping stations 0.94 3.26 4.20 c. Connection of neighborhood sewers to the interceptor 1.36 2.04 3.40 d. Communication campaign 0.13 0.09 0.22 e. Supervision 0.19 0.44 0.63 Price and Physical Contingencies 0.00 1.87 1.87 Component 3. Solid Waste Management 9.59 2.41 12.00 a. Operation “Clean city” 3.30 0.00 3.30 b. Rehabilitation of Williamsville’s transfer station 4.33 1.86 6.19 c. Outreach campaign 0.72 0.00 0.72 d. Institutional support 0.72 0.00 0.72 e. Improvement of living conditions of those living near 0.52 0.00 0.52 the Akouedo dump, through construction of a school (6 classrooms) and a health center Price and Physical Contingencies 0.00 0.55 0.55 Component 4. Urban roads rehabilitation 20.52 7.48 28.00 a. Horizontal and vertical signs 0.00 2.73 2.73 b. Rehabilitation of roads that are mass transit routes 4.74 0.74 5.48 (SOTRA & Gbakas) c. Upgrading or construction of roads or works 11.81 2.17 13.98 d. Bouake road system 1.79 0.18 1.97 e. Project management (study & works) 1.54 0.39 1.93 f. Delegated project ownership 0.64 0.08 0.72 Price and physical contingencies 0.00 1.19 1.19 Component 5. Municipal contracts 6.40 0.60 7.00 a. Municipal audits 0.80 0.20 1.oo
59 b. Accompanying measures 1.60 0.40 2.00 c. Implementation of municipal contracts 4.00 0.00 4.00 Total Baseline Costs (including contingencies for each 48.10 42.10 86.20 component) Project Implementation coordination 0.20 1.80 2.00 Price and Physical Contingencies 0.00 1.80 1.80 Total Praiect Costs 48.3 45.70 94.00
Table B Financial Summary (US$ million equivalent)
Implementation period (FY July 1 -June 30) FY09 FY10 FYll FY12 Total Project Costs 14.00 36.00 29.00 15.00 94 Total Project Financing 14.00 36.00 29.00 15 .OO 94 Percent from IDA 100 Dercent
60 Annex 4. Financial Management and Disbursement Arrangements
Summary of Financial Management Capacity Assessment
1. The C6te d’Ivoire Urban Infrastructure Emergency Project will be implemented as stated under the implementation arrangements through three pillars (i)a Monitoring and Steering Committee; (ii)a Coordination Unit and; (iii)relevant Technical Departments. The Project Coordination Unit (PCU) will facilitate the overall management of the project. The PCU would be anchored within MACOM which has a good and sufficient track record in managing Bank- financed projects namely PACOM.
2. Reviews over the four years of implementation have shown that MACOM has satisfactorily managed the CI-PACOM, e.g. (i)project objectives and performance indicators were met and even exceeded in some cases; (ii)the disbursement rate was around 95 percent at project closing which was exceptional for the CGte d’Ivoire context; (iii)audit reports were submitted on time and unqualified with only a few reserves; and (iv) internal control has been strengthened by an updated project procedures manual and software, and training for project fiduciary staff.
3. As part of the CGte d’Ivoire Urban Infrastructure Emergency Project preparation, a full financial management assessment was carried out in accordance with the Financial Management Practices Manual issued by the Financial Management Sector Board on November 3, 2005. The main objectives of the assessment were to determine whether: (i)MACOM has adequate financial management arrangements to ensure that project funds will be used efficiently and economically for their intended purposes; (ii)project financial reports, including the Interim un- audited Financial Report (IFRs), will be prepared in an accurate, reliable and timely manner; and (iii)project assets will be safeguarded.
4. The conclusion of the financial management assessment is that financial management arrangements have an overall high risk rating because of the country’s post-conflict context. The project will be executed under the Bank’s Financial Management arrangement OPBP 8.00 “Rapid Response to Crises and Emergency Operations”. In that regard, financial management arrangements will be streamlined and simplified during preparation while relying more on ex- post requirements during execution particularly early in project implementation.
5. The PCU will be responsible for the overall coordination and consolidation of financial management and disbursement information. Staffing within MACOM is already comprised of a core management team, including the Project Coordinator, a Procurement Specialist, an Administrative and Financial Officer (AFO), an Accountant, an Accountant from the government appointed to work on the project, and an Administrative Assistant. A Convention or Partnership Agreement is about to be signed between the central Government and MACOM
61 which will confirm: (i)the scope of MACOM’s mandate; (ii)staff selection decisions; and (iii) an operating budget.
Financial Management Risks
6. The financial management risks are expected to be high for the following reasons: (i) governance and transparency have deteriorated at all country levels; (ii)the control environment is generally weak, as internal auditing is not fully effective despite an extensive audit system in place, and external auditing bodies are not sufficiently functioning; (iii)there have been delays in executing public expenditures due to a lack of accountability and inexperience of key participants in the process, including Administrative and Financial Directors; (iv) disbursement of external assistance has been slow; in particular, World Bank-financed projects have experienced low disbursement rates compared to the sub-region; and (v) project component management requires careful coordination of multiple actors across complex organizations and levels of governance (Ministry of Economic Infrastructure, Ministry of Construction, Urban Planning and Housing, ANASUR, AGEROUTE, Ministry of Interior and Local Governments, Municipalities).
7. However, these risks will be mitigated by enhancing the control environment. This will include:
0 The Project coordination unit will be strengthened by some fiduciary training to ensure that sound financial management and procurement, and appropriate staffing arrangements will be maintained throughout the life of the project; A computerized accounting system (SUCCESS) already in place will be updated and upgraded to allow for close monitoring of project financial management implementation; Annual technical and financial audits, including an opinion on the project performance during the first year, will provide early feedback on project and PCU performance; At least three supervision missions will be carried out in collaboration with governmental authorities; Agreement with the Government will be sought for a special emergency projects procedure that allows project funds to bypass standard national procedures embedded by SIGFIP (Transfer en capital) before project effectiveness.
62 8. The financial management assessment has identified the following risk rating:
Residua Type of Risk Risk Mitigating Measures 1 Risk Rating INHERENT RISKS risk thai rises from environment in which project is situatec Country Level H A PEMFAR was conducted early 2008. The H Political instability conclusion is that significant progress has been made in the Public Financial Management system.
The current Peace Agreement is being implemented, with delays but with unprecedented political will and significant political steps.
PEMFAR findings are not only highlighted PFM progress but also remaining weaknesses that are addressed through the Governance TA.
Uncertainty of the The Bank, together with the IMF and other elections and partners is closely supporting the preparation government process of the PRSP and elections. ownershidstabilitv Entity Level S - MACOMwill be in charge of overall project M financial management and disbursement. MACOM ‘s capacity to - Project fiduciary staff are adequately qualified coordinate project and experienced, and will be maintained activities throughout the life of the project.
- The project staff will be trained continuously during the life of project; project software and procedures manual are in place and will be updated or upgraded as necessary. Project Level H - All staff will be trained in the use of project S Project tools (software, procedures manual) and Bank implementation fiduciary procedures. arrangement involves different - Resource transfers to beneficiaries such as actors (including AGEROUTE,will be well-documented and different technical supervision missions will be conducted three departments) times over the course of the project.
63 I Le project’s financial management system is inadequate to
Budgeting S - The Bank team and project staff will work M Budget preparation closely to establish comprehensive project is a relatively strong cost tables, detailed work programs, and part of the CIbudget quarterly budgeting for the first 12 months of process, but the project. improvements are needed in the - The budget will provide funding for additional consistency among training for project staff in preparing budgets projections used by consistent with disbursement plans. various ministries and agencies. - Training, mentoring, and hands-on experience Funds may be will be provided to fiduciary staff in financial delayed. planning and budget preparation by the Bank team. Accounting M The accounting system will be supported by L SIGFIP does not an ad hoc customized computer software, provide all updated as necessary to accommodate project information required needs. by the Bank for financial reporting The project Financial Manual will be updated and auditing. by the project implementing unit.
Some staff may not be familiar with project software (SUCCESS)
Internal Control H - The project does not have an internal control M National internal department. However, the project accounting control systems do and administrative manual outlines approval not have the and authorization procedures that should work capacity to cover relatively well. project activities. - The project will be supervised closely and, if MACOM does not necessary, recruitment of internal control staff have its own internal will be considered as an option to mitigate this risk. - The arrangements for the flow of funds as S detailed in the Project FA manual are Disbursement of acceptable to the Bank. external ass istance has been slow. In - A designated account will be managed bv the
64 particular, Bank- treasurer. financed projects have experienced - A project account will also be located at a low disbursement reliable commercial Bank. They will be rates compared to managed by the public accountant in the sub-region. coordination with MACOM.
- The project will use the “transfer en capitat’ procedures for all disbursement transactions. Financial M - The IFR guidelines will be used by the project L Reporting management team over the life of the project.
The project team has - Training will be provided to financial, experience in accounting and M&E staff. producing interim un-audited financial - The format, content, and periodicity of FMR reports. have been discussed and agreed during negotiations. Auditing M - The process of recruiting an auditor is M Auditors will be underway. selected through a transparent selection - In commenting on audit reports, dates for process. receipt of an action plan from MACOMwill be agreed upon.
- A technical audit will be conducted on an annual basis to control quality and conformity of physical investments. OVERALL RISK H H
H - High S - Substantial M - Modest L - Low
Overall Fiduciary implementation Arrangements staffing
9. The PCUNACOM will have the overall responsibility for project fiduciary management while all other implementing units (technical departments) will be responsible for the physical implementation of the project.
Project’s Accounting and Financial Software
10. The PCUNACOM will use the computerized and integrated financial management system already purchased (SUCCESS). This software is appropriate to the scale and nature of the program and can record and report program operations (by origin of funds, component, and
65 activities) in a timely manner. The system is multi-currency, multi-location, multi-donor and it includes the following modules: general accounting, cost accounting, budgeting, assets management, contract management, preparation of withdrawal applications and tracking of disbursements by donors, reports generating, including quarterly financial monitoring reports, and semi-annual financial statements.
Project Financial and Accounting Manual
11. The previous PACOM Financial and Accounting Procedures Manual will be reviewed and adapted for the project. It includes a description of the financial management system and financial policies and procedures. The Financial and Accounting Procedures Manual needs to be updated to reflect the organization and activities of the program, including an organizational diagram and job description of the accounting and financial staff. It already contains: (i)the accounting system to be used (chart of accounts, budget coding, accounting standards); (ii)the main transactions cycles; (iii)internal control procedures; and (iv) a summary of the various operational procedures related to budget management (planning, execution and monitoring) and assets management, procurement of works, goods and services, and disbursements, which are detailed in the Project Implementation Manual (PIM).
Reporting
12. At least two sets of financial reports will be prepared by the PCU. The quarterly Interim Financial Reports (IFR) as required by the Bank and the Annual Financial Statements will include the project’s consolidated financial statements. The quarterly IFRs agreed upon during appraisal will be prepared and submitted to the Bank 45 days after closing of each quarter. The IFRs will be based on formats developed in the Bank’s Guidelines on Financial Monitoring Reports, as agreed with the PCU/MACOM with some adjustments. The IFRs will include a table of Source and Use of Funds also a table of Use of Funds by activities or by components. A copy of the Bank’s Financial Monitoring Report Guidelines will be provided to the project team for reference. The financial reports should be prepared in a structure and detail that facilitate comparison with physical progress.
External Auditing
13. The audit report should reflect all the activities of the financial management program and be submitted to IDA within six months after the end of each fiscal year. The selection of an external auditor of project financial statements should be presented to IDA for non-objection. The external auditor should be appointed one month after effectiveness.
14. Technical and financial audits will be conducted yearly. Audits will be conducted by independent auditors acceptable to the Bank in accordance with international auditing standards. Audit reports of such scope and detail agreed by IDA would be submitted to the Bank within six months after the end of the audit period. The auditor will review: (i)the program financial
66 statements, (ii)the statement of expenditure; and (iii)the Designated Accounts. The auditor will also provide a management letter on the internal control procedures outlining recommendations for improving the control system, accounting, and financial procedures as a result of the audit.
Flow of Funds arrangement
15. The project will have one Designated Account located at the Central Bank of West African States (BCEAO) and one advance account in a commercial bank that will be managed by a Public Accountant appointed by the Ministry of Economy and Finance in coordination with the PCUNACOM. All these accounts will be managed in accordance with Bank guidelines. To facilitate quick disbursements, the Bank will agree with the Government on a special procedure for emergency projects namely “transfer in capital”.
16. The transfer in Capital is a simplified Public Financial Management procedure put in place for some specific activities to be financed under the national budget. In that regard, the national annual budget will provide only one single budgetary line where a total amount of project annual work program will be allocated. This amount will be transferred to the Designated Account opened at the BCEAO based on a realistic cash forecast derived from the approved annual work program.
Disbursement Arrangements: Use of Statement of Expenditures (SOEs)
17. Disbursements for all expenditures will be fully documented. Supporting documentation for SOEs would be retained by the PCUMACOM and implementing entities for review by IDA missions and external auditor.
67 Diagram Fund flow
~~ Grant Account in Washington R \
I I \ Direct pa, ment from I Payment from Wash ngton I PA I Supporting documents I I I
Component 2 Component. 3 Component 4 Component 5 I Legende DRF = Demandes de paiement direct, demande de remboursement, demande de rCapprovisionnement du compte
68 Allocation of Grant Proceeds
Amount of Percentage of the Grant Expenditures to Project Cost By Component Allocated be Financed (expressed in US$) Component 1. Increase of production capacity 28.00 100 % a. Increase of production capacity 7.03 100% b. Reinforcement of primary networks 3.91 100% c. Increase of access (Abidjan) 10.23 100% d. Increase of access (BouakC) 1.91 100% e. Supervision 1.15 100% Price and Physical Contingencies 3.77 100%
Component 2. Urban sanitation (sewerage) 15.20 100 % a. Main pumping stations and outfall facilities: 4.88 100% b. Rehabilitation of neighborhood pumping stations: 4.20 100% 3.40 100% c. Connection of neighborhood sewers to the interceptor d. Communication campaign 0.22 100% e. Supervision 0.63 100% Price and Physical Contingencies 1.87 100% Component 3. Solid Waste Management 12.00 100 % a. Operation “Clean city” 3.30 100% b. Rehabilitation of Williamsville’s transfer station 6.19 100% c. Outreach campaign 0.72 100% d. Institutional support 0.72 100% e. Improvement of living conditions of those living near the Akouedo 0.52 100% dump, through construction of a school (6 classrooms) and a health center Price and Physical Contingencies 0.55 100% Component 4. Urban roads rehabilitation 28.00 100 % a. Horizontal and vertical signs 2.73 100% b. Rehabilitation of roads that are mass transit routes (SOTRA & 5.48 100% Gbakas) c. Upgrading or construction of roads or works 13.98 100% d. Bouake road system 1.97 100% e. Project management (study & works) 1.93 100% f. Delegated project ownership 0.72 100% Price and physical contingencies 1.19 100% Component 5. Municipal contracts 7.00 100 % a. Municipal audits 1.oo 100% b. Accompanying measures 2.00 100% c. Implementation of municipal contracts 4.00 100% Project Implementationcoordination 2.00 100% Price and Physical Contingencies 1.80 100% Total Praiect Costs 94.00 100 %
69 Action Tasks Target Responsible completion institution date 1-Contract/convention Signing the convention between 0413012008 GoCVMACOM between GoCI and MACOM GoCI and MACOM 2- Designated Accounts Open one Designated Account 0513 112008 MACOMDDA at BCEAO 3- Adaptation of accounting Update existing Project 0413012008 MACOM/IDA and financial procedures Administrative, Financial and manual Accountant Manual. 4- Recruitment of external Develop and agree upon 0513 112008 MACOM auditor appropriate terms of reference (TOR) for the external auditor. Prepare a shortlist of fiims of 0413012008 MACOM qualified auditors to be invited to submit proposals for conducting the external audit on approved TOR acceptable to the Bank. 5-Reporting Agreed format for IFRs and 0513 112008 MACOM/IDA demonstrated ability to prepare IFRS 6-Installation of the integrated Update existing SUCCESS 0413 012008 MACOM/IDA financial and accounting software (installation, system configuration testing and staff training)
Supervision Plan
18. A supervision mission will be conducted at least two times each year based on the risk assessment update of the project. The mission’s objectives will include ensuring that strong financial management systems are maintained for the duration of the project. A Statement of Expenditures (SOE) review will be carried out regularly to ensure that project expenditures remain eligible for IDA funding. The Implementation Status Report will include a financial management rating for the project.
70 Annex 5. Procurement Arrangements
A. Procurement Environment
1. The current regulation on Public Procurement in CBte d’Ivoire is the Decree No. 2005- 110 dated February 24,2005.
2. A Country Procurement Assessment Report (CPAR) for CBte d’Ivoire was carried out by the World Bank in June 2004. The Action Plan put in place for the reform is under implementation by the Government, but very little progress has been realized due to country conditions. So far, no special permits or licenses need to be specified in the grant documents, since CBte d’Ivoire procurement practices allow IDA procedures to take precedence over any contrary local regulation or practice.
3. Institutional procurement arrangements and procedures have been designed in line with the emergency nature of the project according the OP/BP 8.00 “Rapid Response to Crisis and Emergencies”. Also the need has been recognized for simple mechanisms to facilitate the procurement or contracting of all the activities of the project. The procurement arrangements for the Emergency Urban Infrastructure Project have been designed in consideration of the country’s post-conflict situation therefore, the procurement arrangements below are aimed at maximizing efficiency and flexibility in order to get kick results on the ground.
Use of Bank Guidelines
4. Procurement for the proposed Project would be carried out in accordance with the World Bank’s “Guidelines: Procurement under IBRD Loans and IDA Credits” dated May 2004, revised October 1St, 2006; and “Guidelines: Selection and Employment of Consultants by World Bank Borrowers” dated May 2004, revised October lSt,2006, and the provisions stipulated in the Legal Agreement. The various items under different expenditure categories are described below. For each contract to be financed by the Grant, the different procurement methods or consultant selection methods, the need for pre-qualification, estimated costs, prior review requirements, and time frame are agreed between the Recipient and the Bank in the Procurement Plan that has been prepared and agreed during Negotiations. The Procurement Plan will be updated at least annually, or as required, to reflect the actual project implementation needs and improvements in institutional capacity.
71 Advertising
5. A General Procurement Notice (GPN) will be prepared and published in United Nations Development Business (UNDB), in Development Gateway (dgMarket) in at least one national newspaper after the project is approved by the Bank Board, and/or before effectiveness. The GPN would show all International Competitive Bidding for works and goods contracts and all consulting services involving international firms. Specific Procurement Notices for all goods and works to be procured under International Competitive Bidding (ICB) and Expressions of Interest (EOI) for all consulting services costing the equivalent of US$200,000 and above will be published in the UNDB, dgMarket and in the national press.
B. Procurement Implementation Arrangements
6. Five executing entities have been identified to carry out procurement activities for each component (or sub-component) to ensure smooth implementation.
(i) the “Urban Water Supply” component will be implemented by the Department of Human Hydraulic “Direction de 1’Hydraulique Humaine” (DHH); (ii) the “Sanitation” (Sewerage) component will be implemented by the Department of Drainage and Sanitation “Direction de 1 ’Assainissement et du Drainage” (DAD); (iii) the “Solid Waste Management” component will be implemented by the National Urban Sanitation Agency “Agence Nationale de la Salubrite‘ Urbaine” (ANASUR). (iv) The “Municipal Contracts” component will be implemented by the PCU/MACOM.
7. The specific responsibilities of DHH, DAD and ANASUR include: Manage the overall planning of the activities, implementation of procurement process and monitoring of the activitieskomponent for which each entity is directly responsible on a day-to-day basis in line with the PIM and Bank Guidelines; and Preparing draft bidding documents, draft RFP, Evaluation reports in close collaboration with the PCU/MACOM. The “Urban Roads Rehabilitation” component will be carried out by AGEROUTE through a contract management “maitrise d’ouvruge de‘le‘gue‘e”. AGEROUTE will be responsible for the procurement activities for this component. AGEROUTE is a well known agency of the Recipient with experienced procurement staff familiar with Bank’s procedures. It was in charge of procurement for the Bank-financed infrastructure project currently awaiting Bank re-engagement. The Government proposed that AGEROUTE be selected on a Single Source basis within the framework of OPBP 8.00 to carry out the procurement activities for this component. AGEROUTE will be remunerated for the services provided. The justification of the Single Source Selection (SSS) of AGEROUTE is as follow: (i)given the post conflict situation, with security problem in C6te d’Ivoire and considering the emergency nature of the project, it is unlikely that outside contract management firm will be interested in working in the country. AGEROUTE has already demonstrated satisfactory performance in the implementation of procurement activities of
72 the Bank financed infrastructure project; (ii)it has qualified staff with good knowledge of Bank procurement procedures and guidelines.
8. The PCUMACOM will be responsible for the overall coordination of the procurement activities of all the entities and components of the project, except for the Urban Roads Rehabilitation and drainage. Given the emergency nature of the project and, the lack of experience in Bank procurement of three selected entities (DHH, DAD and ANASUR), it was agreed with the Government, that MACOM will carry out the following activities in order to mitigate the procurement risk: (i)Overall coordination and quality controVassurance of all draft procurement documents (Bidding Documents, RFP, Evaluation reports, TORS etc. .) prepared by these three executing entities; (ii)Training and development of two designated Procurement staff within each entity in Bank procurement procedures; (iii)Preparation and updating of the procurement plan in close collaboration with the executing entities; and (iii)Seeking and obtaining approval of “Direction des MarchCs Publics” and IDA on all procurement documents, if necessary.
9. The Government proposed that MACOM be selected on a Single Source basis to coordinate the procurement activities and manage the fiduciary responsibilities of the project. MACOM will be remunerated for the services provided.
Justification of Single Source Selection (SSS) of MACOMwithin the framework of OPBP 8.00
0 Given the emergency nature of the project and the need for rapid results on the ground, the project has been designed to rely on implementation arrangements which are already in place and have been successfully tested under previous Bank-financed activities; MACOM has experienced procurement staff familiar with Bank’s procedures and was the implementation agency for the Bank-financed project PACOM (Projet d’Appui u la Conduite d ’Ope‘rations Municipales) and has demonstrated satisfactory performance in the implementation of procurement activities; The fact that competitive process, at this stage, in this case would not lead to better results given the post conflict nature of the country.
73 10. The table below shows the executing entities responsible for procurement implementation of the project.
Components Executing entity Items to be procured 1. Urban Water Supply (28 GoodsIWorksl million) Services 2. Sewerage (15 million) I DAD “ 3. Solid Waste Management (12 ANASUR 66 million) ll 4. Rehabilitation of urban Roads 11 AGEROUTE 66 AGEROUTE and Drainage (28 million) II 5. Municipal Contracts (7 I MACOM Services MACOM million)
6. Project Coordination I MACOM Overall quality control of procurements documents and Capacity building
DHH Direction de 1’Hydraulique Humaine DAD Direction de 1’Assainissement et du Drainage ANASUR Agence Nationale de la SalubritC Urbaine AGEROUTE Agence de Gestion et d’Entretien des Routes MACOM Mission d’ Appui B la Conduite d’OpCrations Municipales
Procurement Procedures
11. Simplified procedures for emergency projects will be used wherever needed, including full use of the flexibility allowed in paragraphs 6 through 9 of OP/BP 8.00 on Rapid Response and paragraphs 26 through 31 of the Rapid Response Procedural Guidelines. Consistent with OP/BP 08 provisions for streamlined procurement of civil works, goods and consultants will be carried out with reference to the World Bank’s Guidelines: Procurement and Selection of Consultants, current edition. Bank’s standard Bidding documents and evaluation report forms will be used. The Project Implementation Manual (PIM) describes in detail the above procurement arrangement and the following specific methods.
Procurement of Civil Works
12. Civil works procured under this project would include: (i) repairs at certain critical sections on the water supply network, (ii) rehabilitation and extension of canal, (iii)rehabilitation of primary drainage network, (iv) construction and rehabilitation of urban roads, etc.
74 International Competitive Bidding (ICB). Each civil works contract package estimated to cost US$1,000,000 equivalent would be procured through International Competitive Bidding. National Competitive Bidding (NCB), advertised locally would be carried out in accordance with procedure acceptable to IDA. Each civil works contract package estimated to cost less than US$l,OOO,OOO equivalent may be procured using NCB procedures. Shopping. Smaller works estimated to cost less than US$75,000 equivalent per contract may be awarded as lump-sum, fixed-price contracts awarded on the basis of quotations obtained from not less than three (3) qualified domestic contractors invited in writing to bid. The requests of solicitation will specify that bids should be submitted sealed and opened at a public opening session. In the case of quotations, the use of pre-qualified contractors list may play an important role to ensure that contractors invited to bid have sufficient experience. Therefore, it is suggested that a list of pre-qualified contractors be used whenever possible at national level, and updated every year. Such works may be procured under shopping procedures as detailed in paragraph 3.5 of the “Guidelines: Procurement under IBRD Loans and IDA Credits” May, 2004, revised October 1’‘ 2006 and June 9,2000 Memorandum “Guidance on shopping” issued by the Bank. Direct contracting may be used where necessary if agreed in the procurement plan in accordance with the provisions of paragraph 3.9 of the Procurement Guidelines. Given the emergency nature of the project, and the need for rapid results on the ground, the following contracts will be awarded to SODECI under the Direct Contracting method: (i) the construction of 20,000 service connections and (ii) the installation of equipment of rehabilitated stations and pumping plants.
Procurement of Goods
13. Goods procured under this Project would include: equipment, vehicles, computers and accessories, software, communication and office equipment, etc. Goods procurement will be done using the Bank’s SBD for all ICB and National SBD agreed with the Bank for National Competitive Bidding (NCB).
International Competitive Bidding (ICB). Each goods contract package estimated to cost US$500,000 equivalent and more per bid package would be procured through International Competitive Bidding. National Competitive Bidding (NCB). Contract estimated to cost less than US$500,000 equivalent and locally available at commercial price would be procured through National Competitive Bidding (NCB) procedures acceptable to IDA. Shopping. Procurement for readily available off-the-shelf goods that cannot be grouped, or standard specification commodities for individual contracts of less than US$50,000 equivalent, may be procured under shopping procedures as detailed in paragraph 3.5 of the “Guidelines: Procurement under IBRD Loans and IDA Credits” May, 2004, revised October lSt,2006 and the Guidance on Shopping Memorandum’’ issued by IDA, June 9,
75 2000. The requests of solicitation will specify that bids should be submitted sealed and opened at a public opening session. Direct Contracting may be used where necessary if agreed in the procurement plan in accordance with the provisions of paragraph 3.9 of the Procurement Guidelines.
Selection of Consultants
Firms: Consultancy services which include: engineering studies, specialized studies, technical assistance, control and supervision of works, financial management and procurement, external audits etc, will be selected using Request for Expressions of Interest, short-lists and the Bank’s Standard Requests for Proposal, where required by the Bank’s Guidelines. The selection method would include Quality and Cost Based Selection (QCBS) whenever possible, Quality Based Selection (QBS), Fixed Budget (FBS), Least Cost Selection (LCS), Single Source Selection (SSS) as appropriate; all consultancy services contracts estimated to cost less than US$200,000 equivalent for firms could be awarded through Consultant’s Qualifications (CQ).
Individual Consultants: Specialized advisory services would be provided by individual consultants selected by comparison of qualifications of at least three candidates and hired in accordance with the provisions of Section V of the Consultant Guidelines
14. Short-lists of consultants for services estimated to cost less than US$200,000 equivalent per contract may be composed entirely of the national consultants in accordance with the provisions of paragraphs 2.7 through 2.8 of the Consultant Guidelines.
Single Source Selection (SSS): In exceptional cases, this method would be used in accordance with the provisions of paragraphs 3.9 to 3.13 of the Guidelines, with IDA’Sprior no-objection.
Training, Workshops, Seminars and Conference
15. Training activities will comprise workshops and training in the region and abroad, based on individual needs as well as group requirements, on-the-job training, and hiring consultants for developing training materials and conducting training. All training and workshop activities will be carried out on the basis of approved annual programs that will identify the general framework of training activities for the year, including: (i)the type of training or workshop; (ii)the personnel to be trained; (iii)the institutions which will conduct the training and (iv) the duration of the proposed training as well as the outcome and impact of the training.
Operating costs
16. The operating costs shall include staff, travel expenditures and other travel-related allowances with prior clearance from IDA; equipment rental and maintenance, vehicle maintenance and repair; utilities and communication expenses. Operating costs financed by the
76 project will be procured using the implementing agency’s administrative procedures described in the Project Implementation Manual (PIM) reviewed and found acceptable to the IDA.
C. Risk Assessment
Procurement risk at Countrv level
17. The CPAR for C8te d’Ivoire was carried out in June 2004, due to the country post- conflict environment there is no major progress in the implementation of the action plan and the procurement reform, therefore the procurement risk in the country is high.
Procurement risk at the Proiect level
18. An assessment of the capacity of the Executing Entities (DHH, DAD, ANASUR, AGEROUTE and MACOM) to implement procurement actions for the project was conducted by the Bank’s Procurement Analyst during IDA’Spreparation and evaluation mission (February 3- 15, 2008) in accordance with Procurement Services Policy Group (OPCPR) guidelines dated August 11, 1998. The assessment has addressed the main issues and recommendations. The assessment revealed that AGEROUTE and MACOM have the required experience to implement the World Bank financed project. However, the assessment is recommending a procurement capacity enhancement plan that includes, among other things, a comprehensive and intensive procurement training program for all staff involve in the procurement process for DHH, DAD and ANASUR. Procurement capacity assessment reports supporting evidence is kept in the project files.
1. SUMMARY OF ASSESSMENT OF THE AGENCY’S CAPACITY TO IMPLEMENT PROCUREMENT DHH/DAD/ The DHH, the DAD and ANASUR will prepare draft bidding documents, draft ANASUR RFPs of their respective components of the project.
The identified risks include the following: All the existing staff do not have experience in Bank procurement procedures; Lack of adequate record keeping Lack of procurement planning; Lack of appropriate procurement filing system
The correctives measures include: The assessment is recommending a procurement capacity enhancement plan that includes, among other things, (i)a comprehensive and intensive procurement-training program for all staff involve in the procurement process of the project; (ii)establishment of filling system for project records; (iii)Bank field supervision and procurement post review missions should take place every 6 months of project implementation; (iv) re-assessment of procurement capacity of various executing entities-ne year after project effectiveness to ensure that appropriate capacity has been built.
77 0 The overall risk assessment is high. AGEROUTE AGEROUTE has procurement capacity and is knowledgeable of Bank procurement guidelines and procedures.
The strengths of AGEROUTE are the following: 0 Existence of procurement unit within the entity The internal controls seem adequate. There is proper separation of duties 0 Authorization and approval process are properly followed A proper filing system is being developed, but still need improvement; 0 AGEROUTE is the implementing agency for two Bank projects, ADB, European Commission, Islamic Development Bank projects.
Corrective measures are: (i)recruitment of one additional relevant and experienced procurement consultant for the first year of the project; (ii)reinforcement of the entity with appropriate tools; (iii)training of relevant project staff especially two designated Procurement Officers on Bank procurement procedure to update their knowledge three months after the project effectiveness and on a continuous basis during the project implementation; (iii)establishment of electronic filling system for project records
0 The overall risk assessment is considered high due to the country context, although the structure meets procurement capacity requirements.
MACOM MACOMhas relevant procurement experience in Bank operations and has been identified to coordinate the overall procurement activities of this project.
The strengths of MACOM include: The procurement staff‘s knowledge of Bank procurement processing is good. There is proper separation of duties. The procurement officer and the Director have attended Bank procurement training and they are very familiar with Bank procurement guidelines and procedures and have experience of procurement planning. The Bank financed project PACOM has been implemented in a satisfactory manner by MACOM according to the conclusion of the PPR.
In addition to the preparation and finalization of procurement plan, the corrective measures agreed upon during appraisal are (ii)the training of relevant project staff especially the Procurement Officer / “Chef de project” to update their knowledge, (iii) the establishment of electronic filing system for project records;
The overall risk assessment is considered high due to the country context, although the structure meets procurement capacity requirements.
78 Actions to be carried out
Actions Responsibility Date Remarks MACOM Done - March Finalized during months will be prepared and agreed 2008 negotiations on April 24, with the Bank 2008 - 2 Each entity will designate two persons DHWDADI Done on March Two focal points per who will be the focal point of ANASUW 2008 executing entity with procurement. These staff will AGEROUTE relevant participate in procurement training knowledgelexperience on workshop at specialized institutions for procurement. - project staff, 3 Adoption of Bank Standard Bidding Coordination Not later than 3 Documents for use under NCB and MACOM months within update of National Standard Bidding project Documents. implementation after effectiveness 4 Set up adequate electronic filing system MACOM September 2008 To ensure easy retrieval of for project records. Designate a staff for AGEROUTE informatioddata. data management 5 Preparation of the Project ComitC de Suivi Before June 30, Before the effectiveness of Implementation Manual (PIM) et de Pilotage/ 2008 the project the PIM should MACOM be updated 6 Participation in Bank’s procurement DHWDADI June 30,2008 Improvement of staff training and workshop at specialized ANASUW procurement skills institutions of key staff in charge of AGEROUTE procurement within each entity 7 Inclusion of the procurement system Coordination by September 2008 To monitor the effectiveness (planning, monitoring and contract MACOM and the efficiency of the management) with the computerized procurement plan project financial management system bv effectiveness.
D. Procurement Plan
19. The Recipient, at appraisal, developed a draft procurement plan for the first 18 months of the project implementation with the basis for the procurement methods for each component. The procurement plan has been reviewed and agreed between the recipient and the Bank during negotiations on April 24, 2008. Immediately upon approval of the Grant, with the Recipient’s agreement, the plan will be published on the Bank’s public website and the Recipient’s intranet website. Once approved, the procurement plan shall be updated in agreement with the Project Team on an annual basis or as required, to reflect the actual project implementation needs and improvements in institutional capacity.
79 Publication of Results and Debriefing
20. Online (dgMarket, UN Development Business, and/or Client Connection) publication of contract awards would be required for all ICB, Direct Contracting, and the Selection of Consultants under QCBS, QBS, FBS, LCS, CQS and SSS. In addition, where prequalification has taken place, the list of prequalified bidders will be published. With regard to ICB and large- value consulting contracts, the Recipient would be required to assure publication of contract awards as soon as IDA has issued its “no objection’’ notice to the recommended award in United Nations Development Business (UNDB) online and dgMarket. With regard to Direct Contracting and NCB, publication of contract awards could be in aggregate form on a quarterly basis and in local newspapers. All consultants competing for an assignment involving the submission of separate technical and financial proposals, irrespective of its estimated contract value, should be informed of the result of the technical evaluation (number of points that each firm received) before the opening of the financial proposals. The Project Executing Entities would be required to offer debriefings to unsuccessful bidders and consultants should the individual firms request such a debriefing.
Fraud, Coercion, and corruption
21. All procuring entities, as well as bidders, suppliers, and contractors shall observe the highest standard of ethics during the procurement and execution of contracts financed under the project in accordance with paragraphs 1.15 & 1.16 of the Procurement Guidelines and paragraphs 1.25 & 1.26 of the Consultants Guidelines.
E. Frequency of procurement supervision
22. In addition to the prior review supervision to be carried out, Bank field supervision and procurement post review missions should take place every 6 months of project implementation.
Procurement Audit
23. A technical audit will be carried out once a year during the project implementation, to report on the procurement process, contract management, fiduciary compliance, etc.
80 Thresholds for Procurement Methods and Prior Review
Expenditure Contract Value Procurement ~ GontractSubjmtto
Category ('I%reshoid) Method ' ~ PriorRedew \, ~ e ~. **. b .( US$ 000 US$ 000
1. Works 2 1,000,000 ICB All
First 2 contracts from all entities in charge of <75,000 At least 3 Quotations No threshold Direct contracting All 2. Goods >500.000 ICB All First 2 contracts from all entities in charge of <500,000 NCB procurement <50,000 Shopping No threshold Direct contracting All 3. Consultants All contracts of USD200,OOO and more and the first 2 Firms No threshold QCBS; QBS; LCS; FBS contracts below USD200 000 First 2 contracts from all entities in charge of <200,000 CQ procurement Individuals No threshold IC (at least 3 CVs) All contract of USD50,OOO and more No threshold Single Source All (Selection Firms & Individuals) All TORSregardless of the value of the contract are subject to prior review 81 Overall Procurement Risk Assessment: Average Low Frequency of procurement supervision missions proposed: One every 6 month(s) (includes special procurement supervision for post-review) reviewing 100 percent of signed contracts the first year and a sample of 1 in 5 contracts signed the second year and thereafter. Simplified Procurement Plan: Procurement of Goods Attachment 1 - Procurement Plan - Details of the Procurement Arrangements Involving International Competition 1. Goods, Works, and Non Consulting Services Review Expected Ref* Estimated Procurement Domestic Contract (Description) bY Bid No. Cost (US$) Method '-Q Preference Bank Opening 1 2 3 4 5 6 7 8 10 Equipment of 5 new boreholes (works) February 1, 1410000 ICB NO NO 2009 11 Connection of informal settlements 3 860000 February 1, ICB NO PRIOR 2o09 (alternative 2) (2 contracts) 82 12 Reinforcement of water supply distribution 2 410 000 April 1, ICB NO PRIOR on Petit Bassam Island 2o09 Construction of 65 standposts in Abidjan February 1, 13 PRIOR 030 ICB NO 2o09 14 Construction of 20,000 service connections 6 600 000 Direct (3 yearly Contracting NO PRIOR NIA contracts) (SODECI) Sewerage I 15 Equipment for the rehabilitation of pumping stations and pretreatment plant: Lot 1-Major stations of Abobo S7, (4 880 000) Marcory 751, Koumassi-digue, Lot 2 -Secondary pumpinistations of (4 200 000) Cocody, Marcory, Koumassi & Treichville December PRIOR 9 080 000 1,2008 16 Installation of equipment of rehabilitated stations and plants: Direct I December Contracting NO N/A PRIOR 1250000 1 1,2008 1 1 SODECI 1 17 Connection of secondary sewers to the March 1, 1 790000 ICB NO [YES] PRIOR interceptor in Abobo I I 2009 Connection of secondary sewers to the March 1, 18 1 600000 ICB interceptor in AdjamC and Treichville 2009 Solid Waste 19 Solid Waste Management system 3 300 000 ICB NO NO PRIOR “Operation Ville Propre” (works) Rehabilitation of waste transfer in 20 Williamsville 6 185 000 ICB NO NO PRIOR 21 Construction of a school of 6 classes and a health center of neighborhood of waste site 5 15 000 NCB NO NO PRIOR in Akouedo Rehabilitation of Urban roads & Drainage Lot 1-Rehabilitation of secondary roads in 965 909 ICB Nov. 08 Bouake Bidding 2-Construction of bridge “liaison” NO NO PRIOR Lot 2 727 273 documents between 7” and 9” zone - Cocody - available 22 Abidjan 23 Horizontal and vertical signs 2 727 273 ICB NO NO PRIOR Nov. 08 (*) Lot 3 -Rehabilitation of road Anador- 1193 182 TPD - LLY NO NO PRIOR Nov. 08 24 Abobo SagbC - SOTRA final stop: 2.1 k I 25 Lot4- I 1363636 I 4.1-Rehabilitation of road - Route du Zoo - Sans manquer: 2 km NO NO PRIOR Nov. 08 4.2-Reconstructionof critical section at AGETU HQ - Route du Zoo - Williamsville 26 5.1 Rehabilitation of SOTRA Bus site- 2 068 182 ICB NO NO PRIOR Nov.08 TELCOM - Mairie Adjame- 1350 km, 5.2 Rehabilitation of road SOTRA 83 Terminal - pont Andokoi- 1,6 km 5.3 Rehabilitation of road -Route d’ Anoumabo/pont ATCI-Pharmacie AmCthier Alliodan 5.4 Rehabilitation of road -Point de - retournement - cite verte : 0,300 km 27 Lot 6 Rehabilitation of critic points - Carrefour Zone industrielle 4 and Saguidba Services techniques Mairie (*) Studies and Bidding documents to be finalized by AGEROUTE before June - 2008 28 Lot 1 - Construction of Foot bridge between Williamsville and Adjame - Solibra 28 Lot 2 - Construction of Andre Malraux - street - Riviera Palmeraie: 2 km 29 Lot 3 - Construction of Riviera 2 intersection 30 Lot 10 - Road rehabilitation works - Carrefour of Williamsville and Carrefour of Zoo (2 km) 31 Works - Contrat de ville (*) To be defined after the urban, organizational and financial audits of selected cities 2 Consulting Services (a) List of Consulting Assignments with short-lists including internationalfirms. -1 Urban Water Supply Control and supervision of production facilities QCBS PRIOR June30, in Abidjan (Phase I) 240 000 2008 2 Control and supervision of networks extension June 30, and connection of schoolshealth centers in 165 000 2008 - Abidjan (Djibi) 3 Control and supervision of water supply works Below June 30, in Bouake prior 2008 ( review Below June 30, Phases I1and I11 60000 CQ POST prior I 1 2008 review September 340 000 QCBS PRIOR 30,2008 84 6 Control and suDervision of networks extension September I 220 000 QCBS in Abidjan (Informal settlements) 30,2008 7 Control and supervision of networks extension September 175 000 QCBS in Abidjan (Petit Bassam) 30,2008 7 Sewerage July 30, Control and supervision of rehabilitation of 454 000 QCBS 2008 sewerage stations and treatment plant 8 Control and supervision of sewerage networks PRIOR October 30, 170 000 QCBS 2008 July 30, 220 000 QCBS PRIOR 2008 40,000 POST May 09 from Williamsville to Adjamt Solibra CQS 11 Lot 2 - Supervision of Tarring of rue AdrC 40 000 POST May 09 Malraux - 180 - CSU Riviera Palmeraie : 2 km CQS 12 Lot 3 - Supervision of Uuaading works of Riviera 2 interchange 187 500 QCBS PRIOR May09 13 AGEROUTE - Management contract (MOD) 724 432 sss PRIOR May08 14 MACOM 1 600 000 sss PRIOR May08 Consulting Services Consultancy services estimated to cost above US$200,000 equivalent per contract for Firms and US$50,000 and above for Individuals and all Single Source selection of consultants will be subject to prior review by the Bank. Short lists composed entirely of national consultants: Short lists of consultants for services estimated to cost less than US$200,000 equivalent per contract may be composed entirely of national consultants in accordance with the provisions of paragraph 2.7 of the Consultant Guidelines. 85 Annex 6. Implementation and Monitoring Arrangements 1. Implementation arrangements have been kept simple and they capitalize on existing structures. Project coordination and execution will rely on three pillars: (i)a Monitoring and Steering Committee; (ii)a Coordination Unit and; (iii)relevant Technical Departments. Implementation arrangements are based on the following principles: (i)all components were selected in consultation with the Ivorian counterparts and respond to key critical needs of the country; (ii)each component is free-standing and independently managed by respective technical department so if there are delays under one component, it will affect the overall performance of the other components; (iii)the project will be implemented in phases and not all activities will start at the same time; and (iv) despite the war, CBte d’Ivoire has very strong institutions with a higher capacity than other countries in sub-Saharan Africa. Monitoring and Steering Committee 2. This committee was established to ensure ministerial coordination for project preparation. It is chaired by the Minister of Economic Infrastructure, and coordinates the project at the government level. It is made up of (i)the Department for Human Hydraulics of the Ministry of Economic Infrastructure; (ii)the Roads Management and Maintenance Agency [Agence de gestion et d’entretien des routes] of the Ministry of Economic Infrastructure; (iii)the Ministry of Urban Affairs and Sanitation [Minist&-ede la Ville et de la salubrite‘ urbaine]; (iv) the Sanitation Department of the Ministry of Construction, Urban Planning; and Housing, and (v) the Public Debt Department of the Ministry of Economy and Finance. The Department of Local Governments and The Union of Towns and Municipalities of CBte d’Ivoire (UVICOCI) are also expected to join the Committee, which will continue to ensure inter-ministerial coordination and serve as a mediating entity. Coordination Unit 3. This Unit would consist of a Project Coordinator, a Procurement Specialist, an Administrative and Financial Officer (AFO), an Accountant, a Public financial officer mandated by the government and an administrative assistant.. It would be anchored within MACOM, which already has some experience in coordinating World Bank-financed projects (PACOM) and is therefore familiar with Bank procedures and requirements. The PCU will essentially have a fiduciary role and will monitor day-to-day project activities. The Unit is to be equipped with all the necessary fiduciary monitoring tools (see section on financial and accounting management), as well as with a manual of project implementation procedures. Technical Departments ( responsible for specific components) 4. These entities will implement their respective components in accordance with the following organizational chart. In terms of procurement, the technical departments will carry out technical studies all the way to bidding documents for Components 1,2 3, and 5 and the procurement (signing of contracts) will be handled by the PCU . With regards to Component 4 86 (Urban Roads Rehabilitation), bidding documents and contract adjudication will be carried out by AGEROUTE which has full capacity to do so in view of its experience under other Bank- financed projects. The detailed description of components indicates the mandates and implementation arrangements of each of these departments (see Annex 1). 87 Annex 7. Project Preparation and Appraisal Team Members Planned Actual Preparation-Appraisal 0 1/2 1/2008 01/28/2008 PID and ISDS to Infoshop 01/27/2008 Decision Meeting 03/17/2008 03/27/2008 Negotiations 04/29/2008 04/29-30/2008 Board Approval 06/ 12/2008 Effectiveness 09/15/2008 Mid-term Review 09/ 15/2010 Closing Date 09/ 15/2012 Key institutions responsible for preparation of the Project: Bank staff and consultants who worked on the Project included: Name Title Unit Management Team Antonella Bassani Acting Country Director AFCF2 Eustache Ouayoro Sector Manager mu2 Bernard Harborne Country Manager AFMCI Daniel Sellen Sector Leader mAR Core Technical Team Catherine Farvacque- Lead Urban Specialist, TTL mu2 Vitkovic Ousseynou Diop Sr. Water and Sanitation Specialist ETWAF Yao Badjo Sr. Infrastructure Specialist mu2 Richard Verspyck Water and Sanitation Specialist/ mu2 Consultant Babaly Deme Engineer/Consultant mu2 Aissata Zerbo Procurement Analyst mu2 Marie-Adele Tchakounte Language Program Assistant mu2 Jean Koua InformationProgram Assistant mu2 Bank Country Team Ernestina Aboah-Ndow Program Assistant AFMCI Sameena Dost Sr. Counsel LEGAF Wolfgang Chadab Finance Officer LOAG2 Bella Lelouma Diallo Sr. Financial Management Specialist mFM Eric Yoboue Sr. Procurement Specialist AFTPC William Dakpo Procurement Specialist mpc Siele Silue Sr. Transport Specialist AFTTR 89 Assiata Houedanou Soro Disbursement Assistant AFh4CI Warren Waters Regional Environmental and Safeguard AFTQK Advisor Yvette Djachechi Sr. Social Development Specialist AFTCS A. Eshogba Olojoba/N.Chee Sr. Environmental Specialist AFTS3 90 Annex 8: Environmental and Social Screening Assessment Framework (ESSAF) 1. A grant in the amount of US$94 million is being sought to finance an Emergency Urban Infrastructure Project for the Republic of C6te d’Ivoire. This Environmental and Social Screening Assessment Framework (ESSAF) aims to describe the approach and principles to be followed to ensure due diligence in managing the potential adverse environmental and social impacts and risks associated with the project. Compliance with Safeguards Policies 2. The project is classified as Environmental Category B because the potential environmental and social impacts are not significant. These potential impacts are likely to be small-scale, site-specific and thus easily managed. The project triggers two safeguards policies: OP4.01 on Environmental Assessment (EA) and OP4.12 on Involuntary Resettlement. These triggered policies are applicable to Component 1 and its four sub-components. 3. The approach to safeguards will be to develop an Environmental and Social Management Framework (ESMF) and a Resettlement Policy Framework (RPF) to cover all activities to be financed under the project, in particular, the rehabilitation of urban roads, urban sanitation (sewerage), urban water supply, municipal contracts and solid waste management. It is expected that there will be a coordination unit which will monitor day-to-day project activities. This unit will be complemented with different technical departments responsible for implementing the different components. The coordination unit will recruit will recruit a Safeguards Consultant within three months after grant effectiveness to manage safeguards aspects under the project. The consultant will work to strengthen the ESMF and RPF procedures that will improve component project quality and sustainability through compliance with safeguards. He/She will also work with the technical departments responsible for implementing the components and ensure that environment and social concerns are mainstreamed into project implementation especially at the component level. For works that require Environmental Assessments and/or Resettlement Action Plans, a sequenced approach will be adopted so that necessary assessments and actions are undertaken to address the high risk issues. 4. It is pertinent to note that, due to the emergency nature of the operation, disclosures of these instruments will not be a condition of appraisal; rather they will need to be prepared and disclosed within six month after effectiveness. Before then, the Safeguards Consultant attached to the team will undertake three activities: (i)assess the institutional arrangement for environmental and social safeguards within the coordination unit and the technical Departments; (ii)assess the Government environmental disclosure requirements and EA consultation process and ascertain if there is an Environmental Impact Assessment (EIA) law in place; and (iii) provide ASPEN Toolkit for ESMFs for small-scale projects and run a two-day workshop on how to apply the guidelines to screen subprojects. On this, the consultant will receive guidance from 91 the Bank’s environmental safeguards specialist based in the Abidjan office. He will also facilitate a discussion on how to use and apply the environmental management clauses for construction contracts This is critical, as civil works may start right after grant effectiveness, and there is need to equip the implementing entities with the tools to screen the subprojects, including mitigation measures to be adopted. 5. The Safeguards Consultant will provide environmental and social management oversight in the design and execution of component activities and proposed investments, (i)screening them for potential impacts and risks, (ii)planning mitigation measures, including consultation and disclosure requirements, to ensure due diligence, and (iii)facilitate consistent treatment of environmental and social issues by the implementing agencies and contractor. Social Key Social issues Relevant to the Project Objectives 6. The project is expected to increase sustainable access to infrastructure services to the population of the Abidjan and BouakC and to deliver significant social benefits for the beneficiaries by improving their living and environmental conditions. It will help reduce poverty among cities urban and peri-urban populations by creating short-term employment opportunities associated with the works contracts and by improving living conditions through better access to rehabilitated infrastructure services. The project will increase the number of inhabitants with access to year-round passable roads and to improved solid waste management services; it will also reduce the number of households flooded every year, increase the capacity of the municipalities of Abidjan and BouakC to manage urban services, increase access to water supply services, and increase number of people with temporary employment. By improving living and sanitary conditions and services in poor areas and slums, and reducing flooding, the project will also contribute to addressing human and social development issues. 7. The potential social impacts (such as temporary resettlement of households in targeted project areas) of components under the project will be small-scale and site-specific. It is anticipated that project activities might not lead to land acquisition or major restriction of access to sources of livelihood. Under the road component, all sections with potential displacement issues have been taken out of the program. However, a Resettlement Policy Framework will be prepared and disclosed within six months of grant effectiveness and this will be translated to Resettlement Action Plans as and when need arises during project implementation. 8. The Project Implementation team will ensure that gender issues are adequately reflected in the project implementation process. Project implementation will incorporate consultation or collaboration with NGOs, other civil society organizations, and other partners. The project design has involved key stakeholders, local NGOs working in urban development, water supply, solid waste management, and sanitation, as well as intervening partners such as line ministries. The Bank Team deepened coordination with other development partners to harmonize operations 92 and build synergies based on comparative advantage of partners’ strengths and expertise. The implementation process is designed to follow a similar path and thus obtain community buy-in into activities supported by the project thereby ensuring maintenance of the rehabilitated facilities. Implementation Support 9. Regular reviews will be carried out every 12 months after effectiveness to assess progress, achievement of overall objectives, as well as the role of the different partners, and to eventually reorient the project if needed to ensure achievement of objectives. Supervision missions will take place quarterly in the first two years of project implementation. The reviews and mission will involve visits by specialists to selected sites for first-hand assessment of progress of executing entities performance. 93 Annex 9: C8te d’Ivoire at a glance C6te d’Ivoire at glance 1W12/07 a ~~ Sub- Key Development Indicators cate Saharan LOW d‘lvoire Africa income Age dlstrlbutlon, 2oMT PW Male Female Population, mid-year (millions) 18.1 770 2,403 7074 Surlace area (thousand sq. km) 322 24,265 29,215 POBI Population growth (%) 2.0 2.3 1.8 *?A (% Urban population 01 total population) 36 30 40-44 E44 GNI (Atlas method, US$ billions) 16.6 648 1,562 GNI per capita (Atlas method, US$) 920 842 650 Z-24 GNI per capita (PPP, international $) 1,550 2,032 2,698 1014 0.4 GDP growih (%) 0.9 5.6 8.0 20 10 0 10 20 GDP per capita growth (%) .1.1 3.2 6.1 percent (moat recent estlmste, 200&2006) Poverty headcount ratio at $1 a day (PPP, %) 41 Jnder-5 mor(ll1ity rate (per 1 ,OOO) Poverty headcount ratio at $2 a day (PPP, %) 49 72 Life expectancy at birth (years) 45 47 59 Infant mortality (per 1,ooO live births) 117 96 75 180 Child mainutrition (% 01 children under 5) 22 29 180 140 Adult literacy, male (“/e 01 ages 15 and older) 61 69 72 120 Adult literacy, female (% of ages 15 and older) 39 50 50 1w 80 Gross primary enrollment, male (% 01 age group) 78 98 108 80 Gross primary enrollment, female (% of age group) 65 86 96 4c x) Access to an improved water source (% of population) 51 56 75 0 1880 1% 2m 2ws Access to improved sanitation facilities (% 01 population) 37 38 0 C6le dlvolre USub-SaharanAfrica Net Aid Flows 1980 1990 2000 2008 (US$ rnillionsJ Net ODA and official aid 210 686 351 119 IGroWhof GDP and GDP per capita (K) Top 3 donors (in 2005): France 118 416 156 68 United States 1 17 10 33 Germany 12 19 16 13 Aid (% of GNI) 2.2 6.9 3.6 0.8 Aid per capita (US$) 26 59 22 7 ki I \ ILIA Long-Term Economic Trends Consumer prices (annual %change) 17.9 -0.7 2.5 2.5 GDP implicit deflator (annual % change) 35.5 -7.3 -0.4 5.6 L+GDP -GDPpercapita Exchange rate (annual average, local per US$) 21 1.3 272.3 709.9 522.4 Terms of trade index (2ooO = 100) 56 94 100 89 198c-90 19sa-2OOO 2oooQ8 (average annual growth %) Population, mid-year (millions) 8.2 11.5 16.0 18.1 3.4 3.3 2.1 GDP (US$ millions) 10,175 11,487 10,448 17,568 2.7 8.1 0.1 rh of GDP) Agriculture 25.9 30.6 24.2 22.7 0.3 4.1 1.1 Industry 19.7 24.7 24.9 26.3 4.4 8.2 -1.3 Manulacturing 12.8 22.6 21.7 18.3 3.0 7.6 -3.0 Services 54.4 44.8 50.9 51.0 3.6 11.1 0.1 Household linal consumption eqenditure 62.8 67.6 74.9 71.7 3.3 10.4 0.4 General gov? final consumption expenditure 16.9 21.4 7.2 8.2 0.2 1.2 2.7 Gross capital formation 26.5 6.7 10.8 9.7 -12.2 19.6 -1.4 Exports of goods and services 35.0 29.8 40.4 51.3 1.9 9.5 3.7 Imports of goods and services 41 .2 25.5 33.3 41.0 -2.5 18.3 5.1 Gross savings 5.2 .5.2 6.0 12.7 Note: Figures in italics are for years other than those specilied. 2006 data are preliminary. .. indicates data are not available. a. Aid data are for 2005. Development Economics, Development Data Group (DECDG). 94 CBte d’Ivoire at a Glance (Cont’d) C6te d’lvoire Balance of Payments and Trade 2000 2006 lovemanu, Indicators, 2000 and 2006 (US$ mdlions) Total merchandise exports (fob) 3,740 8,144 Total merchandise imports (df) 2.788 6,067 Voice and accountability Net trade in goods and services 742 1,817 POllUcal Stability Current account balance -293 524 as a % of GDP -2.8 3.0 Regulatory quality Workers‘ remittances and Rule of law compensation of employees (receipts) 119 160 Control of corruption 75 100 Reserves, induding gold 566 1,732 0 25 Central Government Finance 1 (% of GDP) Current revenue (induding grants) 17.2 18.8 1urce: KBuimnnXraay-hiastNzzi,WOM Bank Tax revenue 14.6 15.3 Current expenditure 15.5 17.0 Technology and Infrastructure Zoo0 2005 Overall surplus/defiat -0.6 -0.3 Paved roads (% of total) 9.7 8.1 Highest marginal tax rate (%) Fixed line and mobile phone Individual 10 10 subscribers (per 1,000 people) Corporate 35 35 High technology exports (%of manufacturedexports) 2.0 8.4 External Debt and Resource Flows Environment (US$ mi//ims) Total debt Outstanding and disbursed 16.876 16,407 Agricultural land (% of land area) 62 63 Total debt service 820 667 Forest area (% of land area) Debt relief (HIPC. MDRI) - - Nationally protected areas (% of land area) Total debt (% of GDP) 161.5 93.4 Freshwater resources per capita (a.meters) 4,231 Total debt service (% of exports) 18.3 7.7 Freshwater withdrawal (% of Internal resources) 7.2 Foreign direct investment (net inflows) 134 246 CO2 emissions per capita (mt) 0.35 0.32 Portfolio equity (net inflows) 81 117 GDP per unit of energy use (Zoo0 PPP $ per kg of oil equivalent) 3.9 3.8 :ompositlon of total axlamal debt, 2005 Energy use per capita (kg of oil equivalent) 410 388 (US$ millions) PnYsle 8 288 IBRD Total debl wtstanding and disbursed 1,657 1,734 Disbursements 0 0 Prinapal repayments 57 64 Interest payments 32 12 IDA Total debt Outstanding and disbursed 290 366 Disbursements 76 -1 Private Sector Development zoo0 2006 Total debt service 8 43 Time requiredto stan a business (days) - 45 IFC (fiscal year) Cast to stan a business (%of GNI per capita) - 134.1 Total disbursed and outstanding partfolio 125 45 Time required to register property (days) - 32 of which IFC own account 98 34 Disbursements lor IFC own account 6 0 Ranked as a major mstraint to business Portfolio sales, prepayments and (% of managers surveyed who agreed) repayments for IFC own account 3 5 ma. n.a. MlGA Grms exmure 15 20 Stock market capitalization (% of GDP) 11.3 23.7 New guarantees 0 0 Bank capital to asset ratio (%) Note: Figures in italicS are for years other than those specified. 2006 data are preliminary. 10/12/07 .. indicates data are not available. -indicates observation is not applicable. 95 C8te d’Ivoire at a Glance (Cont’d) Millennium Development Goals C6te d‘lvoire With selected targets to achieve between 1990 and 2015 (estimate closest to date shown, +/- 2 years) Goal 1: halve the rates for $1 a day poverty and malnutrltion 1990 1995 2000 2005 Poverty headcount ratio at 51 a day (PPP, Oh of population) Poverty headcount ratio at national poverty line (% of population) 36.8 38.4 Share of income or consumption to the poorest qunilile (Oh) 7.3 7.2 Prevalence of malnutrition (“h of children under 5) 24.0 21.7 Goal 2: ensure that children are able lo complete primary schooling Primary school enrollment (net, %) Primary completion rate (% of relevant age group) 41 37 40 Secondary school enrollment (gross, %) 21 22 Youlh literacy rate (% of people ages 15-24) Goal 3: eilminate gender disparity in education and empower women Ratio of girls to boys in primary and secondary education (Oh) Women employed in the nonagricukuraisector (% of nonagricukural employment) Proportion of seats held by wcfnen in national parliament (%) Goal 4: reduce under-5 mortality by two-thirds Under-5 mortality rate (per 1,000) 157 112 192 Infant morlalily rate (per 1,000 live births) 103 180 117 Measles immunization (proporlion of one-year olds immunized, %) Goal 5: reduce maternal mortality by three-fourths Maternal mortalii ratio (modeled estimate, per 100,000 live birlhs) Births altended by skilled heaith staff (% of total) Goal 6: halt and begin to reversa the spread ot HIWAIDS and other major diseases Prevalence of HiV (%of population ages 1549) 7.1 Contraceptive prevalence (% of women ages 15-49) Incidence of tuberculosis (per 100,000 people) Tuberculosb cases detected under DOTS (Oh) Goal 7: halve the propottlon of people wlthoul sustalnabie access lo basic needs Access to an improved water source (% of population) 69 50 51 Access lo improved sanilation facilities (% of population) Forest area (% of total land area) Nationaiiy protected areas (% of total land area) C02 emissions (metric tons per capita) 0.4 0.5 0.4 0.3 GDP per unit of energy use (constant 2000 PPP 5 per kg of oil equivalent) 4.0 4.4 3.9 3.8 Goal 8: develop a global partnership tor development Fixed line and mobile phone subscribers (per 1,000 people) Internet users (per 1,000 people) 0 0 2 11 Personal computers (per 1,000 people) Youth unemployment (% of total labor force ages 15-24) Sducatlon Indicators (X) Weasles immunization (%of l-year olds) CT Indicators (per 1,000 people) ~ 7 25 1 10 OL2Mo 2w2 2w5 0 2Ma 2002 +Primary net enrollment ratio (..) 0 Fixed + mobile subscribers (,.) +Ratio of girls to boys in primary & OCbte divoire (..) USub-Saharan Africa secondary education (..) I 13 Internet users Note: Figures in nalics are for years other than those specilied. .. indicates data are not available. 10/12/07 96 Annex 10: CAS Annexes on CBte d’Ivoire Country Program CAS Annex B3 - IBRD/IDA Program Summary CBte d’Ivoire As of Date 04/14/2008 Proposed IBRD/IDA Base-Case Lending Program Fiscal Proj ID US$(M) Strategic Rewards Implementation Year (H/M/L) Risks (H/M/L) 2008 Post-Conflict Ass istance Program 120.0 H H (PCAP) Economic Governance and Recovery 308.0 H H Grant (EGRG) Emergency Urban Infrastructure 94.0 H H Reconstruction MAP HIV/AIDS 20.0 H M Institutions and Governance TA 13.0 H H Reactivation of Existing Portfolio 104.0 H M Result 659.0 2009 Economic Governance and Recovery TBD H M Grant I1(EGRG 11) Emergency Investments in Energy TBD H M & Infrastructure Result 100.0 Overall Result 759.0 97 CAS Annex B4 Summary of Non-lending Services As of Date 03/25/2008 Product Completion FY Audiencea Objectiveb US$ '000 Recent completions Poverty Diagnostic/Capacity Bldg. FY07 70 G,D,B,PD PD, KG Post Conflict Recovery Planning FY07 46 G,D,B,PD PD, KG Underway Country Social Analysis FY08 Interim Strategy Note FY08 PEMFAR (PER&CFAA) FYo9 Cocoa & Coffee Study FYo9 TA on Energy FYo9 Planned' CEM FYo9 200 KG Support for PRSP FYo9 75 KG Support to PRIS and M&E FYo9 65 KG, PS W-Africa Post Conflict Eriv. Analysis FYo9 60 KG Multi-donor AssessmentfCG FYo9 135 KG, PS Health CSR FYlO 40 KG, PS Post Conflict ICA FYlO 40 KG, PS Education CSR FYlO 60 KG Poverty Assessment FYlO 120 PD, KG CAS FYlO 50 KG Support for PRSP Progress Report FYlO 35 KG a. Government, donor, Bank, public dissemination. b. Knowledge generation, public debate, problem-solving. c. Tasks planned currently being reviewedkonsolidated for greater strategic focus. 98