World Bank Document
Document of The World Bank
Public Disclosure Authorized Report No: T7649-A0
APPENDIXES
TO THE
TECHNICAL ANNEX
ON A PROPOSED CREDIT
INTHE AMOUNT OF SDR 16.3 MILLION FOR PHASE 1
(US$24.9 MILLION EQUIVALENT) AND A PROPOSED GRANT INTHE AMOUNT OF SDR Public Disclosure Authorized 16.9 MILLION (US$25.8 MILLION EQUIVALENT)
REPUBLIC OF ANGOLA
FOR
THE EMERGENCY MULTISECTOR RECOVERY PROGRAM
PHASE 1
January 17,2005 Public Disclosure Authorized
Transport Group Country Department 2
Public Disclosure Authorized Africa Regional Office CURRENCY EQUIVALENTS SDR 1.00 = US$1.53208 US$1.OO = Angolan kwanza (AOA) 86.78 December 5,2004
FISCAL YEAR January 1 to December 31
ABBREVIATIONS AND ACRONYMS
ADB African Development Bank ECP EstratCgia de Combate a Pobreza (Poverty Reduction Strategy) EU European Union EMRP Emergency Multisector Recovery Project FA0 Food and Agriculture Organization FMR Financial Monitoring Report HIPC Highly Indebted Poor Countries Initiative ICB International Competitive Bidding IDA International Development Association IBRD International Bank for Reconstruction and Development IMF International Monetary Fund LIB Limited international bidding NCB National competitive bidding MRRP Multisector Rehabilitation and Reconstruction Program PMlU Project management and implementation unit PPMRRP Priority Phase Multisector Rehabilitation and Reconstruction Program NGO Nongovernmental organization EPAL Empresa PQblica de Aguas de Luanda (Luanda Public Water Company) INEA Instituto nacional de Estradas de Angola (Angola National Institute of Roads) ENE Empresa Nacional de Electricidade (National Power Company) EDEL Empresa de DistribuigHo de Electricidade de Luanda (Luanda Power Supply Company) CFB Caminho de Ferro de Benguela (Railways ofProvince of Benguela) CFL Caminho de Ferro de Luanda (Railways of Province of Luanda) CFM Caminho de Ferro de Moqamedes (Railways of Province ofMoqamedes) TSS Transitional support strategy UNDP United Nations Development Program UNICEF United Nations Children’s Fund UNITA UniHo Nacional para Independencia Total de Angola (National Union for Total Independence of Angola) WHO World Health Organization
Vice President: Gobind Nankani Country Director: Michael Baxter Sector Manager: C. Sanjivi Rajasingham Task Team Leader: Abdelmoula Ghzala REPUBLIC OF ANGOLA: Emergency Multisector Recovery Program Phase 1
APPENDIXES TO THE TECHNICAL ANNEX
Contents
Appendix 1: Project Costs and Financing ...... 1
Appendix 2: Rural Development ...... 12
Appendix 3: Health ...... 37
Appendix 4: Education ...... 70
Appendix 5: Decentralizationand Support to Local Development ...... 77
Appendix 6: Monitoring and Evaluation of the Water Supply Component ...... 82
Appendix 7: Procurement Assessment and Proposed Arrangements ...... 87
Appendix 8: Financial Management Assessment and Proposed Arrangements ...... 95
Appendix 9: Environmental and Social Management Aspects ...... 134
Appendix 10: Terms of Reference for Environmental and Social safeguard Management Services 142
Appendix 1 1: Summary Profile of the Target Provinces ...... 166
Appendix 12: Summary ofthe Demining Aspects ...... 174
Appendix 13: Procurement Plan...... 176
Appendix 1: Project Costs and Financing
Table A Republic ofAngola Proposed Phase 1 Emergency Muhisector Recovery Project Components Project costs Summary
(US$ million) Pro le et Co mane nts % %Total Foreign Base Local Foreign Total Exchange Costs
A. Rural development and delivery of Social Services 7 11 18 62 22 B. Rehabilitation and reconstruction of critical infrastructure 16 29 44 64 55 C. Sector development strategies and strengtheningof human and institutional capacities 2 5 766 9 D. Management, monitoring, evaluation Phase 1 & Preparation of Phase 2 -----4 8 12 64 15 Total Baseline Costs -----29 52 81 64 100 Physical Contingencies 2 4 6 65 I Price Contingencies -----2 3 564 6 Total Project Costs -----33 59 92 62 113
Note: Figures may not add up to total due to rounding
1 Table B Republic of Angola Proposed Phase 1 Emergency Multisector Recovery Project Components Project detailed costs
Local Foreign Total Project Cost by Component (US% million)
A. Rural development and delivery of Social Services 1. Rural Development 1 4 5 2. Health services 2 5 7 3. Education services 3 2 5 Subtotal Rural development and delivery of Social Services I 11 18
B. Rehabilitation and reconstruction ofcritical infrastructure 1. Water supply 16 29 44 Subtotal Rehabilitation and reconstruction ofcritical infrastructure 16 29 44
C. Sector development strategies and strengthening of human and institutional capacities 1. Assistance for sector development strategies formulation 1 1 2 2. Technical assistance to the sectors & Environmental management 1 2 3 3. Training for the sector ministries and agencies 0 0 1 4. Decentralization& support to local development 1 1 2 Subtotal Sector development strategies and strengthening of human and institutional capacities 2 5 I
D. Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 1. Technical assistance for project management & monitoring 0 1 1 2. Support to project management and training 0 I 1 3. Operating expenses for Project Management 1 0 1 4. Expertise & support to demining 0 0 1 5. Preparation of the Second Phase 3 5 8 Subtotal Management, monitoring, evaluation Phase 1 & Preparation of Phase 2 4 8 12 -- rota1 Baseline Costs 29 Physical Contmgenc ies 2 "":I 4 Price Contingencies --2 3 5 rota1 Project Costs 33 59 92 Note: Figures may not add up to total due to rounding
2 Table C Republic ofAngola Proposed Phase 1 Emergency Multisector Recovery Project Components Project detailed costs
Local Foreign Total Project Cost by Component (Kz billion)-
A. Rural development and delivery ofSocial Services 1. Rural Development 0.1 0.3 0.4 2. Health services 0.2 0.4 0.6 3. Education services 0.3 0.2 0.5 Subtotal Rural development and delivery of Social Services 0.6 0.9 1.5
B. Rehabilitation and reconstruction ofcritical inkastructure 1. Water supply 1.3 2.4 3.8 Subtotal Rehabilitation and reconstruction of critical infrastructure 1.3 2.4 3.8
C. Sector development strategies and strengthening of human and institutional capacities 1. Assistance for sector development strategies formulation 0.0 0.1 0.1 2. Technical assistance to the sectors & Environmental management 0.1 0.2 0.2 3. Training for the sector ministries and agencies 0.0 0.0 0.0 4. Decentralization & support to local development 0.1 0.1 0.2 Subtotal Sector development strategies and strengthening of human and institutional capacities 0.2 0.4 0.6
D. Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 1. Technical assistance for project management & monitoring 0.0 0.1 0.1 2. Support to project management and training 0.0 0.1 0.1 3. Operating expenses for Project Management 0.1 0.0 0.1 4. Expertise & support to demining 0.0 0.0 0.0 5. Preparation of the Second Phase 0.2 0.5 0.7 Subtotal Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 0.4 0.7 1.o -- rota1 Baseline Costs --2.5 4.4 6.9 Physical Contingencies 0.2 0.3 0.5 Price Contingencies --0.2 0.3 0.4 rota1 Project Costs 2.8 5.0 7.8 Note: Figures may not add up to total due to rounding
3 Table D Republic ofAngola Proposed Phase 1 Emergency Muhector Recovery Project Components Project costs and financing
Local Foreign Total Program Cost by Component US $ minion
A. Rural development and delivery ofSocial Services 7 11 ia 62 22
1. Rural Development 1 4 5 73 6 2. Health services 2 5 7 70 9 3. Education services 3 2 5 42 7
B. Rehabilitation and reconstruction ofcritical infmstructure 16 29 44 64 55
1. Water supply 16 29 44 64 55
C. Sector developmcnt strategies and strengthening ofhuman and institutional capac 2 5 I 66 9
1. Assistance for sector development strategies formulation 1 1 2 64 2 2. Technical assistance to the sectors & Environmental management 1 2 3 74 3 3. Training for the sector dtksand agencies 0 0 1 64 1 4. Decentralization & supprt to local development 1 1 2 58 3
D. Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 4 8 12 64 15
I.Technical assistance for project management & monitoring 0 1 1 75 2 2, Support to project mnagement and training 0 1 1 79 1 3. Operating expenses for Project Management I 0 1 9 1 4. Expertise & support to dehg 0 0 1 64 1 5. Preparation of the Second Phase 3 5 8 68 10
Total Baseline Costs 29 52 81 64 100
Physical Contingencies 2 4 6 65 7 Price Contingencies 2 3 5 64 6
Tofal Project Costs 33 59 92 62 1131
Total Financing, ofwhich 33 59 92 100%
Government 24 7 32 35% ._IDA. 6 45 51 56% Other Financiers (EU, UNDPNNCDF, French Cwperatioo) 3 6 a 10% Note: Figures may not add up to total due to rounding
4 3% ww "
0poa.S ao omm t- P P-tW NP PWln N
m
N Table F Republic ofAngola Proposed Phase 1 Emergency Multisector Recovery Project Financial Summary (In US$ million equivalent)
Project Costs Investment Costs 11 33 33 14 100% Other Investment Costs GOA Budget Recurrent Costs Total Project Costs 11 33 33 14 100% .Total Financing 11 33 33 14 100% Financing Government 3 9 15 5 32 35% Proposed IDA contribution 2 21 19 8 50 55% Other Financiers 5 3 1 9 10%
Total Project Financing 11 34 34 141
6 6. Ope rating costs 1 2 3 (0.7) (0.7) Total 43 1 27 20 92 (31) (1) (19) (51)
7 Subproject A (In US$ donequivalent) Total Cost Expenditure Category Procure me nt Method (including ICB I KCB I Other* I N.B.F Contingencies) 1. Works 2 0 3 (2) (0) (2) 2. Goods & Equipments 9 1 2 12 (6) (1) (2) (9) 3. Consultant & Engineering Services 6 6 (4) (4) 4. Training 3 3 (2) (2) 5. Service Contracts
6. Operating costs
Total 11 1 11 23 (8) (11 (8) (17)
Proje et Costs by Procure me nt Arrange me nts
~1.Works 32 16 48 I (23) (23) 2. Goods & Equipments 0 0 (0) (0) 3. Consultant & Engineering Services 14 3 17 (10) (10) 4. Training 0 0 (0) (0) 5. Service Contracts
6. Operating costs 1 1.8 3 (0.7) (0.7) Total 32 16 20 69 (23) (11) (34)
8 Table H Republic ofAngola Proposed Phase 1 Emergency Multisector Recovery Project Disburse me ut by year (in US$ million)
World Bank FY - 1 July-30 June Fy 2005 : July 1,2004-June 30,2005 GOA Disburse me ut*
WBFY 2005 2006 2007 ' 2008
Annual 3 9 15 5 Cumulative 3 12 27 32 Percentage 10% 38% 84% 100%
WBFY 2005 2006 ' 2007 2008
Annual 2 21 19 8 Cumulative 2 24 43 51 Percentage 5% 47% 84% 100% Annual 5% 42% 37% 16%
WBFY 2005 2006 2007 2008
Annual 11 33 33 14 Cumulative 11 44 77 92 Percentage 12% 48% 84% 100% Annual 12% 36% 36% 16%
Note: Figures may not add up to total due to rounding (1) The difference is other donors (EU, UNDP, French Cooperation) disbursements
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'c'E 0 E 0 .I Y 0
Ye m E 0 i P 9 Table J Republic of Angola Proposed Phase 1 Emergency Multisector Recovery Project Procurement Accounts by Year -- Totals Including Taxes & Contingencies (US$ million)
Program Cost by Category 2005 2006 2007 2008 I Total A. Works I 1. Subproject A 2 0 0 3 2. Subproject B 3 20 20 4 48 Subto t a1 Works 3 23 21 4 51 B. Equipment & Goods 1. Subproject A 4 6 3 12 2. Subproject B 0 0 0 0 0 Subtotal Equipment & Goods 4 6 3 0 12 C. Consultant & Engineering Services 1. Subproject A 1 3 1 0 6 2. Subproject B 1 11 3 1 17 Subtotal Consultant & Engineering Services 3 14 4 2 23 D. Training 1. Subproject A 1 1 1 0 3 2. Subproject B 0 0 0 0 Subtotal Training 1 1 1 1 3 E. Service contracts 1. Subproject A F. Operating costs 0 1 1 0 3 Total Project 11 45 30 71 92 I
Total by Subproject 2005 2006 2007 2008 Total 1. Subproject A 5 13 4 1 23 2. Subproject B 5 32 25 6 68
11 Appendix 2: Rural Development
Table 1: Production of basic seed and vegetative material
I.I.A. - lnvestimentos para a ProduGao de Semente Basica 1 - E.E.A. CHIANGAIHUAMBO EspecificaC6es Period0 Actividades Cus to to tal 1.1) Reabiiitapao de dois (2) ediflcios com 600m2 DE AREA A serem definidas segundo os criterios 180,000 TOTAL. 2005 estabelecidos pel0 projeto tecnico descrito nos TORS anexo 1.2) ConstrupBo de um edificio com Area de 450 m2 para abrigar a A serem definidas segundo os criterios 225,000 Unidade de processamento e de estocagem de sementes. 2005 eslabelecidos pelo projeto tecnico descrito nos TORS anexo. 1.3) AquisipBo de 3 apareihos de ar condicionado 2006 Tip0 Split 3,600 1.4) AquisipBo de uma central de teief6nica com linhas ,nnR Equipamentos para comunicapBo interna 4,000
1.5) AquisiGao de 3 computadores e perifericos. 2008 Para trabalhos de investigaGBo 5,100 1.6) Equipamentos: quadro de pureza, iupas manuais com aumento de ate 1OX. balanca analitica, divisor de amostras tip0 Gamet, soprador de sementes tip0 Dakota do SUI, microscopio Ewipamentos Para um mini laborai6rio estereoscopico com aumento de 10 a 45x, quadro de contagem de 2o06 16,000 sementes. testador de misturas do tip0 eietronico e eletrico. de andlise de sementes basicas. germinador simples corn bandeija plana, computador e fotocopiadora + material de consumo necessario. 1.7) - Motobomba diesel 2006 irrigaGBo do campo de palentio 15,000 1.6) Aquisipao de mobiiihrio para escritorio 2006 Mesas, cadeiras. armarios 7,000 1.9)Maquina de pre limpeza, caiibrador. maquina de costura. balanpa ensacadora, elevadores Trieur. mesa densimetrica e SEED. 2005 Equipamento de Processamento de 120,000 MIX,etc, para uma capacidade minima de 20 t/hora sementes
lode veicuios
12 IDA - lnvestimentos para Fortalecimento do Apoio a MultiplicaCio de Sementes 1 - ReablltaGSo das EDAs - IDNBIE EspecificaGaes Periodo Actividades Custo total USD 1.I) ReabilitapSo de edificio para abrigar os servipos A serem definidas segundo os da EDNIDA, SENSE, IIA, com gabinetes e sala para 2o05/06 criterios estabelecidos peio 120,000 laboratdrio de apoio e armazem anexo com area total projeto tecnico descrito nos de 300 m2 no KUITO/Bie TORs anexo A serem definidas segundo os 1.2) ReabilitaqSo da EDA de KatabolaiBie com 300m2 criterios estabelecidos pelo contendo duas salas, duas casas de banho dois 2o05 100,000 projeto tecnico descrito nos gabinetes e urn armazem em anexo TORs anexo -~ ~~ A serem definidas segundo os 1.3) ReabilitaMo da EDA de Camacupa/Bie com 2o05 criterios estabelecidos peio 3001112 contendo duas salas, duas casas de banho 110,000 projeto tecnico descrito nos dois gabinetes e um armazem em anexo TORs do item 5.6 A serem definidas segundo os 1.4) ReabilitaqSo da EDA de NharealBie com 300m2 2005 criterios estabelecidospelo 120,000 sendo duas salas, duas casas de banho dois gabinetes projeto tecnico descrito nos e um armazem em anexo. TORs anexo A serem definidas segundo os 1.5) ReabilitapBo da EDA de ChinguadBie com 3001112 2005 criterioS estabeiecidos 110,000 sendo duas salas, duas casas de banho dois gabinetes projeto tecnico descrito nos e um armazem em anexo. TORs anexo A serem definidas segundo os 1.6) ReabilitapBo da EDA de AnduloiBie com 300m2 2005 estabelecidos 120,000 sendo duas saias, duas casas de banho dois gabinetes projeto tecnico descrito nos e um armazem em anexo. TORs anexo 1.7) AquisiqBo de 6 unidades fixas de processamento 2005/06 Maquinas combinadas tipo 72,000 de sementes a ser instalada nos armazens das EDAs CLIPPER pequenas com capacidade de processamento de 1 0 tonlhora. 1.a) AquisipSo de computadores para as 6 EDAs 2006 Computadores, acessbrios e 15,000 perifericos 1.9) AquisiqSo de material de escritdrios para as 6 2006 Mobilihrio, de escritdrlos e 12,000 EDAs aloiamento dos tecnicos 1.IO - 6 Equipamentos de comunicaCBo ComunicaCSo via Radio 6,000 1.I 1) AquisiqSo de meios de transporte. 2005/06 6 Pick-up 4x4 cabine dupia (6x23.000.00) 2 CaminhBes 4x4 7 ton (2~47,000) 250,OOC 12 Motorizadas Dara as EDAs II ~(12~1500.00)' II
13 Table 3: Multiplication of seeds and vegetative material (Institute of Agriculture Development, Malange)
IDA - lnvestimentos para Fortaleci ento do Apoio a Multiplica@io de Sementes 2 - ReabiltagBc as EDAs - IDNMALANGE EspecificaGaes Perlodo I Actividades I Custo total USD IA serem definidas seaundo os I 2.1) Reabiiitapao da EDA de Cacuso coin 300m2 II sendo duas salas, duas casas de banho, dois gabinetes e um armazem em anexo Y ~~ 2.2) ReabilitaHo da EDA de Calanduia com 300m2 sendo duas salas, duas casas de banho, dois gabinetes e um armazem em anexo
2.3) ReabiiitapBo da EDA de Caculama com 300m2 sendo duas salas. duas casas de banho, dois to tecnico descrito nos gabinetes e um armazem em anexo
2.4) ReabiiitapBo da EDA de Cangandaia com 300m2 sendo duas salas, duas casas de banho, dois gabinetes e um armazem em anexo
2.5) ReabilitapBo da EDA de Kwaba-Nzogui corn 300m2 sendo duas saias, duas casas de banho, dois Igabinetes e um armazem em anexo 2.6) ReabilitapBo da EDA de Malangecom 300m2 sendo duas saias, duas casas de banho. dois gabinetes e um armazem em anexo 2.7) Aquisieo de 2 unidades fixas de processamento de sementes a ser instalada nos armazens das EDAs
2.6) AquisipBo de computadores para as 6 EDAs
2.9) AquisiMo de material de escritbrios para as 6 EDAS 1.10 - 6 Equipamentos de comunicaplo 2.1 1) AquisicBo de meios de transporte.
2.1 1) Custos operacionais - Malange e Bie
Total dos lnvestimentos para o IDA1 2,012,0001
14 Table 4: Multiplication of seeds and vegetative material (SENSE)
EspecificaG6es Periodo Actlvldades Custo total USD A serem aeriniaas segunao cnterios 1.1) ReabiiltapBo de um escritorio em Maiange com 55 os 2005 estabelecidos pelo projeto tecnico 35,000 m2 para abrigar as instalpbes do SENSE ,-I.=.& ,-I.=.& Tnnr 1 2)ConstrupBo de urn edificio para a instalapao do A serem definidas segundo os criterios laboratorio central do SENSE em Luanda com 200m2 2o05 estabelecidos pelo projeto tecnlco para anaiise, certificapBo e posto de quarentena para 1 1 descrito nos TORS anexo materias imoortados 1.3) AquisipBo de equipamentos para 0 laboratorio 2005106 Equipamentos para teste de pureza, 150,000 central em Luanda e o posto de quarentena germinaGlo, sanidade tetrazolium, humidade reagents e acessorios 1.4 AquisipBo de computadores para Luanda, Malange 2006 Computadores, acesdrios e perifericos 15,OOC e Bie 1.5) AquisiGBo de material de escritbrios para Luanda 2006 Mobiliario, de escritorios e alojamento dos 12,ooc Malanqe e Bie tecnicos 1.6) AquisicBo de 2 CBmaras Fria 2006 ConservacBo de produtos de anaiises 4.000 1.7) AquisiGBo de material de certificap8o 2006 Material de recoiha de amostras, 15,000 etiquetas 1.8) AquisipBo de meios de transporte. 2005/06 2 viaturas station wagon 113,000 4~412~32.000.001 2 Pick-up 4x4 cabine dupla para apoio em Bie e Maianje(2~23.000.00) 2 motorizadas(2x1500.00) Combustiveis,lubrificantes, manuten$Bo 2o05/2007 ticks, material administrativo, etc Total1 484,000 2 - CapacitaGPo e Treinamento EspecificaGees 1 Periodo I Activldades I Custo total I Il.lCAPACITACA0 de curb duracBo para! 160,OOC CapacitaGLo e treinamento para os tbcnicoos 1.OCAPACiTACAO de curta durapBo para 160.00 do SENSE
inspectores de campo e produtores de sementes na tecnoiogia de produpBo e processamentoconservapBo e
I t Total dos lnvestimentos no SENSEI 904,000
15 Table 5: Consultancy services
Servipos de Consultoria Especifica@3es Period0 Actividades Custo total Assistif tecnicamente todos os l.l)Assist@nciaTCcnica para apoio das instituiqaes 2006107 OrgaOS do Mistbrio que eSta0 270,000 envolvidos nos projecto Desenvoivimento de tecnologias para 1.2)Consultor individual de curta dura@o para 2006107 a muitipiicaGao de sementes em 40,OOC desenvolvimentode tecnolgias funp2o das condiqdes iocais II I ISuoervisao dos trabaihos oue estao I II 1.3Consultor individual de para supervisilo dos dos sendo desenvolvidos por parceiros 2006’07 90,000 trabalhos tecnicos dentro do projecto e integraCao das acpes(0NGs) 1.4)Consultor individual de curta dura@o para Fiscalizagio das obras de *Oo5 32,000 fiscalizacao das obras reabilita@o das Edas e Das EEA I , I I Total para Consultoriasll 432m
16 Table 1. Production of Basic Seed and Vegetative Material I.I.A. - Investments for the 'reduction of Basic Seed 1. .E.A. CHI. VGA/HUAMBO Specifications Period Activities Total Cost in US$ 1.1 Rehabilitation of two (2) 2005 To be defined according to the 180,000 buildings with a total floor area of criteria established by the 600 m2 technical project described in the attached TORs 1.2 Construction ofa building 2005 To be defined according to the 225,000 with a floor area of450 m2to house criteria established by the the seed-processing and storage technical project described in unit. the attached TORs 1.3 Purchase of 3 air 2006 Split type 3,600 conditioners 1.4 Purchase of a telephone 2006 Equipment for internal and 4,000 exchange with lines external communication to be installed 1.5 Purchase of 3 computers 2006 For research work 5,100 and PeriPherals 1.6 Purity frame, hand magnifiers giving magnification up to lox, analytical balance, Gamet- type sample divider, South Dakota- type seed blower, stereoscopic Equipment for a mini- 16,000 microscope with magnification 2006 laboratory for analysis ofbasic from 10 to 45x, seed-counting seed frame, electronic and electrical mixture tester, simple germinator with flat tray, computer and photocopier + necessary consumables 1.7 Diesel motor DumD 2006 Irrigation ofplanting field 15,000 1.8 Purchase of office furniture 2006 Tables. chairs. cabinets 7.000 1.9 Precleaning machine, 2005 Seed-processing equipment 120,000 calibrator, sewing machine, bagging balance, Trieur elevators, densimetric and seedmix table, etc. for a minimum capacity of 20 thour 1.10 1 85-hp tractor (4x4) fitted 2005 For use in production ofbasic 124,000 with a hll set of agricultural gear seed 2 Station Wagons (4x4) (1 64,000 being for project general mgmt) 1.11 Vehicle procurement 2005/06 1 Double-cab 4x4 pick-up 23,000
8 1 12-ton truck 40.000 1.12 Motorcycle procurement 2005/06 3 motorcycles for field work 4,500 1.13 Purchase of agricultural 2005/06 Tents, hoes, gloves, watering 4,000 equipment cans, machetes, rakes, knapsack, sprayers, face masks 1.14 Operating costs 2005/2007 Fuel, lubricants, ticks 50,000 maintenance, office material,
1.15 Inputs 5 1,450
40 ha (year 1) Compound fertilizer (350 kg/ha) 5 1,450
70 ha (year 2) Compound fertilizer (350 koa) 18,900
100 ha (year 3) 30,000 Straight fertilizer (150 kgha)
- 40,000 210 ha 3 years Starter seed
Pesticides Total - Chianga EEA 1,035,550
9 Table 2. Multiplication of Seeds and Vegetative Material (Institute of Agriculture Development, BiC)
IDA - Investments for Strengthening Seed Multiplication Support 1. Rehabilitation of the EDAs - IDA/BIE Specifications Period Activities Total Cost in US$ 1.1 Rehabilitation ofbuilding 2005/06 To be defined according to the 120,000 to house the EDNIDA, SENSE criteria established by the and IIA staff with offices and a technical project described in the room for the support laboratory attached TORs and adjoining warehouse with total floor area of 300 m2 in Kuito/Bit 1.2 Rehabilitation ofthe 2005 To be defined according to the 100,000 CatabolalBiC EDA with total floor criteria established by the area of300 m2 containing two technical project described in the rooms, two bathrooms, two attached TORs offices and an adjoining warehouse 1.3 Rehabilitation ofthe 2005 To be defined according to the 110,000 CamacupdBit EDA with total criteria established by the floor area of 300 m2 containing technical project described in the two rooms, two bathrooms, two attached TORs offices and an adjoining warehouse 1.4 Rehabilitation ofthe 2005 To be defined according to the 120,000 NharealBiC EDA with total floor criteria established by the area of300 m2with two rooms, technical project described in the two bathrooms, two offices and attached TORs an adjoining warehouse 1.5 Rehabilitation ofthe 2005 To be defined according to the 110,000 Chinguar/Bie EDA with total ;riteria established by the floor area of 300 m2with two technical project described in the rooms, two bathrooms, two 3ttached TORs offices and an adjoining warehouse 1.6 Rehabilitation ofthe 2005 To be defined according to the 120,000 AnduloA3it with total floor area :riteria established by the of 30 m2with two rooms, two ;ethnical project described in the bathrooms, two offices and an ittached TORs adi oining warehouse 1.7 Purchase of 6 fixed seed- !005/06 Small Clipper-type combined 72,000 processing units to be installed in nachines with processing the EDA warehouses :aDacitv of 1.O t/hour 1.8 Purchase of comtmters for !006 zomputers, accessories and 15.000
10 I the6EDAs peripherals 1.9 Purchase of office Office furniture and 12,000 equipment for the 6 EDAs accommodation for the 2o06 I technicians 1.1o Six sets ofcommunication 1 Communication by radio 6,000 equipment 1.1 1 Procurement ofmeans of 2005106 6 Pick-ups 4x4 double-cab I transportation (6~23,000)
2 7-ton trucks 4x4 (2~47,000) 250,000
12 motorcycles for the EDAs ( 12x 1,5 00) L Total BE EDAs 1,035,000
11 Table 3. Multiplication of Seeds and Vegetative Material (Institute of Agriculture Development, Malange)
IDA - Investments )r Strengthening Seed Multiplication Support 2. Rehr Iilitation of the EDAs - IDA/Malange Specifications Period Activities Total Cost in US$ 2.1 Rehabilitation ofthe 2005 To be defined according to 90,000 Cacuso EDA with total floor area the criteria established by the of 300 m2with two rooms, two technical project described in bathrooms, two offices and an the attached TORs adioininn warehouse 2.2 Rehabilitation ofthe 2005 To be defined according to 90,000 Calandula EDA with total floor the criteria established by the area of 300 m2with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.3 Rehabilitation ofthe 2005 To be defined according to 90,000 Calculama EDA with total floor the criteria established by the area of 300 m2with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.4 Rehabilitation ofthe 2005/06 To be defined according to 120,000 Cangandala EDA with total floor the criteria established by the area of 300 m2 with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.5 Rehabilitation ofthe 2006/07 To be defined according to 120,000 Kwaba-Nzogui EDA with total the criteria established by the floor area of300 m2with two technical project described in rooms, two bathrooms, two the attached TORs offices and an adjoining warehouse 2.6 Rehabilitation ofthe 2006/07 To be defined according to 90,000 Malange EDA with total floor the criteria established by the are of 300 m2with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.7 Purchase of 2 fixed seed- 2005/06 Small Clipper-type combined 24,000 processing units to be installed in machines with processing the EDA warehouses capacity of 1 thour 2.8 Purchase ofcomputers 2006 Computers, accessories and 15,000 for the 6 EDAs peripherals 2.9 Purchase of office 2006 Office furniture and 12,000 material for the 6 EDAs accommodation for the technicians
12 __~~ 2.10 Six sets of Communication by radio 6,000 communication eauiDment 2.1 1 Procurement ofmeans of 2005/06 6 Pickups 4x4 double-cab transportation (6~23,000)
2 7-ton trucks 4x4 250,000 (2~47,000)
12 motorcycles for the EDAs ( 12x 1,5 00) 2.12 Operating costs - 2005/07 Fuel, lubricants, ticks 70,000 Malange maintenance, office materials, etc. Total Malange EDAs 977.000 Total Investments for the IDA 2,012,000
13 Table 4. Multiplication of Seeds and Vegetative Material (SENSE)
SENSE - Investments for Support for Seed and Vegetative Material Multiplication 1. Infi structure Specifications Period Activities Total Cost in US$ 1.1 Rehabilitation of an office 2005 To be defined according to 3 5,000 in Malange with 55 m2 floor space the criteria established by the to house the SENSE facilities technical project described in the attached TORs 1.2 Construction of a building 2005 To be defined according to 120,000 to house the SENSE central the criteria established by the Laboratory in Luanda, with 200 technical project described m2 floor area, for analysis, in the attached TORs certification and quarantine station for imported materials 1.3 Procurement of equipment 2005/06 Equipment for purity testing, 150,000 for the central laboratory and germination, health quarantine station in Luanda tetrazolium, humidity, rearrents and accessories 1.4 Purchase of computers for 2006 Computers, accessories and 15,000 Luanda. Malanrre and Bie perip her a1 s 1.5 Purchase ofoffice material 2006 Office furniture and 12,000 for Luanda, Malange and Bie accommodation for the technicians 1.6 Purchase of 2 Cold 2006 Preservation ofproducts of 4,000 Chambers analvs e s 1.7 Purchase of certification 2006 Equipment for collecting 15,000 equipment samples and labeling 1.8 Procurement ofmeans of 2005/06 2 station wagons 4x4 113,000 transportation (2~32,000)
2 Pick-ups 4x4 double-cab for support in BiC and Malange (2~23,000)
2 Motorcycles (2x1300) 1.9 Operating costs - SENSE 2005/2007 Fuel, lubricants, ticks 20,000 maintenance, office materials, etc. Total 4 84.0 00 2. Training
14 Specifications Period Activities Total Cost Training for the SENSE 1.1 Short-duration 160,000 technicians training for 20 SENSE technicians I 2005/06 1.2 Short-duration 160,000 training for 20 SENSE technicians 1.3 Training of 50,000 laboratory workers, field inspectors and seed producers in seed production and processing, preservation and storage technology Training ofextension agents 50,000 Total Training 420.000 Total Investments in SENSE 1 904,000
15 Consultan v Services Activities Total Cost Provide technical assistance to 270,000 support the institutions all Ministry agencies involved in the Droiect 1.2 Short-term individual I 2006/07 Development oftechnologies 40,000 consultant for technology I for seed multiplication adapted to local conditions 1.3 Individual consultant to 2006/07 Supervision ofthe work being 90,000 supervise technic a1 work done by partners as part ofthe project and integration of activities RJGOs) 1.4 Short-term individual 2005 Inspection ofEDA and EEA 32,000 consultant to inspect works rehabilitation works Total for Consultants 432.000
16
Table 6: Summa1 of the rural develop ent subcomponent I Obiective Main activity Specific Activities Location Year Help small farmers 1) Produce basic and Enhance productive capacity of Malange Year 1,2 and 3 to restart their prebasic seeds and Malange and Huambo (Province of agricultural vegetative planting Research Centers) Malange) production and materials. improve food Scale-up production ofbasic Chianga security levels seeds and vegetative planting (Province of materials Huambo) 2) Multiply seeds and Establishment ofmultiplication Malange Years 2,3 and 4 vegetative planting fields materials. Bit. Diffusion ofbasic material to multipliers
Diffusion ofplanting materials to farmers
Build capacity of Provision ofcapacity Training and capacity building Malange, Year 1,2 and 3 the research and building and training. oftechnicians from IDA, IIA Bie, Chianga extension services and SENSE and intemational centers.
Trigger Establishment of At central level, creation of a Center level, Year 1,2 and 3 institutional coordination structures policy committee, composed Malange and development ofthe among seed activities by the national directors and BiC. Ministry of inside the chaired by the vice minister of Agriculture, by ministry. Agriculture. enhancing its capacity of At provincial level, operational coordination and working groups will be strategy established in each province. formulation for agricultural and rural development. Facilitate Rehabilitate rural road Detailed design for the 3 IJ ICiiI I, WU1IL.L marketing network. rehabilitation of750 kilometers kilometers foreseen for offeeder roads in Malange. Years 2 and 3, depending of I 375 1 availability of t;lnmpfprcin financing Bit. I
17 Table 7: Expected outputs from subcomponent
Objective Main Activities Results Target beneficiaries Help small farmers 1) Produce ofbasic and Production ofaround 400 tons to restart their pre-basic seeds and ofbasic seed ofmaize in three agricultural vegetative planting years. production and materials. improve food Production of around security levels. 15,000,000 basic stem cuts of cassava in three years.
Production of around 11,000,000 basic stem cuts of sweet potato in three years. 2) Multiply seeds and Production of 1,800 tons of 70,000 families of small farmers. vegetative planting improved seeds ofmaize in materials. three years. 30,000 families of small farmers. Production of 150,000,000 stem cuts of cassava planting materials in three years. 3,200 families ofsmall farmers.
Production of37,000,000 stem cuts of sweet potato planting materials in three years. Build capacity of Build capacity for the Capacity building of around 60 Multipliers, small farmers, seed the research and production, technicians companies. extension services. multiplication and certification ofseeds. Training of70 technicians.
18 Terms of Reference for the rehabilitation of physical
infrastructure (Agricultural Development Stations [EstacGes
de Desenvolvimento Agdcola - EDAs], laboratories and offices)
TERMS OF REFERENCE FOR HIRING AN INDIVIDUAL CONSULTANT TO PREPARE DETAILED DESIGNS FOR CONSTRUCTION AND RESTORATION OF RURAL INFRASTRUCTURE
DRAFT - JULY/2004
1. Background
Almost three decades of conflict in Angola have left the country's infrastructure in a serious state ofdisrepair. The majority ofroads are impassable or unsafe; in addition, some 5-7 million landmines are still in place and pose a threat to the lives and well-being ofthe people. The provinces most severely affected include Bie, Huambo, Moxico, Lunda Norte and Lunda SUI, Uige, Cuando Cubango and Malanje. Aggravated by adverse climatic situations, conditions are worst in the rural areas, while lack of seed coupled with the limited availability of fertilizers and other agricultural inputs mean that many people have to struggle with severe shortages, go hungry and, as a result, suffer from malnutrition.
2. Context
The EMRP includes a component for development oflocal agriculture which considers it important to restructure and strengthen the SNS (National Seed System), involving IIA in research and production ofimproved pre-basic and basic seed, SENSE with supervision ofpolicy concerning production, certification, quality, importation and exportation of seed in Angola, and the IDNEDAs with technology transfer through use of seed produced by public or private seed producers.
Since all the physical infrastructure for the fimctioning ofthe system has been destroyed, the first step will have to be constructing and restoring farms and facilities for housing the above- mentioned entities.
3. Objective
The task of the consultant to be retained will be to prepare detailed designs for construction and rehabilitation of rural infrastructure in the provinces of Malanje, Bi6 and Huambo, where the facilities in question comprise basically buildings to house the laboratories, offices, warehouses and depots. 4. Scope of the work
The consultant will conduct a field survey and inventory of technical documents existing in government agencies and prepare the detailed designs and the respective bidding documents for new construction and rehabilitation ofbuildings as described below. (Annex 2)
4.1.1 E.E.A. Chianga
Rehabilitation of two (2) buildings totaling 600 m2 floor area and comprising repair and painting of walls, floor, roof, doors and windows; and installation of the electrical system and basic sanitation.
Setting up of the internal and external communication system and of the cooling (air conditioning) system and preparation of a 70-m2 room for installation of the analysis laboratory for basic seed.
4.1.2 Construction of a building in Chianga
Construction of a 400-m2 floor area building to house the fixed seed-processing and storage unit; ceiling height - 9 m.
4.1.3 Construction of a building in CacusoMalanje
Construction of a building with 200 m2 floor area to serve as office space for technical staff, a room for processing manioc and sweet potato vegetative material, an area for storing vegetative material and seed, a room for a mini-analysis laboratory, and a room for storing inputs and research instruments.
SEE ANNEX 3: Infrastructure facilities
SENSE
4.1.4 Rehabilitation of an office and of the central laboratory in Luanda for SENSE, where the quality-control and analyses for seed certification will be done and the quarantine post will be located. The total floor area will be 400 m2.
4.1.5 Rehabilitation of an office in Malanje
Rehabilitation of a 55-m2 office in Malanje to house the SENSE facilities.
IDA-BIE
4.1.6 Rehabilitation ofa building in Kuito
2 Rehabilitation of a building to house the EDNIDA, SENSE and IIA staff, with offices and a support room for the laboratory and an adjoining warehouse, the whole total floor area of 300 m2.
4.1.7 Rehabilitation of the Catabola EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
4.1.8 Rehabilitation ofthe Camacupa EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
4.1.9 Rehabilitation of the N’harea EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
4.1.10 Rehabilitation of the Chinguar EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
IDA-MALANJE
4.1.11 Rehabilitation of the Cacuso EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
4.1.12 Rehabilitation of the Calandula EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
4.1.13 Rehabilitation of the Caculama EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
4.1.14 Rehabilitation of the Cangandala EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
4.1.15 Rehabilitation of the Kwaba-Nzogui EDA, with 300 m2 floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse.
5. Documents to be produced:
The consultant will develop and deliver the following documents separately for each unit to be built:
0 Ground plans and detailed designs for the architectural work, structural work and the electrical and waterhanitation systems;
0 Descriptive memoranda;
0 Technical specifications;
0 Basic budgets;
3 0 Bidding documents in accordance with the World Bank Guidelines for Procurement.
The ground plans and designs are to be produced in AUTO CAD and delivered in five CD ROM units and five copies on sulphite paper.
The texts are to be written in Times New Roman, font size 12, in Microsoft Word and the budgets in Excel.
6. Sources to be consulted and standards to be followed
In preparing the projects the consultant will follow the most recent standards in effect in the Republic ofAngola or, where there are none, internationally accepted standards; however, in the latter case, such standards must be approved in advance by the contracting authority.
7. Reporting to Client
For all technical matters, the consultant will report to MINADER through the technical specialist specifically designated for supervision ofthe provision ofthe services.
8. Deadline
The time period allowed for the preparation of the detailed designs and the respective bidding documents, as described in paragraph 5, is 120 calendar days, including the field survey and the preparation ofan inventory ofdocuments available in government agencies.
9. Cost and payment schedule
The cost is estimated at US$50,000.00 (fifty thousand U.S. dollars) and payment will be made as follows:
20% as advance upon signature of contract;
40% upon submission of the draft detailed designs for evaluation by the contracting authority;
40% after delivery ofthe completed documents, as described in paragraph 5.
10. Consultant profile
Licenciado [university graduate] in Civil Engineering with at least ten years experience in designing buildings similar to those described in paragraph 4.
4 MODEL CONTRACT
PROVISION OF SERVICES BY INDIVIDUAL CONSULTANT
THIS CONTRACT (“Contract”) is hereby concluded on the -day of ? 200-9 between (“the Contracting Authority”), with headquarters in , and (“the Consultant”), with head office in
Whereas the Contracting Authority needs to contract out the performance ofthe Services forming the subject of this contract, and whereas the Consultant proposes to provide said Services, the parties hereby agree to the clauses set forth below:
1. The Services
The Consultant undertakes to perform services related to the preparation of the detailed designs for the buildings specified in paragraph 4 of the “Terms of Reference” which form an integral part ofthis Contract.
2. Deadline
Unless the parties subsequently and expressly agree otherwise, the Consultant will perform the Services in the period between and ? as stipulated in paragraph 8 ofthe Terms ofReference.
3. Payment
The Contracting Authority, in acknowledgement of the performance of the Services specified in the Terms ofReference, hereby undertakes to pay to the Consultant the agreed sum, in the amount of US$. ... . The payment shall be made in accordance with the terms and conditions laid down in paragraph 9 8 ofthe Terms ofReference,
4. Performance Standards
The Consultant hereby undertakes to perform the Services in accordance with the highest standards of competence, professional integrity and ethics. In the event that the Contracting Authority finds the services forming the subject ofthis Contract unsatisfactory, it will notify the Consultant and will be entitled to rescind the contract immediately, without the Consultant being entitled to any compensation.
5. Force Majeure
Neither ofthe parties shall be deemed to have failed to meet their contractual obligations if performance of said obligations has been hindered by a case offorce majeure confirmed after the date ofthe Contract or after the date on which the Contract first became effective, whichever occurs first.
5 Force majeure is understood to mean occurrences of natural forces, strikes or other labor disputes, wars or epidemics.
6. Secrecy
The Consultant will not, during the term of this Contract and for two (2) years after its expiration, divulge any confidential or private information of the Contracting Authority relating to the Services, this Contract or to the business or operations of the Contracting Authority, without said Authority’s prior written consent.
7. Ownership ofthe Material
All studies, reports or other materials, together with designs, plans, graphics, etc., produced by the Consultant for the Contracting Authority, under this Contract, shall belong to the Contracting Authority. The Consultant can retain a copy of such documents.
8. Conflicts of Interest
The Consultant hereby agrees that, during the term of this Contract, he shall be barred from providing goods, works or services (other than the Services, or any continuation thereof, forming the subject of this Contract) for any project resulting from or connected with the Services for which he was retained.
10. Insurance
The Consultant shall be responsible for taking out any insurance that is deemed necessary.
11. Assignment
The Consultant is hereby prohibited from assigning the subject matter of this Contract without the prior written consent ofthe Contracting Authority.
12. Applicable Law and Language
The laws of the Republic of Angola shall be applicable to this Contract and the language governing it shall be Portuguese.
13. Conflict Resolution
Any dispute arising out of this Contract that cannot be amicably resolved by the parties shall be submitted to arbitration in accordance with the rules and laws in force in the Republic of Angola.
6 FOR THE CONTRACTING AUTHORITY FOR THE CONSULTANT
Signature: Signature:
Title:
7 Terms of Reference for the rehabilitation of physical infrastructure (Estaqgo de Desenvolvimento Agricolas, laboratories and offices)
TERMOS DE REFERI~NCIA PARA CONTRATACAO DE CONSULTOR INDIVIDUAL PARA ELABORAR PROJECTOS EXECUTIVOS PARA CONSTRUCAO E RECUPERACAO DE INFRAESTRURAS RURAIS
DRAFT - JULH012004
1. Antecedentes
Quase tr&s dCcau de conflito em Angola deixaram a infra-estrutura da naglo em situagiio deriorada. A maioria de estradas estiio intransitheis ou inseguras, altm disso, cerca de 5 - 7 milhties de minas terrestres estzo implantadas no terreno e ameaga vidas e bem-estar da populaglo. As provincias mais afectadas incluem Bit, Huambo, Moxico, Lunda Norte e Lunda Sul, Uige, Cuando Cubango e Malanje. Agravadas por situacoes climaticas adversas as condigijes nas Areas rurais slo as piores, a falta de sementes e a disponibilidade limitada de fertilizantes e outras necessidades agricolas combinadas fazem com que muitas pessoas sofram severas escassez, passem fome e como conseqiiencia a desnutriglo.
2. Contexto:
Dentro do EMRP esta previsto uma componente para desenvolvimento da agricultura local que considera importante reestruturar e fortalecer o SNS - Sistema Nacional de Sementes, envolvendo IIA na investigagiio e produgiio de sementes genCtica, prt-basica e bhsica, o SENSE com o controlo da politica de produgiio, certificaqiio, qualidade, importagiio e exportagiio de sementes em Angola e o IDNEDAs com a transferencia das tecnologias atraves do us0 das Sementes produzidas pelos produtores de sementes p6blicos ou privados. Como todas as infra-estruturas fisicas para o funcionamento do Sistema foram destruidas, 15 necessario, antes de tudo, construir e recuperar prkdios e instalagties para abrigar as entidades relacionadas acima.
3. Objectivo:
A contrataggo do consultor tem por objectivo a elaboraglo dos projectos executivos para construggo e recuperagiio das infra-estruturas da zona rural nas provincias de Malange, Bit e Huambo, que compreendem basicamente edificagties para abrigar o funcionamento de laboratbrios, escritbrios, armaztns e depbsitos.
4. Escopo do Trabalho:
0 Consultor devera fazer um levantamento de campo e de documentos ttcnicos existentes nos brgiios do Govemo e elaborar os projectos executivos e respectivos documentos de concurso para novas construgties e reabilitagdes de edificagties conforme descritos abaixoO(Anexo 2)
4.1 1 E.E.A. Chianga Reabilitaglo de dois (2) edificios com 600m2 compreendendo reparagiio e pintura de paredes, piso, telhado, portas, janelas; rede eltctrica e de saneamento bhsico; Montagem de sistema de comunicagiio intemo e extemo e do sistema de refrigeragiio (ar condicionado) e preparo de uma sala com 70m2 para instalaggo do laboratbrio de analise de sementes bhsicas;
19 4.1.2 ConstruqBo de um edificio em Chianga. Construqgo de um edificio com Area de 400 m2 para abrigar a Unidade fixa de processamento e de estocagem de sementes. Definir um edificio com 9m de pC-direito.
4.1.3 Construqgo de um edificio em CacusoMalanje Construggo de um edificio com &-ea de 200m2 contendo sala para escritdrio de tCcnicos sala para processamento do material vegetativo de mandioca e batata-doce ire, para estocagem do material vegetativo e de sementes sala para um mini laboratdrio de anhlises, sala para estocar os insumos e instrumentos de trabalho de Investigaqgo.
VER ANEXO 3: Infra estruturas
SENSE
4.1.4 Reabilitacao de um escritorio e do laboratorio central em Luanda para o SENSE onde sera0 feitas as analises para control0 de qualidade para certificacao das sementes e posto de quarentena. A area total e de 400m2.
4.1.5 Reabilitacao de um escritorio em Malanje. Reabilitacao de um escritorio com 55m2 em Malanje para abrigar as instalacoes do SENSE.
IDA-BIE
4.1.6 Reabilitacao de um edificio em Kuito. Reabilitacao de edificio para abrigar os serviqos da EDNIDA, SENSE, IIA, com gabinetes e sala de apoio para Laboratdrio e armazCm anexo com Area de 300 m2;
4.1.7.Reabilitacao da EDA de Catabola com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um armazem em anexo.
4.1.8 Reabilitacao da EDA de Camacupa com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um annazem em anexo.
4.1.9 Reabilitacao da EDA de Nharea com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um annazem em anexo.
4.1.10 Reabilitacao da EDA de Chinguar com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um armazem em anexo.
IDA-M AL A"
4.1.1 1 Reabilitacao da EDA de Cacuso com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um armazem em anexo.
4.1.12 Reabilitacao da EDA de Calandula com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um armazem em anexo.
4.1.13 Reabilitacao da EDA de Caculama com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um annazem em anexo.
20 4.1.14 Reabilitacao da EDA de Cangandala com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um arrnazem em anexo.
4.1.15 Reabilitacao da EDA de Kwaba-Nzogui com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um annazem em anexo
5. Documentos a serem produzidos: 0 consultor deverh desenvolver e entregar os seguintes documentos separadamente para cada unidade de edificaqlio: 0 Plantas e desenhos detalhados referentes a projecto arquitetdnico, projecto estrutural, projecto de instalaqdes elktricas e hidro-sanithrias; 0 Memoriais descritivos; 0 Especificaqdes tkcnicas. 0 Orqamentos bhsicos 0 Documentos de concurso segundo as Normas do Banco Mundial As plantas e desenhos deverlo ser desenvolvidas em AUTO CAD e entregues em 5 unidades de CD ROMs e cinco exemplares em papel sulfite. Os textos deverlo ser escritos em Times New Roman, corpo 12, do Microsoft Word e os orqamentos em Exel.
6. Fontes de Consulta e Normas e serem seguidas. 0 consultor deverh na elaboraqlo dos projectos seguir as Normas mais recentes vigentes na RepGblica de Angola, ou na faltas dessas, normas intemacionalmente aceitas, porimneste cas0 previamente aprovadas pelo contratante.
7. Relacionamento com o Cliente. 0 consultor, para todos os casos tkcnicos, deverh se reportar ao MINADER atravks do tkcnico especificamente nomeado para a fiscalizaqZo da prestaqlo dos serviqos.
8. Prazo 0 prazo para a elaboraqlo dos projectos executivos e respectivos documentos de concurso, conforme descritos no item 5, k de 120 dias de calendhrio, incluindo o levantamento de campo e de documentos existentes nos drglos do govemo.
9. Custos e forma de pagamento E estimado o custo de US$50,000.00 (cinquenta mil ddlares) com a seguinte forma de pagamento: 20% como adiantamento na assinatura do contrato; 40% na apresentaqlo dos drafts dos projectos executivos para avaliaqlo do contratante; 40% apds a entrega dos documentos completos, conforme descrito no item 5..
10. Perfil do Consultor
Licenciado em Engenharia Civil com pelo menos dez anos de experiencia em elaboraqlo de projectos de edificaqdes similares aos descritos no item 4.
21 MODEL0 DE CONTRATO PRESTACAO DE SERVICOS CONSULTOR INDIVIDUAL
ESTE CONTRATO ("Contrato") C celebrado no dia de de 200-, entre ("0 Contratante"), com sede em ,e ("0Consultor"), com sede em
Considerando a necessidade do Contratante contratar a execuqgo dos Serviqos objecto do presente contrato, e considerando que o Consultor se propde prestar esses Serviqos, acordam as partes com as Clhusulas que se seguem:
1. Dos Serviqos
0 Consultor obriga-se a executar serviqos referentes a elaboraq5o dos projectos executivos das edificaqdes especificados no item 4 dos "Termos de Referencia" que faz parte integrante deste Contrato.
2. Do Prazo
A menos que as partes subsequente e expressamente acordem de modo diferente, o Consultor deverh executar os Serviqos no period0 compreendido entre e , conforme previsto no item 8 dos Termos de Referencia
3. DoPagamento
Obriga-se o Contratante, em face da execuqHo dos Serviqos especificados nos Termos de Referencia, a pagar ao Consultor o montante acordado, no valor de US$ ...... 0 pagamento serh feito nos prazos e condiqdes estabelecidas no item 9 8 dos Termos de Referencia
4. Padrdes de Desempenho
0 Consultor obriga-se a executar os Serviqos de acordo com os mais elevados padrdes de competencia, integndade profissional e Ctica. Nahip6tese do Contratante provar serem insatisfatorios os serviGos objecto deste Contrato, notificara o Consultor e podera rescindir, de imediato, o Contrato, sem que haja direito a qualquer indemnizaqao.
5. Forqa Maior
Nenhuma das partes serh considerada como tendo faltado is suas obrigaqdes contratuais se o cumprimento de tais obrigaqaes tiver sido impedido por qualquer cas0 de forqa maior verificado depois da data do Contrato ou da data em que este tiver comeqado a produzir efeitos, conforme o que ocorrer primeiro. Entenda-se por forqa maior acqdes das forqas naturais, greves ou outros conflitos laborais, guerras, epidemias.
6. Sigilo 0 Consultor ngo deverh, no decorrer deste Contrato e por (2) dois anos contados a partir do seu tCrmino, divulgar qualquer infomlaqHo confidencial ou particular do Contratante relativa ao Serviqo, este Contrato ou aos neg6cios ou operaqdes do Contratante, sem o seu prCvio e escrito consentimento.
22 7. Propriedade do Material Todos os estudos, relat6rios ou outros materiais, como desenhos plantas grhficos, etc., elaborados pelo Consultor para o Contratante, sob este Contrato, pertencerzo ao Contratante. 0 Consultor poderh reter uma c6pia de tais documentos.
8. Incompatibilidades 0 Consultor concorda que, no decorrer deste Contrato, estarh desqualificado para o fomecimento de bens, obras ou serviqos (salvo os Serviqos, ou sua continuaqlo, objecto do Contrato) para qualquer project0 resultante ou vinculado aos Serviqos para o qual foi contratado. 10 Seguro
0 Consultor responsabilizar-se-8 pela contrataqlo de quaisquer seguros que se julgarem necessirios. 11. CessTio
E vedado ao Consultor ceder o objecto deste Contrato sem o prCvio consentimento do Contratante, por escrito.
12. Legislaggo Aplichvel e Idioma Ao Contrato serTio aplichveis as leis da Repfiblica de Angola e o idioma que o rege serh o Portugds.
13 Soluglo de Conflitos
Qualquer conflito resultante deste Contrato, n5o solucionado amigavelmente pelas Partes, deveri ser submetido iarbitragem de acordo com as regras e leis vigentes na Repfiblica de Angola.
PELO CONTRATANTE PELO CONSULTOR
Assinatura: Assinatura:
Cargo:
23 Terms of Reference for the Design of Basic Projects to recover about 748 kilometers of Feeder Roads in the provinces of Malange and BiC.
1. Background.
After nearly thirty years ofconflict, Angola's infrastructure is today badly wrecked. Most ofthe highways are impassable or unsafe; besides, about 5-7 million explosive mines were laid in the ground and threaten peoples' lives and population welfare. Bik, Huambo, Moxico, Lunda Norte, Lunda Sul, Uige, Cuando, Cubango and Malanje are the most affected provinces.
In rural areas, life quality is the worst conceivable. A recent drought rendered the situation even worse. The rural population can't get to have any productive activity for lack ofseeds, fertilizers and highways to send out the production. These needs, combined with other agricultural difficulties, are the causes of the rural exodus and suffering for a lot ofpeople due to a severe shortage, famine and malnutrition.
Angola Government intends to start an infrastructure recovering program capable to enable the supply of basic social services to the peasants, especially by improving the transport infrastructure, which will help the free movement ofpeople and goods, combined with measures to foster the rural economy through direct investments in agriculture and small rural industries.
To implement this process, EMRP includes a component for the development of agriculture according to which the first thing is to restructure and strengthen the national seed production and control systems and also to recover the feeder roads network in two provinces: Malange and BiC.
2. Context
Within the scope ofthe country infrastructure, feeder roads represented the most affected segment during the 25-year war. They didn't receive any maintenance, many were mined and bridges were destroyed in others
Because no regular maintenance was possible during the years ofwar, rural roads are severely damaged. In many locations, even during the period ofdry weather, traffic in such highways is very difficult, affects significantly any negatively any planned agricultural production program, simply because ofthe lack of safety for production outlet. The Provincial Governments are today responsible for the conservation of feeder roads; however, due to the shortage ofresources, the governments can do very little in the short run to implement effective rehabilitation and maintenance programs. The example ofpunctual rehabilitation interventions carried out by foreign aid agencies, United Nations agencies and NGOs attest the success ofEMRP proposal ofinvesting in the recovery offeeder roads. Such actions show that the re-establishment of vehicle circulation allowed a significant improvement in the quality oflife for the rural population living near the recovered routes.
3. Objective of Consultancy Contract
The purpose of this consultancy is the contracting ofspecialized company to design the projects necessary for the implementation of works to recover about 748 Km offeeder roads in the provinces ofMalange and BiC, including maps, ground plans, detailed drawings, descriptive memorandum, material and
24 services technical specifications, budgets, work implementation timetables, road maintenance training manual and bidding documents.
Projects must be designed for the following stretches: I Stretch I Cities Served Province I Distances (Km) /I
The stretches are indicated in the Map, item 10.
4. Scope of Work
As described in the Context above, the services to be supplied by the consultant are located in rural areas where explosive mines were laid in many fields and roads. Therefore, regarding safety aspects, all works must be implemented in close consultation with the National Agency for Explosive Mines Removal, which is the Angola Government agency in charge ofthe mine dismantling processes.
Regarding the technical aspects, all local standards and procedures must be complied with, and the works must be executed in close collaboration with the Ministry ofPublic Works and Urbanization, which is the Angola Government agency in charge ofall engineering works.
With the goal of achieving the objective ofthis Term ofReference, the consultant must take into account the following phases in the development ofthe works:
4.1 Firstphase
Preliminary studies:
4.1.1 Review and updating ofthe information and the documentation included in the appendices to this TOR, and field data collection, including updating about the mine dismantling process; 4.1.2 Updating on the road stretches referred to in the table included in item 3, and identification of any alternative routes that may be used; 4.1.3 Physical recognition and survey ofall road stretches referred to in table in item 3 and in the map in item 10, by using a smart measurement equipment (pedometer), flagging both the starting point and the end point in each stretch with concrete landmarks, besides determining the corresponding coordinates and true heights by GPS. 4.1.4 Identification of all critical points along the roads, such as: ravines originating from erosions, undefined lanes, interruptions and points requiring more extensive intervention and detailed technical evaluation or whose solution requires the study ofaltemative action. Besides the identification ofthe
25 corresponding kilometers in the road, the coordinates and the true heights ofsuch points must also be determined by GPS; 4.1.5 General survey of drainage general conditions: e Surface drainage - identification and assessment ofinterventions to be carried out in side trenches, roadsides, water outlets, embankment protection, etc. e Thalweg drainage - identification and assessment ofinterventions to be carried out in standard engineering works (water body crossings) as well as in special art works (bridges and pontoons). The survey must be illustrated with photographs for technical assessment in order to allow a decision on whether the remaining structures will be used or not.
4.1.6 Identification oflocations with availability ofworkers and assessment ofpossible application of labor-intensive rehabilitation works, with indication ofthe most suitable technology and management system; 4.1.7 Identification oflocal building supplies and assessment ofpossible use ofsuch materials in the works, such as wood for bridges, sand, rocks, soil beds for embankments and paving material, etc. 4.1.8 Preliminary cos" estimates, including either the rehabilitation or the building ofnew lanes, taking present conditions into account, as well as the sites, the means of access, the distances from supplying centers, the availability ofmaterials, equipment, local and imported labor, etc. 4.1.9 Estimate budget for rehabilitation or construction ofnew surface drainage and thalwegs (water body crossings, bridges and pontoons) taking present conditions into account, as well as the sites, the means of access, the distances from supplying centers, the availability ofmaterials, equipment, local and imported labor, etc.
4.2 Second phase
Phase 2 will be characterized by the analysis ofthe preliminary studies, discussions with the contracting party, selection of work methodologies and technical definitions that will be applied in designing the basic projects. 4.2.1 Submission ofthe preliminary studies generated in the first phase, analysis and discussion with the contracting party on the methodologies that will be adopted to design the basic projects; 4.2.2 Submission and proposition oftechnical alternatives or more appropriate and cost-effective options for the execution ofrehabilitation works in replacement of traditional, costly methods; 4.2.3 Proposition of standardized models for such works as drainage, bridges over water bodies and road paving, talung into account the availability oflocal materials and human resources.
4.2.4 Submission ofa draft Feeder Road Maintenance and Preservation Manual and training program to be provided by the contractor in charge ofimplementing the works. It should also include the estimate size ofthe maintenance squads to be nominated by the provinces.
4.3 Thirdphase
The third phase will be characterized by the preparation oftechnical documentation, as described in item 5, and will include the following: 4.3.1 Descriptive memorandum including justifications for all technical, solutions adopted and calculation records when applicable; 4.3.2 Basic projects for rehabilitation or new constructions, in view ofthe results ofthe technical discussions described in item4.2, which must include text, maps, ground plans, drawings, etc. 4.3.3 Technical specifications ofmaterials and services as well as recommendations regarding building procedures and work implementation; 4.3.4 Budget for the works including quantities ofmaterials and services, unit prices and works lump sum price.
26 4.4 Fourth phase.
Fourth phase will be characterized by the preparation of following documents:
4.4.1 Training Manual: The Training Manual designed for the preservation and maintenance squads must include provisions stating that the implementation ofsuch services will be under the contractor's responsibility after the completion ofthe works and parallel to the preservation and maintenance one-year period under contractor's responsibility.
4.4.2 Bidding Documents: Prior to the preparation of bidding documents, the consultant must define, together with the government agencies, the work LotsPackages according to the implementation strategies and the payment schedule for each component.
5. Documents and Reports by Phase and Monthly
The consultant will generate the draft reports described below, according to the Timeframes defined in the Timetable included in item 7 of this Terms ofReference. 5.1 In Phase 1, and in function ofthe assessment ofexisting conditions and according to the surveys carried out in the preliminary studies, as described in item 4.1, the consultant will generate the Consultant's Report, reflecting the results ofthe activities carried out, including the propositions of technical criteria to be adopted in his basic project proposal;
5.2 In Phase 2, the consultant will present seminars to discuss with the contracting party's technicians his preliminary report and the many different ways to implement the works, especially in relation to the definition ofimplementation methods, standardized projects, building techniques, etc., as described in sub-items from 4.2.1 to 4.2.3 and, in will eventually provide a report on the conclusions arrived at.
5.3 At completion ofphase three, the consultant will submit the basic projects as described in sub- items 4.3.1 to 4.3.4, taking into account both the conclusions arrived at in phase two discussions and the minimum technical conditions described in item 6 ofthis Terms ofReference, as follows:
0 For those stretches requiring only small interventions and where no changes to road geometric plan are required, the basic project will consist ofa descriptive text in which critical points are identified for interventions and works, complemented by ground plans, maps, detailed drawings, etc., clearly defining how road beds, slopes, roadsides, surface and thalweg drainage, etc. will be rebuilt. e For those stretches requiring more extensive interventions, including earthmoving works to allow rebuilding road lanes or recovering damages caused by erosion, and where changes to the road geometric plan are required, geological and geotechnical studies are to be carried out in order to support earthmoving works, with definition ofborrow pits, average transport distances, volume of cuts or embankments, building methods, soil quality, drawings show cross-sections that will be used, etc.
27 5.3.1 For those stretches requiring changes to the geometric plan or where a complete road rebuilding is required, a full project is to be designed, as defined in the Minimum Technical Conditions described in item 6.
5.4 In Phase Four, the consultant will prepare both the Training Manual and the documentation necessary for the international bidding process, dividing the works in LotsFackages, based on the availability ofresources as defined in the Credit agreement executed between the Angolan Government and the World Bank, as described in subitems 4.4.1 and 4.4.2.
5.5 In the course ofProject implementation, the consultant will submit a monthly work progress report to the contracting party and to the World Bank, briefly describing the results achieved in the report reference month, a summary ofthe activities scheduled to be implemented in the next month, any difficulties/problems encountered during the implementation of the Project, solutions and corrective actions proposed or implemented to solve such difficulties;
All reports requested above will be generated initially in draft format until a feedback / reaction is returned from the contracting party and from the World Bank. The final reports will then be generated takmg into account the comments from the contracting party and from the World Bank
6. Minimum Technical Conditions
6.1 Hydrology Studies All data required for a study about the flow rate yield of special engineering works and drainage devices, regarded as critical during inspection and data collection (1st Phase) must be provided.
The determination ofproject flow rate regarding all drainage devices proposed will be made according to the conventional methods usually adopted, taking into account the following recurrence times.
I Surface Drainage I 10 I FwegCrossing I 25 and 50 I I Deet, Drainage I 01 I Drainage ofPavement 01 Special Art Works 100
Hydrology studies must include:
0 Descriptive text providing a justification ofthe method applied; 0 Drawing and ground plans showing hydrological basins, supplied by the contracting party; 0 Drawing and histograms of rainfall, number of rainfall days, Thiessen polygons, intensity x duration x frequency curves, to be generated based on existing data or on data used in previous projects; e Chart including flow rate calculations, as well as the characterization ofbasins.
6.2 Geological-geotechnical studies Geological-geotechnical studies will support earthmoving projects, paving and other project activities.
28 6.2.1 Geological studies e Identification and marking-off, as per segment and with compatible accuracy, of all geologically critical spots, in terms ofsensibility ofshoulders in general. 0 List of measures to be taken in the field, for each segment, in order to identify, confirm and optimally mark off such geologically critical spots, based on the assessment and background of previous geotechnical accidents. 0 Identification ofplaces likely to provide appropriate materials for work implementation. 0 Recommendations regarding features to be emphasized and features to be avoided during project implementation. 0 All pieces of information requested will be marked off on the available cartographic sheets and linked to the kilometer they belong to in the road.
6.2.2 Geotechnical studies The guidelines below must be taken into account in the geotechnical studies: The boundaries of all homogeneous segment, bore holes, paving inventory or evaluation areas, data collection segments, etc., must be linked to the kilometer of the road they belong to and must be GPS determined. The Technical Proposal must define clearly all procedures to be adopted by the Bidder, regarding work items and quantities estimated.
In those segments where the current road route will be kept sample must be collected in compliance with a boring plan previously submitted to the contracting party, including all critical points identified in the preliminary studies described in the first phase of the work Scope.
In those segments where the road route will be changed (altemate routes, critical points, etc.) borings must be carried out in the cuts and in the segments through embankments with a maximum height of 1.O m (one meter) along the axis assigned, at every 200 meters at least. In the case ofvariation in the subgrade material, a shorter spacing must be applied, in such a way as to allow a perfect characterization of the subgrade studied.
In the case ofsegments through embankments with a maximum height of 1.O m (one meter), borings must reach the depth of 1.O m (one meter) below the natural ground with a 200-m spacing.
Studies of embankments higher than 1.0 m (one meter) must be performed with borings in the lowest points ofthe thalwegs up to the depth of 1.O m (one meter). In such points, materials must be classified in an expedite way. The survey report must include the kilometers, the bore position, heights at beginning and at end of sampled material, expedite classification ofthe material.
In those places where lateral borrows are expected, bore holes must be located, in principle, in the borrow axis, and the longitudinal distance between bore holes must be equal to 100.0 m (one hundred meters), and the depth equal to borrow expected depth.
Concentrated borrow pits must have at least 05 (five) bore holes, with a maximum spacing of 60.0 m (sixty meters). Samples will be collected from all bores in the several horizons; samples will be submitted to expedite evaluation for use in the road lane paving. Survey report must include the kilometers, the bore position, heights at beginning and at end of sampled horizon, and the expedite classification of the material.
29 In the studies offar off borrow pits, information must be provided regarding the distance from the axis of the road, access and exploration conditions, estimate of available volume, existing vegetation and any further information that may be relevant to the project.
6.3 Route Studies
Because the stretches where road rehabilitation is due to follow the existing road route do not include Route Studies, such studies will only be carried out in the cases ofalternate routes or in the studies of different alternatives, and after judicious problem analysis and if so authorized by the Inspection. When necessary, Route Study must include the implementation ofthe following activities: 0 Collect, analysis and study of existing data, such as maps, contour maps and previous projects, targeting the indication ofnew opportunities to improve the route; b Study of new opportunities to improve the existing route, including field inspection for characterization of crossing points and critical segments, whenever any deficiencies are detected in the route; 0 Route Study must be submitted as follows: b Descriptive text providing a justification ofthe studies carried out; 0 Recommendations regarding the performance of topographical studies in the strip to be surveyed; 0 Presentation ofthe route over an existing topographic map.
6.4 Topographical Studies
6.4.1 In those segments where the current road route will be kept, requiring only small interventions, as described in item 5.3.1, the preliminary surveys described in the first phase will be applied, including a simple description of the activities that must be implemented along the road stretches, and the GPS- determined coordinates and true heights ofinterventions.
6.4.2 . In those critical points and stretches where route alteration is requested, the topographical studies will include, basically, the implementation ofa polygonal with anchorage in the vertexes, geometric leveling and counter leveling, implementation ofbench marks, survey of study strip and corresponding drawings, complying by the following recommendations:
Implementation of one basic polygonal along the strike defined by the route studies, by using the total station type electronic equipment. This polygonal must be closed and be 5.0 (five) kilometer long at most. Closure mistake tolerances will be: Linear closure: 20 mm, Angular closure: OO"OO'30" and Altimetrical closure: 20 mm In order to control both the polygonal location and the leveling base, also in this case GPS- determined coordinates and true heights must be established at every 5.0 (five) kilometers, or at least 2 (two) observations, one in the beginning and the other in the end of the polygonal, including the implantation of (two) concrete landmarks in each determination site, provided with metallic pins. The survey of study strip will be carried out by the total station by applying the point chainage process, with minimum density of300 points per kilometer. Survey strip minimum width must be 15 (fifteen) meters to each side ofthe polygonal. The survey must generate ground plan drawings in the 01:02 AM.000 scale, including entire strip planimetry and altimetry. Contour lines must be represented in the drawing with a I-meter contour interval.
30 6.4.3 Topographical studies data must be presented in proper AUTO CAD format files. Any modification in the specifications listed above may only be made upon express authorization by the Inspection.
6.5 Geometric project.
6.5.1 For those segments where the current road route will be kept, the geometric project will consist of descriptive text with location of all critical points were interventions and works will be carried out to rebuild lanes, roadsides, side trenches, slopes, erosions, with indication of borrow pits, average transport distances, and drawing including all cross-sections that will be used along the stretches, all marked off according to the surveys carried out in Phase 1.
6.5.2 For those stretches including critical points and where route changes are required, as described in item 5.3.3, the road building geometry detailed building will be based on: 0 Definition oftraverse section, type ofroadlane, together with the Inspection; e Definition of boundary characteristics, such as, curvature minimum radius in the map, profile maximum ramp; 0 Definition of project axis based on the results of the topographical studies phase, including definition ofgeometric elements necessary to the implementation; 0 The presentation ofthe geometric project will consist of: 0 A text including project justification; 0 Drawing in A1 format, including both the ground plan and the profile, in the following scales: H=01:02 AM.000 and V=1:200, and drawing oftransverse sections type in 0150 AM scale.
6.5.3 The road lane height line (grade) to be presented must refer to the finished lane paving and must be represented in relation to the natural ground line. Services must be developed by using AUTO CAD software, so that at completion ofthe works, the drawings may be presented in magnetic file format, besides the conventional presentation in the format ofdrawings and reports.
6.6 Earthmoving; project
e Any earthmoving project that becomes necessary must include: 0 Analysis of geotechnical profile and Geotechnical Studies' recommendations regarding the categories of materials to dig, replacements of subgrade material, removals of soils, location of borrow pits, etc.; Definition and study ofslopes and contention works stability; Project for embankment foundations in soft soils; Calculation ofearthmoving volumes; Distribution of earthmoving volumes, including the corresponding definition oforigin and destiny ofmaterials with respective transport distances; Definition ofborrow pits and waste tips areas; Generation ofearthmoving service data sheets; Quantification and specification ofthe services to be performed; and, Calculation of volumes and earthmoving service data sheets must be generated by electronic processing.
The earthmoving project will be presented as follows: 0 A text including project description; e Charts including volume calculations; 0 Earthmoving distribution and orientation charts;
31 0 Earthmoving summary chart; 0 Maps including the location ofborrow pits and waste tips, 0 Drawings ofcross-sections type in cut and embankment, showing slope inclinations; 0 Drawings ofbuilding details and indication oftechnical specifications and building methods to be applied, including waste tips.
6.7 Drainage Proiect
6.7.1 In those segments where the current road route will be kept. The drainage project will include the rebuilding of roadsides and lateral trenches, prolongation or reconstruction of works and or existing facilities, provided that there are not indications of inadequate flow rate, in which case they must be resized.
6.7.2 In those stretches including critical points and where route changes are required, the drainage project will include: 0 Project for water body crossings and mouths-flow sections, location, type, class, project-type, length; 0 Surface drainage project-roadsides, longitudinal trenches, devices, location, indication of project-types and length; 0 Deep drainage project-drains, location and indication ofproject-types and lengths; 0 Special engineering works project: study offlow rate adequacy, minimum span, maximum floods and air cushion.
The presentation of the drainage project will include: 0 Descriptive text providing a justification ofthe solutions designed; 0 Drawings of road lane surface drainage (Project-type); 0 Drawings ofdeep drainage (Project-type); 0 Designed works summary charts including the location, type, diameters, lengths, skewings, etc.; 0 Indications of specifications and building methods to be applied.
6.7 Paving- Project
The paving project to be designed will include only the surface course or the base course ofthe road, with indication of thickness, cross-sections, and materials to be used in function of occurrence, technical specifications and budget.
6.8 Signaling- project and safetv devices
This project will include the study and development ofthe following activities: 0 Definition ofspeed to allow the development ofthe signaling project; 0 Vertical signaling project: type, message, symbol, sizing, location and materials to be used; 0 Fender project-type and location thereof; and, 0 Project for other safety devices as required.
The presentation ofthe signaling and safety devices project will consist of: 0 Descriptive text providing a project justification; 0 Drawings including the location ofexisting signaling in the stretch; 0 Drawings showing details ofsignaling implementation; 0 Summary charts including the location, model, type and quantity ofdesigned devices;
32 0 Technical specifications to be applied in the implementation ofthe project.
6.9 Complementary works proiect
This project must propose solutions for fences, crossing gates and cattle guards, conventional retentions: bolsters, gravity retaining walls, curtains, stone ripraps and other. The presentation ofthe complementary works project will include: 0 Descriptive text providing a justification ofthe solutions designed; 0 Drawings including project-type and details; 0 Summary chart including the quantity of designed solutions; and, 0 Indication oftechnical specifications to be applied.
6.10 Rehabilitation works budget
6.10.1 The project must define the quantities of materials and services and present such quantities in a Table of Quantities for each segment. The general budget will be prepared based on such quantities of materials and services and will include: 0 A list of all services to be to implemented; 0 Unit price and lump sum price for all works 0 List ofequipment, materials and labor to be applied in the implementation ofservices; 0 Provision for the maintenance of rehabilitated roads over a one-year period after the completion ofthe works, parallel to the "on-site" training to the provincial squads to be nominated, as defined in the maintenance manual.
6.10.2 The Inspection may require the presentation of estimated quantities for analysis prior to the completion of the projects. Specific partial budgets may also be required for economic-financial evaluation ofthe different technical solutions.
7. Project Design Timeframe and Work Schedule The timeframe for project design and bidding documents preparation is 6 months, including the times for approval ofreports/documents by the contracting party.
33 7.1 Im
7.2 Time allocated to the consultant's team
8. Staff Profile and Team Formation
8.1 Senior civil engineer
Engineering degree holder with at least 15 years of experience as a project engineer in similar projects.
34 8.2 Junior Civil Engineer
Engineering degree holder with at least 3 years of experience as a project engineer in similar projects.
8.3 Surveyor
Field-experience Surveyor with electronic equipment, Total Station type and GPS, having the ability to work in the office and Auto-CAD software skilled. Must possess a minimum 10 years experience in similar projects.
8.4 Main Office
Besides the administrative staff (Errand boy, secretary, typists, etc.) and the necessary equipment (computers, plotters, copiers, etc.) to generate the documents (plans, maps, drawings, memoranda, calculations, technical specifications, budgets, manuals, bidding documents, etc.) and the analyses described in this Term ofReference, the Main Office team must include the following technicians:
One Auto-CAD technician with at least 5 years of experience; One high-school or equivalent technician with at least 5 years of experience in the generation of road budgets 0 A high-school or equivalent education bilingual assistant (English-Portuguese) with at least 5 years ofexperience in the generation oftechnical translations
8.5 Field Technical team.
The field technical team, besides assistants experienced in soil collection and lab geological analyses operation, must include the following technicians: One high-school or equivalent technician with at least 5 years ofexperience in lab analysis and soil analysis; One high-school or equivalent technician with at least 5 years ofexperience in field work related to geological-geotechnical studies; One high-school or equivalent field assistant with experience in labor-intensive works related to data collection regarding the possibility of developing such activities with the local population.
8.6 Field Support Team
The field support team will include all assistants, support equipment and vehicles necessary to carry out such activities as people and equipment transportation, food supply, safety and occupational health, team lodging, etc.
9. Budgets - in US$ The anticipated budget has been estimated to some US$730,000 (or some 7.5% of the feeder roads rehabilitation works estimate),
35 10. Map: Feeder roads targeted for rehabilitation under the project in Malange and BiC.
36 Appendix 3: Health
Health sector assessment
Angola has a very young population, with about 50 percent under the age 15 and 93 percent under the age of 50. Its total fertility remains high (7 in 2001). The prolonged armed conflict has prompted massive movements ofpopulation and produced about 4 million internally displaced people, most ofwhom have found refuge in the costal provinces. The living conditions ofthe refugees and internally displaced people are very poor.
Health status
The health situation in Angola is one ofthe worst in the world. At just 40.2 years, Angola also has one of the lowest life expectancies in the world. Malnutrition is acute; about 45 percent of children under age 5 suffer from stunting (low height-for-age) and 3 1 percent are underweight. This puts Angola in the very high level ofstunting and will have enormous social and economic implications in the foreseeable future. With 6 percent prevalence, the severity ofwasting among Angolan children is medium according to WHO threshold levels. Nevertheless there is growing evidence that from 2002 until the end of 2003 the health status has improved all over the country and sever malnutrition is occurring in only some areas.
The under-five mortality rate, estimated at 250 per 1,000 live births in the 2001 multiple indicator survey and the infant mortality rate at 150 per 1,000 live births (compared with 91 for Sub-Saharan Africa as a whole) are among the worst in the world. In infants, the main causes of death are related to malaria, diarrhea, respiratory infections, anemia and measles, and, in certain areas, malnutrition.
The country has not passed through the demographic transition like some ofthe southem African countries. It still has a high fertility rate of7. Sexual activity begins at a young age, and due to a very low contraceptive prevalence rate (less than 2.8 percent ofcouples use a modem contraceptive method), some 27 percent ofwomen aged 15-19 years old are already mothers.
This situation has implications in terms ofreproductive health and maternal mortality. The maternal mortality rate stands at 1,500 matemal deaths per 100,000 live births in 1994 compared to 600 in 1992, according to institutional data. The main causes ofdeath for women are malaria, hemorrhage, eclampsia, and complications of abortion and prolonged labor. These causes are commonly associated to poverty and to the lack ofaccess to adequate reproductive health services that are neither expensive nor technically demanding. For example in Malange increased access and limited training provided in the provincial capital helped to reduce the matemal mortality rate from 3,007 per 100,000 in 2000 to 1,085 per 100,000 in 2003 (Malange Directorate ofPublic Health 2003 draft annual report).
Epidemiological situation
Angola’s epidemiological profile is characterized by still having a high burden of disease related to nutritional deficiencies and infectious and parasitic diseases, including malaria, tuberculosis, and HIV/AIDS.
The epidemiological surveillance system is poor, although a network ofsentinel sites, based on a system of radio transmissions, has recently been established with support ofWHO and UNICEF covering almost all the provinces. The most common causes for visits to health care facilities in 2001 were malaria, acute respiratory infections, diarrhea, and typhoid fever. Of transmissible diseases, tuberculosis was the sixth cause for visits to health care facilities and measles was the tenth. Malaria and diarrhea were the most important causes of death followed by tuberculosis and respiratory infections.
37 Malaria alone accounts for more than 60 percent of all outpatient visits and death by transmissible diseases reported in 2001. According to the National Malaria Control Program, every Angolan typically experiences 3 to 5 malaria episodes per year. The multiple indicator cluster survey 2 using the prevalence offever as a proxy for malaria showed that 25 percent ofthe children had fever in the previous 2 weeks. Only 10 percent ofhouseholds use bed nets to prevent transmission ofmalaria.
Diarrhea prevalence among the under-five year olds stands at 25 percent (multiple indicator cluster survey 2) but only 7 percent of these cases were treated with more fluids and continued feeding. Only 40 percent ofsuch cases were treated with oral rehydration salts.
Measles was the fifth cause ofdeath by infectious diseases. A recent measles immunization campaign conducted by the government with support from UNICEFwas a success covering 7.3 million children, 93 percent ofthe target population ofchildren between 6 months and 14 years. During the last 45years outbreaks ofmeningitis and cholera in Luanda and some southem and central provinces have put an added burden on an already weakened health system.
One ofthe most important diseases that are highly prevalent in the northem areas ofthe country is trypanosomiasis (sleeping siclaess). There is a specialized autonomous institute set up to deal with the disease and actions related to this disease should be included in any basic health care intervention in the endemic areas.
Tuberculosis prevalence is increasing. Studies from 1990 estimate the annual infection risk to be between 1.2-1.9 and the incidence to be of 120 cases per 100,000 inhabitants. Data from the tuberculosis program for 200 1 (tuberculosis program annual report) reports more than 2 1,000 tuberculosis patients. Since 1996, the country has adopted the DOTS strategy for treatment but it only covers 44 of 163 municipalities in the country and less then 43 percent ofthe population.
AIDS epidemic
HIV/AIDS is a major health problem in Angola. The existing data based on surveys done by the National Institute of Health and the Italian Cooperation shows a trend ofincreasing prevalence in pregnant women especially in Luanda and among sex workers. The National Program against ADShas developed a new strategic plan for three years and is in the process oflaunching projects based on the plan. The National Committee against AIDS has been approved in the parliament and is waiting for the approval ofthe regulation and the creation ofthe secretariat.
The HIV/AIDS pandemic has been neglected and there are clear signs that the epidemic is well established in the population and that in certain areas, such as Luanda, it is already in an explosive phase. The most common ways of HIV transmission are heterosexual (55 percent ofall cases registered by the National Aids Program), mother to child transmission (14 percent), and blood transfusions (8 percent). Local surveys done in 2001 showed that almost 9 percent ofpregnant women in the main matemity ward in Luanda hospital were HIV positive. The numbers are even worse in the case ofsexually transmitted infections, especially ofsyphilis. Recent studies conducted by GOAL in 2001 and by KPMP in 2002 (two international NGOs), showed that at voluntary counseling and testing clinics, 80.6 percent ofthe attendees tested positive for syphilis. Tuberculosis and HIV/AIDS are associated. In Angola, 19 percent oftuberculosis cases in the main tuberculosis hospital test HIV positive.
Knowledge ofHIV/AIDS and how to prevent it is low, and people continue to engage in risky behaviors that contribute to spreading the disease. The use of condoms is low even among sex workers who are aware ofthe risks of contracting sexually transmitted infections. According to the 2001 survey on knowledge, attitudes and practice done by Population Services International in Luanda only 43 percent of
38 males and 40 percent of females aged 15 to 25 years used a condom during their most recent sexual encounter.
Stigma associated with the disease is high. Some 3 1 percent ofrespondents believed that to avoid spread of the disease one should avoid social contacts with people living with aids. The Ministry ofHealth with support from the US. Center for Disease Control has recently begun a national serologic prevalence study that will be finished by the end of2004 which is expected to significantly improve knowledge ofthe characteristics ofthe pandemic in Angola.
Health sector organization and management
The govemment has made many attempts to elaborate a sound policy framework, decentralize decision making, and deconcentrate health service delivery. Muchremains to be done to (a) adjust the institutional and legal framework to the new roles and responsibilities ofthe different administrative levels (central, intermediary, and local); (b) further decentralize decision malung; and (c) strengthen the capabilities of the health provincial and municipal health districts to properly manage human, financial, and other categories ofresources. The national directorates, especially the ones linked to disease control, are organized by diseases lines and are supported vertically by donors and still need to elaborate sound strategies ofintervention and action plans.
The health system
The health system includes a public system under the oversight of the Ministry ofHealth that has a network of facilities in all the provinces with a three tier system of facilities: (a) the primary level with health posts, health centers and municipal hospitals; (b) a secondary level with provincial hospitals providing specialized assistance; and (c) a national tertiary level with specialized hospitals. There is also a military health subsystem with a central hospital and some regional hospitals. The private sector is characterized by the existence of(a) a small but strong oil-related health network, limited to the oil production regions and serving mainly oil company workers and their families; (b) an expanding network of not-for-profit NGO and church controlled health facilities and systems; (c) a for-profit health system that provides services in the main urban areas with very different levels ofquality; and (d) the traditional health sector that is not regulated, but widely used in rural and urban areas. The law of 1992 loosely regulates all these service providers.
The recently approved health facility regulation defines and characterizes the health facility network at all levels, introduces the concept ofhealth area (municipality), and defines the functions and minimum package of services and ofhuman resources required by each service level. Unfortunately the sector was not able until now to disseminate the regulation and support the provincial level services to apply it.
Less than 35 percent of the population has access to a functioning health facility located within five kilometers from their home. Many public health centers lack equipment for diagnosis and treatment and transport and communications, essential drugs, and basic supplies. Health providers are often poorly trained, nor are incentives in place to reward good performance. Salaries were increased in 2002 but not by enough to boost productivity. During 2003, the National Directorate ofHuman Resources began offering refresher training to existing nurses either from the govemment or from UNITA, and also began to offer training to upgrade skills of 1,200 of7,000 health promoters from UNITA and the govemment.
According to the Ministry ofHealth, Angola has about 40,000 health workers including some 700 medical doctors (more than 15,000 population per doctor). The situation ofthe health personnel compares poorly with the situation in countries with similar income levels and is compounded by geographical distribution problems. For example, more than 70 percent ofthe existing doctors are located in Luanda.
39 Budget process and sector financing
The national budget is managed by the Ministry ofFinance using one instrument, the integrated state financial system. The Ministry of Health at the central level is classified as a budget unit and manages the budget ofthe dependent units such as the Directorate ofDrugs and Equipment and the Directorate of Public Health. The provincial health directorates depend on the budget ofthe provincial governments that is directly allocated by the Ministry of Finance and that now comes with salary budget line earmarked by sector. The Ministry ofHealth has little or no power to decide or influence the budget allocation by province (or by other decentralized budgeted units) and even less to influence the real use ofthe budget.
Expenditures in the health sector have been increasing slightly since 2000. In 2001, sector expenditures were estimated at about US$19.1 per capita, nearly twice the expenditure ofthe average for African low income countries (about US$9.58 per capita).
In 200 1, nearly US$13 million were spent on drugs and US$16 million in the control oftransmissible diseases; about what was spent on overseas medical care. In 2003 the Ministry ofHealth has received almost US$3 1 million in the public investment program. Yet, differences in health expenditures by province are large, revealing inequities that must now be redressed.
In 2000, the relative contribution of donors to the health sector budget was 24 percent, with only 10 percent ofthe contributions directed to the central level. In some provinces-BiC, Bengo, Huambo, Kuando-Kubango, Malange, Uige-the donor contribution exceeded 50 percent ofthe provincial health expenditures and indeed seemed to have substituted for the government.
Project justification and target population
As a priority, the government intends to correct the limited coverage ofgood-quality basic health services, particularly for mothers and children, particularly in the provinces most affected by the war and among the internally displaced people. The provinces chosen are Luanda, Kwanza-Norte, Malange, Uige, Moxico and BiC. Because funding is already available for health interventions in Luanda and Uige, the Ministry of Health has suggested focusing project interventions in the remaining four provinces. Some interventions-studies, training, and provision of essential drug supplies-will be carried out nationwide.
The targeted population comprises the poorest and most vulnerable groups in the provinces and especially in newly accessible areas. Almost 3.7 million people live in the four provinces covered by the project, about half in the 21 municipalities where project interventions will be concentrated. More then 700,000 are returnees recently arrived in the communities.
Program and project objectives and interventions
The objectives ofthe proposed health subcomponent are to reduce the high maternal and child mortality, and reduce the incidence ofHIV/AIDS and ofsexually transmitted diseases in selected areas ofthe selected provinces. This will be achieved by increasing the coverage and improving the quality of essential primary health care services to pregnant women and children, particularly those displaced by the war, by providing a minimum package ofhealth care services in selected areas of the selected provinces, training ofhealth care providers, providing essential medicines and supplies, strengthening efforts to reduce the spread ofHIV/AIDS, and by strengthening the provincial and municipal health teams.
40 Components and subcomponents Increase access to primary health services 0 Increase access and use ofMaternal and Child Health services 0 Increase access to treatment and prevention ofcommon illnesses Strengthen the quality of health care services 0 Train human resources 0 Provide essential medicines and supplies Strengthen the control of sexually transmitted infections and HIV/AIDS on targeted groups Strengthen the health sector institutions 0 Strengthen the capacity of municipal and provincial health teams 0 Support health policy review.
Phasing of implementation
The program will be developed in two phases that are interlinked, but the mix ofproposed activities for Phase 1 project, will ensure that significant impact would be achieved even if Phase 2 is delayed or financing does not materialize.
Phase 1 Phase 2 Total
~~ Project Increase access to basic health services 0.38 10.12 10.5 Improve quality ofbasic health services 5.55 9.99 15.5 Control and prevention of sexually transmitted infections and HIV/AIDS 0.12 0.32 0.4 Institutional strengthening 0.67 2.07 2.7 Total base costs 6.72 22.50 29.22 Taxes (10 percent) 0.67 2.25 2.92 Contingencies (10 percent) 0.74 2.48 3.22 TOTAL 8.13 27.23 35.36
PHASE 1 PROJECT
Component I:Increase Access to primary health services
The overarching objective ofthis component is to increase access to primary health services by increasing the number and spatial distribution ofhealth facilities and by designing and implementing an essential health care package ofinterventions. The experience from the recent Minimum Health Care and Nutrition Package Project held in collaboration with WHO in the emergency response period will be the reference to develop the essential health care package. These would be provided at community, primary and secondary health levels, supported by decentralized and strengthened administrative, logistics and management systems. The essential health care package addresses the major causes ofdiseases, morbidity and mortality among the population, but takes into special consideration and targets the poor and the most vulnerable: women and children.
INCREASE ACCESS AND USE OF MATERNAL AND CHILD HEALTH SERVICES
It is expected that, the training in integrated management ofchildhood illnesses will help with nutritional surveillance (based in the baseline surveys) and in the routine use ofthe national growth cards, cases of undernourished children will be detected as well as some cases ofwasted and stunting children. The
41 project is not providing food supplies for nutritional rehabilitation and therapeutic feeding. Nevertheless the Ministry ofHealth at all levels will coordinate closely with the WFP, WHO, the Ministry of Social Action and Reintegration, and NGOs to ensure that women and children in need ofnutritional support receive it.
During Phase 1 no civil works are planned. The architectural studies needed for construction of health facilities planned for Phase 2 will be carried out through component C of the overall project. A rapid assessment ofthe health posts and system will be carried out in the four provinces and 2 1 municipalities covered by the project. The assessment will begin in Moxico in coordination between the Ministry of Health and WHO. It will provide the basis for a health facility and health system mapping tool that can be used by Ministry ofHealth at provincial and central level for planning, monitoring, and decision making purposes. Ambulances, motorcycles, and bicycles will be procured to ensure that all four provincial capitals and selected municipalities have the means to send patients to referral units.
INCREASE ACCESS TO TREATMENT AND PREVENTIONOF COMMON ILLNESSES
This subcomponent will include support for malaria control, providing bednets, and antimalaria drugs in line with the recent guidelines from the malaria program; tse-tse fly traps and tests for early detection and treatment to combat trypanosomiasis; support to develop referral mechanisms to ensure that women facing complications ofpregnancy and childbirth receive the care they need; support to promote early and exclusive breast-feeding; and support for EPIactivities based on a strategy offixed post and routine activities complemented by outreach activities, mobile teams, and special immunization days for polio and measles. The project will support nutrition surveillance and education, therapeutic feeding, and access to micronutrients (vitamin A and iodized salt), promotion of deworming, and use ofthe child growth card as an instrument for child health and monitoring.
Component 2: Improve the quality of health services
The component will support the training ofhealth care providers and provision ofregular and adequate supplies of essential drugs and equipment. Even though the drugs to be procured and distributed will benefit the target population, the quantity ofdrugs to be procured will cover the needs of more beneficiaries and could be used to supplement the needs ofUige or even Luanda. The component includes two subcomponents: training human resources and providing essential medicines and supplies.
TUNINGHUMAN RESOURCES
The technical capacity required to provide good quality clinical and preventive services will be improved through provision ofrefresher courses that will be organized for health professionals and for health promoters who will be trained and promoted to auxiliary nurses. Because HIV/AIDS has permanently changed the service delivery environment, all health personnel including midwives or nurses must know how to counsel clients affected by AIDS and how to protect clients and themselves from infection. Essential skills in counseling on HIVIAIDS will be given to health professionals during training.
During Phase 1 a new curricula will be prepared for the training ofnurses in emergency and essential obstetric care, in the treatment of sexually transmitted infections, and in health surveillance, including epidemiological surveillance. Training will be carried out in the four provinces using teams fiom the provincial nursing schools and monitors from the National Directorate ofHuman Resources and from WHO.
42 Activities will include:
0 Through the contract of national consultants identify, adapt or produce, teaching materials for the training curricula for AIDS knowledge in preservice and refresher training courses, on health surveillance and on EOC. 0 Training and promoting to auxiliary nurse 500 (1,700 over the 2 Phases) health promoters (out of the expected 7,000) from UNITA and from the government. They will be trained in integrated management ofchildhood illnesses, family planning, and reproductive health services, including basic skills on prenatal care and emergency obstetric care. The curricula for this training have already been prepared and almost 1,200 were trained, in addition to 30 trainers on integrated management ofchildhood illnesses. 0 Provide refresher training to the new health staff that has been recruited by the Ministry ofHealth on integrated management ofchildhood illnesses, family planning and reproductive health to include basic essential and emergency obstetric care, and ensure access to comprehensive emergency obstetric care in the provincial hospitals. The EOC training will be carried out by specialized nurse-midwifes that the Ministry ofHealth has already prepared. 0 Provide refresher training in common diseases to include malaria and sexually transmitted infections case management. 0 Refresher training for laboratory and blood transfusion technicians in all the provinces. 0 Provide short-term (3 month) internships in the national hospitals, in internal medicine and other specialties for at least four doctors in all the provinces. The same approach will be used for anesthesiology technicians and some specialized nurses.
Table 1: Types of training and number of trainees for Phases 1 and 2
Increasing access to essential drugs and supplies
Activities will include:
0 Providing kits ofessential drugs to health posts, health centers, and municipal hospitals, to include reproductive health hts, and trypanosomiasis drugs for specific endemic areas, 0 Providing children and pregnant women access to micronutrients by acquiring ferrous sulfate, folic acid, vitamin A, and deworming drugs,
43 0 Providing antiretrovirals for control of mother the child transmission ofAIDS in limited health facilities in provinces to be defined (this activity is conditioned on there being adequate facilities in the provincial hospital and on the national guidelines). 0 Providing to the four provincial hospitals laboratory tests for detection of sexually transmitted infections, and HIV/AIDS, tuberculosis, and malaria allowing a better and more precise diagnosis. The laboratory technicians will be trained on the use ofthese new technologies. 0 The training on integrated management ofchildhood illnesses, essential and emergency obstetric care, sexually transmitted infections, and HIV to ensure drugs are used appropriately.
Table 2: Average needs per year of essential drugs kits for health posts and health centers in the four provinces
Population Kit Post Kit Center Bib 1,016,000 749 52 1 Kwanza-Norte 55 1,000 405 283 Malange 824,000 607 423 Moxico 442,000 352 200 Totals 2,833,000 2113 1427
Component 3: Strengthen activities to control and prevent sexually transmitted infections, HIV/!DS, and tuberculosis
The objective ofthis component is to implement the existing HIV/AIDS strategic plan and to ensure that HN/AIDS control activities are given high priority throughout government. Early diagnosis and treatment for sexually transmitted infections will be improved and included in the primary health care package. The primary focus ofthe project will be to promote an intense set ofbehavior change interventions targeted to specific vulnerable groups. The participation ofpeople living with AIDS will also be promoted as a means offighting stigma and to give a voice to those most affected by the epidemic. Special attention will be given to support the creation ofvoluntary counseling and testing services, especially for pregnant women, and supporting the expansion ofthe epidemiological surveillance network through sentinel sites. The project will have a strategy ofsupporting the introduction ofinterventions to prevent mother to child transmission in a phased manner and where technical conditions allow, but will not make it a priority. The project expects to implement the following activities:
0 A knowledge, attitude, and practices study, focal group discussion, or key informant interviews must be held with targeted risk groups (truck drivers, prostitutes) and key stakeholders, such as religious and traditional leaders and local authorities, in the four provinces. Based in the results of the study NGOs and the provincial offices ofthe Ministry of Health will develop and adapted set of information, education, and communication messages and materials for the behavior change
44 interventions that will be carried out with those groups, especially along the Malange transportation corridor. Increase awareness about HIV/AIDS and sexually transmitted infections in the periurban and rural areas, through information, education, and communication campaigns. The campaigns will be conducted by health professionals ofthe Ministry ofHealth and also by NGOs operating in the priority municipalities. Use ofradio and other media will be encouraged and annually local radios will be contracted to disseminate information, education, and communication messages and radio spots prepared with support from experts from Ministry ofHealth and NGOs. Development ofeducation activities among risk groups such as commercial sex worker and long distance drivers. Training ofhealth professionals on sexually transmitted infection syndrome management and on interpersonal communication skills. Improvement ofthe blood transfusion security in all provincial hospitals and health facilities that provide blood transfusions, by providing blood transfusion materials and HIV rapid tests for 1,800 transfusions and specific training. Improvement ofthe knowledge and practices ofhealth personnel on biosecurity to avoid nonsocial transmission. Using existing protocols in use in voluntary counseling and testing clinics in Luanda to support the training of two voluntary counseling and testing counselors per province and study the creation of voluntary counseling and testing centers in at least the four provincial hospitals. Support of diagnosis and screening of sexually transmitted infections, especially syphilis, through use ofrapid tests.
Component 4: Institutional strengthening
The objectives ofthis component are to improve the capacity ofthe sector to manage the increased demand for services and to decentralize the analytical and decision making capacities to the provincial and municipal levels; to provide needed technical support to the weakened provincial and municipal health structures; and to revise and adapt the existing health policy, prepare a coherent health strategy and medium-term health development plan.
STRENGTHENING CAPACITY OF MUNICIPALAND PROVINCIAL HEALTHTEAMS ON BASIC HEALTH PLANNING AND MANAGEMENT.
One critical aspect ofthe program is to strengthen the management capacities of health teams to plan and manage sector activities at the provincial and municipal levels. This will be achieved through the provision ofspecific training on basic management, including planning techniques and methodologies. The provincial and municipal teams will also receive training in the use ofthe simplified information system, integrated in the training on management and planning techniques. This will be achieved in Phase 1 by:
e Preparing terms ofreference for and contracting primary health care teams or qualified NGOs for each province to provide support to the municipalities and provincial health directorates. e Training ofat least 50 percent ofmunicipal health teams in the prioritized municipalities in basic health management and planning techniques to prepare the way for the decentralization process intended by the government, and allowing also a better participation ofthe primary care level and the communities. e Developing, with the National Directorate ofHuman Resources, National Directorate ofPublic Health, and support from WHO, UNICEF, and UNFPA, supervision mechanisms and skills in the provincial directorate and municipal health authorities, and ensuring regular supervision visits to the health facilities.
45 0 Reviewing and simplifying the existing health information system to make it easier to use at all levels, and to provide essential information for decision making. Duplicate and disseminate standard forms and ensure the flow ofinformation. 0 Collecting, processing, and analyzing, as well as providing feedback ofessential health information for decision making; and supporting the execution ofbaseline and evaluation surveys when needed.
SUPPORT DEVELOPMENT OF A NATIONAL HEALTH POLICY AND HEALTH DEVELOPMENT PLAN
The program will support the design through a participatory approach of a national health policy and the medium-term health development plan (2007-12). This activity is expected to help strengthen the capacities ofthe Ministry of Health and the national directorates, and improve the relationship and lines of communication within the various directorates and between the central, provincial, and municipal health institutions. This will be achieved by:
0 Preparing terms ofreference and program ofactivities to contract specialized technical assistance in health policy and planning to help the Ministry of Health counterparts in designing the revised health policy and strategic plan. 0 Preparing and implementing consultative meetings with partners such as nonprofit sector, churches, an the like for the redefinition ofthe national health policy and the design ofthe national strategic health plan.
PHASE 2
Component 1: Increase access to primary health services
During Phase 2, activities will provide the resources to repair, rehabilitate, or rebuild 65 health posts, 13 health centers, and selected facilities in the four provincial hospitals, such as operating theaters, based on standard ratios between population and health facilities defined by the Ministry ofHealth. It will also support limited rehabilitation ofthe Malange health school that has teaching teams that will provide training to the region, including Kwanza Norte and Moxico. Finally, it will support rehabilitation oftwo warehouses for drugs.
The health units that will be rehabilitated with program resources will also need to be staffed with personnel that that is being recruited and trained within the existing Ministry ofHealth program. The program will cover the costs of training this staff particularly the nurses and auxiliary nurses that will need refresher training. Some of this training has begun in Phase 1, Based on existing ratios defined in the Regulamento das Unidades Sanitarias it is estimated that to provide services for the almost 1.8 million direct beneficiaries ofthe health component, 36 medical doctors, 360 nurses, 720 auxiliary nurses, 30 laboratory technicians, 30 pharmacists, and 10 administrative staff will need to be recruited. This numbers are indicative and will eventually change during the life ofthe program. This intervention will be coordinated closely with the provincial governments to take into consideration the existing investment of the government in the four provinces.
INCREASE ACCESS TO AND USE OF MATERNAL AND CHILD HEALTH SERVICES
During Phase 2, this subcomponent will continue providing the essential drugs, and training related to integrated management of childhood illnesses and essential and emergency obstetric care. Specifically, it will:
46 Harmonize the intervention with ongoing rehabilitation health facilities funded by the government, to avoid duplication. Use the existing standard type ofhealth facilities of the Ministry ofHealth as a reference fro rehabilitation. Rehabilitate, repair, or construct health posts, health centers and municipal reference centers and some specific facilities in provincial hospitals that will have impact in maternal and child mortality such as surgical wards, blood bank, emergency rooms. provide essential medical equipment and furniture to health facilities and ensure that they meet standards for clean water and sanitation. Prepare guidelines by the bureau ofplanning ofMinistry ofHealth or the organization (NGO or a contractor) contracted to do the rehabilitation, for minimal maintenance to the repaired buildings. Contract teams of specialists to include surgery, intemal medicine and pediatrics that will guarantee access to quality services at referral level in four provincial hospitals for the life of the EMRP (see paragraph on implementation strategy). Provide vehicles for referral ofpatients and for logistics and supervision, adopting a policy aimed to involve local authorities and maximizing the use of resources.
INCREASE ACCESS TO TREATMENT AND PREVENTIONOF COMMON ILLNESSES
During Phase 2, this subcomponent will continue with the interventions initiated during Phase 1.
Component 2: Improve the Quality of Health Care Services
During Phase 2, this component will continue to support improvements in the quality ofhealth services through training ofhealth staff, and through provision of regular and adequate supplies of essential drugs and equipment.
TRAIN HUMAN RESOURCES
The technical capacity required to provide good quality clinical and preventive services will continue to be improved through refresher courses that where initiated during Phase 1. These include:
Training and promoting to auxiliary nurse 1,200 health promoters (out of the expected 7,000) from UNITA and from the govemment. They will be trained in integrated management of childhood illnesses, family planning, and reproductive health services, including basic skills on prenatal care and emergency obstetric care. Refresher training for laboratory technicians and blood transfusion providers in the four provinces will continue as well as the internships for nurses and doctors and refresher training in common diseases to include treatment for malaria and sexually transmitted infections. Supervision and on-the-job training ofthe nurses trained in Phase 1 will be carried out regularly by teams comprising Ministry ofHealth officers and provincial health personnel with the support ofWHO. The training on integrated management ofchildhood illnesses, essential and emergency obstetric care, sexually transmitted infections, and HIV to ensure drugs are used appropriately.
INCREASING ACCESS TO ESSENTIAL DRUGS AND SUPPLIES
During Phase 2, this subcomponent will include: Provision ofkits ofessential drugs to health posts, health centers and municipal hospitals, to include reproductive health kits, tripanosomiasis drugs for specific endemic areas, as well as ferrous sulfate, folic acid, vitamin A and deworming drugs for children and women.
47 0 Assessment of potential ofproviding antiretrovirals to prevent mother to child transmission of AIDS, assuming that the “3 by 5” initiative ofWHO has been put into place in Angola. 0 Providing, laboratory tests to the four provincial hospitals for sexually transmitted infections, HIV/AIDS, tuberculosis, and malaria allowing better and more precise diagnosis. The laboratory technicians will be trained on the use ofthese new technologies.
Component 3: Strengthen activities to control and prevent sexually transmitted infections, HIVAIDS, and tuberculosis
During Phase 2, the interventions to prevent the spread ofHIV/AIDS will focus exclusively on the information, education, and communication activities at the municipal and provincial levels through NGOs and the Ministry ofHealth, and through radio and other media. Specific training in case management ofsexually transmitted infections and the expansion ofvoluntary counseling and testing activities will also be pursued as in Phase 1.
Component 4: Institutional strengthening
The objectives ofthis component are: to improve the capacity ofthe sector to manage the increased demand for services and to decentralize the analytical and decision making capacities to the provincial and municipal levels; to provide needed technical support to the weakened provincial and municipal health structures; and to revise and adapt the existing health policy, prepare a coherent health strategy and mid term health development plan for the consolidation phase.
STRENGTHENING CAPACITY OF MUNICIPAL AND PROVINCIAL HEALTH TEAMS ON BASIC HEALTH PLANNING AND MANAGEMENT
Phase 2 will maintain the provision of specific training on basic management, including planning techniques and methodologies. The provincial and municipal teams will also receive training in the use of the simplified information system, integrated in the management and planning train.
SUPPORT REVIEW OF THE NATIONAL HEALTH POLICY AND MEDIUM-TERM HEALTH PLAN
The program will support the finalization ofthe national health policy and the medium-term health development plan (2007-12). The final policy and plan will be based on work carried out during Phase 1,
Implementation
The PMrU will be responsible for procurement and financial management. The planning bureau ofthe Ministry ofHealth will be responsible for coordinating activities among the participating entities: the national directorates of human resources, public health, drugs and equipment, entities carrying out rehabilitation and health sector emergency program, and the provincial health directorates.
The Ministry ofHealth will nominate a focal point to follow-up to the activities and to participate in meetings and other coordination activities. The planning bureau will decide whether to appoint someone from within the ministry or to contract under project finance an independent consultant for this task.
The technical directorates within the Ministry ofHealth, will prepare the bidding documents and the terms ofreferences for consultancies. The planning bureau will review and comment on the documents and provide them to the PMIU for inclusion in the tender documents. The ministry will receive support and technical assistance from WHO, UNICEF and UNFPA for training and procurement ofdrugs, organizations with which it has several ongoing projects. During the next 3-6 months the planning
48 bureau will draw on the expertise ofthe project implementation unit ofthe Bank-supported HIV/AIDS, Malaria, Sexually Transmitted Infections, and Tuberculosis Project to assist with procurement documents.
Role of NGOs
Given the limited capacity of the Ministry ofHealth at the provincial level, the government is considering partnering with NGOs to execute some project activities. The participation ofNGOs or other partners will be regulated by appropriate norms laid out in operating manuals and standard contracts to be developed under the Project Preparation Facility by the PMIU. NGOs could be involved in the following components:
Increase access to primaly health sewices. NGOs have some experience in rehabilitation ofhealth facilities, but they normally use an emergency approach. With access to adequate funding, some will able to manage the rehabilitation of health posts. In municipalities where NGOs are present and the project will have activities it is highly recommended that the rehabilitation ofthe health facilities be undertaken by the NGO under the norms defined by the PIU.
Strengthen the quality of health care services. NGOs can be contracted to provide training to health professionals, using the manuals approved by the Ministry ofHealth. To maximize the expertise ofthe NGO, they should work in close relationship with the provincial Directorate of Human Resources and the nursing school of the province and provide training to all the health personnel and promoters in the province. It should be possible for the NGO especially to contribute in the following training: Management ofhealth services at primary health care; integrated management of childhood illnesses; Common Diseases in adults with focus in STDs/HN/AIDS; Safe motherhood to include Emergency Obstetric. There is competitive advantage to use the already well established procedure ofessential drug kits acquisition and distribution, by the Ministry of Health program using the project PIU. Nevertheless NGOs could have a significant role in supporting the provincial and municipal authorities in managing the stock ofdrugs and also in controlling the distribution and the management ofstocks in the health facilities. Some ofthe NGOs could even provide medical specialists in the areas ofsurgery, pediatrics, and gynecology and obstetrics to work in the provincial hospital supporting the improvement ofthe quality of care and helping in managing the institution.
Strengthen activities to control sexually transmitted infections and HIWAIDS. This requires extensive use oftechniques and skills in communication and community organization and mobilization for behavior change. The Ministry ofHealth has limited expertise in these areas and has inadequate capacity of reaching the target groups oftruck drivers, sex workers, and road construction crews. Therefore, these interventions will be implemented by NGOs operating in the province that will be contracted following the procedures put in place by the PMlU.
Strengthen the health sector institutions. NGOs could provide the directorates with expertise onjob training and hands on experience in programming activities, managing the budget, preparing the annual plan of activities and budget, develop supervision manuals and procedures, improving the HIMS and the epidemiological surveillance systems in place and help in the monitoring and quality assurance ofthe services. A selected number ofNGOs acting in Angola (for example, Save the Children-UK; CARE; World Vision; CCF; Africare) are capable and have experience in Afiica and elsewhere in providing direct support to define priorities, policies, and strategies to support the health reform process, and to develop teaching manuals for the health teaching institutions. NGOs may also be key partners in the process ofpreparing the provincial health plans by providing direct support to the provincial health directorate and to the central level Ministry ofHealth team that are in the process ofpreparing the diagnosis for the 59 prioritized municipalities. Implementation Strategy by component
49 Health facilities rehabilitation, repair, and construction
PHASE 1 PROJECT
A rapid inventory and needs assessment of the health infrastructure ofprovinces is needed. The provinces and the Ministry of Health provided a first list of health facilities to be rehabilitated. The provincial hospitals require primarily repairs ofspecific facilities, up to an aggregate amount of US$300,000. The health posts in BiC and Moxico and some ofthe health centers are heavily damaged and extensive rehabilitation is necessary, at an estimated cost ofUS$200,000 to US$300,000 each.
The Ministry ofHealth will contract, under the PPF, an architectural firm that will provide the final evaluation, scope ofwork and costs for the various health facilities, allowing for a final and accurate prioritization ofthe rehabilitation to be carried out. This firm will also produce the tender documents for the different lots to be presented in the bidding process.
PHASE 2
In many cases firms will be contracted to execute the works. But other solutions will also be considered, including the use ofNGOs and targeted support from the Social Action Fund Project, which has significant experience in constructing health posts To ensure good performance of the health staff, a minimal rehabilitation and equipment program will be implemented in combination with the establishment ofprovisional facilities using clear procurement procedures and supporting the use of local contractors and involvement of local resources and community capacities, wherever possible. The quality control of the rehabilitated facilities will be done in conjunction by the provincial directorates ofhealth and civil works and construction.
Procurement and distribution of drugs, health supplies, andfurniture
PHASE 1 PROJECT
A list ofrequired equipment and fumiture will be prepared by the construction unit of the Ministry of Health and the Directorate ofDrugs and Equipment, based on the existing standard lists and provided to the Ministry of Planning. The items will be procured either directly or included in the tender documents for the rehabilitation ofhealth facilities. The Ministry ofHealth Directorate ofDrugs will also prepare the lists and technical documents for the acquisition of the various drug kits and laboratory materials and will work in close collaboration with the PMIU to prepare tender documents and evaluate bids. The first procurement ofdrugs will be done during Phase 1 and simultaneously there will be a drugs needs assessment done by an external consultant that will also provide expertise in finalizing the tender documents for the ICB.
PHASE 2
The procurement ofthe kits of drugs will preferably be done in one single bid, which will then be delivered to the country annually. The selected contractors will be obligated to deliver the essential drug kits, equipment, and furniture will be obligated to deliver the goods to at least to the provincial capitals and, ifpossible, to the municipalities. To ensure that the drugs reach the municipalities and the health posts and health centers, the cost incurred by the municipalities or communities to pick up the kits will be reimbursed by the project as part ofthe operating costs. It is recommended that some kits ofdrugs and medical supplies, such as the ones related to reproductive health be procured directly through the
50 UNIPAC and UNFPA systems and that there is coordination with these organizations to use their logistical system to distribute the drugs to all the targeted areas, or at least to the provincial capitals.
The equipment to be purchased is not complex and the Ministry ofHealth can guarantee basic preventive maintenance and cleaning. For any equipment requiring specialized maintenance (such as electric equipment) the Ministry ofHealth will underwrite contracts with firms located in Angola that normally provide this kind ofservices to the Ministry ofHealth.
Human resources developnient and training
The Ministry ofHealth is in the initial phases ofimplementing a program that will increase the number of health professionals in the public health system to respond to the increased need of staffing the newly accessible areas. This program will recruit more than 3,000 nurses and auxiliary nurses that are now outside the system and upgrade to the level of auxiliary nurses more than 6,000 promoters from UNITA and from the govemment. The project will support this effort.
The refresher training is expected to be carried out in the provinces or at the regional level. Courses will last no more than two weeks for each group oftrainees. The refresher training will use the existing technical protocols for integrated management ofchildhood illnesses, reproductive health, sexually transmitted infections and HIV/AIDS to improve the capacities ofthe recruited staff for case management. NGOs may be contracted to provide the training. With the expansion of the training in integrated management ofchildhood illnesses and common diseases, the need for specific training on rational use ofdrugs should be revised and instead the program should focus on supervising and supporting drug management.
Training materials and norms will be produced in adequate quantities to cover all the training needs during the two phases. The cost ofmaterials is included in the unit cost for training each person. Other learning materials such as the information, education, and communication materials will be duplicated and distributed for all the provinces.
Institutional strengthening
The govemment recognizes that to rapidly increase the provision ofhealth services will require innovative approaches and partnerships with NGOs. NGOs with experience in providing health services will be contracted under results-based contract agreements. Some ofthese organizations could eventually contract nationals (nurses, doctors, auxiliary nurses) to ensure sustainability ofservice provision. The NGOs that will work with this program will be encouraged to have their community volunteers, including traditional birth attendants, trained as educators and behavior change agents on maternal health and able to recognize danger signs related to pregnancy and delivery and to organize prompt referrals.
Special efforts will also be made to expand the coverage ofprimary health care in the provinces through the establishment ofone primary care health team in each province. Each team will be charged with providing the teams with the basic health care package based on the minimum health and nutrition care package that the Ministry ofHealth identified jointly with WHO, UNFPA and UNICEF in June 2002. In addition, the primary health care team will be responsible for ensuring that health staff in their geographic areas are trained and supervised and for assisting the municipal and provincial teams in planning, supervising, and monitoring their health activities. The personnel assigned to the primary health care team will rely on the technical back-up by medical specialists who will be based in regional hospitals and charged with the responsibility for providing referrals to people in need ofhospital care. Procurement for the primary health care teams that will provide support to the provincial and municipal Ministry ofHealth teams will allow for NGOs or individual consultants to provide the service.
51 The primary health care teams and the municipal and provincial health authorities are expected to have a planning meeting annually to evaluate the work done and prepare plans for the next year. These provincial programs will be then presented and discussed in an interprovincial meeting with the central level ofthe Ministry of Health to ensure strategic coordination.
Monitoring and evaluation PHASE 1 PROJECT
During project implementation regular monitoring will be carried out.
PHASE 2
The sector must define clear monitoring and evaluation mechanisms, procedures, and techniques to improve the quality and quantity ofdata for decision making. The process will entail regular, at least quarterly, visits from the central level teams to the provinces where the advances and constraints in the process ofimplementation will be analyzed and appropriate solutions discussed and adopted. Plans for next period will be designed with the provincial and municipal authorities. It is expected that the provincial primary health care teams will visit the municipalities under their responsibility at least once a month. During the visits, the teams will monitor what has been and the constraints, and guide the staff in ways to overcome the constraints. The existing health infomation system with all its components of epidemiology and disease surveillance, service utilization data, financial management, human resources management would be reviewed and adapted to the specific situation and to the fact that there will be the need ofmore timely information over a larger area and with a new health staff.
The Ministry ofHealth in coordination with the World Bank-supported HAMSET Project will prepare a hospitalhealth facility waste management strategy and program that will help in defining solutions for the management ofwaste in the health facilities repairedrehabilitated. These solutions must be simple inexpensive and cost effective.
The Ministry ofHealth must draw on the experience collected in the recent supervision process developed under the minimum health care and nutrition package to develop a routine supervision system for the four priority provinces. The supervision must be done at least once every four months and should be analytical and supportive to the provincial directorate. At the provincial level the Directorate ofPublic Health must prepare a similar program to provide regular educational supervision to the staff ofmunicipal health facilities, eventually in partnership with the NGO specialist involved with clinical specialists from the provincial hospital. This is crucial to support the implementation ofthe integrated management of childhood illnesses strategies.
The Ministry ofHealth will also make regular use ofcomplementary information gathered through surveys such as health facility surveys; knowledge, practices and coverage surveys, or the multiple indicator cluster survey 2, and other methods. The results ofthese studies can be used to support the detailed planning ofactions at provincial and municipal levels. Because this task requires time and qualified people, the Ministry ofHealth should coordinate closely with NGOs working in the provinces.
Ongoing health sector support by international and national stakeholders
The government has begun to provide a special budgetary allocation ofalmost US$20 million to the provinces most affected by war to allow preparation and implementation ofactivities during 2003-04. In BiC, the local authorities plan to allocate about 20 percent ofthis amount to improve and rehabilitate the health infrastructure. Delays in funds disbursement are hampering the implementation ofthe activities. The Ministry ofHealth has received US$36.5 million for central level operations in the public investment program for 2003. Nearly US6million of this has been allocated to rehabilitate the Malange hospital,
52 and provide equipment to municipal health facilities in Malange, Moxico, Uige and three other provinces. The Social Action Fund is launching its third phase, with a total estimated amount ofUS$200 million that can support the coverage ofsome ofthe health rehabilitation interventions in selected municipalities, depending on community demand and on being in one oftheir prioritized provinces.
WHO is providing a total ofUS$17 million for health interventions in their regular annual operational plan that will cover some ofthe activities programmed for the priority phase. About US$10-11 million ofthe reources are earmarked for health services and prevention interventions and US$6 million for water and sanitation to support interventions during the emergency and reintegration period. UNFPA is in a transition period and for 2004 will only have US$1 million to develop on going operations but expects for the period 2005-08 to have US$8 million for human resources to include clearer intervention for control ofHIV/AIDS especially dedicated to youth. UNICEF is providing support to the sector mainly in the EPI program and polio eradication initiative and is preparing to provide further support to the reactivation of the EPI routine vaccination activities and a special program to significantly diminish the burden of measles in children. UNICEF has US$8 million for 2002-03 to implement the measles campaign in the country which has been a success, and is applying US$3.5 million &om the European Union for health interventions, including nutrition. The limitations on emergency funds to the UN agencies such as WHO, UNICEF, UNFPA, that in the recent years were directly involved in health interventions in selected provinces and at times in all the territory, will make continuation ofthe programs difficult.
The European Union is also giving, under the eighth European Development Fund, more than 30 million euros for health interventions in Huambo, Huila, Bie and Benguela. A special program totaling E 60 million has been prepared to support the reconstruction process and its use will be decentralized to the provinces and to priority municipalities to reactivated services such as education, health and administrative services. The ninth EDF is already being prepared for a horizon of2007 and beyond.
USAJD has been providing humanitarian aid to Angola through multilateral organizations or directly through international NGOs. USAID is directing its interventions on population resettlement and reintegration for a period of24 months, to include food security, agriculture, health, HIV/AIDS and democratic development. It is providing about US$lO million for health interventions focusing on HIV/AIDS diagnosis (with the Center for Disease Control as the implementing agency) and on social marketing ofcondoms (with Population Services International). USAID is targeting the provinces ofBiC, Malange, Huila, Kuanza-Sul, Huambo and Benguela. USAID is now refocusing their funding priorities, and has budgeted for the next fiscal year, US$2.5 million for HIV/AIDS, US$1 million for family planning, US$1.25 million for maternal and child health, US$2.3 million for polio and US$l million for malaria. USAID is also providing 20 million condoms annually for prevention ofsexually transmitted infections, including four million that are given to the FAA medical service.
The African Development Bank has already begun a US$6.5 million, three-year health project, focusing mainly in the province ofUige and can eventually support the HIV/AIDS program with US$1 million more.
SIDA is financing reproductive health with US$4 million in three years, mainly in Luanda and Huila. Belgium provides US$4 million to control tripanosomiases. Japan is financing a US$39 million rehabilitation project in Luanda. Italy is preparing a US$10 million project to finance health interventions in Huila and Uige and to provide technical assistance to the bureau ofplanning. The project will directly support interventions at the provincial level in malaria control, tuberculosis and sexually transmitted infections and HIV/AIDS and technical assistance to the provincial health director in health management and planning.
53 Key Performance Indicators
Target Values Dats Dllection anc .eporting PHASE 2 Output Indicators PHASE Frequency Data Responsibility 1 project of Reports Collection Data Collection [nstruments 13 Yearly Monitoring Supervision firm rehabilitated and equipped. visits and and supervision DNME reports
Number of essential kits 1260 795 Yearly Reports of Directorates of distributed. Directorates Public Health I of Public and of Drugs Health and and Equipment. t--- ofDrugs and Equipment. Number of promoters from 500 400 Yearly Course demobilized armies trained reports. and promoted to auxiliary
970 677 Yearly Course Directorate of professionals receiving reports and Public Health, refresher training. project Directorate of reports. Human Resources. 25 25 Yearly Reports of Directorate of produce by the project. the Public Health. drectorate of Public Health and ofthe project.
End of the Project Planning bureau. sector produced. project report and policy I document.
54 ANNEX PROGRAM COSTS BY PHASE
PHASE 1 PROJECT
HEALTH SECTOR - EMRP - PHASE 1 PROJECT
Unit cost Total Costs Component: Increase Access to Basic Health Care US$ Units Phase 1 Rapid Assessment ofNeeds 55,000 3 165,000 Health needs and resources assessment in Moxico province 55,000 1 55,000 Total 220,000 Equipment and Furniture for H. Facilities including Lab material Drugs Warehouse Furniture and Equipment Furniture and Computers 20,000 2 40,000 Manual Fork Lifts 1,500 4 6,000 Malange Health School Teaching sets and Furniture 100,000 0 0 Maternal Health - EOC teaching Kits 10,000 5 50,000 KIT de Apoio ao Enfermeiro 60 1,000 60,000 Total 156,000 Component: Improve Quality of Basic Health Care Medicines and Supplies Health Posts Type A 2,100 1,000 2,100,000 Health Centers (municipal level) 6,400 250 1,600,000 Referral Centers (municipal and provincial) 30,350 10 303,500 Transportation Equipment 0 Bicycles for HP staff 150 10 1,500 Motorcycles for provincial/Municipal staff 850 10 8,500 Vehicles (4 x 4 and ambulance) 36,000 10 360,000 Total 4,373,500 Training Refresher training Basic primary health care management 830 175 145,250 Training on drug management and logistics 830 20 16,600 Integrated management ofchildhood illnesses training 830 250 207,500 Training in adult common diseases/DTS/AIDS 830 250 207,500 Emergency obstetric care training 830 150 124,500 Health surveillance 830 15 12,450 Refresher training for Laboratory technicians 1,580 30 47,400 Training in Blood Safety and Transfbsions 1,580 10 15,800 Training for Health Promoters 0 Upgrade training for UNITA and GOA promoters 980 500 490,000 Short-term Internship 0 Internship in Luanda National Hospital for MDs 1,280 15 19,200 Internship for anesthesiology technicians 880 10 8,800 Training ofTrainers in teaching techniques 73 0 20 14,600 Intemeship for specialized nurses 1,280 25 32,000
55 In service Training 1,000 3 3,000
1.344.600I, Total Component: STIs/HIV Aids Prevention Social Communication Campaigns (includes KAP study) KAP Study with NGO support 7,500 4 30,000 Posters and written materials 100 100 10,000 Radio advertisement 2,000 25 50,000 Outreach programs for sex workers 10,000 3 30,000 road brigades and truckers Total 120,000 Component: Institutional Strengthening Mediumand Long-Term Policy Development Technical Assistance 10,000 6 60,000 Assistance to the planning bureau for project implementation 6,000 12 72,000 TA for drugs needs assessment 10,000 4 40,000 Technical Support to Provincial Health Teams Technical Assistance (health specialists) 1,800 96 172,800 Technical Support to Municipal Health Teams
Technical Assistance (health specialists/NGOs) 1,500 96 144,000 Civil Construction design and Fiscalization 2,500 Prepare the training curricula to integrate AIDS in the pre-service training 10,000 3 30,000 Prepare The training Curricula for EOC 10,000 3 30,000
Prepare the training curricula for Health surveillance 10,000 4 40,000 Program Coordination 80,000 668,800 Total
56 PHASE 2
HEALTH SECTOR - EMRP - PHASE 2
Component: Increase Access to Basic Health Care Unit Cost Units Phase 2 costs US% Total Total Rapid Assessment ofNeeds Health needs and resources assessment in Moxico province Civil Works Health Facilities BIE Health Posts 55,000 16 880,000 Health Centers 200,000 2 400,000 Provincial Hospital 200,000 1 200,000 Doctors House 40,000 3 120,000 MALANGE 0 Health Posts 40,000 14 560,000 Urban Health Centers 30,000 4 120,000 Municipal Hospital 200,000 2 400,000 Provincial Hospital 200,000 1 200,000 Doctors House 40,000 2 80,000 MOXICO 0 Health Posts 55,000 16 880,000 Health Centers 200,000 5 1,000,000 Provincial Hospital 150,000 1 150,000 Doctors House 40,000 3 120,000 KUANZA NORTE 0 Health Posts 40,000 13 520,000 Health Centers 100,000 4 400,000 Provincial Hospital 150,000 1 150,000 Doctors House 40,000 1 40,000 Civil Works other Facilties 0 Malange Health School 350,000 2 700,000 Drugs Warehouse Repair 200,000 2 300,000 Total 7,220,000 Unit Cost US$ Total Total Equipment and Furniture for H. Facilities including Lab material I 1,170,OO Health Posts 18,000 65 0 Health Centers (municipal level) 65,000 13 845,000 Referral Centers (municipal and provincial)* 120,000 4 480,000 Furniture and Computers 20,000 2 40,000 Manual Fork Lifts 1,500 2 3,000 Malange Health School Teaching sets and Furniture 100,000 1 100,000 Maternal Health - EOC teaching Kits 10,000 0 0 KIT de Apoio ao Enfermeiro 60 2,300 138,000 2,776,OO Subtotal Investments 0 Equipment Maintenance (5%) 125,800
57 2,901,80 Total 0 Component: Improve Quality of Basic Health Care Medicines and Supplies 4,305,OO Health Posts Type A 2,100 2,050 0 1,696,OO Health Centers (municipal level) 6,400 265 0 Referral Centers (municipal and provincial) 30,350 16 485,600 Transportation Equipment Bicycles for HP staff 150 62 9,300 Motorcycles for provinciaVMunicipa1 staff 850 24 20,400 Vehicles (4 x 4 and ambulance) 36,000 12 432,000 6,948,30 Total 0 Training Refresher training Basic PHC Management 830 280 232,400 Training on Drug Management and Logistics 830 57 47,310 IMCI training 830 600 498,000 Training in Adult common DiseasesiDTSIAIDS 830 600 498,000 Emergency Obstetric Care training 830 300 249,000 Health Surveillance 830 110 91,300 Refresher training for Laboratory technicians 1,580 100 158,000 Training in Blood Safety and Transfusions 1,580 35 55,300 Trainingfor Health Promoters 0 1,080,OO Upgrade training for UNITA and GOA promoters 900 1,200 0 Short term Internship 0 Internship in Luanda National Hospital for MDs 1,280 45 57,600 Internship for Anesthesiology technicians 880 25 22,000 Training ofTrainers in teaching techniques 730 10 7,300 Intemeship for specialized nurses 1,280 35 44,800 In service training 1000 84 84000 3,125,Ol Total 0 Component: STIs/HIV Aids Prevention Social Communication Campaigns (includes KAP study) KAP Study with NGO support Posters and written materials 100 300 30,000 Radio advertisement 2,000 75 150,000 Outreach programs for sex workers and truckers 10,000 14 140,000 Total 320,000 Component: Institutional Strengthening Medium and Long-Term Policy Development Technical Assistance 10,000 10 100,000 Assistance to the GP for project implementation 5,000 36 216,000 TA for Drugs needs assessment 10,000 0 0 Technical Support to Provincial Health Team 0 Technical Assistance (health specialists) 1,800 288 518,400 Technical Support to Municipal Health Team 0 Technical Assistance (health specialistshIGOs) 1,500 288 432,000 Civil Construction design and Fiscalization 2,500 104 260,000
58 Monitoring evaluation (all levels) 200,000 Program Coordination 260,000 2,626,40
Health Facilitv Rehabilitation Plan
Characteristics of Location Health facility 1
~~ the intervention Health Provincial Provincia Municipio CenteriMunic Health Post Other Hospital ipal hospital Chivahule The Rehabilitation Cassumbe ofthe Health Posts Andulo Calucinga will be Major rehabilitation and in Ringoma the majority of Umpulo cases will require Camacwa Kwanza rebuilding the facility. Cangote will need Kutato to be rebuilt but Chinmar Cangote Kutato will be a Cangala I major rehabilitation I The Rehabilitation ofthe Health Posts DoctorsNurse will be Major House (will rehabilitation and in allow to have a Kuemba the majority of MD in site or Kuemba Munhango cases will require coming Missao Catolica rebuilding the frequently facility. The from doctors house in Camacupa) Kuemba has to be rebuilt. I The intervention in the Provincial hospital must be coordinated with the EU project to be Operating complementary to Room, Trumba their interventions. Emergency Kunje MCH Chicala The Laboratory department center Cambamdua intervention will be and Surgical Cangote mainly focusing in Ward and providing minimal Laboratory repairs and essential equipment to support the maternity, surgery and pediatric wards and outpatient
59 Maua Luinga Camabatelal Camabatela Bindu Ambaca) There is no detailed Camabatela information about the level of Tango rehabilitation for this Health coy0 Facilities. The information Kwanza- Lucala gathered estimates that on Lucala Lucala Norte Pambo average there will be small to Kiamgombe medium sized rehabilitation ~ interventions in health Repairs in the the doors, Camundai centers and health posts and the need to equi them at their level. Windows, N' Zavula Cazenpo Cazengo Laundry Caculo and Cazengo painting Finishing the rehabilitation of Pungo- the main building, kitchen and Andongo Doctors the doctors House, Cacusso Ca c u s s o Quinzenga House Rehabilitation of 2 health Soqueco posts that will be major rehabilitation intervention. Kalandula- The Municipal Maternity needs Missao repairs to include roofing, Kateco- windows, doors, electricity, Kangola Doctors water and sewage and painting. Calnndula Calandula Cuale House The General Hospital needs Malange Kinge similar intervention and also Terra Nova structure repair. The Health Kingingo posts need major rehabilitation. The Health Centers in the city Lau need repairs in the roof, Carreira de Cintura Verde painting and expand the waiting Tiro Roof and Kessua Nurse area for women and children. Malanae Maxinde Maternity N'Gola Luige school The Nurse school has begun to Cahala Cssenda be intervened but there has no Ritondo enough funds to finish the project. Roofing, waiting Alto Luena area, water (A)Big Rehabilitation for the Moxico Velho sewage, Lucusse(A) health center. The HP in the Bomba Moxico operating capital also need major Bundas Theater and rehabilitation. emergency room Tchiena Cafungo The municipal HC needs deep Luao Camuxito rehabilitation. Also there are Luao Post0 major rehabilitation in the H.P Maternity fronteiriqo except for 2 of them. Luanga I1
60 Mazemba Camanonme Camanongue Camanongue The Health centers and Health Mucolongo Posts are badly damaged and need major rehabilitation.
~ Luacano Luacano iI
61 Health Facility Health Post Health Center Referral Facilities Procur ement packa QTY/ ge by 4 QTY/ type QTY/4 Unit year 4 Unit of years Cost S Unit Cost years Cost goods Type of Kit Essential Drugs and medical supplies MOH MOH Referral health post Center 10,000 MOH Health 150,000 pers./3mont Center 20,000 pers.13 h 3,300 $330 persJ3month 400 $417 month 166 $940 Reproducti Reproducti ve Health Reproductive ve Health Kit 10,000 Health Kit Kit150,000 pers./3 $1,1 30,000 pers.13 pers./3 month 3,300 00 month 400 $1,100 month 166 $1,100 Regimen to prevent MTCT 1 regimed5 53,4 birth 06 $5 Tripanoso Tse-Tse miasis traps for Regimens endemic 1 pernew 7,50 areas 40,000 $6 case 0 $12 Tuberculos is DOTS Mosquito Regimens bed-nets 333,OO 1 pernew 45,O 1/15 pers. 0 $9 case 00 $25 General Supplies MOHlist for targeted areas in General Reference Units at MOH $5,0 provincial $90,00 ModelHP 100 00 MOH model HC 24 $60,000 level 5 0 MOH list UNFPA for MCH SupliesIEquipm at ent for maternal provincial $37,63 care 24 $4,688 level 5 9
62 Generators for cold chain and blood $10,00
Laboratoy Siiplies Blood
Procurement package by Health Facilitv
63 TERMOS DE REFERENCIA PARA UMA CONSULTORIA A DIRECCAO NACIONAL DE MEDICAMENTOS E EQTJIPAMENTOS
Terms of reference for consultancy to the National Directorate of Drugs and Medical Equipment
Name of the Post: Technical assistance to identify and to quantify of the drugs needs at national level, and assist the DNRH in the preparation ofthe ICB tender documents ofthe first phase ofthe EMRP
Location: The study will be developed in Luanda and in 6 more provinces including provinces with big provincial hospitals and other 3 random chosen
Dates: It is expected that the consultant will take 45 days to complete the assignment including 30 days in country.
Objectives: The consultant must identify, quantify and define a cost table ofthe medicines in the central level hospitals including specialty hospitals and also for Regional/Provincial Hospitals and Municipal Hospitals with more then 1 clinical specialty. It must prepare a training manual with procedures and methodologies to help Angolan pharmaceutical professionals in defining the needs on drugs in the above referred health facilities.
The Consultant is expected to carry on at least the following activities.
Activities: 0 The consultancy is expected to be also held as an in-service training action and the DNME will include 2 Pharmaceutical graduates as counterparts to the consultant. These counterparts will participate in the definition ofmethodologies data collection and analyses and in the revision of the results and recommendations. 0 Using instruments and procedures internationally accepted and easy to duplicate, the consultant will capture the needed information and data to calculate the needs in medicines for a period of one year in the health facilities accorded with the DNME. The estimate must also include the desegregation by clinical hospital specialty including the laboratory area. 0 He/She must aggregate the calculations ofthe needs by provincial and National Levels 0 He/She must help in defining the methodologies to estimate the needs for complementary kits of essential drugs for secondary and tertiary levels specifically in the following areas: 1. Complementary Kits for the essential drug kits for municipal Hospitals and Specialty medical centers 2. Kits for Opportunistic Infection related to HYAIDS infections
0 Establish a cost estimate of the drugs. 0 Define a decision making algorithm that taking into account the quantity ofdrugs and the existing budget could help the DNME and the Hospitals and Provincial Directorates to adjust their needs plan and to define the minimum and security stocks for drugs at the different levels. 0 Support the DNME and the DNRH in the definition of the national training curricula for pharmaceutical technician and on calculation and budgeting of drugs. The consultant should also include methods to integrate the needs assessment in the management and logistics process. 0 The consultant will provide assistance to the DNRH in the final steps of preparing the LCB tender documents for the acquisition of drugs during the first phase ofthe EMRP The consultant must at least present the following results: 0 Present a report were the methodology, the perceptions, the tables with the needs and the budget by referral health unit at national and provincial level and the aggregate estimate by province at least in the visited provinces.
64 0 A draft training manual with the methodology, procedures, models and tools to calculate the drug needs to be used as guide in the training ofAngolan Pharmacists. 0 Inputs to the LCB and tender documents presented as written recommendations
Qualification: Graduate in Pharmacy, with a master degree in drug management and logistics or equivalent experience specifically more then 10 years ofexperience in similar assignments in African countries. A good control of Portuguese is essential. Knowledge of the World Bank Tender procedures for drug acquisition is a must.
65 Terms of Reference
A) Consultancv on architecture and civil works
The government has received financing from IDA towards the implantation of the health component of the EMRP. The component will rehabilitated a certain number ofhealth facilities in 4 provinces - Bit, Kwanza Norte, Malange, and Moxico. The facilities include certain prioritized areas ofthe provincial hospital, municipal hospitals, health centers and health posts at municipal and communal level, in accessible areas, and also 2 warehouses for drugs one in Malange and the other in Benguela, and an health school in Malange;
The Consultant will develop its activities for a period of4 month including visits to the prioritized provinces and the preparation of the detailed description ofworks and oftender documents. It is expected that at least the consultant could develop the following activities:
The consultant that may be a firm must present capacities as quantity surveyor, and on electric, and water and sewage systems as well as architecture ofhealth facilities and a specialist on medical equipments; It must visit the locations of the health facilities in each province, and based on the list that will be agreed with the MOH-GP and the provincial and do the assessment ofthe condition ofthe infrastructure ofeach health facility, identifying the structural rehabilitation needs and proposing remedies Identifying the needs for water, sewage and electrical systems in the health facilities and integrating detailed designs or appropriate engendering solutions, for this networks, in the proposed rehabilitation ; Propose the repair, rehabilitation ofthe health facilities based in the “Regulamento das Unidades Sanitarias” and also according with the existing standard designs ofhealth posts and health centers in use in the MOH- Construction sector. Propose for each level ofhealth facility a model ofsanitary waste incinerator or other acceptable system, easy to use and to maintain and not to expensive. Define the technical specification for each rehabilitation including the ones needed for the warehouses. In this last case the consultant can propose prefabricated solutions; Review the existing drawings and specifications for the Malange Health school rehabilitation proposing a detailed scoop ofwok and complementary architectural. And civil engineering projects; Defining, based in the existing lists ofthe MOH-DNME, the lists of equipment for each facilities according to their level and function. The same activity will be done for the rehabilitation ofthe Health School in Malange and the 2 warehouses for drugs. A detailed rehabilitation program for each province with a schedule must be prepared discussed and approved by the GOA - MOH at provincial and central level and included in the TORSfor the international and national Bids. Prepare, based in the technical documents that he prepared, the tender documents as per WB - SBD and according to recognized building standards such as the BS , accounting for the particular case of the Angolan market and for the budget limitations. Always considering security and minimum quality standards. The consultant must aggregate the rehabilitation interventions in Lots by geographical ( provincial level) area and type/complexity of rehabilitation, and will also secure the support to the PIU in the technical evaluation ofthe bids and in surveying ofthe works.
66 B) Consultancv on drugs needs assessment
Name of the Post: Technical assistance to identify and to quantify ofthe drugs needs at national level Location: The study will be developed in Luanda and in 6 more provinces including provinces with big provincial hospitals and other 3 random chosen Dates: It is expected that the consultant will take 60 days to complete the assignment including 30 days in country. Objectives: The consultant must identify, quantify and define a cost table ofthe medicines in the central level hospitals including specialty hospitals and also for Regional/Provincial Hospitals and Municipal Hospitals with more then 1 clinical specialty. It must prepare a training manual with procedures and methodologies to help Angolan pharmaceutical professionals in defining the needs on drugs in the above referred health facilities.
The consultant is expected to carry on at least the following activities.
Activities: 0 The consultancy is expected to be also held as an in-service training action and the DNME will include 2 Pharmaceutical graduates as counterparts to the consultant. These counterparts will participate in the definition ofmethodologies data collection and analyses and in the revision of the results and recommendations. 0 Using instruments and procedures internationally accepted and easy to duplicate, the consultant will capture the needed information and data to calculate the needs in medicines for a period of one year in the health facilities accorded with the DNME. The estimate must also include the desegregation by clinical hospital specialty including the laboratory area. 0 He/She must aggregate the calculations ofthe needs by provincial and National Levels 0 He/She must help in defining the methodologies to estimate the needs for complementary kits of essential drugs for secondary and tertiary levels specifically in the following areas: 3. Complementary Kits for the essential drug kits for municipal Hospitals and Specialty medical centers 4. Kits for Opportunistic Infection related to HN/AIDS infections
0 Establish a cost estimate ofthe drugs. 0 Define a decision making algorithm that taking into account the quantity of drugs and the existing budget could help the DNME and the Hospitals and Provincial Directorates to adjust their needs plan and to define the minimum and security stocks for drugs at the different levels. 0 Support the DNME and the DNRH in the definition ofthe national training curricula for pharmaceutical technician and on calculation and budgeting ofdrugs. The consultant should also include methods to integrate the needs assessment in the management and logistics process. The consultant must at least present the following results: 0 Present a report were the methodology, the perceptions, the tables with the needs and the budget by refen-a1 health unit at national and provincial level and the aggregate estimate by province at least in the visited provinces. 0 A draft training manual with the methodology, procedures, models and tools to calculate the drug needs to be used as guide in the training ofAngolan Pharmacists. 0 Inputs to the LCB and tender documents presented as written recommendations to be introduced in the specific areas of the Bank SBDs. Qualification: Graduate in Pharmacy, with a master degree in drug management and logistics or equivalent experience specifically more then 10 years ofexperience in similar assignments in African countries. A good control ofPortuguese is essential.
67 C) Minimal reuuirements for NGOs to support the MOH at provincial and municipal level
The NGO will have the capacity to develop on an integrated form the activities described in the Technical Annex ofPAD in the implementation section. Only organized NGOs would be eligible to apply for the funds in the HIV/AIDS component and for the IS component. At least the NGO must have the following conditions:
e Be a legal national or international organization registered or holding a permit to work in Angola; e Have the ability to enter into a legal agreement with the PMIU either in its own right or through a pre-qualified surrogate; e Have experience in carrying out community subprojects nationally or internationally; e Be an organized group with a formal management structure including full-time financial, procurement, and social development personnel. Personnel having experience in HIV/AIDS or basic health care initiatives would be an added advantage; e Have representation and acceptability ofthe communities where they want to implement the interventions; e Have a clear idea about what they can deliver related to HIV/AIDS and /or related to the support on health management, supervision and in service training for the municipal and also for the provincial level. e Have experience in developing KAP studies and using the results to design appropriate behavior change interventions e Prove confirmed access to assets which may include use ofoffice facilities, personnel, means of transport, audio and video equipment; e Have field offices in Angola e Have an ongoing operation - either in the health sector or in another sector - in the province and be able to mobilize if needed a specialist on health a to carry out the proposed project activities.
D) Health needs and resources assessment in Moxico province
The government has received a grant from the IDA to implement the EMRP, and intends to use those funds towards the preparation ofthe intervention ofthe subcomponent “Increased access to Health services”. This requires conducting a health facility assessment and basic inventory.
An Health Facilities Assessment is focused on the collection ofrelevant information on the location name, type and status ofthe health facility, number of health workers available and other key indicators such as access to the facility, availability of essential drugs. This information has to be integrated in a set oftables and its better use is when it can be plotted in a Map and compared with information about resources and for example roads and location ofvillages.
Therefore, it is needed to develop innovative tools to identify the priority areas where new health facilities could be established or the existing rehabilitated.
The WHO is in a process of developing a case study on the use ofthe health mapper GIS developed by WHO that will be use for this purpose
It is expected that the information gathered will help the MOH at provincial level to have access to the tool that will help in the planning, management and supervision process. Besides the intervention will provide basic information about the health network in the municipalities were the EMRP will conduct rehabilitations and contribute to the capacity building ofthe MOH.
68 The intervention will be focusing in Moxico and in 4 ofits municipalities and will be executed by the MOH with direct support ofWHO.
Using systemic Problem Solving Approach (PSA) and causal analysis to design realistic health action Indicators will structure the entire architecture of the program planning process. The intervention will build up a data base with relevant indicators with:
9 The situation analysis (demographic, socio - economic.. .) within a pre determined geographical area 9 The identification ofPriority Problem and Existing Resources 9 The selection ofrelevant interventions
The implementation and evaluation of selected Health actions, geared towards priority problem solving.
The project is assumed to have a total ofthree months period. Enough time has to be dedicated for the assessment and collection of the existing relevant data that are already available in Luanda or in the provincial level before conducting the data collection to the field. Potential organizations, both govemment and non govemment, could be Ministry ofHealth (Angola), OCHA, INE, WHO (various units must be consulted), UNHCR, UNDP, UNSECOORD, UNICEF, UNAIDS.
Training will be organized in Luena for the selected staff based on the WHOMOH criteria. The training includes on how to use GPS for collecting the location of the health facility, downloading the collected data in to a computer and organizing the database.
Finally, the collected data will be processed and made available to all interested using health mapper software. It is recommended to organize a final workshop for field operators including govemment institutions to inform the outcomes and the benefits to the province. Data will be centralized at DPS but processed through the three focal points - MOH-GP;WHO and the provincial govemment.
Before the action occurs a detailed agreement must be signed between WHO and the MOH-GP to cany out the interventions and to mobilize the resources from the EMRP and from they province. The assessment will be carried out during the second semester of 2004 and a report describing the results, and the process utilized and proposing next steps for scaling up the experience must be prepared and approved by the MOH.
69 Appendix 4: Education
Education activities
In the context ofthe EMRP the following criteria were applied to select interventions in the education sector: (a) a focus on severely underserved provinces; (b) assurance that the project finances a complete package ofeducational inputs and services in the selected provinces (classrooms, teacher preparation, educational materials, and training); (c) consistent with guidance from the Ministries ofPlanning and Finance and sector authorities; and (d) promotion of linkages with parallel interventions in health, rural development, water, and sanitation. Based on these criteria, the activities to improve education will take place in the provinces ofMalanje, Moxico, Uige, Bie and Kuanza Norte.
The EMRP contribution for education is expected to be around US$41.5 million, equivalent to about 23 percent ofthe overall cost ofthe education interventions in the PPMRRP (US$176 million).' The objectives ofthe proposed education interventions are to: (a) improve the quality ofeducation; (b) increase access to and completion of grades 1-6; and (c) strengthen institutional capacity to improve data collection, analysis and planning, and school level management. The education component will be executed in two phases with the first phase expected to cost US$7 million (US$5 million from IDA and US$1.8 million from government) and the second phase expected to cost US$34 million (US$25 million from IDA and US$9 million from government). Table 1 summarizes the design and cost estimates ofthe EMRP education activities.
Cost (US$ millions) Phase 1 Project I Phase 2 I Total I I Increase access to primary I 24.0 I 24.0 school Improve quality ofeducation 4.6 4.6 I I Build institutional capacity 0.5 1 2.5 I 3.0 Engineering services 0.7 I 1.7 I 2.4 Total base costs 5.8 1 28.2 I 34.0 Taxes (10 percent) 0.6 2.8 3.4 Contingencies (1 0 percent) 0.6 3.5 4.1 TOTAL 7.0 34.5 41.5
Phase 1Project (total cost US$7 million, to be implemented between April 1, 2005 and December 31, 2007)
The project component ofUS$7 million will finance all activities to improve quality ofeducation, and a small proportion of the activities to build institutional capacity. Specifically, the first phase will support (a) the procurement of student textbooks, teacher guides, and other didactic materials for all primary schools in the five provinces, (b) teacher training, and (c) studies for the preparation ofPhase 2 and implementation. Table 2 details the design and costs for the project.
' All estimated costs include taxes (10 percent) and contingencies (10 percent).
70 Table 2: Education Phase 1 Project cost estimates (US$ million)
Improve Quality of Education
0.13 0.2 0.2 0.5 0.6 0.7 7% 0.1 0.3 0.3 0.73 0.8 0.9 7% 2.8 1.5 1.5 5.8 6.4 7.0 100%
Phase I Project Activity I:Improving the quality of education (total Cost, US$5.6million, of which IDA will contribute US$4 million)
During the first phase project activities will cover providing textbooks, teacher guides and other didactic materials including student and teacher kits and classroom posters to all primary school students and teachers in the five provinces. The textbooks and teacher guides will focus on the core subjects including mathematics and Portuguese, and integrated sciences. These materials are expected to last three years. HIV/AIDS prevention information materials would also be distributed to all the primary classrooms. The project will also initiate training for about 1,379 new teachers who will be posted in the new schools, using modules and materials developed and tested with the support from UNICEF and other agencies.
Providing pedagogical materials. The program will support the provision and distribution ofteacher and student guides to assist the main areas ofthe curriculum, including Mathematics, Portuguese, and Integrated Sciences. It should be noted that most materials for grades 1 to 6 have already been developed, therefore, financing will only be required for printing and distribution. These materials will be distributed to all primary school students and teachers in the five provinces during the first year of program implementation. It is expected that these materials would last three years. Basic pedagogical materials for each classroom would also be distributed, among these, HIV/AIDS prevention information materials would be distributed.
Providing didactic materials. The program will provide and distribution an essential package ofdidactic materials for students in the proposed new schools including pens, pencils, erasers, and notebooks, chalk, paper. Kits will be distributed to all primary school students and teachers annually for the three year period in the five selected provinces.
Providing teacher training. Teacher development courses for new teachers as well as for those teachers currently displaced who planned to be resettled in new areas will be conducted. It should be noted that during 2001/2002 the European Union and UNICEF have been delivering training courses to upgrade primary school teachers (240 hours oftraining over 3 months with a unit cost of280 euros per trained teacher plus administration and overhead). The component will provide financing for teacher developmentlupgrading courses for an additional 1,379 new teachers who will be posted in the new schools. The training will rely on modules and materials developed and tested with the support from UNICEF and other agencies, thus complementing inter-agency efforts.
71 Table 3: Proposed learning materials for teachers and students (number) Grade 1 hjz;t 1 Basic 1 z;ic Teacher 1 Classroom 1 materials * materials materials** I First I 95,743 I Second 80,823 Third 54,076 I Fourth 30,736 Fifth 17,915 I 56,503 448 1, 1,413 Sixth 10,856 1 35,326 271 1 883
Phase I Project Activity 2: Build institutional capacity (Total Cost, US$0.4 million, of which IDA will contribute US$O.28 million)
Phase 1 of the project will also finance technical assistance to establish minimum implementation capacity. Specifically, it will finance the recruitment of a local consultant as the education project officer to assist the Director of Planning in the general management of EMRP education component. It will also finance a consultancy to assess training needs for primary school teachers and school principals, and develop a training plan to address them.
Phase I Project Activity 3: It will also finance the studies for the preparation of the Phase 2, including (a) consultant for the preparation ofbidding documents for textbooks and teacher guides, and procurement of other didactic materials, and (b) engineering studies to design and prepare tender documents for primary school construction,
Phase 2 (total cost US$30 million, anticipated to be implemented between January 1,2006 and December 31,2009)
The second phase estimated at some US$34.5 million will finance all activities to increase access to primary education and a large proportion of activities aimed at building institutional capacity. During the second phase, activities will support the construction (including supervision) and hrnishing about 690 new classrooms (accommodating 55,000 students). Many ofthe schools will be built where no functioning school currently exists. Phase 2 will contribute financing related infrastructure, such as teachers’ houses, latrines, water and sanitation facilities, and an administrative office. The new schools are expected to operate in two shifts with a capacity of 40 students per classroom, per shift. Finally, activities will help to (a) provide training intended to strengthen school administration, management and leadership of school directors; (b) improve data collection, analysis and planning paying particular attention to enhancing the management information system used to track teachers, student flows, and resources; (c) support selected studies to assess the quality and usefulness of financed interventions, and (d) support central and provincial directorates for implementation of activities. Table 4 presents the cost estimates for Phase 2.
72 Table 4: Education Phase 2 cost estimates (US$ million)
IOtal base cost 01/01/06 01/01/07 01/01/08 01/01/09 Total Total with tax, - - - - Base basecost contin- %of 12/31/06 12/31/07 12/31/08 12/31/09 Cost with tax gencies total Primary school construction 4.5 7.0 7.0 5.5 24.0 26.4 29.0 84% Institutional strengthening 0.7 0.6 0.6 0.5 2.4 2.6 2.9 8%
Engineering services 0.4 0.6 0.6 0.6 2.1 2.3 2.6 7%
TOTAL 5.6 8.2 8.2 6.6 28.5 31.4 34.5 100%
Classroom construction. Construction of about 690 new classrooms (equivalent to 55,162 spaces) which would imply either opening new schools where none existed before or extremely dilapidated and non- functioning sites. It is envisaged that rural schools will have either three or six classrooms, while those located in or close to the municipal capital will have between six and 12 classrooms. The school construction program will include related amenities such as latrines, water and sanitation facilities, and an administrative office. The new schools are expected to operate in two shifts with a capacity of 40 students per classroom, per shift.
Construction of teachers ’ houses: The program will provide a teacher’s house for every new schools in rural areas to facilitate rapid deployment of school directors to ensure quality teaching begins promptly.
Procuring school furniture. The program will provide school furniture for all the new classrooms (school desks, blackboard and teacher desk and chair).
Uige pijK~~p?q--GF~~
Moxico ~~~~~~~ Kwanza Node 7 7 I 55,162 I 690 I 115 1 1,379 I 13,790 1 690 I 690 11
Phase 2 Activity 2: Strengthening institutional capacity (US$3 million, of which IDA will contribute about US$2 million)
73 Strengthening school level administration and management. The program will support capacity building activities to strengthen school administration, management and leadership among school directors.
Improving data collection, analysis and planning. Support will be given to capacity building activities at central, provincial and local level to improve the management and administration of the system. Particular attention will be given to the enhancement of the Management Information System on teachers, student flows and resource management.
Providing basic ofice equipment. Assistance will be provided to enable minimum conditions at central and provincial levels to collect and manage information. Computers and office equipment will be provided at the central and provincial levels.
Monitoring and evaluating the interventions. Support will be provided to conduct selected studies to assess the quality and usefulness of interventions supported under the emergency program.
Coordinating the activities in support of education. Support will be provided for central and provincial directorates to ensure adequate program implementation.
Phase 2 Activity 3: Engineering servicesfor the supervision of works for the classrooms constructions and additional works envisaged.
Implementation arrangements
The PMIU in the Ministry of Planning will be responsible for procurement and financial management of the overall project. The Ministry ofEducation will in general handle all other aspects ofthe project, including preparing the terms ofreference for the consultancies and bidding documents for the works, and be responsible for executing them preparing the project monitoring reports. The role of responsibilities of the PMIU in relation to the line ministries and other government entities involved with the project will be specified in a memorandum ofunderstanding signed by the parties to the agreement.
The Director of Planning in the Ministry of Education will be the focal person for the education component. The relevant departments of education--the Department of Studies and Planning, the Department of School Infrastructure, the National Institute ofEducation Development and Research, and the Department of Teacher Training, and the provincial and municipal education officers-will be responsible for implementing the various activities.
Due to weak capacity within education and the expected large volume of work under the project, a full- time education project officer will be recruited to support the Director of Planning. Further, short-term consultants will be hired to assist with specific areas of implementation including (a) finalization of school design and preparation ofbidding documents for primary school construction, and (b) preparation of specifications for procurement oftextbooks and other didactic materials and preparation of bidding documents, The provincial Director ofEducation and Culture will be responsible for coordinating site selection, and for synchronizing the PMlU’s procurement plans with those of the provincial directorate to ensure smooth distribution of materials and deployment ofteachers.
Civil works during Phase 2. Construction and rehabilitation of classrooms and sanitary facilities, and procurement of furniture will be carried out through separate contracts, due to the large number of classrooms required. Construction of classrooms, administrative office, teachers’ houses, and latrines (VIP type), and provision of water (boreholes) will be part ofthe same contract. School construction will be procured predominantly through ICB. This method is expected to expedite construction and to help
74 reduce unit prices. About 115 schools will be constructed altogether in the five provinces covered by the program. Each province will offer one tender comprising 1 to 3 lots, giving a total of 5 tenders. Each lot will comprise 11 to 16 schools. To encourage a good response from enterprises, and to ensure that procurement is administratively feasible for the PMIU and Ministry of Education, tenders will be launched in three phases at six-month intervals. Depending on final selection of school sites, the current distribution of schools by province would make it possible to phase the construction by the ratio of 40:40:20 in a twelve-month period.
Works supervision will be carried out by architectural or engineering consulting firms. The firm will be responsible for the design work, site adjustment, preparation ofbid documents, and to supervision (fiscalizacao). The PMIU will process the procurement while Ministry of Education’s Department of Infrastructure within its bureau of planning and statistics and the provincial Directorate of Education will monitor progress with contract management on behalf of the beneficiary.
School water supply. The program will provide potable water to all school being constructed. This would be in a form ofboreholes or protected shallow wells with hand-pumps. The execution of this work will be included in the construction contract. In addition to site investigation and drilling, the contractors will be required to train school communities in the proper use and maintenance of the equipment.
School furniture. Desks, teachers’ tables, and chairs will be procured through ICB. Five tenders will be prepared in line with the tendering for school construction. It is expected that a total of 13,790 desks will have to be procured and distributed in proportion to schools in each province. Each tender will be for desks equal to the requirements ofone province. These will be tendered in three phases beginning six months after the initial tender for school construction. The same ratio of 40:40:20 would be followed. Each tender will have a number of desks equal to the number oflots as per the school construction schedule. This means that lots will contain between 1,320 and 1,920 desks. Firms will be allowed to tender for as many lots as they may possibly bid for.
School materials (learning and teachina). School materials have already been prepared and the credit will finance only reprinting and distribution. The Ministry ofEducation owns the copyright ofthe materials in question. Given the economies of scale associated with printing, it would be advisable that same firm be awarded the contract for printing the same types ofmaterial (book). Materials will be delivered in two batches, one per year, during the first two years of the project. The Ministry of Education in conjunction with the provincial Directorate of Education will prepare the technical specifications and schedule of delivery of materials. Iftenders include delivery to the school, then allowing for firms to bid for more than one lot would be advantageous in terms ofdelivery. Firms will be invited to bid for to print one or more manuals in various quantities for grades 1 to 6; and in addition to print teachers’ educational materials. The PMIU will prepare such tenders to include delivery to schools.
Didactic materials. Once the school kits are defined and quantities per class determined, procurement and distribution will be handled through the UNICEF system.
Computers and ofice equipment. Given the numbers required, it would be prudent that these be purchased jointly with the central procurement (PMIU of other similar equipment in the project. The Ministry of Education and the provincial Directorate of Education will prepare the technical specifications and agree on quantities required at each level.
Teacher recruitment and training. Remuneration of 1,379 new teachers will need to be included in the budget during the three-years of Phase 1 (equivalent to about US4.8 million for the period in reference). The provincial directorates would publicize the list ofvacancies and it is expected that there would be sufficient number of teachers responding to the demand, due to the recent significant increase in teacher
75 salaries (from US$60-US$70 to US$135 per month as of October 2002). Hired teachers would receive three months of training before starting classes, through the training program model supported by UNICEF.
Training of teachers, school principals, and of staffresponsible for education statistics. Teacher training will be provided through an international firm that will provide training to all teachers under the program. Requests for proposals will be prepared for this service. Training of school principals and staff responsible for education statistics will be organized internally at the ministerial level through short courses and seminars at headquarters and at provincial level. It is expected that training sessions will take place in provincial capitals where school principals or municipal and provincial staff will gather. Arrangements will need to be made by the PMIU to transfer financial resources to the provincial directorates for payment of daily subsistence allowances and transport costs to principals and municipal and provincial staff.
Monitoring ofprogram activities would be carried out at all levels. The Ministry of Education at the central level, with provincial and municipal authorities will develop a simple form to carry out monitoring of the program. Municipal education staff will visit schools periodically (at least once per quarter) to monitor the status of construction, presence of teachers, and availability ofdidactic materials. Provincial staff will visit schools, on a random basis, for the same purpose and to resolve issues that arise, and central level staff will visit each province twice a year to monitor the status of the program and recommend improvements in processes and procedures. The PMIUwill arrange to transfer financial resources to the various levels to cover costs of transportation and daily subsistence allowances.
During the project implementation period, studies would be carried out by the Ministry of Education to ensure that quantitative and qualitative targets are met, including a study on use of didactic materials in the classroom, and/or application of learned knowledge and methodologies during training could be conducted. Studies will be carried out not earlier than the second year of project implementation. Terms of reference would be prepared by specialists contracted for that purpose.
Program monitoring indicators
0 Increase of at least 25 percent in enrollment of children between 6-12 years old in the provinces covered under the project. 0 290,000 student guides distributed to schools and being used, according to random checks. 1,379 trained teachers deployed in newly created classrooms or schools.
76 Appendix 5: Decentralization and Support to Local Development
Angola is an enormous country with a profound ethnic, socioeconomic, cultural, and linguistic diversity. Angola is still a centralized State vertically organized. There is a need to set up an institutional governance framework to respond to that heterogeneity. Policies and national strategies: Decentralization is a central issue in the public and institutional agenda in Angola as shown in many public policies and national strategies.
Policies and national strategies
Decentralization has been at the central theme in the public and institutional agenda in Angola as have been shown by many public policies and national strategies.
Publicpoliciedlegalframework. The process has gained enthusiasm since 2001 with the approval ofthe fundamental principles for the future Constitution of Angola. The Local Administration Act (Decree Law 17/99) assigns more functions to the municipal and communal administration, as well as creating an inclusive and participatory consultative organ made up of each tiers of the local Government.
In 1999, the Government of Angola put in place an intergovernmental transfer system that guides the allocation of finds from the central to the provincial Government, which on its turn have to distribute the funds to the municipalities (Executive Decree 80/99). The Executive Decree has never been fully implemented. The financial resources are always transferred with delays to the sub national government affecting their planning and implementation exercise.
According to the Provincial Programme for the Improvement of Basic Social Services (PPIBSS), the Council of Ministers, in addition to the funds included in the public investment program (PIP), allocated US$20 million to each province for a rapid upscaling ofbasic social services delivery to the population, such as health, education, water and electricity su ply, basic sanitation, roads and the recovery of the private sector (Resolug5o 16/02, 19P July). The addendum contribution was allocated without any objective criteria such as density population, development indicators and revenue performance. Despite satisfactory disbursement, provincial governments failed in the presentation of monthly financial and executing report.
Nationalstrategies. At the end of 2001, the Council ofMinisters approved a Strategic Plan that puts forward a comprehensive vision and strategy for de-concentration and decentralization reforms, which foresees a deeper fiscal deconcentration and a tentative fiscal decentralization. This requires the establishment of a new mechanism of intergovernmental fiscal transfer and an improved role ofthe municipalities in the collecting oftaxes. Furthermore, a UNDP study on decentralization realized on 2003 recommends such local fiscal policy. The government approved the recommendations made by the study. Besides the “regulation ofjkanqas locais” is considered one ofthe main area of intervention ofthe September ECPPRSP as well as of the National Long-Term Development Strategy and the Medium-Term Development Plan.
The existing legal and institutional framework and policy enable experimentation of deconcentration and decentralization as fiscal decentralization with a gradual strategy.
77 Objectives
The main objective of the first phase project is to carry out a feasibility study meant to: i)diagnose the needs, constraints, risk-assumptions to be overcome, ii)define the nature, mechanism and modality of fiscal transfer from the State Budget to the targeted municipalities, iii)define the strategy, management, disbursing and reporting arrangements, policy objectives, possible impact and replication as well as an exit strategy.
It also intends, through the implementation ofthe study, to: i)define and approve the institutional and legal framework, implementation arrangements, ii)provide technical assistance, iii)build capacity at provincial and municipal level to plan, budget, implement and monitor economic and social small-scale rural infrastructure, iv) find out the mechanisms for investment programming, budgeting, implementation, assets management, accounting, v) create a mechanism and practical tools for regular auditing, monitoring and financial reporting requirements, vi) start up the pilot fiscal transfer, vii) purchase relevant equipment.
The main objective of the foreseen second phase is to pilot a mechanism of fiscal transfer from the central Government to the targeted municipalities. It also intends enable to (a) define an holistic approach to the implementation of decentralization reforms; (b) establish a model for financing the sub national administrations’ development budget; (c); increase capacity at provincial and municipal levels to plan, budget, and implement and monitor economic and social small-scale rural infrastructure; (d) provide technical assistance. The transfers, administered by the Ministry of Finance, would enable municipalities to articulate their own local development policies and invest in local infrastructures, urban development, and services delivery, protection of the environment and promotion of local economic development.
Geographic focus area
The sub component will be carried out in the following municipalities: Kilamba Kiaxi (Luanda province), Kamacupa (BiC province), Calandula (Malange province), and Sanza Pombo (Uige province). The target provinces/municipalities were selected on the follo.wing criteria: (a) target provinces selected by the government to benefit from the EMRP, (b) most war affected versus less war affected provinces and municipalities; (c), most populated versus less populated municipalities; (d) rural versus urban municipalities, (e) interior versus coastal provinces; (0 existing of a local development partnership dynamism and negotiation.
Activities
Phase 1(the project)
Activity 1: MunicipalJinancing for recovely, rehabilitation and local development. This refers to the define, through the feasibility study, the nature of the fiscal transfer (for example, the municipal development fund) to finance municipal budgets rather than predefined projects to set up eligibility criteria for the allocation ofthe fund; to the set up a mechanism for fiscal transfers to finance municipal budgets rather than predefined projects; and providing municipalities with a minimum of regular and locally predictable and programmable resources (for both recurrent and capital spending in proportions that could be earmarked if necessary) for development spending.
Activity 2: Municipal planning and budgeting. This refers to (a) the definition of technical procedures and mechanisms for the local public expenditures, such planning, management, investment programming, annual budgeting, implementation, reporting and accounting; (b) training of local officers in the management of the fiscal transfer; (c) conduct a revenue generation feasibility study to investigate
78 opportunities for municipalities to generate as well as mobilize income; (d) draft, adoption and dissemination of the management and operational procedures for disbursement, including the eligibility and performance criteria for access to the fiscal transfer (for example, the municipal development fund).
Activity 3: State support and supervision of the municipal sector. This refers to strength the capacity of the both central and local government to support, supervise and monitor the management ofthe transferred funds. A first pilot fiscal transfer (about US$ 1 million) to four selected municipalities will be executed to test the mechanism and procedures and carefully monitored to review the operational procedures proposed.
Phase 2
Activity I:Municipal financing for recovery, rehabilitation, and local development. This refers to the a core pilot fiscal transfer (for example, the municipal development fund) to finance municipal budgets rather than pre-defined projects; provide municipalities with a minimum of regular and locally predictable and programmable resources (for both recurrent and capital spending in proportions that could be earmarked if necessary) for development spending.
Activity 2: Municipal planning and budgeting. This refers to (a) increase capacity building ofthe municipal administration to plan, budget, implement, manage and monitor the delivery of sustainable public services; (b) refine of the fiscal decentralization mechanisms, (c) evaluate the fiscal transfer mechanism in view of their institutionalization within the national finance management and monitoring system and design of a strategy for the replication; (d) establish of a provincial government fiscal data bank to the municipalities (e) develop of an improved procedures for municipal level strategic planning, budgeting, implementation, accounting, monitoring and evaluation, (0 facilitate municipalities to carry out participatory multi-year investment programming and annual budgeting exercise; (g) assist municipalities in the implementation of selected actions.
Activity 3: State support and supervision of the municipal sector. This refers to strengthening the capacity of (a) provincial government to provide technical assistance and supervision to municipalities as well as manage necessary and appropriate procedural controls for the transferred funds; and (b) the central government to ensure it can perform its overall regulatory and monitoring role.
Synergies. The subcomponent will develop close links and harmonize its activities with a number of related national programmes in the area ofpoverty reduction, rural development and public sector capacity building, municipal planning implemented by the government, UN and cooperation agencies and variety ofNGOs civil society organizations (intemational and national). These include programs that follow similar methodologies to the municipal development fund, such as the European Union Support Reconstruction Program, and the Social Action Fund. In particular the first phase relies on the participatory dynamism put in place in the targeted municipalities by the above mentioned projects with the aim to use this budget aid on a driven priority base. In addition, the project will influence broader policy and legislative development at national level, particularly with respect to budget reform and changes in the current system ofintergovemmental fiscal transfer, as well as with the both component A and component B of the EMRF'.
Institutional arrangements. The UNDP will draft the terms ofreference for the feasibility study and share them with the government and the major stakeholders intervening in the decentralization area. The follow up ofthe first phase will be ensured by a steering committee comprising UNDP, Ministry of Finance, Ministry ofTerritorial Administration, targeted provinces and municipalities.
79 The pilot fiscal transfers during Phase 1 project and then Phase 2 will be managed by the targeted municipal administrations supported by the project technical assistance, in close collaboration with the community in which concems the identification of municipal priorities. The municipal administration will act under the supervision of the provincial department of the Ministry of Finance. The latter and the provincial bureau of studies, planning, and statistics will assist the municipalities in the implementation of the fund.
The supervision is the duty of the directors of provincial department of the Ministry of Finance and the provincial bureau of studies, planning, and statistics. A provincial supervisor committee will be established to ensure effective coordination. This committee will comprise representatives ofkey provincial directorates involved in the activities of the project at local level and the administrator of targeted municipalities. The project will be accountable to the govemment, especially through the Ministry ofFinance national director for budget and accounting.
Based on its prior field experience in decentralization, UNDP will assist the govemment (Ministry of Territorial Administration) and selected provincial governments and municipalities in the implementation of this component. The UNCDF will be responsible for technical backstopping and monitoring of the implementation ofthe municipal development fund through periodic technical review missions, provision of technical inputs, activities to measure policy impact and potential for replication, and fielding the midterm and final evaluation missions. A memorandum of understanding will guide this partnership.
Monitoring indicators. In order to monitor the impact ofthe pilot, measurable and tangible indicators will be established. These may include (a) percentage of municipalities with access to sustainable resources of funds for local development plans after project support ends; (b) access to economic and social infrastructure by percentage in the targeted municipalities; (c) degree to which project is replicated in other municipalities; (d) number of municipalities with sustainable planning systems and processes in place; (e) number ofplans produced within budget and on time; (f) number of local staff technically trained in planning, budgeting, monitoring, accounting and audit.
80 Detailed Costs
Phase 1
Recommendations of the study implemented (simplified procedures, guidelines and mechanism for expenment pohcy in
Pilot fiscal transfer
Total Phase 1 Phase 2
municipal system for public g system and design of a resources management broduce Strategic Plan 2ddressing social -eintegration and economic -ecovery issues, link them to Investment programs and innual budgets)
81 Appendix 6: Monitoring and Evaluation of the Water Supply Component
Objectives of the M&E System
An effective M&E system will be put in place as a means of assessing the progress and impact ofthe EMRP, as well as generating information and lessons to inform and guide the future program to rehabilitate and develop the various urban and rural water supply systems. The M&E system will be sufficiently comprehensive to meet the requirements ofthe different stakeholders, while at the same time being relatively simple to implement given the capacity constraints faced in the field.
In addition, the M&E system for the water supply component of the EMRP project will have the following specific objectives: 0 To provide the GOAand the World Bank with regular monitoring information regarding project performance and progress, thus enabling them to account for fund use and to take corrective action when necessary. 0 To provide project management and support teams at the national and provincial levels with timely and accurate information to assist in the ongoing management, planning and review ofthe component. 0 To track progress against Key Performance Indicators as defined in the project logical framework. To specify a community-based monitoring system that provides key information for the exercise of community oversight ofproposed activities.
Types of Reporting and Monitoring performance monitoring and evaluation will assess the extent to which project activities are achieving their stated outputs, outcomes and results, as a basis for an effective ongoing process of implementation, supervision and review. This will require that effective systems and procedures are put in place to document, measure and evaluate progress; to take corrective action when necessary; to disseminate information, lessons and best practice to all key stakeholders; and to solicit feedback from project partners and beneficiaries.
Two kinds of data will be routinely collected and presented for each component: 1) Progress (Activity) Reporting 2) Results (Output) Monitoring
Results Monitoring Reports will be produced semi-annually and will track outputs against targets defined for each Key Performance Indicator (KPI) and for each ofthe provinces in which the project is financing activities.
Institutional Arrangements for M&E
Given the range and volume of data to be collected and reported, a manageable and standardized set of reporting and monitoring forms will be designed, together with instructions on how and when to complete
82 them. An individual at MINEA will be designated as being responsible for the collection and reporting of this information.
Mechanisms and instruments will also be put in place to validate the accuracy and reliability of the information provided in the various Results Monitoring Reports. These will take a number of forms, including: 0 Regular field visits and spot-check visits to the provinces by the designated M&E official from MINEA and other project staff from DNA. 0 Community and beneficiary surveys (to be conducted as part ofthe qualitative monitoring program) 0 Specially commissioned external assessments, where there is a particular cause for concern about the reliability of the information and reporting systems. 0 Bi-annual supervision missions by the World Bank, led by the Task Team Leader.
0 Mid-term and other forms ofproject evaluation
83 water supply component APPENDiX 8 -COST 65 US$ Million B. Component - Three Provincial Capitals Annotated Budget Works - Phase 1 Malange, Provincial Capital Malange item I Services Description :ase Cost Govern 1. IReplacementReplacement 1.1 Urban Network 1.1.1 Network PVC. diam 60-100 mm - 50 Km 74.35 3.05 1.31 1.1.2 Valves, Spare connection, etc. 0.15 0.1 1 0.05 1.1.3 Pavement reconstruction 0.15 0.1 1 0.05 1.2 Household Supply 0.00 0.00 1.2.1 Home Connection 5,000 units 0.75 0.53 0.23 1.2.2 Community Standpipe 50 units 0.15 0.1 1 0.05 2. Rehabilitation 0.00 0.00 2.1 Elevated Reservoir - 50 M3 0.25 0.18 0.08 2.2 Pumping Equipment 0.05 0.04 0.02 2.3 Electric transformer - 315 KVA - 15000 V 0.05 I 0.04 0.02 Basic Cost malange 5.90 4.13 1.77 I 0.00 0.00 Pius 10% taxes 0.59 0.16 0.65 I 0.459::: 0.19 Total-.- Malanae- 7.14 2.14
Prioritary Works N' Dalatando, Provincial Capital Kua .- .. - .. . . It Item I Services Description lase Cost I IDA I Govern 111. IRenlacement 111 Trgacment System of Mucarl River-70 ils 1.1.1 Civil works to Treatment Plant 0.85 0.60 0.26 1.I .2 Civil works to Reservoir 700 M3 0.30 0.21 0.09 1.1.3 Electrical and Mechanics Equipment 0.65 0.46 0.20 1.1.4 Pipe Line 400mm - 16 Km 5.55 3.89 1.67 1.1.5 Reservoir 6,000 M3 0.80 0.56 0.24 Basic Cost N'Dalatano - Priority Works 8.15 2.1 Plus 10% taxes 0.82 2.2 Plus 10% - contingencies 0.90 9.86
lase Cost intake Station - Cussoia River 1.1.2 Civil works 0.10 0.07 0.03 1 .1.2 Pumping Equipment 0.15 0.1 1 0.05 1.2 Treatment Piant - 115 IIs 0.00 0.00 1.2.1 Civil works 1.20 0.84 0.36 1.2.2 Electrical and Mechanics Equipment 0.80 0.56 0.24 1.3 Intake Station - Treated Water 0.00 0.00 1.3.1 Civil works 0.10 0.07 0.03 1.3.2 Electrical and Mechanics Equipment 0.30 0.21 0.09 1.3.3 Pipe Line -300 mm - 3 Km 0.85 0.60 0.26 1.4 Reservoirs - 2 x 3.000 M3 0.00 0.00 I.4.1 Civil works 1.45 1.02 0.44 1.4.2 Electrical and Mechanics Equipment 0.15 0.1 1 0.05 1.2 Urban Network 0.00 0.00 12.1 Network PVC, diam 60-100 mm - 40 Km 4.05 2.64 1.22 1.2.2 Valves, Spare connection, etc. 0.15 0.1 1 0.05 1.2.3 Pavement reconstruction 0.15 0.1 1 0.05 1.3 Handhoid Supply 0.00 0.00 1.3.1 Home Connection 4,000 units 0.60 0.42 0.16 1.3.2 Community Standpipe 40 units 0.12 0.08 0.04 2. Rehabilitation 0.00 0.00 2.1 Water intake - Cussola River 0.00 0.00 2.1.1 Civil works 0.65 0.46 0.20 2.1.2 Electrical and Mechanics Equipment 0.05 0.04 0.02 Basic Cost Kuito 10.87 7.61 3.26 3 Other 0.00 0.00 3.1 Plus 10% taxes 1.09 0.76 0.33 3.2 Pus 10% - contingencies 1.20 0.84 0.36 Tatal. - - Kuito. .- - - 13.15 9.21 I 3.95 National Diretorate of Watei INAI. ... . Item I Services Description lase Cost IDA Govern 1 I Suports 1.1 Works Supervision for three provinces 1.16 0.83 0.35 1.2 Vehicles and office equipments 0.07 0.05 0.02 Basic Cost DNA 1.25 0.86 0.38 2 Other 0.00 0.00 21 Pius 10% taxes 0.13 0.09 0.04 2.2 Pus 10% - continaencies 0.14 0.10 0.04 II ITotal - DNA 1.51 I.06 0.45
84 Water Supply Component APPENDIX 8 -COST 65 US$ Million Luanda Water - Phase 1 Item I Services Description lBase Cost IDA I Govern I Ut 1 ITruck Tanker Distribution Points I I i 1.1 Civil works 1.10 1.2 IElectrical and Mechanics Equipment 0.94 Base Cost 2.04 2 Pipelines System 2.1 Rehabilitation System 2 - 1200 mm 1.55 2.2 Electrical and Mechanics Equipment 1.75 Base Cost 3.30 3 Network 3.1 Repair in critical points 2.00 3.2 Installation of 85 standpipes 1.65 3.3 Rehabilitated of 120 standpipes 0.30 Base Cost 3.95 3.95 4 Studies & Consultancies L 4.1 Exective Projects for Truck Tanker 0.23 4.2 Studies and Consuitancies for Pipelines 0.35 643 Consultancies for Repair Network 0.25 Base Cost g 0.83 Total Base Cost Govern I 10.12 10.12 5. Other 5.1 Plus 10% taxes I 1.01 1.01 5.2 Pus 10% - contingencies 1.11 Total Govern 12.25 6 Rehabilitation Mulemba Distrlbuition Center 6.1 Operational Costs 0.20 0.20 6.2 Civil works 0.20 0.20 6.3 Electrical and Mechanics Equipment 1 2.40 2.40 6.4 Network Replacement I 3.10 3.10 6.5 Community Standpipe Total U E ~ Base Cost Govern 10,12
Water Supply Component APPENDIX 8 -COST i5US$ Million 8. Component -Three Provincial Capitals Annotated Budget Works - Phase 2 N’Dalatando, Provincial Capital Kuanza North Item I Services Description IBase Cost IDA Govern 1.2 IUrban Network I 1.2.1 Network PVC, diam 60-100 mm - 35 Km 3.65 2.56 1.10 1.2.2 Valves, Spare connection, etc. 0.15 0.1 1 0.05 1.2.3 Pavement reconstruction 0.15 0.11 0.05 Reservoir 10.000 M3 1.20 0.84 0.36 1.3 Handhold Supply 0.00 0.00 1.3.1 Home Connection, 3,500 units 0.55 0.39 0.17 1.3.2 Community Standpipe, 50 units 0.10 0.07 0.03 2. Rehabilitation 0.00 0.00 2.1 Intake Station Captation 0.15 0.1 1 0.05 2.2 Reservoir of Treatment Plant 0.57 0.40 0.17 Base Cost N’Dalando -Phase 2 6.52 4.56 1.96 3 Other 0.00 0.00 3.1 Plus 10% taxes 0.65 0.46 0.20 l~us10% -contingencies I 0.72 0.50 0.22 Total N’ Dalatano - Phase 2 I 7.89 5.52 2.37
85 ~ ~~ Water Supply Component APPENDIX 8 - COST 65 US$ Million Rural Water implemented by UNICEF Works - Phase 2 Services Description cost I IDA I Govern 1. Community Supply Water I I 1.1 Borehole and Shadow Wells, 70 units 1.26 0.88 0.38 1.2 Small Scale Systems Rehabilitated, 5 units 1.75 1.23 0.53 1.3 Water Points Rehabilitated, 50 units 0.25 0.18 0.08 Total works 3.26 2.28 0.98 2. Studies & Consultancies 0.00 0.00 2.1 Sdudies for Borehole and Shadow Wells 0.10 0.07 0.03 2.2 Consultancies on Sities 0.17 0.12 0.05 Total Consultancies 0.27 0.19 0.08 Base Cost Rural Water 3.53 2.47 1.06 2 Other 2.1 Plus 10% taxes I 0.35 I 0.25 I 0.11 11 2.2 Pus 10% - contingencies 0.39 0.27 u.14 0.32
I I I € Total Rural Water - Phase 2 I 4.27 I 2.99 I
Item Services Description Base Cost IDA Govern 1. Consultancies 1.1 Set up public enterprise in three Provinces 0.50 0.35 0.15 1.2 TA for DNA and Water sector 1.10 0.77 0.33 Basic Cost 1.60 1.12 0.48 3 Other 3.1 Plus 10% taxes 0.16 0.1 1 0.05
. 86 Appendix 7: Procurement Assessment and Proposed Arrangements
A. Procurement Arrangements
General
Procurement for the project would be carried out in accordance with the World Bank’s Guidelines: Procurement Under IBRD Loans and IDA Credits dated May 2004; and Guidelines: Selection and Employment of Consultants by World Bank Borrowers dated May 2004; and the provisions stipulated in the Development Credit Agreement for the project. The items in the different procurement categories are briefly described below. The procurement procedures and Standard Bidding Documents for National Competitive Bidding (NCB) will be the same as for International Competitive Bidding (ICB), except for (a) advertising may be limited to the national press or official gazette, or a free and open website; and (b) the bidding documents may be only in Portuguese (paragraph 3.4 of the Guidelinesfor Procurement).
A Country Procurement Assessment Review (CPAR) that was carried out in October 2002 found that the existing national regulations are inadequate for use by IDA-financed projects (see below for details). An action plan to implement the agreed recommendations of the CPAR isbeing implemented through the IDA-assisted Economic Management Technical Assistance project.
A procurement plan for the project was prepared, covering the entire implementation period of the project. For every contract that would be financed out ofthe Credit, the plan specifies the procurement method or consultant selection method to be used, whether there is a need for prequalification, the estimated cost, prior review requirements, and a time frame (see appendix 13 ). The procurement plan is to be agreed on by the Borrower and the Bank project team and will be updated once a year or more often as needed, to reflect the evolving project implementation needs and improvements in institutional capacity (see below).
A General Procurement Notice will be published in UN Development Business and Development Gateway Market (dgMarket) and will show all International Competitive Bidding (ICB) for goods and works and major consulting service requirements. Specific Procurement Notices will be issued in Development Business and dg Market and at least one newspaper with nationwide circulation for ICB contracts and before preparation of shortlists with respect to consulting contracts above US$200,000, in accordance with the Guidelines.
Procurement ofWorks
Works procured under this project would include the rehabilitation, reconstruction, or expansion ofroads, electric power supply, schools, health facilities, water and sanitation, and urban works. Works with a total estimated total value per contract of US$500,000 or more will be procured on the basis of ICB. Prequalification will be done for works contracts ofUS$10 million or more. Works with an estimated value per contract of less than US$500,000 may be procured on the basis ofNCB in accordance with the provisions ofparagraphs 3.1,3.3, 3.4,3.14, and 3.15 ofthe Guidelines. Works estimated to cost less than US$30,000 per contract may be procured on the basis of Shopping in accordance with the provisions of paragraphs 3.1 and 3.5 of the Guidelines. Shopping procedures involve at least three quotations from suppliers or contractors.
87 Procurement of Goods
Goods procured under this project would include drugs, medical kits and equipment, school furniture and equipment, books, vehicles, trucks, motorbikes, computer hardware and software, office equipment, pumps and other water related equipment, agricultural equipment, etc. To the extent possible and practicable, equipment and supplies to be purchased for each ofthe components would be grouped into bid packages to take advantage of bulk purchase. Each contract for goods estimated to cost the equivalent of US$200,000 or more would be procured under ICB procedures. Goods with a total estimated value per contract of less than US$200,000 may be procured on the basis ofNCB in accordance with the provisions of paragraphs 3.1, 3.3,3.4,3.14, and 3.15 of the Guidelines. Goods estimated to cost less than US$30,000 per contract may be procured on the basis of Shopping in accordance with the provisions of paragraphs 3.1 and 3.5 ofthe Guidelines.
Procurement ofNon-Consulting Services
Procurement from United Nations agencies for supplies and works carried out under their own procedures may include UNICEF, WHO, UNDP, UNCDF andor the International Agency Procurement Services Organization (IAPSO). The standard form of contract with UN agencies will be used for such procurement. The items to be procured from UN agencies would be agreed on in the procurement plan and would originally include (a) three contracts for the staged supply of student kits, teacher kits, and classroom materials with an estimated value of US$l.O million for the largest of the three contracts ; and (b) implementation of the studies and capacity building for the pilot decentralization activity through UNDP and UNCDF.
Selection of Consultants
Consultant services will be required for the designs of most of the civil works included in Phase 2, construction supervision, studies, and technical assistance for project implementation. Consultant * services will be procured through a Quality-and-Cost-Based Selection (QCBS) or other appropriate methods as specified in the procurement plans. Consultant assignments estimated to cost US$200,000 or more would be advertised in UN Development Business and dgMarket to invite expressions of interest, as specified in paragraph 2.5 ofthe Consultants Guidelines. Small consulting assignments may be procured through Consultant Qualification Selection (CQS) or Least Cost Selection (LCS), in accordance with paragraphs 3.2, 3.3, 3.4, and 3.6 ofthe Consultants Guidelines and for the items specified in the procurement plan. Technical assistance to Municipal Health Teams would be provided in 4 provinces through a QCBS procedure with a short list consisting only ofqualified NGOs.
Single-Source Selection (SSS) may be used in exceptional cases, where the provisions ofparagraphs 3.9 to 3.13 of the Consultants Guidelines are met. These items would include construction supervision for water supply in one of the 3 target towns to allow the construction to start without delay, and a rapid health needs assessment and a health needs resources assessment to be done by WHO.
Specialized advisory services would be procured through Individual Consultants Selection (ICs), based on the qualifications ofindividual consultants for the assignment in accordance with the provisions of paragraphs 5.1 through 5.3 ofthe Consultant Guidelines.
Other Procedures
Trainin& workshops and study tours will be conducted according to annual training programs that will be submitted to IDA for review prior to initiating the training. The program will specify the type of training (courses, study tours, workshops, on the job, etc.), subjects, number of trainees, duration of training, staff
88 months, timing, estimated cost, etc. The procurement of any training activities that involve the hiring of consultants will follow the Consultants Guidelines by using the QCBS, CQS or LCS for firms and ICs for individuals. The appropriate methods will be specified in the procurement plans.
ODeratina Costs financed through the project would be procured using the implementing agency’s administrative procedures, which were reviewed and found acceptable to the Bank.
Direct Contracting for works and goods may be used in exceptional cases, such as for the extension of an existing contract, standardization, proprietary items, spare parts for existing equipment, and urgent repairs and emergency situations, according to paragraphs 3.6 and 3.7 of the Guidelines. The items to be procured through Direct Contracting would be agreed on in the procurement plans.
Bidding Documents and Forms of Contract
The Bank’s standard bidding documents, including those for evaluation reports, will be used for all procurement under ICB and NCB procedures. An electronic system may be used, acceptable by IDA, to (a) distribute the bidding documents and receive bids or quotations for works and goods, and (b) distribute the RFP and receive proposals for consulting services, in accordance with paragraphs 2.1 1, 2.44, and 3.5 of the Guidelines and paragraphs 2.9 and 2.13 of the Consultants Guidelines.
The language of the procurement documents and forms of contract will be as follows:
0 ICB - Prequalification and bidding documents in English or French, with Portuguese translations if desired; contract for ICB in EnglishErench or Portuguese, i.e. the same language as that of the bid, according to paragraph 2.15 of the Guidelines; 0 NCB and Shopping - The documents may be prepared only in Portuguese; 0 Consultants - Request for proposals in English or French, with Portuguese translations if desired; contract for ICB in English or Portuguese, according to paragraph 1.20 of the Consultants Guidelines.
Review bv the Bank of Procurement Decisions
The thresholds for prior review by Bank are specified in the procurement plans. Table 1 shows (a) the thresholds for the different procurement methods, and (b) the initially-agreed thresholds for prior review by the Bank. The Bank will preview procurement arrangements proposed by the Borrower for the items specified in the procurement plans for their conformity with the Development Credit Agreement and the applicable Guidelines. Any procurement item not specified for prior review may be subjected to a post- review ofthe procurement process.
89 Table 1: Thresholds for Procurement Methods and Prior Review
Expenditure Category Contract Value Procurement Subject to Prior Review Threshold (US$) Method Works 500,000 or more ICB All 30,000 or more and NCB First 3 contracts less than 500,000 Less than 30,000 Shopping First 3 contracts Goods 200,000 or more ICB All 30,000 or more and NCB First 3 contracts less than 500,000 Less than 30,000 Shopping First 3 contracts Consultant Services - QCBS/CQS/LCS 100,000 or more: all Firms Less than 100,000: first 3 contracts Consultant Services - ICs 50,000 or more: all Individuals Less than 50,000: first 3 contracts
Notes: “Prior review ofthe firsts 3 contracts” applies to each phase of the project. ICB International Competitive Bidding NCB National Competitive Bidding QCBS Quality and Cost Based Selection CQS Selection Based on Consultants’ Qualifications LCS Lest Cost Selection IC Individual Consultants
Procurement Section ofthe Proiect Implementation Plan
Manuals on procurement procedures have been written under other Bank-assisted projects, namely for consultants and goods for the Economic Management Technical Assistance Project and for works for the Third Social Action Fund Project (FAS3). These will be used to prepare the procurement section of the project implementation plan for this project.
90 Table 2: Project costs by procurement arrangements Republic of Angola Proposed Phase 1 Emergency Multisector Recovery Project Project Costs by Procurement Arrangements
1. Works 35 0 16 51 (24) (0) (25) 2. Goods & Equipments 9 1 3 12 (6) (1) (2) (9) 3. Consultant & Engineering Services 20 3 23 (14) (14) 4. Training 3 3 (2) (2) 5. Service Contracts
6. Operating costs 1 2 3 (0.7) (0.7) Total 43 1 27 20 92 (31) (11 (19) (51)
B. Procurement Plan
A procurement plan for project implementation was prepared during appraisal, which will govern the choice of the procurement methods used for all the contracts. It covers the project that would be financed from the IDA 13 allocation. This plan has been agreed on between the Borrower and the Project Team at negotiations. It is attached to this report as Appendix 13. The approved procurement plan will be posted on the Bank’s public website after the credit has been approved by the Board. Furthermore, the award results for the procurement of individual contracts will be publicly disclosed according the procedures prescribed by the Bank. The procurement plan will be updated annually, or sooner as required, to reflect the project implementation needs and improvements in the institutional capacity. Any proposed revisions to the agreed procurement plan will be submitted to the Bank for its prior approval.
For the project, the aggregate value of goods and works contracts subject to prior review is US$41.4 million and that of consultants services is US$12.7 million (see Appendix 13).
C. Assessment of Procurement CaDacitv
Institutional Arrangements for Procurement
A Project Management and Implementation Unit (PMIU), will be established in the Ministry ofPlanning and will manage the procurement and implementation activities of the whole multi-sector project. It will work in close collaboration with the sector ministries and agencies that are participating in the project, but
91 retains the ultimate responsibility for procurement and contract management for the Borrower. The main procurement functions ofthe PMIU are to (a) coordinate the preparation and updating ofthe procurement plans in a timely manner and submit them to the Bank for review; (b) monitor the preparations ofthe technical aspects ofprocurement (terms ofreference, bills of quantities, technical specifications, and the like) by the participating ministries and agencies and assist them in the preparation as necessary; (c) cany out the procurement according to the Bank’s Guidelines and the provisions ofthe Development Credit Agreement; and (d) monitor the procurement processes and the management ofthe contracts by the participating ministries and agencies and assist them with contract management as necessary.
The participating ministries and agencies will be responsible for preparing the initial requirements for procurement, including the terms ofreference, bills ofquantities, specifications, and the like, and providing them to PMIU. The PMIU will conduct the procurement process up to the award of contract. The ministries and agencies will participate in the preparation ofshort lists and the evaluation ofbids and proposals under the direction ofPMIU. The contracts will be signed by the ministers or heads of agencies concerned, who will then be responsible for the management ofthe contracts. The PMIU will monitor contract management and assist the ministries and agencies in this task as needed. Payments for contracts will be made by the PMIU against certification received from the ministry/agency responsible for the particular contract.
The PMIU will contain a procurement section, headed by an internationally recruited chief procurement officer ad staffed with at least 2 procurement officers, recruited nationally. It has been agreed that until the procurement group of PMIUis adequately staffed, the project implementation unit ofEconomic Management Technical Assistance project, which is also located in the Ministry ofPlanning, will perform the essential procurement functions.
An assessment ofthe procurement capacity ofthe Ministry ofPlanning and the ministries and agencies participating in this project was carried out by a procurement specialist ofthe Bank during preappraisal in May 2004. The specialist reviewed the organizational structure for implementing the project and the availability in the country ofprocurement specialists for Bank-assisted project implementation. The assessment revealed a severe scarcity ofqualified specialists locally and a dearth of experience with procurement according to accepted principles ofinternational procurement. These findings corroborate those ofthe CPAR of 2002.
Procurement Risk Assessment and Risk Mitigation
The CPAR of2002 covered a wide range ofprocurement aspects, including (a) the degree to which the government promotes a culture ofaccountability; (b) the status ofprocurement staff, including salary structure and capabilities; (c) the degree to which procurement is free from political interference; (d) the existence ofclearly written standards and procedures; and (e) the degree ofefficiency, transparency and value-for-money. In each ofthese areas, the CPAR found that the Angolan procurement system needs major improvements, and, consequently, is considered a high risk. The brief assessments carried out during preappraisal and appraisal found that very little had changed since the publication ofthe report in this regard.
Three major problems were identified: transparency, enforcement, and lack ofcapacity. Specifically:
0 Weaknesses of the legal framework and lack of enforcement. While there are laws pertaining to public procurement matters that are written but not adequately publicized or enforced (Decrees no 7/96 and 22-A/92 regulate the main procurement aspects), some procurement practices have no legal basis but are vigorously enforced. Even when they are familiar with its rules, civil servants seem to ignore procurement law without being penalized, and enforcing ofthe law is erratic.
92 Procurement regulations are not enforced because control mechanisms, either intemal (within procurement entities) or external are missing at all levels. In addition, none ofthe state-owned enterprises visited during the CPAR had written internal procurement rules, describing methods and levels ofauthorization for spending public funds. The government Gazette does not seem to contribute to transparency and to the dissemination ofregulations, as it is relatively expensive and apparently not widely distributed within the government itself.
Inefficient and costly procedures and practices. The Angolan government acquires goods, works and services, but not in a consistent manner or according to rules generally recognized as binding. A number ofprocurement procedures and practices are neither economic nor efficient, and are not in compliance with recommended procurement best practices. Although nearly all goods are imported, most ofthem are procured through local suppliers. The two areas where practices need to be changed in order to enhance fairness and transparency in the procurement process are (a) adoption ofopen competitive bidding as the primary method ofprocurement, and (b) establishment ofa transparent procurement system. There is currently no effective mechanism to lodge complaints in relation to the bidding process. The lack ofoversight, transparency, and audit, has created many opportunities for corruption.
Weak procurement organization and capacity, There is a lack ofprocurement capacity at all levels, both in Luanda and in the provinces, including poor record keeping in the ministries. This deficit in capacity is due to (a) very little importance given to public procurement in general; and (b) lack ofadequately trained personnel in the full range ofactivities linked to procurement functions.
Weak audit and anti-corruption mechanisms. There is no oversight mechanism to ensure regular application ofprocurement regulations and no procurement audits. Procurement regulations are not enforced because intemal control mechanisms in the procurement entities are lacking at all levels, as is the case for external mechanisms.
Payment delays result in higher award prices. It is a common practice for government ministries and other agencies to delay payments by more than 90 days to suppliers and contractors, while the internationally accepted practice is 30 to 45 days. Most payment delays are due to poor planning, especially in relation to the budgeting process and the actual funding available to pay against commitments. Although allowed by existing regulations, price adjustment clauses are not used, and the risk ofinflation and the effects ofdevaluation ofthe local currency are passed on to suppliers and contractors. The expectation ofslow payment has two damaging consequences. It imposes on the government’s contract partners the burden to pre-finance contract payments for several months and therefore discourages participation ofqualified businesses with limited liquid funds, particularly newly established Angolan businesses, and it encourages bidders to factor the cost of late payments into their bids, resulting in higher than necessary award prices. High construction prices in Angola may be explained, in part, by very slow payments.
The review ofthe capacity of individual entities involved in the implementation ofthe Economic Management Technical Assistance project confirmed the above general observations. However, it was noted that where large value contracts were handled, the ministry/agency had resorted to the use of external consultants to conduct the main procurement activities on its behalf. Consequently, there is no adequate intemally retained capacity even in such ministriedagencies to conduct procurement on their Own.
93 In consideration of the present procurement situation and the need for a rapid implementation of the emergency project, it was agreed that all the procurement for the project will be carried out centrally in the Ministry of Planning. Other measures that will be taken to minimize the risks ofprocurement problems to occur are (a) provision of training in procurement to all local staff involved in the project, (b) preparation of a procurement plan with the participation of all the relevant ministriedagencies; (c) creation of a monitoring and filing system for procurement actions by the PMIU; (d) setting up of an procurement section in the PMIU, staffed with international and national procurement experts, (e) the large majority of contracts to be subject to prior review by Bank, particularly in the first year, (0 preparation and use of appropriate procurement and other manuals, and (g) carrying out ofregular procurement audits.
The implementation ofthe agreed action plan that resulted from the CPAR is included in Economic Management Technical Assistance project. The procurement of the consulting services for these measures has however only reached the terms-of-reference preparation stage. Various complementary forms ofprocurement training would be provided through EMW to increase the procurement capacity in the country.
The overall project risk for procurement is high.
D. Freauencv of Procurement SuDervision
The frequency ofprocurement supervision is proposed to be once every 4 months in the first year and once every 6 months in subsequent years. Every supervision mission should include a post-review of procurement decisions.
94 Appendix 8: Financial Management Assessment and Proposed Arrangements
Introduction
The objective of the Financial Management Assessment is to determine whether the entities implementing the Phase 1 Emergency Multisector Recovery Project have acceptable financial management arrangements in place. The arrangements include the entities’ systems of accounting, reporting, auditing and internal controls. The entities’ arrangements are acceptable if they are considered capable of recording correctly all transactions and balances, supporting the preparation ofregular and reliable financial statements, safeguarding the entities’ assets, and are subject to auditing arrangements acceptable to the Bank.
The assessment was conducted at the Ministry ofPlanning. Assessment questionnaires were completed by the Ministry of Planning. This report is a record ofthe results of the assessment of the proposed financial management arrangements for the EMW implemented by the Project Management and Implementation Unit (PMIU) under the Ministry of Planning (MOP).
Executive summary
The conclusion of the assessment is that the country risk is high. However, the overall financial management risk for the project is considered moderate subject to the implementation ofrisk mitigation measures identified in the table below; and the conditions and dated covenants presented in the financial management action plan. With the implementation of the action plan, the project will be capable of having an adequate financial management systems and handling the financial management and disbursement of the Credit.
The Public Expenditure Management and Financial Accountability Review (PEMFAR) carried out by IDA in March 2004 in collaboration with the government indicated that there is not yet satisfactory measures have been taken to ensure transparency and good governance of Bank-financed projects. There has not been any Bank diagnostic work on corruption in Angola. The existing ofmany off-budget accounts, a not-yet fully implemented financial management information system, inadequate systems of internal control and financial reporting , and inadequate external auditing, might indeed cast serious doubts about the transparency and good governance of financial management ofpublic resources. Under these circumstances, a “ring fences” financial management strategy, with dedicated bank accounts, and project financial management manual will be established.
Actions outlined in the Financial Management Action Plan will be undertaken by the project to strengthen the financial management systems. Three main actions are necessary: (a) appointment of an international financial management advisor, an internal auditor, and a project accountant for the PMIU (three months following effectiveness of the project); (b) adoption of a fully documented Financial Management Manual which covers financial policies and procedures, accounting and internal control system, financial reporting, flow of funds and auditing arrangements (three months following effectiveness of the project); and (c) installation of an integrated accounting software, including data testing (four months following effectiveness ofthe project). ). In addition, the appointment of an external auditor under terms of reference and experience satisfactory to the Bank (four months following project effectiveness) is also important. A Bank financial management specialist will undertake, during the first year ofproject implementation, a review of PMIU capacity to ensure that it has adequate financial staff capable of establishing the necessary procedures and internal controls over the use ofproject funds. The financial management specialist will also familiarize the PMIU with IDA’Sprocurement and disbursements procedures, requirements of adequate accounting and submission of quarterly FMRs. The government may retain for a short period the services of a specialized firm to install, within the PMIU, the financial
95 management system, prepare the manual of procedures and provide initial training to the staff of the financial section of the PMIU.
In order to ensure that the project is effectively implemented, the Government will ensure that appropriate staffing arrangements are maintained throughout the life of the project.
Summary of the project
The overall purpose of the EMRP is to help to build the foundation for long-term ofreconstruction, economic rehabilitation, and the reestablishment of state administration throughout the country. The specific objectives ofthe project are to assist the government to (a) improve rural incomes and enhance food security, especially in the provinces most affected by the conflict; (b) deliver essential education and health services, (c) restore critical transportation links, and (d) strengthen capacity of government at all levels to formulate, prepare, implement, and manage medium and long-term development programs. These objectives are consistent with those of the ECP. They are also consistent with the priority phase of the government’s multi-sector rehabilitation and reconstruction program.
The EMRP will be implemented in two phases. The Phase 1 project ofUS$50.7 million is fully funded with support of IDA 13 resources of which US$24.9 million in the form of a credit and US$25.8 million the form of a grant, and will be implemented over four years. The foreseen second phase could amount to some US$l50 million and could be funded under IDA 14, subject to timely and full availability of resources.
The project will focus on supporting activities that address the most urgent needs and can be implemented quickly. These include (a) activities to restart agriculture (particularly production and multiplication of seeds and planting material), (b) provision of drugs, logstical support, and refresher courses for nurses and auxiliary nurses to improve health services, (c) provision of teaching and learning materials and assistance to initiate teachers’ training, and (d) support to restore water services in Luanda and three provincial capitals. It will also support (a) technical assistance for sector ministries and agencies involved in implementing the project, (b) initial training programs, and (c) technical assistance to build local capacity to prepare for decentralization, and (d) preparation of the environmental and social impact assessment for the project and the social and environmental management plan for Phase 1. Finally, it will finance the management, monitoring and evaluation of the implementation of the project, support for implementation ofthe national demining strategy and action plan which are being updated, defining actions critical for successful implementation of the project activities, and engineering studies (detailed design, tender documents) and preparatory activities for an eventual Phase 2 investments.
Program and Project components
The proposed program comprises four components: (a) rural development and delivery of social services; (b) rehabilitation and reconstruction of critical infrastructure (roads and bridges, electricity, water supply, and urban infrastructure); (c) capacity building, institutional strengthening and development of sector strategies; and (d) management and monitoring of the program and project, and preparation ofthe next steps. The program has been designed based on free-standing subprojects that fit within the program but that are not integrally linked to other activities and that facilitate parallel financing arrangements. IDA’S contribution, during Phase 1, to these four components constitutes the IDA financed project.
Country issues
Recent developments seem to indicate that the authorities are now fully committed to enhance their management of the economy. The last few months have seen an intensification of the dialogue with the
96 IMF, as well as a demonstration, on the part of the authorities, of the increasing willingness to publicly acknowledge the macroeconomic and transparency issues that affect the country. Important inroads have been made in granting public access to sensitive documents and reports, and addressing the issues of quasi-fiscal and extra-budgetary spending in the revision of the 2003 budget. Nevertheless, focused efforts on improving public financial management systems and practices, as well as on strengthening the “agencies ofrestraint” are still incipient. The PEMFAR exercise follows-up on these questions. Yet, it would not undertake a full review of corruption issues in the country. This could potentially be the object of an eventual Institutional and Govemance Review (IGR) in the future.
Summary risk analysis
The objectives of the project’s financial management system are:
0 to ensure that funds are used only for their intended purposes in an efficient and economical way; 0 to ensure that funds are properly managed and flow smoothly, adequately, regularly and predictably in order to meet the objectives ofthe project; 0 to enable the preparation of accurate and timely financial reports; 0 to enable project management to monitor the efficient implementation of the project; and 0 to safeguard the project assets and resources.
Furthermore, the following are necessary features of a strong financial management system:
0 the PMIU should have an adequate number and mix of skilled and experienced staff; 0 the intemal control system should ensure the conduct of an orderly and efficient payment and procurement process, and proper recording; 0 the accounting system should support the project’s requests for funding and meet its reporting obligations to fund providers including Government ofAngola, IDA, and other donors; 0 the system should be capable ofproviding financial data to measure performance when linked to the output of the project; and 0 an independent, qualified auditor should be appointed to review the Project’s financial statements and intemal controls.
Risks and risk mitigation measures. The table below identifies the key risks that project coordination and implementation unit may face in achieving these objectives due to the weak control environment, and provides a basis for determining how management should address these risks.
Risk Risk Risk Mitigation Measures Rating Corruption (Funds may not be used in M P Appropriately qualified and experienced staff will be an efficient and economical way and appointed. exclusively for purposes intended) > Intemal control procedures will be documented in the form ofmanuals and guidelines and are substantially being adhered to.
Need to improve on the linkages M 0 This is being addressed and the management ofPMIU is between physical progress and setting up procedures to ensure that there is a reconciliation financial outcomes between the physical progress and financial outcomes. This shall be followed up during the supervision missions to ensure it has been resolved.
97 fovernment may be unable to meet S rhis is a big problem given that the approved amounts are not its funding obligations due to Fully paid and the timeliness ofthe payments is not conducive in budgetary constraints facilitating the project given that the payments are received late. [t is proposed that a significant proportion ofthe counterpart hnds should be paid before credit effectiveness in order to Ensure the successful implementation ofthe project. The amount to be paid shall be agreed between IDA and the government.
Implementing Entity: S PMIU staff will be given appropriate training in Bank FM The PMIU is to be established and procedures and requirements. may not have experience in IDA financial management and disbursement procedures that are necessary for implementing the project.
Funds Flow: S The PMIUwill establish clear procedure and services standards Delays in transfer of funds from IDA for finds transfer that meet necessary requirements, and monitor to PMIU and to the sub-components. compliance with the procedures and services standards.
Staffing: H 0 Shortage ofprofessionally 9 A professional qualified accountant will be appointed. qualified accountants. He/she will have academic and professional 0 No knowledge of Bank background acceptable to IDA. procedures by the PMIU staff. 9 Staff well qualified in Accounting and experienced in No basic knowledge of computer World Bank projects required. necessary to use the FMS being designed. 9 Training and capacity building activities to enable implementation according to IDA procedures has been provided during preparation and will continue to be provided. Accounting Policies and Procedures: M 9 Control procedures will be documented in the Financial Adequacy of controls over the Procedures Manual (FPM). preparation and approval of 9 FPM will be regularly updated by the Financial transactions, payments, basis of Manager. accounting, accounting standards, cash 9 Cash basis of accounting will be used. and bank transactions, project assets, ...
Intemal Audit: S 9 The project will hire their own internal auditor whose Shortage ofprofessionally function is to carry out and review ofthe internal qualified internal auditor. control system. Position ofhead of internal audit 9 Regular Bank supervision missions, including SOE at the PMIU is vacant. reviews. 9 PMIU staff will be given relevant training. External Audit: M 9 Annual external audit will be undertaken on TORS Timely independent ofproject acceptable to the bank. accounts and records. 9 Relevant qualified external auditors will be appointed by the PMIU. > Annual audit reports on the financial statements will be submitted to the Bank within six months after year-end. 9 Timely follow up on management letter issues.
I Reporting and Monitoring: 1s 9 Annual and auarterlv financial statements will be
98 Management report not prepared produced. timely. > Financial statements will be produced in a timely D Bank reconciliation statements not manner fro planning, control and decision-making prepared timely. purposes. Budget monitoring: comparison of > Financial management Technical Support Consultant actual with budget not carried out will be retained to advise on the selection and on a regular basis. installation ofthe FMS fro PMIU. > The new system will have the capability of linking physical and financial data. > Quarterly reporting arrangements, including contents ofreports, will be documented in the FPM. > Bank reconciliation statements will be prepared on a monthly basis. > Reports comparing budget with actual expenditures will be prepared on a monthly basis and reviewed regularly.
Information Systems: Uniform accounting system will be develop and used The entities’ FM systems are manual for the project. and financial statements are not timely New system will be installed at PMIU and will be used produced. for maintaining accounting records and other project related information. PMIUwill be using accounting software which can produce FMRs. Appropriate training will be given to staff.
I I Overall Control Risk S Risk Rating - H (High Risk), S (Substank Risk), h!l (Modest Risk), N (Negligible Risk)
The overall project risk from a financial management perspective is considered high. To mitigate the risk, the financial management arrangements will include the features described in the summary risk analysis.
Strengths and weaknesses
The project financial management will be strengthened by the following salient features:-
0 the financial management and accounting will be handled by the qualified and experienced staff. International advisors will be recruited to support the project implementation; 0 PMIU will be using an accounting software which can produce the Financial Monitoring Reports; and facilitate monitoring ofthe project activities by providing the linkage between physical progress and financial outcomes; 0 PMIU will have an adequate Financial Management Manual.
The project financial management is weakened by the following salient features:-
0 lack ofgovernment strong commitment; 0 weak administrative capacity which could leave control systems weakened and delay implementation; 0 delay from government to provide the counterpart funding; 0 diversification ofthe activities due to the emergency nature ofthe project involving several line ministries and multiple entities; 0 level of staffing in the PMIU is inadequate for the level ofresponsibilities; 0 contracts registers not properly maintained.
99 Institutional and implementation arrangements
The project’s activities will be managed by the Project Management and Implementation Unit (PMIU) under the Ministry of Planning. The PMIU is headed by the Project Coordinator - Vice-Minister of Planning, assisted by the Project Administrator (a high level senior officer). The PMIU will be assisted by the international consultants for project monitoring, financial management and procurement. An internal auditor, a financial manager (senior accountant), one or two accountant assistants will be appointed to support the project implementation activities, as needed. Prior to staffing, adoption of an acceptable financial management system and manual of procedures by PMIUbeing in place, interim financial management and procurement support will be made through the project unit of FAS 111, also in MOP.
During project execution, PMIU established by MOP shall coordinate project implementation and manage:
(a) procurement, including purchases of goods, works, and consulting services; (b) financial management and record keeping, accounts and disbursements; (c) project monitoring, reporting and evaluation; (d) contractual relationships with IDA and other donors.
The accounting unit will be computerized using an accounting system software. A draft financial management manual will be established by effectiveness of the project and it documents all the accounting and internal control procedures used for the project. The project’s financial statements will be audited in accordance with statutory requirements, and suitable terms ofreference.
The PMIU will ensure efficient coordination among different agencies and ministries that participate in the project, including, but not limited, to Apculture and Rural Development, Health, Education, Transportation, Electricity, Water Supply, Urban Services. The PMIU will also constitute the operational link to the IDA and other donors on matters related to the implementation ofthe project.
Flow of funds
Bank Accounts
The following bank accounts will be maintained for the purposes ofimplementing the project:
0 Special Accounts: Denominated in US dollars, disbursements from the IDA Credit will be deposited in Special Account A, disbursements from the IDA Grant in Special Account B. 0 PMIU Proiect Account: This will be denominated in local currency. Counterpart funds will be deposited on this account in accordance with project objectives.
These bank accounts shall be opened at the Banco Poupanca Credit0 (BPC) by effectiveness date. Initial cash flow forecasts upon which the advance disbursement will be made from the IDA Credit and Grant should also be prepared by the same date. The authorized signatories will be nominated by the Minister of Planning and will be documented in the Financial Management Manual.
100 Funds flow arrangements for the project (through the two bank accounts above) are as follows:
0 IDA will make an initial advance from the proceeds ofthe Credit by depositing into a Borrower-operated Special Accounts held at the BPC (commercial bank) and denominated in US Dollars. 0 Actual expenditures will be reimbursed through submission ofwithdrawal applications and against summary sheet or statements of expenditures which will be approved in accordance with internal control measures applied in PMIU. 0 While the activities are implemented in provinces, the payments will be done centrally from the PMIU office in Luanda. 0 Counterpart funds will be deposited in the Project Account in accordance with project objectives. The Government will allocate and pay over counterpart funds for the project by bank transfer. Counterpart funds are allocated through the normal central govemment budgetary process. Counterpart funds is accessed through compliance with the country specific Financial Regulations.
PMIU has a Finance Department headed by the financial manager (or senior accountant) who directs and guides the financial management operations ofthe implemented project. The Financial Management Advisor (FM Advisor) reports to the PMIU Coordinator. The Financial Manager is in charge of maintaining the books and records ofthe projects financed by donors as well as supervisory responsibilities over the other accountants that include two accountants (one ofwhich shall commence working after project effectiveness).
The newly recruited staff (financial manager, accountants) will be trained as appropriate, in the following areas: (a) financial management, including internal controls, information systems and computer applications; and (b) procedures relating to procurement, financial management and disbursement guidelines and govemment regulations. Coaching will be provided by the financial management advisor.
The staff in PMIU’s Finance Department is experienced and qualified. This is illustrated below:
0 the financial manager should be a professional accountant with a CPA. He/she also holds a Masters degree in Management, with at least ten years ofexperience in accounting and finance, preferably with the Bank projects;. 0 the accountant should has a Masters degree in Business Administration or a Bachelor’s degree in Commerce (Accounting) with at least nine years ofexperience in accounting and finance, preferably with the Bank projects.
Financial management arrangements
Internal Controls and Financial Management Manual
The project’s internal controls are documented in a Financial Management Manual. The PMIU will update the manual regularly to take into account any changes in procedures.
The procedures used by the project to maintain its records will be documented in its Financial Management Manual. These will include the requirement for cross references to supporting documentation in the SOE in order to facilitate the audit ofthese expenditures and improve the maintenance ofthe project’s records.
101 The FM Manual will describe for the accounting system: the major transaction cycles ofthe project; funds flow processes; the accounting records, supporting documents, computer files and specific accounts in the financial statements involved in the processing of transactions; the list ofaccounting codes used to group transactions (chart of accounts); the accounting processes fkom the initiation of a transaction to its inclusion in the financial statements; authorization procedures for transactions; the financial reporting process used to prepare the financial statements, including significant accounting estimates and disclosures; financial and accounting policies for the project; budgeting procedures; financial forecasting procedures; procurement and contract administration monitoring procedures; procedures undertaken for the replenishment ofthe Special Account; and auditing arrangements.
Planning and Budgeting
Cash budget preparation will follow the government procedures. Detailed procedures for planning and budgeting will be documented in the Financial Management Manual. Financial projections or forecasts for the life of the projects (analyze by year). will be prepared. On an annual basis, the project accountants will prepare the cash budget for the coming period based on the work program. The cash budget should include the figures for the year, analyze by quarter. The cash budget for each quarter will reflect the detailed specifications for project activities, schedules (including procurement plan), and expenditure on project activities scheduled respectively for the quarter. The annual cash budget will be sent to the TTL at least two months before the beginning of the project fiscal year.
Book of Accounts and Chart of Accounts
IDA and counterpart funds will be accounted for by the project on a cash basis. This will be augmented with appropriate records and procedures to track commitments and to safeguard assets. The accounting records will be maintained in dual currencies on a computerized system. The books of accounts will include a cash book, ledgers, journal vouchers, fixed asset register and a contracts register.
The chart of accounts will facilitate the preparation ofrelevant monthly, quarterly and annual financial statements, including information on the following:
0 total project expenditures 0 total financial contribution from each financier 0 total expenditure on each project component/ activity, and 0 analysis of that total expenditure into civil works, various categories of goods, training, consultants and other procurement and disbursement categories
The books of Accounts to be used for the project will be opened and a Chart of Accounts will be completed by project negotiation. Annual financial statements will be prepared in accordance with International Accounting standard (IASs). All accounting and control procedures will be documented in the financial management manual, and will be regularly updated by the PMIU.
Audit arrangements
Internal Audit
Considering the overall risk environment there is a need to put in place a strong internal control mechanism and quality assurance at all levels involved in the project. The Internal Auditor needs to be certified accountant with relevant experience in the development area.
102 The term of reference should be detailed in the financial management manual that will be put in place. The responsibility of the audit will include, but not limited to: (a) control ofthe fulfilment of procedures; (b) spot check of the subproject to ensure consistency between physical and financial progress of subprojects; and (c) ex post audits of subprojects. Regular internal audit reports will be submitted to the Project Coordinator and the Steering Committee.
External Audit
The government will recruit external auditors under TORSacceptable to IDA. Any firm of auditors contracted to carry out the audit should meet the IDA’Srequirements in terms of independence, qualifications and experience. It is recommended that arrangements for the external audit of the financial statements of the project should be communicated to IDA through agreed terms of reference.
The external audit will cover all Bank funds and counterpart funds. Consolidated Audited Project Accounts, taking into consideration the new Audit Policy Guidelines of the World Bank, should be produced. The format to be adopted will be documented in the financial management manual. Besides expressing a primary opinion on the audited financial statements in compliance with an International Accounting Standards, the audit report should be submitted to IDA within six months after end of each financial year. The auditor will be required to prepare a separate Management letter giving observations and comments, and providing recommendations for improvements ofaccounting records, systems, controls and compliance with financial covenants in the Credit Agreement.
Reporting and monitoring
Formats of the various periodic financial monitoring reports to be generated from the financial management system will be developed. There will be clear linkages between the information in these reports and the Chart ofAccounts. The financial reports will be designed to provide quality and timely information to project management, implementing agencies, and various stakeholders on project performance.
The following quarterly FMRs will be produced by the PMIU. They are:-
0 Financial Reports: JSources and Uses of Funds by Funding Source JUses ofFunds by Project Activity/Component
0 Physical Progress (Output Monitoring) Report 0 Procurement Report
The formats will be defined and agreed by negotiation and the project must be capable of producing FMRs.
The project may later become eligible to use the report-based disbursement method, provided that during project implementation, it (a) sustains satisfactory financial management rating during project supervision; (b) submits FMRs consistent with the agreed form and content as explained below; and (c) submits Project Audit Reports by the due dates. The project is then required to submit to the Bank the following information in order to support report-based disbursement:
0 Financial Monitoring Report (FMR)
103 Special Account (SA) activity statement SA Bank statements e Summary Sheet of expenditures under SA for contracts subject to prior review Statement ofExpenditure ofexpenditures under SA for contracts not subject to prior review.
The financial statements should be prepared in accordance with International Accounting Standards. The IDA Credit Agreement will require the submission ofaudited financial statements to the Bank within six months after the year-end. In addition to the monthly reconciliations and quarterly FMR’s, PMIU will produce the Project Financial Statements for analytical and audit purposes.
These Project Financial Statements will compose of:
1. A Statement of Sources and Uses of Funds / Cash Receipts and Payments for each funded phase which recognizes all cash receipts, cash payments and cash balances controlled by the entity; and separately identifies payments by third parties on behalf ofthe entity.
2. The Accounting Policies Adopted and Explanatory Notes. The explanatory notes should be presented in a systematic manner with items on the Statement ofCash Receipts and Payments being cross referenced to any related information in the notes for each funded phase. Examples of this information include a summary offixed assets by category ofassets, and a summary of SOE Withdrawal Schedule, listing individual withdrawal applications; and
3. A Management Assertion that Bank funds have been expended in accordance with the intended purposes as specified in the relevant World Bank legal agreement for each funded phase.
Indicative formats ofthese statements will be developed in accordance with IDA requirements.
Information systems
PMIUwill select and install a computerized accounting package to be used by EMRP, and train staff in the use ofthe software in compliance with the financial management manual. The accounting software should be able to produce Financial Monitoring Reports and to link between physical progress and financial outcomes.
Procurement arrangements
A Bank Procurement Specialist (PS) has carried out an assessment ofthe procurement capacity ofthe PMIU. Procurement by the PMIU will be under the management ofthe Procurement Specialist. There are no specific Procurement arrangements that specifically impact the FM arrangements.
For IDA funds, the project will observe procurement procedures outlined in the Guidelines: “Procurement under IBRD and IDA Credits and guidelines for the Use ofConsultants by the borrowers and by the world Bank as executing agency The financial manager, accountants, internal auditor and support staff must be conversant with the Bank’s procurement procedures, as internal control issues and the incurring ofliabilities will be matters ofconcern to the financial management function.
104 Disbursement arrangements
All costs are inclusive of taxes and duties. government will finance 100 percent of: (i)taxes and duties (estimated at a rate of 10%); (ii)expenditures for maintenance services; (iii)operating costs; and (iv) recurrent costs. In addition, government will finance: (i)15 percent of counterpart funding for works and goods under component A; (ii)20 percent of counterpart funding for works and goods under component B rehabilitation and reconstruction of critical infrastructure; and (iii)20 percent of counterpart funding for technical assistance and engineering and consultant services. The disbursement schedule is expected to be as follows: US$2 million (5 percent) is expected to be disbursed during IDA fiscal 2005, US$21 million (421 percent) during fiscal 2006, US19million (37 percent) during fiscal 2007, and US$8 million (167 percent) during fiscal 2008.
When project implementation begins, the quarterly financial Monitoring Reports (FMRs) produced by the project will be reviewed. Strengthening its accounting and financial management capacity will enable PMIU to establish effective financial management and accounting systems, which should facilitate the produce the Financial Monitoring Report (FMR).
While the first years disbursements will be made through the “transaction based disbursements” method, it is expected that thereafter the project will disburse through the “Report-based disbursements”. In this method, disbursements will take place based on the submission to the World Bank of quarterly Project Monitoring Reports (PMRs). Where the borrower requests conversion to report-based disbursements, a review will be undertaken to determine whether the project has in place an adequate accounting and reporting system, including procurement/ contract management system that can provide the appropriate data on major procurement and contracts as well as full financial and output monitoring indicators produced quarterly as required by the Bank. The adoption of report-based disbursements by the project will enable it to move away from time consuming voucher by voucher.
Special Accounts
It is anticipated that the project will have two Special Accounts. These Special Accounts opened in a commercial bank acceptable to IDA, will be operated in accordance with the Bank’s operational guidelines. Special Account A is for the proceeds of the IDA Credit. Special Account B is for the proceeds of the IDA Grant.
Disbursements from IDA would be initially made on the basis of incurred eligible expenditures (transaction based disbursements). IDA would then make advance disbursement from the proceeds of the Credit and ofGrant by depositing into a Borrower-operated Special Accounts to expedite Program implementation. The advance to the Special Accounts would be used by the Borrower to finance IDA’S share ofprogram expenditures. Another acceptable method of withdrawing funds from the Credit is the direct payment method, involving direct payments from the Credit to a third party for works, goods and services upon the Borrower’s request. Payments may also be made to a commercial bank for expenditures against IDA special commitments covering a commercial bank’s Letter of Credit. IDA’S Disbursement Letter stipulates a minimum application value for direct payment and special commitment procedures.
To facilitate disbursements for eligible expenditures for goods, work and services, upon project effectiveness, the PMIU would be required to submit a withdrawal application for an initial deposit to the Special Account, drawn from the IDA Credit. Upon effectiveness, IDA would deposit the amount of US$0.5 million into the Special Account A. The authorized allocation is US$2.5 million for both Special Account A and Special Account B but during interim implementation arrangements only an amount of
105 US$0.5 million would be available for Special Account A. Special Account B would have no initial deposit during interim implementation arrangements. Direct payments ofup to US$2 million could be made from the Grant Account. Replenishment of funds from IDA to the Special Accounts will be made upon evidence ofsatisfactory utilization ofthe advance, reflected in statements ofexpenditure andor on full documentation for payments above thresholds for statements ofexpenditure. The Special Accounts would be used for all payments inferior to 20 percent ofthe authorized allocation and replenishment applications would be required to be submitted regularly on a monthly basis. If ineligible expenditures are found to have been made from the Special Accounts, the Borrower will be obligated to refund the same. Ifthe Special Accounts remains inactive for more than six months, the Borrower may be requested to refund to IDA amounts advanced to the Special Accounts. IDA will have the right, as reflected in the Development Financing Agreement, to suspend disbursement of the funds, if reporting requirements are not complied with.
Use of Statements of Expenditures (SOEs)
All application for the withdrawal ofproceeds from the credit will be fully documented, except for: (a) contracts with an estimated value ofless than US$500,000 for work packages; (b) contracts with an estimated value ofless than US$200,000 for equipment and goods; (c) contracts with an estimated value ofless than US100,OOO for consulting firms, and less than US$50,000 for individual consultants; as well as training and incremental operating which may be claimed on the basis of statement ofexpenditures (SOEs). Documentation supporting all expenditures claimed against SOEs will be retained by PMIU, and will be available for review when requested by IDA supervision missions and auditors. All disbursements are subject to the condition ofthe Development FinancingCredit Agreement and the procedures defined in the Disbursement letter.
When project implementation begins, the quarterly financial Monitoring Reports (FMRs) produced by the project will be reviewed. Strengthening its accounting and financial management capacity will enable PMIUto establish effective financial management and accounting systems, which should facilitate to produce the Financial Monitoring Report (FMR). Where the reports are adequate and produced on a timely basis, and a borrower requests conversion to report-based disbursements, a review will be undertaken by the task team leader (TTL), to determine if the project is eligible. The adoption ofreport- based disbursements by the project will enable it to move away from time consuming voucher by voucher.
Overall policy guidance
An interministerial steering committee overseas the operations ofPMIU. It deals with overall policy guidance matters, including those for donor funded projects. It is chaired by Minister ofPlanning. The members consists ofthe line ministries involved in the project’s activities (Planning, Finances, Health, Education, Public Work, Energy, Agriculture, Transportation and Environment).
106 Financial management action plan
The action plan below indicates the actions to be taken by the project to strengthen the financial management systems, and the dates that they are due to be completed.
Action Date due bv ResDonsible 1 Appointment of an international Three months MOP& IDA financial management advisor, an following intemal auditor and a project accountant Effectiveness at the PMIU.
2 Adoption offully documented Financial Three months PMlU& IDA Management Manual which covers following financial policies and procedures, Effectiveness accounting and internal control system, financial reporting, flow offunds and auditing arrangements.
3 Installation ofan integrated accounting Four months PMlU software, including data testing. following Effectiveness
4 Appointment ofan extemal auditor Four months PMlU& IDA under terms ofreference and experience following satisfactory to the Bank. effectiveness
Conclusion of the assessment
A description ofthe project’s financial management arrangements above indicates that the project doesn’t satisfy the Bank’s minimum requirements under OPh3P10.02. In order to establish an acceptable control environment and to mitigate financial management risks the various measures should be taken by the due date as detailed in the Financial Management Action Plan. The project financial management risk is assessed as being moderate provided that the financial management arrangements are properly implemented and the Financial Management Action Plan will be implemented satisfactorily.
Effectiveness conditions and financial covenant
The conditions and financial covenant are listed in financial management action presented above.
Supervision plan
A supervision mission will be conducted at least every six months. The mission’s objectives will include that ofensuring that strong financial management systems are maintained for the project throughout its life. A review will be carried out regularly to ensure that expenditures incurred by the project remain
107 eligible for IDA funding. The Project Status Report (PSR) will include a financial management rating for the component.
Finally the Financial Management Assessment Report for EMRP was discussed with the Vice Minister of Planning on April 14,2004 and on October 25,2004.
108 Appendix A
Financial Management Questionnaire
Summary Risk Assessment
Project: Emergency Multisector Recovery Project Summary Risk Assessment prepared by: Agnes, Albert-Loth Date: April 13,2004
ssment Comments and Mitigation Inherent Risk =P 1. Corruption (Funds may not be used in an The team of appropriately qualified and efficient and economical way and exclusively experienced staff and the strong intemal for purposes intended) control procedures in place may reduce this risk. 2. Need to improve on the linkages between This is being addressed and the physical progress and financial outcomes management of PMIU is setting up procedures to ensure that there is a reconciliation between the physical progress and financial outcomes. 3. the government may be unable to meet its This is a big problem given that the funding obligations due to budgetary constraints approved amounts are not fully paid and the timeliness of the payments is not conducive in facilitating the project given that the payments are received late. It is proposed that a significant proportion of the counterpart funds should be paid before credit effectiveness in order to ensure the successful implementationof the project. The amount to be paid shall be agreed between IDA and ;he government. Overall Inherent Risk Control Risk b. FundsFlow Staff well aualified in Accounting and experienced in World Bank required. d. Accounting Policies and Procedures Existing FM system and Manuals will be e. Intemal Audit The project uses its own intemal auditor l\II whose function is to review the internal control system and carried out expenditures control. f. Extemal Audit Better follow-up of Financial Management Reports required. Timely reporting within PMIU. PMIU is using Accounting software which can produce FMRs. The staff are trained ir
H - High S - Substantial M - Moderate N - Negligible or Low
109 Abbreviations:
DCA Development Credit Agreement Government Government of Angola MOP Ministry of Planning PMIU Project Management and Implementation Unit
110 Appendix B TERMS OF REFERENCE
FINANCIAL MANAGEMENT ADVISOR
A. Project background
The Government of Angola (government ) has received financing from the International Development Association (IDA) equivalent to US$ 50.7 million for the Phase 1 Emergency Multisector Recovery Project. The total project cost is estimated at US$91million. The project will be implemented by the Ministry ofPlanning. The project is expected to start from about April 2005 for about 3 years. The Project Management and ImplementationUnit (PMIU) intends to appoint a findindividual financial management consultant (called Financial Management Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial management system, and to provide training services to the PMIU.
Project Components: The proposed project comprises four components: (a) rural development and delivery of social services; (b) rehabilitation and reconstruction of critical infiastructure (water supply); (c) capacity building, institutional strengthening and development of sector strategies; and (d) management and monitoring of the project.
ImplementationArrangements: The project’s activities will be managed under the Project Management and Implementation Unit (PMIU) under the Ministry ofPlanning. The PMIU is headed by the Project Coordinator who is the Vice-Minister of Planning, assisted by the Project Administrator and three international consultants for project monitoring, financial management and procurement. A financial manager (senior accountant), one or two accountants and one or two procurement staff will be appointed to support the project implementation activities.
The PMIU will ensure efficient coordination among different agencies and ministries that participate in the project, including, but not limited, to Rural development, Health, Education, Transportation, Electricity, Water Supply, Urban Services. The PMTU will also constitute the operational link to the IDA and other donors on matters related to the implementation of the project.
11. SCOPE OF WORK
The scope of services could be modified based on mutual agreement between the Client and the Consultants with a view to better achieving the overall objectives. Keeping in view the overall objectives and scope of work, the Consultants would outline the specific steps which would be carried out and their approach, early on during their assignment (in their Inception Report - to be provided within 45 days after commencement of their assignment).
The overall objectives ofthe assignment is to assist the PMIU to:
> develop accounting and budgeting capabilities for the project through the design of a comprehensive and reliable financial management system (FMS), commensurate with the size and scope of the project; > prepare the Financial Management Manual; 9 draft the TORS for computerization ofthe Financial Management and Information Systems.
111 The Financial Management and Information Systems would be integrated and a common set of policies and procedures would apply to the entire project, and a consolidated set of financial reports for the project would be prepared from the Financial Management System.
Financial Management System (FMS): To ensure that all financial management aspects (including necessary financial and accounting aspects) ofthe Project are satisfactorily handled. A common financial management system for the whole project has to be designed and a computerized financial management system has to be developed. The financial management system is to be documented in a Project Financial Management Manual. The Financial Management Advisor would provide the required technical support to project financial staff, including hands-on operational support, and be responsible to ensure that the service standards for financial management activities indicated in the Project Financial Management Manual are met. The financial management system to be designed will include the following aspects:
1. Funds Flow Mechanism: Design of a system for flow of funds from IDA to the project and subcomponents. The major factors to be taken into account in developing the system for flow of funds are: (i)to ensure smooth flow of funds; and (ii)to ensure adequate internal control arrangements for proper utilization, management and accounting of funds. This would include development of policies, procedures and arrangements for receipt of funds from various sources to the project and for disbursement to the various parties. The following bank accounts will be maintained for the purposes of implementing the project:
> Special Accounts: Denominated in US dollars, disbursements from the IDA Credit and the IDA Grant will be deposited on account for activities financed under the project. 9 PMIU Proiect Account: This will be denominated in local currency. Counterpart funds will be deposited on this account in accordance with the project objectives.
These bank accounts shall be opened at the Banco Poupanca Credit0 (BPC) by credit effectiveness date. Initial cash flow forecasts upon which the advance disbursement will be made from the IDA Credit and from the IDA Grant should also be prepared by the same date. The account signatories will be nominated by the Minister of Planning and documented in the Financial Management Manual.
2. Accounting System: The accounting system should cover the entire project, i.e. all sources of funds for the project and utilization of funds by the project. The accounting system would be based on principals of double-entry bookkeeping. The design of the accounting system would include among others the following aspects:
That the overall operation ofthe project financial management system are satisfactory. This shall include the following aspects: (i)that a satisfactory unified financial and accounting system is installed and operational; (ii)that the service standards for financial management aspects indicated in the Project Financial Management Manual are met. Accounting books and records should be up-to-date and satisfactorily maintained; (iii)that flow of funds to the project and to the various components is smooth; (iv) financial policies and procedures outlined in the Project Financial Management Manual are adhered to; (v) the internal control system, including aspects such as internal checks, reconciliations, verification of assets, etc is satisfactory, and commensurate with the size and scope ofthe project; (vi) the budgeting system and forecasting system is satisfactory. Budgets and work plans should be satisfactory and satisfactory short-term forecasts should be prepared.
a) Development of Chart of Accounts: The Chart of Accounts would be used to capture financial data under appropriate headings, and classify and group financial data for the various financial reports. The structure ofthe Chart of Accounts should cater for data to be captured by: (i)project components and sub-components; (ii)categories of expenditures; and (iii)disbursement categories. The structure of the Chart of Accounts should conform closely with the project cost
112 tables to enable comparison of actual project costs with those estimated during the project preparation.
b) Development of Financial and Accounting Policies: Simple, clear and transparent financial and accounting policies, which would govern financial management of, and accounting for the project should be developed. These would include both: accounting policies for accounting and financial reporting for the project; and (ii)financial policies and procedures e.g. policies and procedures for transfer of funds and accounting for expenditures (including advance payments, recovery of amounts); policies regarding expenditures which can be treated as project expenditures, and the classification ofthese expenditures under appropriate headings in the Chart of Accounts.
c) Format of Books and Records: Formats of the various accounting books, records and statements e.g. cash and bankbooks, journals, various ledgers, trial balance, vouchers, control books should be designed.
d) Identification and establishment of linkages between project expenditures and physical activities: Important items on which physical data, which would be captured, and which would be included in the financial reports should be identified. Methods of capturing the physical data, and linkages with financial reports should be identified.
.e) Development of Financial and Accounting Procedures for various types of transactions: The most important considerations in designing the various procedures are to ensure: (i)a satisfactory system of internal controls; and (ii)smooth working/operation of the financial system including appropriate delegation of powers. These procedures should incorporate standard internal check/. ContSrols such As delegation and separation of duties, authorization of transactions, physical custody of assets, periodic and regular reconciliation, independent verification, conformity to project procurement policies and procedures. Given that the system would be a computerized system, internal controls should also include aspects such as controls over data integrity, etc.
f) That Annual Project Financial Statements are satisfactorily and are prepared in a timely manner. It is expected that the project financial statements are prepared within 3 months ofthe end of each Fiscal Year and presented to the project auditors for audit. The audited annual project financial statements should be prepared within 6 months of the end of the Fiscal Year as agreed in the financing agreements with the World Bank.
3. Budgeting System: The budgeting system should be integrated with the accounting system to enable comparison of actual performance with budget/ targets (quarterly, annual and cumulative for the project).
4. System for Preparation of Financial Forecasts: Financial forecasts should be based on projected work programs and actual performance. Forecasts should include both short-term forecasts (two quarters) and longer-term forecasts.
5. Procurement and Contract Administration Monitoring System: This system is needed for monitoring procurement processing of all major contracts; for recording commitments, expenditures and performance of these contracts; for generating procurement source data of all major contracts; and for monitoring procurement according to various procurement methods. This system should be linked to the financial accounting system wherever needed (e.g. for recording expenditure on major contracts).
6. Financial Reporting: Formats ofthe various periodic financial reports to be generated should be developed. The financial reports should be substantially generated from the computerized FMS. Therefore these should be clear linkage between the information in theses reports and the Chart of accounts. The financial reports should provide quality and timely information to project management and various stakeholders on project performance. Consolidated financial reports for the whole project should 113 be generated. The financial reports should include among others: (i)data fro preparation of withdrawal application to be submitted to the world bank for reimbursement of expenditures; (ii)annual financial statements; and (iii)all the financial monitoring reports to be used to monitor project performance. These reports include financial statements: cash flow statements, expenditures classified by project components, disbursement categories, and comparison with budgets, as well as short-term forecasts of expenditures.
Project Financial Management Reports of satisfactory quality should be prepared on a timely basis; and disseminated to the various project stakeholders. It is expected that quarterly reports will be prepared within 15 days of the end of the reporting period. Analysis and summaries of the various reports to facilitate decision making by project management would be prepared as appropriate. These reports would include information on sources and application of funds classified by project components and expenditure types; reports showing comparisons ofphysical outputs and financial figures; comparisons with budgets and variance analysis; information on procurement and contract administration; financial forecasts; etc. Periodic project financial plans or projections (up to the end of the project) should be prepared annually.
7. Training: The need for the FM Advisor arises from the absence of qualified financial management staff with training and experience in the operation of computerized financial management systems. The intemational consultant would fill this gap by providing training to project financial staff and enhance skills ofproject financial staff in improved financial management practices; and develop their skills for operating the improved computerized project financial management system. The consultants should provide continuous training to project financial staff including through appropriate classroom courses, and hands-on training and technical support. The consultants would also assist in identifying suitable outside training courses for project financial staff.
8. To liaise with and provide necessary information to the auditors and financial review consultants to ensure that the annual audit and the concurrent financial review are satisfactory and timely. The consultants would follow-up and take necessary action based on the audit reports, review reports and management letters.
9. The financial management is operated satisfactorily as to enable conversion of the World Bank’s transaction based disbursements mechanism to the report-based disbursements system by the target date. The financing agreement with the World Bank indicates that the World Bank would change the disbursement mechanism from its traditional disbursement mechanisms (against Statements of Expenditures, direct payments and reimbursements) to quarterly disbursements made on the basis of Financial Management Reports and financial forecasts, after the satisfactory operation ofthe financial management system has been demonstrated to be satisfactory. The target date for this conversion isno later than January, 2006.
111. OUTPUT
Financial Procedures Manual: The main output relating to the design of the FMS would be a Financial Procedures Manual (FPM) for the project, which will be finalized after discussions with IDA. The FPM would comprehensively document the operation of the FMS and would serve as a reference document for all project staff in operating the FMS. The following aspects would be covered in the FPM:
o Institutional Arrangements o Chart of Accounts o Basis of accounting adopted i.e. cash versus accruals o Financial and accounting policies for the project o Accounting system (including Chart of Accounts, formats of books and records, accounting and financial procedures) - Computerized and Manual Accounting systems o Flow of funds
114 0 Banlung activities - operation of bank accounts; invoice approval and payment procedures; check signatories; monthly bank reconciliation; transfer 0 Disbursements - compliance with Govemment, IDA and other cooperating partners requirements, as appropriate 0 Planning and Budgeting system including Cash flow Management 0 Financial forecasting system 0 Procurement and contract administration monitoring system 0 Financial reporting (including frequency of reporting, standard formats of reports and linkages with Chart of Accounts, and various analysis) 0 Auditing, internal and external auditors 0 Legal covenants 0 Records Managemenufiling system 0 Human resources aspects
Training: The consultant would provide initial support and training to the finance and accounting staff both on the operation of the FMS itself and on operation of the computerized system.
IV. INPUTS
The consultant would be responsible for:
9 Design and implementation of the FMS and the Financial Management Manual 9 Hands-on implementation assistance and training to the finance staff
V. PROJECT REPORTING REQUIREMENTS
The Financial Management Advisor will submit the following reports:
J an inception report 45 days after commencement of the assignment; J an interim report at the end of month three specifying the system, software, and reporting formats, to be submitted to both the Ministry of Planning and IDA, for final approval; J a draft final report at the end of month eight covering implementation and the final report
VI. QUALIFICATION
The service provided by the consultant is expected to be full-time for the initial 12 months of the contract. For the next 12 months, the inputs of the consultant would be between 6 and 12 person-months &e., part- time or full-time). This would be determined by mutual agreement between the consultant and the client before the end of the initial 12 month period. The consultant would have the following qualification.
a) Financial Management: Chartered Accountant with at least 10 years international post- qualification experience. b) Information Technology: Good working knowledge of the operation of computerized financial management systems; and be proficient in usage ofelectronic spreadsheets, word processors, computer Applications, with at least 3 years of working experience. The person should have experience in providing technical support; and be proficient in database management, programming, so ftware development and maintenance.
VII. TERM
Period of the Assignment: The assignment would be for a period of 24 months. This period could be subsequently extended for a further period based on mutual agreement between the client and the consultant.
115 VIII. GENERAL
The Consultant would be given access to all documents, correspondence, and any other information relating to the project and deemed necessary by the Consultant. The Consultant should become familiar with and stay updated on the project, and with the relevant policies and guidelines of the State Government and the World Bank (including those relating to disbursements, procurement and financial management and reporting). The Consultant would be provided copies of the Project Implementation Plan; Technical Annex of the World Bank; Development Credit Agreement (including agreed Minutes of negotiations); guidelines, policies and procedures issued by project management and implementing agencies; and relevant World Bank policies and guidelines (such as World Bank's Guidelines on Financial Reporting and Auditing, Financial Accounting and Reporting Handbook, Financial Monitoring Reports, Disbursements Handbook, Project financial Management Manual, Procurement Guidelines, and other such guidelines or policy documents).
The financial consultant or any of his associates (including associates of the firm partners) would not be eligible to carry out any financial review or audit or other similar assignment ofthe project to prevent conflict of interest.
116 Appendix C
TERMS OF REFERENCE AUDIT OF THE FINANCIAL STATEMENTS
1. BACKGROUND
The Government of Angola (government ) has received financing from the International Development Association (IDA) equivalent to US$50.7 million for the Phase 1 Emergency Multisector Recovery Project. The total project cost is estimated at US$91 million. The project will be implemented by the Ministry of Planning. The project is expected to start from about April 2005 for about 3 years. The Project Management and Implementation Unit (PMIU) intends to appoint a findindividual financial management consultant (called Financial Management Technical Support Consultant - FMTSC) to provide technical support for the operation ofthe project financial management system, and to provide training services to the PMIU.
Project Components: The proposed project comprises four components: (a) rural development and delivery of social services; (b) rehabilitation and reconstruction of critical infrastructure (water supply); (c) capacity building, institutional strengthening and development of sector strategies; and (d) management and monitoring of the project.
The main clients are agencies and ministries that participate in the project, including, but not limited, to Rural development, Health, Education, Water Supply..
2. OBJECTIVE
The objective of the audit of the Project Financial Statements (PFSs) as outlined in Section 4 below, should be to enable the auditor to express professional opinions on the PFSs at the end of each fiscal year and the PPF at the end of the first yea.
The Project accounts (books of account) will provide the basis for preparation of the PFSs and will be established to reflect the financial transactions in respect of the Project.
3 SCOPE
General
The annual audit should be carried out in accordance with International Standards on Auditing, as promulgated by the International Federation of Accountants (PAC), and will include such tests and auditing procedures as the auditor considers necessary under the circumstances.
Special attention should be paid by the auditor as to whether:
(i) Donor Funds (both from IDA and parallel financing from other Donors) have been provided and used in accordance with the conditions of the relevant financing agreements, with due attention to economy and efficiency, and only for the purposes for which the funding was provided.
(ii) Counterpart Funds have been provided and used in accordance with the relevant financing agreements, with due attention to economy and efficiency, and only for the purposes for which they were provided.
117 Goods and services have been procured in accordance with the relevant financing agreements.
All necessary supporting documents, records and accounts have been kept in respect of all Project activities, with clear linkages between the books of account and reports presented to the Government and Donors.
Special Accounts have been maintained in accordance with the provisions of the relevant financing agreements.
The PFSs have been prepared in accordance with Intemational Public Sector Accounting Standards (under the Cash Basis ofAccounting), as promulgated by the (IFAC), and give a true and. fair view of the financial position of the Project at [date] and ofresources and expenditures for the year ended on that date.
Bank accounts
The PMIU will maintain three bank accounts, as follows:
> Special Accounts with Banco Poupanca Credito (BPC) in USD to receive advances for activities financed by the IDA Credit and the IDA Grant; > Project Account in Kwanza with Banco Poupanca Credito (BPC) to which Counterpart Funding will be deposited
4. PROJECT FINANCIAL STATEMENTS (PFSs)
The Project Financial Statements (PFSs) should include:
A Consolidated Statement ofSources and Uses of Funds comprising: a. a summary of funds received i.e. showing funds fkom IDA and Counterpart Funds separately; b. a summary of expenditures, shown under the main project headings and by main categories ofexpenditures, both for the current fiscal year and accumulated to date;
A Statement reconciling the balances on the various Bank Accounts (including the IDA Special Accounts) to the bank balances on the Statement of Sources and Applications of Funds.
A Schedule listing the withdrawal applications using the Summary Sheet and Statement of Expenditure (SOEs) procedures by specific reference number and amount. The total Summary Sheets and SOE withdrawals should be part of the overall reconciliation of disbursements.
A Balance Sheet; and
The Accounting Policies adopted and any other information deemed necessary for the presentation ofa “true and fair view”.
5 AUDIT REPORT
Besides a primary opinion on the PFSs (including the Special Accounts), the annual audit report should include a separate paragraph confirming that Donor and Counterpart Funds have been used in accordance with the conditions ofthe relevant financing agreements.
118 The audit report shall also include an opinion on the compliance with Bank‘s procedures and the balance of the Special Accounts, at the fiscal year end.
In addition to expressing a primary opinion on the PFSs, the auditor should include a separate paragraph commenting on the accuracy and propriety ofexpenditures withdrawn under SOE procedures, if appropriate, and the extent to which these can be relied upon as a basis for loan disbursements. The review ofthe SOEs should:
(i) determine that the project has maintained adequate supporting documentation to support claims for Bank reimbursement ofexpenditures incurred;
(ii) assess the adequacy ofaccounting and internal control systems to monitor expenditures and their validity;
(iii) verify that expenditures are eligible for financing under the Development Credit Agreement; and
(iv) identify any ineligible expenditures, and where identified, these should be specifically noted by the auditors.
6 MANAGEMENT LETTER
In addition to the audit report, the auditor should prepare a “Management Letter”, in which the auditor should:
(i) Identify and discuss, if appropriate, any differences between the Financial Monitoring Reports (FMRs) and the annual financial statements for the year concerned, including any . impact that these differences may have on subsequent FMRs;
(ii) Give comments and observations on the accounting records, systems and controls that were examined during the course ofthe audit;
(ii) Identify specific deficiencies or areas of weakness in systems and controls and make recommendations for their improvement;
(iv) Report on the degree ofcompliance with each ofthe financial agreements and give comments, if any, on internal and external matters affecting such compliance;
(v) Communicate matters that have come to attention during the audit which might have a significant impact on the implementation ofthe Project; and
(vi) Any other matters that the auditor considers pertinent.
7 DEADLINES
The deadline for the completion of the audit and the delivery of the final Audit Report and the Management Letter to the Project Management and Implementation Unit (PMIU) should be 15 June each following audited year.
119 8 GENERAL
The auditor should be given access to all legal documents, correspondence and any other information associated with the Project that may reasonably be deemed necessary to enable himher to undertake the audit. The auditors should obtain direct confirmation of amounts disbursed and outstanding at the World Bank. The Task Team Leader can assist in obtaining these confirmations.
9 AUDITOR’S QUALIFICATIONS
The auditing firm appointed as the Project External Auditor should: (a) have an internationally recognized professional accounting qualification i.e. the key staff appointed by the auditing firm should be either a certified public accountant, a chartered accountant or should be the holder of an equivalent professional accounting qualification; (b) be a member in good standing of a body of accountants affiliated to the International Federation of Accountants (IFAC); and (c) have experience and knowledge of the World Bank’s current financial management requirements and disbursement procedures.
In order to avoid potential conflicts of interest, the auditing firm appointed as auditor will not be allowed to advise on the establishment of the Project’s financial management system.
10 DURATION OF ENGAGEMENT
The audit engagement will be for an initial period of 3 years, subject to annual review. Thereafter, the engagement may be extended. The annual audit should be planned so as to ensure the receipt by the World Bank of the audited PFSs before June 30 of each year.
Audit 2004
Being the year 2004 still under PPF, the auditors are required to audit the PPF accounts managed by the Project Coordination Unit at the Ministry of Planning.
11 AUDITOR’S EFFORT AND KEY STAFF
The expected professional key staff required and the indicative consultant’s effort for the assignment is shown below:
For the year 2004 A total of 20 person-days
For the years 2005 and 2007, on yearly basis: A total of 60 person-days
In addition to the qualifications on item 9 above the proposed key staff should possess with the following qualifications:
Senior Partner: more than 10 years in auditing, accounting, management information systems, internal control systems; good working knowledge of Portuguese Language
Audit Manager more than 7 years in auditing, accounting, management information systems, internal control systems; good working knowledge ofPortuguese Language
Senior Auditor: more than 7 years in auditing and accounting; good command of Portuguese Language
Assistant Auditors: more than 3 years in auditing and accounting; fluency in Portuguese Language.
120 Appendix D
TERMS OF REFERENCE INTERNAL AUDITOR
I. BACKGROUND
The Government of Angola (government ) has received financing from the International Development Association (IDA) equivalent to US$50.7 million for the Phase 1 Emergency Multisector Recovery Project. The total project cost is estimated at US$91 million. The project will be implemented by the Ministry of Planning. The project is expected to start from about April 2005 for about 3 years. The Project Management and ImplementationUnit (PMIU) intends to appoint a fidindividual financial management consultant (called Financial Management Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial management system, and to provide training services to the PMIU.
Project Components: The proposed project comprises four components: (a) rural development and delivery of social services; (b) rehabilitation and reconstruction of critical infrastructure (water supply); (c) capacity building, institutional strengthening and development of sector strategies; and (d) management and monitoring of the project.
11. OBJECTIVE
The Internal Auditor will be responsible for financial management of the Emergency Multisector Recovery Project, accounting and internal control and coordination with the line ministries. Internal controls for the project should comprise of policies and procedures adopted by management to assist it in achieving its objectives of ensuring, as far as possible, the orderly and efficient conduct of its operations, including:
9 adherent to management policies, laws and regulations; 9 safeguarding of assets, prevention and detection of fraud ands error; > promoting orderly, economic, efficient and effective operations consistent with program objectives, accuracy and completeness of the accounting records; and 9 timely preparation of financial information..
Tasks: The Internal Auditor should specifically ensure that:
J every transaction, that should have been entered, was recorded; J no unauthorized transactions were recorded; J those transactions that were entered were analyzed and posted correctly; J source programs, which control the operation of the accounting system (original entry and subsequent analysis and posting), cannot be tampered with; J Unauthorized access is denied; J Assets ofthe entity are neither misappropriated nor used in an uneconomical or inefficient fashion; J Management policies (in budgets, long-range forecasts) are complied with; J Deviation from plan are noted, investigated and timely responses made; J Financial information is communicated in the most effective way so that those entitled to it may maximize their use of it; and the financial statements show a true and fair view; J Ensure that properly authorized disbursements from the Fund are made on a timely basis; J Assist in developing the accounting and financial management policies and procedures in the Financial Management Manual (FMM); J ensure implementation ofthe FMM provisions throughout the Project; 121 J ensure that Project assets are properly controlled and accounted for; J ensure the maintenance ofup-to-date Fund financial accounts; J advise the Project Coordinator on all financial and control considerations of the project
111. REPORTING
The Financial Controller will report to the Project Coordinator, PMIU. He/ She will work closely with the PMIU, line ministries, and other entities responsible for the Project activities.
IV. QUALIFICATIONS
The applicant shall have an internationally recognized accounting qualification (e.g., Chartered Accountant, Certified Public Accountant) and at least a Bachelor’s degree in one ofthe following: Accounting, Finance and/or Business Administration. Having a Masters degree would be an added advantage.
He/she must have at least 15 years ofpost-qualification experience as in complex, multisectoral environments, including: J 5 years in donor funded projects, J 6 years managing an accounting department of at least 5 staff, and J 4 years of auditing experience.
Proven competence in the design, installation and use of computerized accounting systems is required. In addition, he/she must have the ability to clearly define, resolve and present issues to both senior government officials and the Project Coordinator.
V. TERM
The Internal Auditor is expected to work in the EMRP, PMIU office in Luanda for a period of at least 3 years.
122 Appendix E
TERMS OF REFERENCE FINANCIAL MANAGER
I. BACKGROUND
The Government of Angola (government ) has received financing from the International Development Association (IDA) equivalent to US$50.7 million for the Phase 1 Emergency Multisector Recovery Project. The total project cost is estimated at US$91 million. The project will be implemented by the Ministry of Planning. The project is expected to start from about April 2005 for about 3 years. The Project Management and Implementation Unit (PMIU) intends to appoint a fidindividual financial management consultant (called Financial Management Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial management system, and to provide training services to the PMIU.
Project Components: The proposed project comprises four components: (a) rural development and delivery of social services; (b) rehabilitation and reconstruction of critical infrastructure (water supply); (c) capacity building, institutional strengthening and development of sector strategies; and (d) management and monitoring ofthe project.
The main implementing agencies and ministries that participate in the project are Agriculture and Rural Development, Health, Education, Water Supply.
11. OBJECTIVE
The Financial Manager will be responsible for all accounting, internal control and other financial management within the PMIU, the line ministries, as well as supervision of the finance unit staff,
Tasks:
1. Liaise with appropriate Government offices and donors in overseeing and managing the special and project bank accounts established for the implementation of activities under the Project;
Establish and maintain all financial mechanisms (e.g., financial books, ledgers, files) for the appropriate management and control of financial resources made available to the Project;
2. Develop accounting and financial management policies and procedures in the Financial Management Manual (FMM);
3. Ensure compliance with the FMM throughout the Project;
4. Supervise and conduct in-house financial management and accounting training for Project staff;
5. Provide necessary support for the line ministries in carrying out their responsibilities;
6. Establish the PMIU central accounting filing system, and ensure all related documents are included in the respective files.
7. Link, analyze and consolidate reports (on a regular basis) of the Project’s physical and financial performance;
123 8. Establish and implement procedures to review financial reports, including random audits on a sample basis;
9. Prepare project financial reports, including withdrawal applications for the replenishment ofthe Special Accounts, for submission to the Project Coordinator and the Bank;
10. Manage the Project’s cash flow requirements;
11. Supervise the activities of the PMIU finance unit;
12. Ensure the maintenance of up-to-date project financial accounts;
13. Facilitate timely reviews by Government, Bank missions and auditors;
14. Advise the Project Coordinator on all financial and control considerations of the project
15. Carry out any other periodic duties that may be assigned by the Project Coordinator.
111. REPORTING
The Financial Manager will report to Project Coordinator, PMIU. He/ She will work closely with the Financial Advisor, line ministries and other entities responsible for the Project activities.
IV. QUALIFICATIONS
The applicant shall have an internationally recognized accounting qualification (e.g., Chartered Accountant, Certified Public Accountant) and also holds a Masters degree in Management.
He/she must have at least 9 years ofpost-qualification experience as in complex, multisectoral, including: J 5 years in donor funded projects, J 4 years managing an accounting department of at least 10 staff, and auditing experience.
Proven competence in the design, installation and use of computerized accounting systems is required. In addition, he/she must have the ability to (a) clearly define, resolve and present issues to senior government officials, (b) develop reporting formats and prepare reports for a variety of users on a timely basis, (c) lead the PMIU team in linking the financial results to the project’s results and physical progress.
V. TERM:
The Financial Manager is expected to work in the PMIU office in Luanda for a period of at least 3 years.
124 Appendix F
TERMS OF REFERENCE SENIOR ACCOUNTANT
I. BACKGROUND
The Government ofAngola (government ) has received financing from the Intemational Development Association (IDA) equivalent to US$ 50.7 million for the Phase 1 Emergency Multisector Recovery Project. The total project cost is estimated at US$91million. The project will be implemented by the Ministry ofPlanning. The project is expected to start from about April 2005 for about 3 years. The Project Management and Implementation Unit (PMIU) intends to appoint a fidindividual financial management consultant (called Financial Management Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial management system, and to provide training services to the PMIU.
Project Components: The proposed project comprises four components: (a) rural development and delivery ofsocial services; (b) rehabilitation and reconstruction ofcritical infrastructure (water supply); (c) capacity building, institutional strengthening and development ofsector strategies; and (d) management and monitoring ofthe project..
The main implementing agencies and ministries that participate in the project are Agriculture and Rural Development, Health, Education, Water Supply.
11. SCOPE OF WORK
1. The scope ofthe assignment is to carry out implementation of the general ledger, which includes analysis, classification, recording and reporting financial transactions and events of the project. The detailed scope ofwork envisaged the following:
9 Entering ofall financial transactions into the general ledger system 9 Generating financial and other statements as required by the management ofthe project.
a. For entering all financial transactions in the general ledger system the scope ofwork was as follows:
o To prepare all types ofvouchers o To enter the vouchers into subsidiary books and General Ledger o To generate the monthly trail balance from the system in order to ensure the arithmetical accuracy ofthe entries made in the General Ledger. o To receive, record and enter budgets as well as actual results o To reconcile accounts with the accounting records ofsub-consultants o To record receipts and payments on behalf ofthe project o Generating financial and other statements'
b. For generating the resources and expenditures account from the general ledger on a semi- annual basis.
2. To ensure the completeness ofbank transactions, prepares bank reconciliation on a monthly basis.
125 3. To prepare reports showing comparison of budget with the actual results on a quarterly basis.
4. The scope of work includes that the Senior Accountant be present and participate towards coordination with the external auditors at the time of annual audit of the project
5. It was agreed that the follow up and submission of accounting information will be done by the Financial Manager and will not fall within the scope of work.
111. QUALIFICATIONS
The Senior Accountant should has a Masters degree in Business Administration or a Bachelor’s degree in Commerce (Accounting).
He/she must have at least 9 years of post-qualification experience as in complex, multisectoral, including 5 years in donor funded projects.
Proven competence in the use of computerized accounting systems is required
IV. TERM:
The Senior Accountant is expected to work in the PMIU office in Luanda for a period of at least 3 years.
126 Appendix G
TERMS OF REFERENCE FINANCIAL MANAGEMENT APPLICATION SOFTWARE
I. Overview of Emergency Multisector Recovery Project
Background: The Government of Angola (government ) has received financing from the International Development Association (IDA) equivalent to US$ 50.7 million for the Phase 1 Emergency Multisector Recovery Project. The total project cost is estimated at US$91 million. The project will be implemented by the Ministry of Planning. The project is expected to start from about April 2005 for about 3 years. The Project Management and ImplementationUnit (PMIU) intends to appoint a fidindividual financial management consultant (called Financial Management Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial management system, and to provide training services to the PMIU.
Project Components: The proposed project comprises four components: (a) rural development and delivery of social services; (b) rehabilitation and reconstruction of critical infrastructure (water supply); (c) capacity building, institutional strengthening and development of sector strategies; and (d) management and monitoring of the project.
Implementation Arrangements: The project’s activities will be managed under the Project Management and Implementation Unit (PMIU) under the Ministry ofPlanning. The PMIU is headed by the Project Coordinator who is the Vice-Minister of Planning, assisted by three international consultants for project monitoring, financial management and procurement. A financial manager, one or two accountants and one or two procurement staff will be appointed to support the project implementation activities.
The PMIU will ensure efficient coordination among different agencies and ministries that participate in the project, including, but not limited, to Rural development, Health, Education, Transportation, Electricity, Water Supply, Urban Services. The PMIU will also constitute the operational link to the IDA and other donors on matters related to the implementation of the project.
11. Tender objectives
1. Information systems: PMIU will be using an Accounting software. The staff will be trained in using the software that can produce Financial Monitoring Reports and linkage between physical progress and financial outcomes.
2. Accounting System: A common financial management system for the whole project has to be designed and a computerized financial management system has to be developed. The financial management system is to be documented in a Project Financial Management Manual. The computerized financial management would have facility to produce the various financial books and records, financial reports; and to consolidate the records and reports for the whole project. The books ofaccounts to be maintained specifically for EMRP should thus be set up and should include: a Cash Book, ledgers, journal vouchers, fixed asset register and a contracts register. The books ofaccounts will be maintained on a computerized system. A list of accounts codes (Chart of Accounts) for the project should be drawn up. This should match with the classification of expenditures and sources and application of funds indicated in the Credit Agreement. The Chart of accounts should be developed in a way that allows project costs to be directly related to specific work activities and outputs of the project.
3. Reporting and monitoring: Formats of the various periodic financial monitoring reports to be generated from the financial management system will be developed. There will be clear linkages
127 between the information in these reports and the Chart of Accounts. The financial reports will be designed to provide quality and timely information to project management, implementing agencies, and various stakeholders on project performance.
The following quarterly FMRs will be produced by the PMIU. They are:-
o Financial Reports: J Sources and Uses of Funds by Funding Source J Uses ofFunds by Project Activity/Component o Physical Progress (Output Monitoring) Report o Procurement Report
III. Financial management vision
The financial management vision is that all managers across the organization can access financial information from their desk tops, supporting their ability to make resource allocation decisions and to understand the financial performance of the operations for which they are responsible.
Managers should have the confidence that the financial information they use is accurate, complete and consistent across time. They should be able to reach beyond the boundaries oftheir own responsibility to obtain the information necessary to support their decisions. In some cases, they should be able to exchange financial data directly from customers and suppliers. Consolidated views ofvarious kinds of financial information, for example by expenditure or resource type, by geographic region and by cost center must be obtainable. Managers should be able to relate financial information to other information, where necessary, including program, policy and human resource information. The financial information system must also be efficient, in that it gathers, moves and stores data electronically, with as little need as possible for manual data entry, error correction or reconciliation.
The above vision implies that the following key elements are to be supported by the financial management application software:
o A single enterprise-wide, integrated financial information system for the organization, using a common chart of accounts and controlled sharing of data and information. o Consolidation, drill down decision support functionality. o Work flow and electronic commerce tools to manage financial data internally and to interact electronically with suppliers and customers. o A linkage between financial information and related operational information, so that decision makers can understand the impact ofpolicy, program design and program delivery alternatives. o A shared services financial transaction processing organization structure, to achieve the greatest degree of consistency in the way in which financial data isrecorded, and also to achieve economies of scale. o Streamlined financial policies and business processes that enable smooth processing of reliable financial data while avoiding unnecessary checks and approvals. o Flexibility to accommodate future
IV. Approach to the tender and the requirement specification in Annex A
The EMRP intends to procure and implement reliable “off-the-shelf” financial management application software to support its operations.
It intends to contract with a single developer, of financial management application software, for all implementation aspects of the final solution (hereafter referred to as “the Contractor”). It is acknowledged that the chosen Contractor may have to engage other suppliers for certain elements ofthe
128 solution, such as hardware and networks, but EMRP would wish to transfer the risks for effective implementation and initial functioning ofthose components to the chosen Contractor. To facilitate this arrangement the Contractor will have to investigate and recommend to EMRP all components required for successful implementation together with draft tenders and indicative costs for each component, the latter which should separately specify the management fee to be charged by the Contractor, if any.
After evaluation and approval by EMRP ofthe draft tenders and the Contractor’s management fee for each component, the Contractor will issue the tenders, for consensus evaluation and decision together with EMRP. Final contracts with chosen suppliers will be between the Contractor and the component suppliers. EMRP will pay the Contractor for the cost ofeach additional component, plus the agreed management fee.
After successful implementation separate contracts will be established between EMRP and all suppliers involved in the project for the maintenance ofeach component - i.e separate maintenance contracts for the financial management application software, operating system, hardware, networks, etc.
This tender request therefore only specifies in hexA the key requirements for the financial management application software and does not contain detailed specifications for all components ofthe final solution.
In specifying the requirements for the financial management application software, it is acknowledged that most “off-the-shelf’ solutions have fairly common functionality, based on general financial management functions and conventional accrual-based double entry accounting functions. The approach to the specification was not to provide a detailed description of such general financial management and accounting functions, but to rather identify the key requirements to support the operations ofthe EMRP.
Annex A deals with these key requirements, which will also form the basis ofthe evaluation ofthe tender responses, together with pricing.
129 SPECIFICATION OF KEY REQUIREMENT FOR FINANCIAL MANAGEMENT APPLICATION SOFTWARE
1. Key financial management and accounting requirements
o General Ledger
9 The system must be able to maintain multiple sets ofbooks, each with its own chart of accounts. Access to the project and their related functions to be password protected. Ability to copy chart of accounts and tables from one company to another, simplifying the company setup procedure. 9 The system should also be able to consolidate the general ledgers ofa group of companies / business units. 9 Date driven posting of transactions to any open period at any time. 9 Ability to classify double entry accounting transactions by:
J objective J branch / department I cost center / responsibility J funding source J budget I appropriation I estimate J category I type, e.g. cash, journals, invoice, commitment, etc. J accounting classification - asset, liability, resources, expenses, J economic classification J project J user
9 Classification system to allow for creation of a consolidation hierarchy in above dimensions. > Capturing, reviewing, authorizing, freezing, unfreezing, re-allocation, re-estimation of budgets across dimensions in controlled circumstances.
o CashBook
9 Ability to maintain at least 3 bank accounts per general ledger. 9 Ability to electronically interface and reconcile bank receipt and payment data.
o Accounts Receivable and Payable
9 Instant access to customer and supplier balances, overdue totals and saleslpurchases history. 9 Confirmation of delivery requirements, selling prices, discounts and available customer credit. 9 Drill-down features and reports are available when you need a more detailed analysis of customerlsupplier transactions. 9 Maintain unlimited addresses for each customer/supplier record.
o Integrated Warehousing, Inventory Control, Bill of Materials and Import Cost Allocation
9 Manage multiple warehouses or stores, and record movement of items between these stores.
130 9 Serial Number Tracking serializes individual inventory items and keeps track of them by their history. The system follows their purchase, intemal movement in the company, sale and possible retum for repair or refund. 9 Bill of Materials allows you to manufacture or assemble items from components. The system takes the component materials out of stock and creates finished items ready for you to sell. > Processing of additional import costs at the same time as the goods received voucher in order to facilitate timely and correct cost calculation of items.
o Project Tracking
9 Flag income or expense transactions to particular projects, supported by reporting functionality to filter items specifically related to a project.
o Purchase and Sales Orders
9 Process, maintain and control multi-currency outstanding orders, commitments, processed orders and back orders for Inventory, Accounts Receivables and Accounts Payable. 9 Automatic purchase orders generation based on inventory re-order levels.
o Fixed Assets
9 Unlimitednumber ofassets by branch / department / cost center / responsibility 9 Multiple Asset Types 9 Budgets and Orders
o Payroll
9 Seamless integration and posting to the general ledger and job costing system 9 Unlimited user defined eamings and deductions. 9 Complete history of information maintained; 9 Store documents and information relating to specific employees - track leave, promotions, letters of warnings.
o Job Costing
9 Allocate costs and measure the profitability ofjobs. 9 Unlimited number ofjob cards and the ability to archive these for future estimates. 9 Track labor costs from payroll time sheets.
o Report Writer & Stationery Customization
9 Change layouts, add and remove fields, and perform additional calculations or subtotals by user for standard reports and stationery 9 Script for advanced functionality.
2. System administration requirements
Ability to control the system environment and setup, on-line help, multi-level access rules for each user or user-group to provide:
131 o A consistent user interface no matter which module you are currently using, i.e. Fixed Assets, Payroll, Accounting all share the same common interface. o Navigation tools such as menus, a hierarchical system tree, toolbars, and favorites. o Powerful tools for maintaining, sorting, searching and grouping your lists of data. o The ability to customize the interface (per user) to suit each user’s requirements.
3. Database requirements
o Business data in one central database. o Ability to scale support to an unlimited number of concurrent users. o Ability to provide data protection and integrity by ensuring that users will never have incomplete entries or corrupt files, even if they suffer a power failure while a transaction is in process. o On-line real time recording of transactions across integrated application components. o Real time mirroring of database.
4. Data storage requirements
o The General Ledger and subsidiary ledgers must store at least 3 years of data. o Ability to block accounting periods to prevent transactions being processed to those periods that have been closed.
5. Transaction drill down requirement
o Drill down functionality for users from summarized information, to detailed transactions, right down to source documents.
6. Requirement to integrate with Microsoft Office
o Seamless integration with MS Office means to e-mail any report, in any format (HTML, XML etc.). Data can also be exported to Word or Excel where you can perform your own complex data manipulations.
7. Key technical design requirements
o Scalability o Modular o Parameter driven; o Common interface platform o Internet compatibility o ED1 capability
8. Profile of bidder, software and project approach
o Proven track record ofproposed financial management application software
9 Development support 9 Existing user base 9 User support measures
o Proven project implementation capability o Track record in provision of relevant training and knowledge transfer o Financial stability
132 o Track record in supply, implementation of and migration to integrated financial management application software, employing quality management approaches and techniques o Overview of the key members of the bidders project team
133 Appendix 9: Environmental and Social Management Aspects
Environmental and social conditions
Angola possesses enormous environmental potential, from its rich biodiversity, the richness of its subsoil, to the dazzling landscapes in almost everywhere in the country. The current knowledge on the country's biodiversity is poor and represents only part of all the existing ecosystems. However, some of the major environmental issues Angola is facing are desertification, the overuse ofpastures (a result ofthe country's increasing population), and the resulting soil erosion. Soil erosion complicates matters further by contributing to water pollution and the build-up of dams and rivers. Angola's tropical rain forests are also being deforested in order to satisfy the international demand for tropical timber and the domestic need for fuel. Such deforestation, occurring at a rate of440 square kilometers a year, leads to the loss of biodiversity. Poaching in woodland areas and tree buming are serious concerns. In addition, many of Angola's endemic species are being over hunted and receive no protection, while its protected area system is failing. Food security, water supply and sanitation, and housing shortages and inadequate waste management are also key issues.
The country has ratified a few international environmental conventions, which still need to be fully implemented. Many ofthese problems or conditions have resulted fiom decades of armed conflict aggravated by high level ofpoverty among the majority of the population in the country. This was mainly due to massive internal migration, high levels of unemployment, which had enormous bearing on the natural resources base, almost driving some of the biological resources, both flora and fauna, to extinction.
Policy, legal and regulatory framework
The basic environmental law, which was approved by the National Assembly in 1998 defines the main environmental legal framework in the country. These include, among others, regulations on: (i)access to biological resources and community rights; (ii)environmental impacts assessments; (iii)management of protected areas; (iv) protected species; (v) pollution prevention and abatement; sustainable use and management ofnatural resources; (vi) land use, mining, and water resources management and protection. The regulations governing implementation of this basic environmental law have been prepared, but are yet to be approved by the Parliament
The Convention on Biological Diversity (CBD) was ratified by government in 1998 and other conventions are in the process ofbeing ratified. On that premise, the government is preparing a national biodiversity strategy and action plan.
Institutional capacity of the government to manage environmental and social issues in projects
There is a general weakness ofinstitutional and human resources capacity to effectively address and mitigate environmental and social aspects, as they relate to development assistance programs and projects. This can be ascribed to a number of factors raging from the general instability in the country, following decades of civil unrest, the perpetual restructuring of the department of environmental, which changed ministries several times in recent years, precluding time to reasonably settle down and reflecting on environmental issues, preparing and implementing environmental laws, regulations and strategies.
Currently anchored in the Ministry of Urbanism, Fishery and Environment, the environmental brancwdepartment of the Ministry has only four staff who bear responsibility to respond and address environmental issues in the country. At present, the department is not deconcentrated to the rest of country, a situation, which is not conducive to fulfilling their mandate of ensuring development programs are executed in compliance with sustainable use, management and protection of environmental and 134 natural resource base. The department has no database system on environment and natural resources in the country and will be unable to deploy themselves for enforcement ofenvironmental policies or even for regular field trip to inquire on the state of protected areas, national parks and other things of that nature. They severely lack financial and human resources support, equipment and logistics to engage in any meaningful environmental work. The strengthening of this department would be invaluable both for the project and the country of Angola.
Project Category
As an emergency recovery operation, the Angola EMRP isprocessed under World Bank Operation Policy (OP) 8.50. As such, it is NOT required to have project safeguard instruments approved and disclosed in- country and at InfoShop prior to appraisal. The EMRP is categorized as B, as decided by the ROC meeting and is set out to focus on rehabilitation and reconstruction of existing infrastructure, as it relate to the transport, roads and bridges, both urban and rural, health services, electricity access, rural development, water supply and drainage and education. At present, the environmental policy (OP 4.01), the involuntary resettlement policy (OP 4.12) - because ofthe potential for land acquisition and/or loss of economic activities - and the pest management policy (OP 4.09) appear to be triggered. The triggering of the forestry and natural habitats will be determined in the context of the upcoming ESIA study.
Notwithstanding the exemption ofthe EMRP to disclose project safeguard documents before appraisal, but because of the variety and scale ofthese investment schemes envisioned in the context of the EMRP, there is a keen sense of urgency and preparedness on the part of the project team to appoint a reputable Environmental and Social Impact Assessment (ESIA) firm and get the ESIA underway without delay. All individual ESIAs, EMPs, PMP and RAPS,as they relate to the various sub-projects are scheduled to be completed within one year ofPhase 1 project effectiveness.
Although sufficient provision has already been earmarked to conduct the above studies and implement mitigation measures pertaining to EMPs and PMP, the project team is urged to prepare all the required safeguard documents, including ESIAs, EMPs, PMP and RAPSand detailed cost outlays for implementing and monitoring mitigation measures before Board. The advantage of such urgency is to ensure that costs of mitigations measures that ought to be bome by the project are fully accounted for.
Due to the multi-sectoral nature of the project, and because all the environmental and social impact characteristics of subprojects are not known in sufficient detail at this time, a programmatic process or a strategic approach for environmental and social assessment (including screening and categorization, preparation, public consultation, disclosure, review, approval and monitoring) will be put into place and implemented over the three year life ofthe project. In addition, a Resettlement Policy framework (RPF) will be prepared, addressing the policy, principles, institutional arrangements and procedures that the Borrower will follow in each subproject involving resettlement and/or loss of economic activities. Given uncertainties regarding the location of some of the activities, particularly in the education component, and the complexity of Angola’s environmental and social situation, this approach is designed to ensure that the selection, design and implementation of all activities comply with World Bank Safeguard Policies. Furthermore, a Pest Management Plan (PMP) will be prepared, as the project envisions to purchase pesticides, in the context of seed production and multiplication designed to alleviate food shortage and its negative effects among needy populations.
Because local capacity for environmental and social management is currently weak, it is anticipated that an environmental consulting firm will be engaged for a period of three years to manage and oversee the Environmental and Social Management Process, while providing institutional strengthening and on-the- job training services throughout the project period. This firm will work closely with the Ministry of Planning and the implementation units, the Bank, and the ministries and agencies concerned to develop procedures that will improve activity quality and sustainability through compliance with World Bank Safeguard Policies, while at the same time, being time and cost-efficient, so as to facilitate subproject planning, approval and implementation. 135 The establishment of this process will be implemented in three broad time-phased activities (as shown in Figure 1 below):
Activity 1: Establishment of Environmentaland Social Management Framework. This is a Strategic or Programmatic Environmental Assessment (SEA) under which all project related EIAs are carried out during project implementation. This activity will be carried out prior to credit effectiveness within one year of project effectiveness and will involve: (i)public consultation on the TOR for the Environmental and Social Management Framework (ESMF), the Resettlement Policy Framework (RPF) and the Pest Management Plan (PMP); (ii)a summary review of environmental and social issues related to the concerned sectors; (iii)the formulation of standard methods and procedures specifying how all subprojects will systematically address environmental and social issues in the screening, siting, design, implementation and operational phases of the subproject lifecycle; (iv) the development of an implementation plan, including capacity building, to support the environmental and social management activities at each stage in the subproject cycle; (v) consultation on the Draft ESMF, RPF, PMP and individual EMPs and RAPS;(vi) approval ofthose instruments by the borrower and the Bank; (vii) disclosure of these documents in country and at Bank InfoShop in Washington. Note that the RPF and RAPSare disclosed separately as stand-alone documents and cannot be mixed with the ESIAs and EMPs.
The standard procedures will take account of the particular characteristics of each of the sectors involved, and will be embodied in an Operations Manual. The basic principles and processes enunciated in the Operational Manual will also be summarized in an Environmental and Social Framework Agreement, in which the government of Angola and the Bank agree to basic environmental and social safeguard principles and procedures, and the country affirms its agreement to carry out all subproject activities in accordance with these procedures. The requirement for the correct implementation of the ESMF will be covenanted in the DCA.
The Environmental Consulting Firm will work closely with the PMIU and local stakeholders to draft the Framework Agreement. During the preparation of the Framework, the firm will also work closely with the PMIU to develop a preliminary calendar for annual subproject screening and categorization, assessments, implementation and monitoring arrangements, based on an initial estimate of subproject flow.
Activity 2: Ongoing Subproject Assessment and Implementation. This activity includes the carrying out of subproject ESIAs, which will be carried out under the umbrella of the ESMF and RPF. Once the Operational Manual and Framework Agreement are put in place, the Environmental Consulting Firm will work hand-in-hand with local counterparts to plan and carry out the various safeguard instruments required for this project. This will include subproject assessments (including the screening, categorization and required studies), preparation ofdocumentation, public consultation and disclosure and obtaining necessary approvals by the Borrower and the Bank, depending on the categorization of each subproject. The programming of these activities will be summarized in Annual Work Plan Reports and updated quarterly.
For subprojects which are being designed and implemented ahead of the finalization of the ESMPF, and where specific details on the siting scale and environmental and social impacts are available, a normal project ESIA will be prepared, including which will follow standard Bank Safeguard Policy procedures, including public consultation and disclosure and which need to be approved by the borrower and the Bank.
Activity 3: Institutional Capacity Building. An important aspect of the Environmental and Social Management Process will involve institutionalization of the procedures laid out in the Operational Manual and Framework Agreements, and building local capacity to carry them out. To this end, the Environmental Consulting Firm will work closely with the PMlUand implementing agencies to propose appropriate and efficient institutional arrangements for sustainable management of environmental and 136 social issues. In support of these efforts, and in conjunction with the program of consultations and participation, the firm will provide on-the-job training and conduct in-country workshops for staff in the PMIU, implementing sector agencies, local communities, etc.
Figure 1: Operational Framework for Environmental and Social Management And Safeguard Compliance Process
Public Consultation on Environmentaland TOR and Draft ESMF & RPF Social Issues, by Sector
Activitv I 1 Environmentaland and Social Social Framework Agreement Process Framework
(Prior to 1 Operational Manual for Environmentaland Social Assessment and Management Process effectivenes I I Roads & Water & Electricity Rural Health Education Transport Sanitation Developmt Services r 11 1 1 1 1 Activitv 2 Ongoing Subproject Environmental and Social Assessment and Management Process Ongoing Roads & Water & Electricity Rural Health Education Subproject Transport Sanitation Developmt Services Management
(Life of I I I I 1-I Project)
Capacity On-the Job Training & Capacity Building To PMIU, Environmental Agency and Implementing Building
Within the above operational framework, Figure 2 presents an overview of the major steps in the Environmental and Social Safeguard Management Process, with interventions for Borrower and Bank review and approvals.
137 Figure 2: Overview Of Environmental and Social Management Process I Subproject Identification I c Subproject Scoping & Screening Applicability of Safeguard Policies
Subproject Categorization (A,B,C) Definition of appropriate studies in conformance with Category and applicable Safeguard Policies 4#
During the scoping and screening phase, the scale and scope ofpotential impacts will be assessed so as to categorize each subproject and determine whether particular Safeguard Policies are triggered in ensuing studies.
Scoping, Consultation and Disclosure for Actions 1 and 2. A scoping and consultation process will be carried out as a means though which the government will reinforce its commitment to environmental and social management and build public confidence in the anticipated program design and implementation. To this end, the Consulting Firm will assist the government, through a series ofpublic consultations and meetings, to verify the scope ofissues to be addressed with respect to the ESMPF and each subcomponent, and obtain the views of implementing agencies, local communities, NGOs and affected groups. These scoping sessions should occur in Luanda and selected regional/provincial locations, so as to obtain a representative sample ofpoints of view throughout the country. The Environmental and Social Assessment Process Framework Report and the subproject EAs will include an Appendix providing a record of these meetings, with a list ofparticipants and the proposals and requests for information made in the course ofthe meetings. This would include comments from government agencies, affected parties and nationalAoca1 non-governmental organizations. For the ESMPF and subproject Category A projects a public consultation will be held on the TOR and on the Draft ESMF and RPF reports. For the subprojects Category B ESIAs and the PMP, public consultation will be held only on the Draft ESIA and PMP reports.
138 In addition, the firm will work with the project management to design a project communications and participatory program, which will lay out the subproject scoping and consultation process including the broad approach, frequency and substantive issues to be discussed with elected officials, NGOs and other community groups.
All environmental and social assessments, environmental and social management frameworks and plans, will need to be disclosed in country and at the Infoshop in Washington DC. As it is likely that the policy on Involuntary Resettlement (4.12) will be triggered because of land acquisition, the disclosure requirement will also include resettlement frameworks, resettlement plans and process frameworks. Documents resulting from the ESMPF and the EAs prepared under the project, this means all documents which result from the Bank’s Safeguard Policies, such as an Indigenous People Plan, need to be disclosed in country and in the Infoshop.
Major issues: As noted, the overall environmental and social issues associated with each sector will be identified during the development of the Environmental and Social Management Framework. These will be divided into potential effects during the initial sitingldesigdconstruction period and during the operational period ofeach type of investment. Below is a preliminary identification ofpotential issues.
Component A: Support to Social Sectors and Rural development.
Rural Development.
Restoration of Supply Response of Agricultural Produce: particularly food crops in rural areas mainly through distributing, producing and multiplying seeds, distributing small farming tools and providing animal health services and water for animal and human consumption. Under this sub-project, the project is setout to engage in procurement ofpesticides for production and multiplication ofbasic seeds, so as to secure expected yields and protect, in some cases, production while in storage. This will entail the triggering of the Pest Management policy and, on that premise, the project isrequired to develop a Pest Management Plan. In consultation with the project team (TTL) and the Borrower, the Consultant firm will prepare the PMP, addressing the following 4 major issues, namely: (i)Pest management approaches; (ii)Pesticide use and management; (iii)Policy, regulatory Framework and institutional capacity; and (iv) Monitoring and evaluation.
Rehabilitation of rural roads and access tracks foreseen for Phase 2 of the EMRP): Since all road improvements are expected to be carried out on existing alignments and first focus on spot improvements, the potential for major impacts related to land use, hydrology and resettlement are considered minimal. During the construction phase, direct impacts need to be considered, such as borrow sites, disposal sites, accelerated erosion, degradation of the natural vegetation and social impacts of construction camps, including the risk ofHIV/AIDS. Other social issues may involve the existence of refugees and squatters on agricultural land being developed by the subproject, which would trigger OP 4.12 (Involuntary Resettlement). During the maintenance/operations phase, potential impacts may include increased accident levels due to higher speeds and potential impacts oftraffic on sensitive biological systems or protected areas, increased poaching of bushmeat and increased logging oftropical hardwood. Social benefits include employment during the construction and operations phases.
Health services. Siting ofhealth care facilities (foreseen to be rehabilitated in Phase 2) should take into consideration proximity to populated areas, drainage considerations and sanitary facilities. Support should be given to facilities and educational programs aimed at reducing HIV/AIDS infection. Utilization and disposal of medical waste should be explicitly planned for during the operational period. Handling, and disposal of medical wastes (hospital wastes) need a special environmental management plan.
139 Education. Siting ofeducational facilities (foreseen to be rehabilitated in Phase 2) should take into consideration drainage, erosion and safety factors, as well as adequate provision of safe sanitary facilities (water supply and adequate latrine system accompanied by health education how to use and maintain them, avoidance of factors that could contaminate both groundwater and surface water). The design of latrines should take into account accidental factors (i.e., ovoidance of large holes that could let a children pass through).
Demining Activities. Landmine contamination in Angola is the result of armed conflicts that beset the country for over two decades. The scale and locations of the minefields is, by all accounts, widespread. By and large there are no specific records of where the minefields are, nor what types they are (i-e., high, medium or low). To try to demine all the potential miniefields within the country isbeyond the scope and the ability of the EMRP. However, the EMRP will provide support to the demining action initiated by the government of Angola and other donors, such as UNDP, and local demining operators, in its intervention zone, particularly when demining activities are regarded as a prelude, a blockage to or a necessary step to pursue before implementation of a given sub-project in project intervention areas. Because this project is both emergency-based and developmental, the consultant firm should liaise with borrower, UNDP, demining operators and assess environmental and social issues involved and identify mitigation measures to be put in place to that effect. Again, as discussed above, our intervention will be strictly limited to project area of influence and particularly when demining is viewed as a prelude or a necessary step to take before implementation a particular sub-project is carried out.
Component B: Rehabilitation and reconstruction of critical infrastructure.
Transport infrastructure. Similar to the rural roads and access tracks, larger transport improvements (foreseen to be rehabilitated in Phase 2) are expected on existing alignments, with minimal chance for resettlement. However, this will be verified on a case-by-case basis during the initial screening process. During the construction phase, direct impacts should be considered, such as borrow sites, disposal sites, accelerated erosion, degradation ofthe natural vegetation, temporary noise, dust and pollution levels from construction machinery, and social impacts, such as increased risk ofHIV/AIDS and other sexually transmitted diseases at construction camps. Other social issues could concern the presence ofsquatters in areas affected by the subproject. During the maintenance/operations phase, potential impacts may include increased accident levels due to higher speeds and potential impacts of traffic on sensitive ecosystems or protected areas, increased poaching of bushmeat and increased logging oftropical hardwood.
Electricity services. Potential issues include the siting of power generation and distribution facilities (foreseen to be rehabilitated in Phase 2), proximity to populated areas and safety considerations. Rehabilitation might produce hazardous chemicals, such as Polychlorinated Biphenyls (PCBs) or polychlorinated contaminated oil etc. Other environmental issues concern right-of-way alignment, tower erection and creation of access roads in otherwise inaccessible environmentally sensitive areas. Information should be provided regarding rights-of-way, their length, general locations and the borrower policies regarding the alignment ofthese rights-of-way in relation to the following guidelines:
All rights-of-way should be aligned taking environmental factors into consideration, in a manner which will minimize, to the extent possible, the need for physical alteration and the impact on sensitive natural habitats, cultural resources, agricultural lands, and residential and commercial areas;
Land acquisition must be carried out in accordance with World Bank resettlement policy guidelines, which require identification and quantification of any impacts on land-based livelihood, and compensation to landowners and people relying on the land for their livelihood;
Where rights-of-way are to be established through remote and currently environmentally inaccessible sensitive areas, the potential impacts on the natural environment, population
140 immigration and natural resource exploitation must be assessed and measures adopted to minimize these impacts;
Other environmental mitigation measures should focus on erosion and sediment control during and after construction and use of low-impact maintenance procedures. Reclamation or recycling of waste materials where possible by the contractors or disposal of these materials in an environmentally-friendly manner and in compliance with local laws and regulations and World Bank policies. Disposal of potential waste material should be addressed during the construction and operational phases;
the In the case of hydropower, impacts on surrounding flora and fauna, impacts on downstream users and potential for land acquisition should be taken into consideration during the siting, design and operational phases. Social issues ofparticular relevance would include potential land take and loss of agricultural land in the right of way of transmission and distribution lines, and potential presence of squatters in the subproject areas. Other potential social impacts such as the increased risk of HN/ATDS and other sexually transmitted diseases at construction sites should be considered where applicable. Positive impacts ofrural electrification may include facilitation of a wide range of development endeavors, including evening light for children reading, refrigeration for medicines and power for agro-processing and small enterprises. Negative impacts ofrural electrification might be the increase in malaria prevalence, if no adequate mitigation measures are taken (environmental health issues).
Water supply, sanitation and urban infrastructure. Potential issues include the siting of water supplies (foreseen to be rehabilitated during the Phase 1 project) and sanitation facilities (foreseen to be rehabilitated in Phase 2) in relation to populated areas, need for drainage and avoidance of stagnant water and water-borne diseases (environmental health issues). Solid waste programs need to adequately plan for appropriate siting and protection of disposal areas. Social impacts, such as potential displacement resulting from urban infrastructure from construction sites, as well as the potential for interface with squatters, should be considered where applicable. Health and sanitation aspects of improved water supplies constitute a potential benefit which should be explicitly addressed in the design of the interventions.
In all cases, social benefits include employment during the construction and operations phases, and improved access to basic services.
141 Appendix 10: Terms of Reference for Environmental and Social safeguard Management Services (Will be adapted to take into account the final project phasing before the launching of the RFP)
Objective and overview of services
The overall objective of this assignment is to ensure that all investments and activities financed by IDA under the EMRP filly comply with the World Bank's Safeguard Policies. Because the project is multi- sectoral in nature, and not all the subproject investments are known at this time, a programmatic process for environmental and social assessment (including screening and categorization), review, approval and monitoring will be put in place and implemented over the three year life ofthe project. Given uncertainties regarding the location of many subprojects, and the complexity of Angola's environmental and social situation, this approach is designed to ensure that the selection, design and implementation of all subprojects comply with World Bank Safeguard Policies. Under this project, three safeguard policies appear triggered, including The Environmental Assessment Policy (OP 4.0 l),the Involuntary Resettlement Policy (OP 4.12) and the Pest Management Policy (OP 4.09). On that basis, the project team is required to prepare an Environmental and Social Management Framework (ESMF), a Resettlement Policy Framework (WF) and a Pest Management Plan (PMP). The triggering ofthe remaining safeguard policies will be determined in the context of forthcoming ESMF study. Guidelines for each ofthe safeguard studies are provided below.
Because local capacity for environmental and social management is currently weak, an Environmental Consulting Firm will be appointed to conduct all safeguard studies cited above and engaged in the management and oversight of the Environmental and Social Management Process, while providing institutional strengthening and on-the-job training services throughout the project period. This firm will work closely with the PMIU, the Bank and the implementing agencies to develop procedures that will improve subproject quality and sustainability through compliance with Safeguards. This will be done in such a way as to facilitate time- and cost-efficient subproject planning, approval and implementation procedures.
The establishment of this process will be implemented in three broad time-phased activities (shown schematically in Figure 1):
Activity 1: Establishment of Environmental and Social Management Process Framework. The first activity will be carried out within one year ofproject effectiveness and will involve: (i)a summary review of environmental and social issues related to the concerned sectors; (ii)the formulation of standard methods and procedures specifying how all subprojects will systematically address environmental and social issues in the screening and categorization, siting, design, implementation and operational phases of the subproject lifecycle; and (iii)the development of an implementation plan, including capacity building, to support the environmental and social management activities at each stage in the subproject cycle. The standard procedures will take account ofthe particular characteristics of each ofthe sectors involved, and will be embodied in an Operations Manual. The basic principles and processes enunciated in the Operational Manual will also be summarized in an Environmental and Social Framework Agreement, in which Angola and the Bank agree to basic environmental and social safeguard principles and procedures, and the government affirms its agreement to carry out all subproject activities in accordance with these procedures.
The Environmental Consulting Firm will work closely with the PMIU and local stakeholders to carry out the above tasks. During the preparation ofthe Framework, the firm will also work closely with the PMIU to develop a preliminary calendar for annual subproject screening and categorization, assessments, implementation and monitoring, based on an initial estimate of subproject flow.
Activity 2: Ongoing Subproject Assessment and Implementation. Once the Operational Manual and Framework Agreement are in place, the Environmental Consulting Firm will work hand-in-hand with 142 local counterparts to plan and carry out the overall Environmental and Social Management Process for the overall project. This will include subproject assessments (including the screening, categorization and required studies), preparation of documentation, and obtaining necessary approvals by the Borrower and the Bank, depending on the categorization and Safeguard concerns of each subproject. The programming ofthese activities will be summarized in Annual Work Plan Reports and updated quarterly.
Activity 3: Institutional Capacity Building. An important aspect of the Environmental and Social Management Process will involve institutionalization of the procedures laid out in the Operational Manual and Framework Agreement. To this end, the Environmental Consulting Firm will work closely with the PMIU and implementing agencies to propose appropriate and efficient institutional arrangements for sustainable management of environmental and social issues. In support of these efforts, the firm will provide on-the-job training and conduct in-country workshops for staff in the PMIU, implementing sector agencies, local communities, etc.
Figure 1: Operational Framework for Environmental and Social Management And Safeguard Compliance Process
Summary Review of Environmental and Social Issues, by Sector
Activitv 1 Environmer a1 Environmental and Social Framework & Social Agreement Manageme t Process Framework 1
Roads& Water & Electricity Rural Health Education Transport Sanitation Developmt Services r 11 1 1 1 Activitv 2 Ongoing Roads & Water & Electricity Rural Health Education Subproject Transport Sanitation Development Services
(Life of I I I I 1-I Project) 000 000 000 cloo oocl clclo
Capacity On-the Job Training & Capacity Building To PMIU, Environmental Agency and Implementing Building I (Life of I' Project) -
143 Within the above operational framework, Figure 2 presents an overview of the major steps in the Environmental and Social Safeguard Management Process, with key intervention points for Borrower and Bank review and approvals.
Figure 2: Overview of Environmental and Social Management Process
. Subproject Scoping & Screening
Subproject Categorization (A,B,C) Definition of appropriate studies in conformance with Category and applicable Safeguard Policies 4 Subprojectksessment Implementation of Assessment Studies andformulation of Environmental and Social Management Plans
I I Review and nApproval
Subproject Implementation Implementationof Environmental and Social Management Plans during the construction and operational periods.
Monitoring
During the scoping and screening phase, the scale and scope ofpotential impacts will be assessed so as to categorize each subproject and determine whether particular Safeguard Policies are triggered in ensuing studies.
Scope of work
Activity 1: Environmental and Social Assessment Process Framework
Goal. In this first phase, the Environmental Consulting Firm will carry out a broad assessment of the environmental and social issues associated with each sub-component ofthe project and develop a set of operational tools and procedures for systematically considering these issues in the planning and implementation of the subprojects. The proposed operational tools will be applied for the screening, categorization, planning and implementingindividual subprojects and will be geared toward the particularities of the various sectors and subprojects planned under the project. The Firm will be responsible for ensuring that subproject screening and categorization includes explicit criteria to determine the presence ofpotential impacts that would trigger the application ofthe Bank’s Safeguard 144 Policies and thus the execution of required analyses on individual subprojects. The proposed procedures will propose an institutional framework for assuring conformance with Safeguard Policies and meets the Bank’s requirements for environmental and social review prior to subproject approval. This will include the specification of an efficient system for regular documentation and information flow at key points in the subproject lifecycle, within the project structure, the Environmental Consulting Firm with the World Bank.
Task 1.1: Verification of proposed project
The consultant will verify the content, scope and phasing of the IDA project and the broader program. This will be based on the project documents, complemented by field discussions with project staff and additional information gathered by the Consultant. The Consultant will collaborate with the Project Management Unit to develop a simple database listing of all types of subprojects, categorized by subprogram, component, sectoral subcomponent and subproject. The Environmental Consultant will also design an implementingframework for incorporating environmental and social management into the subproject lifecycle for each of each subprogram and subcomponent.
Task 1.2: Environmental scoping and consultation and subproject scoping methodology
The scoping and consultation process will be a means though which the government will reinforce its commitment to environmental and social management and build public confidence in the anticipated program design and implementation. To this end, the Consultant will assist the government, through a series of consultations and meetings, to verify the scope of issues to be addressed with respect to each subcomponent, and obtain the views of implementing agencies, local communities, NGOs and affected groups. These scoping sessions should occur in Kinshasa and selected regional locations, so as to obtain a representative sample ofpoints of view throughout the country. The Environmental and Social Management Framework Report will include an Appendix providing a record of these meetings, with a list of participants and the proposals and requests for information made in the course ofthe meetings. This would include comments from government agencies, affected parties and nationalAoca1non- governmental organizations.
In addition, the firm will work with the project management to design a project communications and participatory program, which will lay out the subproject scoping and consultation process including the broad approach, frequency and substantive issues to be discussed with elected officials, NGOs and other community groups. During implementation, the Consultant will assist the government in keeping records of meetings and other activities, communications and comments and their disposition.
Task 1.3: Assessment of policy, legal and administrative framework
The Consultant will review and assess the most pertinent regulations and standards governing environmental quality, health, safety, protection ofendangered species, siting, land use control, resettlement, land acquisition, etc, as they relate to the various sectors affected by the project. International treaties to which the country is signatory will be summarized. The Consultant will also assess the institutional responsibilities and capabilities for environmental protection and management in Angola, as well as within the project’s implementing agencies. Based on this assessment, the Consultant should recommend: (a) a project institutional framework that will facilitate the efficient incorporation of environmental and social considerations into the subproject planning and implementation processes; (b) medium and long term institutional strengthening to ensure that environmental protection is integrated into sector management. These recommendations should be embodied in the Environmental and Social Framework Agreements (as described in Task 1.9).
145 Task 1.4: National baseline environmental conditions and methodology for subproject baseline environmental conditions
Because ofthe broad national scope and multi-sectoral breadth of the project, the Environmental Consulting Firm will address the need to characterize baseline environmental and social conditions at two levels:
1.4.1 Overview of national baseline conditions. This will include a broad description ofthe national environmental situation, focusing on major regions, ecosystems, protected areas, special concerns and social issues, as they are likely to relate to the various categories of subprojects. The following general categories of conditions should, at a minimum, be addressed :
e Land resources e Hydrology e Water quality e Biological (biodiversity, including forests) e Air quality e Socio-economic and cultural resources
Because of the wide range of potential issues, the Consultant should focus on synthesis of the key issues facing the country, with references to other sources for more detailed data and documentation.
1.4.2 Methodology for sector and site-specific baseline conditions. With respect to each of the major sectors and subproject categories, the Consultant will lay out a generic set of key baseline conditions to be assessed on a site-specific basis, taking into consideration the particular ecological or social conditions that could arise in particular regions or zones. This would follow the same general categories as shown above, and could be presented in tabular/checklist format, with short explanations of the types and data and other information to be collected (as well as references to data sources as noted in the Overview of National Baseline Conditions).
Task 1.5: Methodology for determining potential project impacts
For each of the major categories of sectors and subprojects, the Consultant will identify and assess the major potential environmental and social issues likely to occur, with respect to each ofthe general categories mentioned in the baseline conditions. These impacts should be assessed as they are expected to occur during the siting/design/construction period and the operational period. Also to be considered are potential cumulative effects within the sectors, both direct and indirect. Of particular concern will be how to address the social dimensions of the subprojects, as they relate to refugees, squatters and displaced persons. For the program as a whole, the significance ofpotential impacts should be assessed in terms of risk, that is, their likelihood and intensity. Emphasis should be placed on identifying potentially significant effects in various parts of the country which are distinguished by topographic, ecological, socio-economic, cultural resources or other characteristics. The methodology for this assessment will provide the framework for the development of the programmatic environmental management plan in Task 1.6 and the detailed assessment of subprojects, as described in Task 1.8. Attachment 3 provides a preliminary summary of potential issues.
Task 1.6: Programmatic environmental management plan to mitigate and monitor potential impacts
For each of the major categories of sectors and subprojects, the Consultant will recommend a set of generic mitigation measures for the significant impacts (including enhancement ofpositive impacts) identified in Task 1.5, to be implemented during both the siting/design/construction and operational periods. Also specified will be the responsibility for implementingand monitoring these measures, also
146 during the two periods. For mitigation related to siting, design, construction and maintenance activities, the Environmental Consulting Firm should cite the appropriate clauses to be incorporated in design and construction contracts. These specifications should be clear and concise and emphasize the responsibility of the performance output goals ofthe contractors. Particular attention will be paid to the process to be followed for compensation where there is potential for resettlement or land acquisition. The sector- specific EMP frameworks should be summarized in tabular format, similar to the outline shown in Attachment 2. The development of generic mitigation measures will provide the framework for developing sub-project EMPs, as detailed in Task 1.8.
Task 1.7: Analysis of alternatives
For the project as a whole, the Environmental Consulting Firm will consider alternatives for achieving project objectives. This will include a review of the “without project” or “no project” alternative. It will also assess alternative sector policies under consideration in the Program and if there are any environmental implications.
At a subproject level, the Environmental Consulting Firm will establish a standard framework that permits an explicit consideration of various alternatives to the specific subproject (including the “no project” alternative). This framework will be displayed in a table that presents the principal alternatives and a comparative analysis ofthese options, including a description of the proposed alternatives, their capital and operational costs and their potentials for effective implementation under local conditions.
Task 1.8: Operational guidelines for subproject environmental and social safeguard management
For each of the major categories of sectors and subprojects, the Environmental Consulting Firm will, in collaboration with the implementing agencies, formulate a set of guidelines on the systematic procedures for the incorporation of environmental and social considerations for all subprojects. This will be produced in an Operational Manual and will include, but not be limited to:
.0 Scoping and assessment ofpotential impacts and screening for key impacts of individual sub-projects and triggers of various Safeguard Policies; this will be an input to the sub-project selection and design process;
0 Analyses required to establish baseline conditions and assess the types and significance of impacts commensurate with Safeguard Policy requirements;
0 Issues to consider in analysis of alternatives (such as alignments through sensitive areas and rural accessibility alternatives);
0 Incorporation ofmitigation and monitoring measures during the siting/design/construction and operational phases; these would include standard formats, checklists and specifications;
0 Design ofenvironmental management plans (mitigation and monitoring, as well as institutional arrangements);
0 Participatory, consultation and public disclosure processes; and
0 Documentation requirements and information flow for environmental review and approvals within the project structure and with the World Bank.
Task 1.9: Environmental and Social Framework Agreement
147 The standard procedures, methods and approaches for incorporation of environmental and social concerns into the selection, planning and implementation processes will be summarized in an Environmental and Social Framework Agreement, in which the government and the Bank agree to basic environmental and social Safeguard principles and procedures, and Angola affirms its agreement to carry out all future project activities in accordance with these procedures. The Environmental and Social Framework Agreement will specify the process by which environmental and social assessments for subprojects are carried out and sent to the World Bank for review. The Environmental Consulting Firm will work with the government and the Bank to achieve a consensus on the content and format of these agreements and assist Angola to draft the agreements.
Task 1.10: Environmental and social monitoring plan
The environmental consulting firm will prepare a detailed plan for monitoring the implementation of the project. This will specify responsibility for ensuring that all sub-projects conform to the sub-project guidelines (including means of verification and reporting), as well as monitoring overall or cumulative environmental issues at the sectoral level.
Task 1.1 1: Preliminary calendar for Environmental and Social Management Plans
Based on the anticipated flow of subprojects identified in Task 1.1, a preliminary schedule for annual subproject environmental and social assessments will be developed, including public consultations and implementation ofthe environmental and social management plans, over the life of the project. This plan will be adjusted, at least on an annual basis, to conform to the actual rate at which subprojects are identified and screened.
Activity 2: Ongoing program implementation
Goal: In this activity, continuous support will be provided over the life of the project through the annual programming and completion ofsubproject assessments, timely submittal ofthese assessments for Bank and Borrower review, implementation ofmonitoring and auditing requirements and long term planning and capacity-building.
Activity 3: Institutional Capacity Building
Goal: The goal of this activity is to institutionalize the methods and processes for environmental and social safeguard management, as well as to establish a local network of experts and institutions capable of pursuing essential environmental and social management in the sectors concerned.
Task 3.1 : Design institution-strengtheningprogram
The environmental consulting firm will summarize organizational responsibilities for implementing the environmental mitigation and monitoring measures, both at the programmatic and sub-project levels. Based on this, the firm will assess capabilities and devise a program ofin-country and on-the-job training to strengthen institutions at all levels, including the national government, local government and professional organizations involved in the project.
Task 3.2: Knowledge transfer through on-the-job, in-country training and consultations
During the course of the project, the Environmental Consulting Firm will carry out on-the-job training with designated government counterparts. The Firm will also organize workshops and seminars with a broad range of stakeholders, in conjunction with the program for consultation and participation.
148 Outputs and reports
The consultant will be responsible for the following outputs and reports:
Inception report. The purpose of this report is to summarize the Consultant's initial verification of the project and, based on consultations with the Project Management Unit, present a detailed work plan and schedule for Tasks 1 & 2 and an outline of activities over the life of the project, as well as all the required outputs and reports. It will be submitted within 30 days of starting work.
Environmental and Social Management Process Framework report. This report will present the results of Task 1 and the proposed institutional strengthening program in Task 3. It will contain the results of the Environmental and Social Assessment as described in Task 1, including the Operational Manual and the Environmental and Social Framework Agreement. The Operational Manual will constitute the working document for operationalizing the systematic environmental and social assessment of all subprojects financed under the IDA credit. It will be adopted by the govemment and the World Bank through the Environmental and Social Framework Agreement. Once adopted, it will be reviewed and updated on an annual basis.
The report will be submitted in draft form within 2 months of mobilization. Following consultations and comments on the Draft, the Final version will be presented within 3 months of mobilization. The final version should include an Executive Summary, with the Environmental and Social Framework Agreement as an Annex, in French and English. The Executive Summary will provide the basis for the Integrated Safeguard Data Sheet (ISDS) and presentation to the World Bank Board of Directors.
Quarterly and annual reports. Quarterly reports will report on progress of the annual work programs, with any alterations and recommended changes in schedule or outputs. The annual reports will summarize the cumulative work accomplished to date and propose a schedule for subproject assessments and submittal ofrequired documentation.
Subproject assessment reports. These will be submitted according to an agreed schedule in the Annual Work Plans, and as mutually modified with the Project Management Unit and the Bank.
Suggested format for Environmental and Social Management Process Framework report. The Report should be concise and focus on significant environmental issues as they relate to the project investments. The main text should present findings, conclusions and recommended actions, supported by summaries of the data collected and citations for any references used in interpretingthe data. The Report should be in a format similar to the following :
Main report Executive summary (in French and English) 'Environmental and social assessment process Policy, legal and administrative framework Description ofthe project Environmental and social baseline data Environmental and social impacts Analysis of Alternatives Environmental and social management plan Mitigation Monitoring Institutional responsibilities and strengthening activities Budget Environmental and social management operational manual Environmental and Social Framework Agreement 149 Guidelines for preparing a resettlement policy framework (RPF)
Background and rationale
The World Bank’s Operational Policy on Involuntary Resettlement (OP 4.12) must be applied to any project which displaces people from land or productive resources, and which results in relocation, the loss ofshelter, the loss ofassets or access to assets important to production, the loss ofincome sources or means oflivelihood, or the loss ofaccess to locations that provide higher incomes or lower expenditures to businesses or persons. The policy applies whether or not the affected persons must move to another location*. The Bank describes all these processes and outcomes as “involuntary resettlement,” or simply resettlement, even when people are not forced to move. Resettlement is involuntary if affected people do not have the option to retain the status quo that they have before the project begins.
Many projects involve multiple subprojects that require land takings, and for a wide range of projects the subprojects may not be known at the beginning ofa project because they will be selected at a later date. Examples ofsuch projects include those involving community-based development, social funds, financial intermediaries, sector-wide investments, and infrastructure projects and other projects entailing construction or land access changes where specific investment decisions will be made during the life of the project.
These projects normally require two types ofresettlement planning. First is a Resettlement Policy Framework (RPF) that will guide and govern the project as subprojects are selected for inclusion. Second are the specific resettlement plans (RAPs, “resettlement action plans”) that are done for each subproject where the displacement described above will take place. It is the Borrower’s responsibility to prepare these documents. The RPF must be prepared, accepted, and disclosed publicly before the Bank will appraise the project. Ifpart ofthe investment program (normally the first year’s investments) is decided before the project is approved, then the individual RAPs for such subprojects must also be prepared, accepted, and disclosed by the Bank before appraisal. Provision must be made in the RPF for the process for reviewing and accepting subsequent RAPs before any subproject is approved for inclusion in the Bank-supported program.
The RPF is a statement of the policy, principles, institutional arrangements and procedures that the Borrower will follow in each subproject involving resettlement. It sets out the elements that will be common to all the subprojects. Preparing it allows the Bank and the Borrower to agree on principles and processes, so that these need not be discussed for every subproject. It also allows project implementers, who may be in many locations, agencies, or communities, to undertake specific subprojects without having to re-negotiate fundamental agreements. Where there is an RPF in place, the RAP is a detailed action plan for treating a given set ofpeople -- for example, those who will lose land to the construction ofa school, those whose houses will be affected by the laying of a water or sewage line, or those who will be excluded from land they occupy or enter for grazing resources or the operation oftheir enterprise.
The RPF and the individual RAPs are fully complementary to one another. The more that is agreed in the RPF, the less that needs to be discussed for each case. Where there will be dozens or hundreds of subprojects, therefore, it is obviously much more efficient for the project to take the time to get the RPF as full as possible. For example, the cost ofcompensation for hittrees can be calculated a number of different ways: a decision on the method, or on the actual compensation for different kinds oftrees at different stages oftheir maturity, that isrecorded in the RPF, is much better than having each subproject make new decisions.
The principles and requirements underlying both RPFs and RAPs are contained in OP 4.12. In OP 4.12, Annex A, the basic contents ofboth RPFs and RAPSare set out.
150 Attached here are suggested terms ofreference (TOR)for writing an RPF. This TOR is meant as a guide to Borrower teams, to enable them to prepare the Resettlement Policy Framework. Normally each case is somewhat different fi-om others, and so the drafting team must be careful to ensure that the RPF is as detailed as possible for the project being prepared. A good TOR will provide the background for making the RPF as relevant as possible to the project under preparation, but it will also allow the team writing the RPF the flexibility to ensure that the RPF takes full account ofthe situation ofpotentially affected people.
Background and basic objectives
Project description. Provide a brief description ofthe project, for readers of the RPF who may not see other project documentation. Summarize all project components briefly. Be somewhat more specific with components and activities for which land acquisition and resettlement are required, showing the total “footprint” ofthe project - all the locations that various facilities in the project may touch.
Objectives and basic terms of preparation of the RFP. Set out the objectives ofthe task ofpreparing the RPF. State the basic conditions for the work, and the basic steps in producing the eventual product.
Specific requirements for the contents of the RFP. State that the consultantlpreparation team is to prepare an RPF that meets the requirements elaborated below. The RPF will specifically note that the RPF follows the WB requirements as stated in the World Bank’s policy on Involuntary Resettlement (OP 4.12). State that the RPF will also be designed to meet the legal requirements of the government. Where there are gaps between Bank and government requirements, the team is to set these out clearly and to generate, with other stakeholders as appropriate, decisions as to how to handle such gaps. Indicate that the RPF should have clear and fully elaborated sections on:
Project description (see paras 1 and 2 above, which should be repeated and elaborated in the RPF)
Impacts, land acquisition, and resettlement. Discuss the land acquisition, or restrictions of access, that may be required. Given the nature ofthe project, describe why resettlement is necessary, and why there needs to be an RPF. State the reasons that a full resettlement plan (RAP) or a Process Framework (see OP 4.12 for details) cannot be prepared before project appraisal, and what the sequence ofRAP preparations may be during the life ofthe project.
Principles and objectives governing resettlement preparation and implementation. Describe the basic principles and vision ofthe resettlement program. State that the resettlement objectives are to move (or deprive from resources) as few people as possible consistent with the requirements ofthe project, and that general principles ofdoing no harm, ofavoiding or minimizing resettlement are to be followed in all subprojects. Show why acquisition ofland or resources is needed and resettlement cannot be avoided in every case. Demonstrate that the commitment is to ensure that affected people are meaningfully consulted, compensated fully and fairly for their losses, and assisted in their efforts to improve their livelihoods and standards ofliving or at least to restore them. Describe any particular conditions in the project and subprojects that may present special problems or opportunities, and show how the resettlement will be done, in principle, so as to overcome risks or take advantage ofsuch opportunities.
RAP preparation, review, and approval. Describe the relationship ofthe RPF to the individual RAPs that will be done later for each subproject where there is resettlement. Show who will write future RAPs, and how the implementing agency or some other body (bodies) will be involved in reviewing and approving them. Recommend whether some or all RAPSshould be reviewed by the Bank, and how this will happen.
Estimated population displacement and categories of affected people. There may be some projects for which it is impossible to estimate eventual displacement, but every effort should be made, in part to estimate budgets, but also to evaluate consultation requirements and potential challenges to the project 151 staff. Different categories of those displaced may include, for example, those losing legal title and those without it, those losing lands or those losing housing or those losing both, those losing temporary access or those losing permanent rights, business or residential property. Discuss the unit of analysis, whether “cases” (such as properties or fields), or households or individuals. Discuss whether uniform approaches will be taken across all subprojects, and how records will be kept.
Legal frameworks for resettlement. Review the national laws governing the taking of land or other assets. Because such legal instruments may come from many sources - land and water law, customary law or sharia, land tenure legislation, urban construction regulations, constitutional guarantees of compensation for takmgs for public utility, and so on - make this section as extensive as is warranted by the case in question. Set out the requirements of the process for takings should be set out. Discuss discrepancies among the various legal instruments, if found. Summarize what laws and regulations may apply to different categories of affected people. Next, set out any requirements of the Bank for resettlement that apply to the types of cases that will arise in the project. Analyze all gaps between national and Bank requirements, and say how such gaps may be bridged.
Eligibility criteria for various categories of affected people. (a) Determine the method for setting a cut-off date [see OP 4.121 for eligibility for compensation. (b) Set out the different categories ofpeople affected by the project, and show the types of losses such people may suffer, whether to land, income, rights of access, housing, water sources, proximity to work, and others, and including combinations (house and land, for example). Define the criteria that are to be used to identify the eligibility for compensatory measures for each category of affected people, whether losses are partial or total, whether people have their own land or also rent land, what happens when buildings are occupied by more than one business tenant or household, for example. Make the criteria user-friendly, so that those applying the principles to subprojects “on the ground” will be able quickly to identify whether people affected there are eligible for compensatory measures, and how. Describe who will judge eligibility in difficult cases, for example by the use of neighborhood or village committees, or outside experts, and how such processes will work.
Methods of valuing affected assets. Describe the borrower’s methods of valuing those assets that it deems eligible for compensation, and those that must be compensated under the policy principles that meet the World Bank’s requirements. Explain the methods for inventorying assets, assigning values to each type of asset, and coming to agreements with each affected person or group on the total profile of losses and compensation. Present, to the degree possible, an “entitlement matrix” which shows the types of affected people, the types of losses, and the forms and amounts of compensatory actions that will be taken for each type.3
Organizational elements and procedures for delivery of entitlements, including the responsibilities of each actor. Describe the process by which individual RAPSfor subprojects will be submitted to project authorities, considered and approved, and how entitlements will be delivered. State who in the overall project organization will be responsible for Resettlement, and what facilities the overall resettlement officials will have available to them. Ifthere is no unit or oficer(s) with the training and job description to oversee resettlement issues, describe the way in which such capacity will be developed, structured, and given authority. In an annex, provide TOR for such a unit or oficer(s) and describe interim arrangements until such capacity is functioning. Describe how subprojects will be reviewed for resettlement, how implementation will be carried out once a subproject is accepted, and how the delivery of compensatory activities will take place.
Generic aspects of the implementation schedule, including how resettlement will be linked to the civil works. Set out the schedule by which resettlement will arise and be treated, both in terms ofthe overall management ofthe project and the flow of subprojects.
One example of an “Entitlement Matrix” is attached as Annex 1 152 Grievance redress mechanisms. Describe the mechanisms available to affected people for complaints about aspects oftheir treatment under this policy framework. Show how the mechanism will be accessible (in terms of language, distance, and cost) to affected people, and what recourse/appeal from the local grievance mechanism may be available.
Budget, and funding arrangements. Estimate the overall costs ofresettlement, including funds for general oversight and for implementation of subprojects. Show the sources of funds. For large subprojects, show the sources of and arrangements by which funds for implementation will be made available, and either estimates for “off-the-shelf” (average) subprojects or average subprojects by type. For community and other small subprojects, estimate the types and numbers of subprojects and a nominal resettlement budget based on an estimate of how many subprojects may involve resettlement. Show that the overall budget estimates have been included in the project budget.
Methods for consultation with, and participation of, affected people. Consultation is to be done for both the Resettlement Policy Framework, which sets many of the parameters by which resettlement will be carried out, and the individual RAPSwhich will be done for each subproject. For the RPF, show that meaningful consultation is being carried out with a broad array of stakeholders including both borrower officials at every level, and the types ofpeople who may be the beneficiaries of, and affected by, typical subprojects. Show that the draft RPF is to be, or has been, circulated to interested parties, and that further consultations will take place before finalization. Insert a record of all such consultations as an annex to the RPF. For the individual RAPS,show how the people affected by the particular subprojects will be consulted throughout the process of RAP formulation, as prescribed by OP 4.12.
Monitoring arrangements. Provide an appropriate mechanism for monitoring the effective implementation ofresettlement, either as part of the overall monitoring of project progress, or separately to affirm the achievement ofresettlement goals of ensuring that all affected people are addressed. Describe how subproject and overall project achievements will be monitored, and at what frequency, by selected reviews ofa sample of micro-projects, by formal supervision of larger subprojects, or by the use of independent monitoring agencies (NGOs, researchers, committees ofaffected people, or some combination ofactors). Show how the results ofmonitoring will be fed back into project implementation. Where appropriate, set up monitoring checklists or templates to focus the work of local monitors.
Template for the design of subproject RAPS. Taking account ofthe degree of detail achieved in the RPF design, provide a template for, or description of the contents of, individual RAPSfor those subprojects which will require them. Include in the design the minimum information required to complement what has already been decided at project level through the RPF. At a minimum, ensure that the individual RAP will include the nature ofthe subproject, the resettlement impact, the number of people affected, baseline census and socio-economic survey information (for larger subprojects) a matrix that shows - in the same terms as the RPF - the entitlements of the categories of affected people, a description ofresettlement sites and programs for improvement or restoration of livelihoods and standards of living, the subproject budget and implementation schedule, and a commitment to follow the RPF guidance and requirements in all general matters. Insofar as possible, show any further information that may be needed when the RPF has not been fully developed before project approval, or where the general issues in the RPF are in need of supplementation on account of differing local laws, special situations or effects on people, or the additional contributions of specialists to the individual RAP preparation.
Conditions of the consultancy/task execution
Duration of services. Determine the start date for the contract andor team mobilization, and the time duration ofthe overall task. State the key dates that other related teams (engineering design, project preparation, national budgeting cycle, etc.) may be following to enable the team to visualize key milestones in their own progress.
153 Links to other initiatives or agencies. Specify any key linkages, background initiatives, key documents or other agencies with which the team should become fully familiar. Identify any agencies or other groups with which the team should regularly consult in the execution of their work.
Expertise required. Name the types of expertise required for producing the RPF and the estimated inputs from each specialist in terms of persodmonths of effort, and the total level of effort to be given. Specify which specialist or other member of the team will direct the team and be responsible for the outputs. Ifthere are different inputs required from
Guidelines for Preparing a Pest Management Plan (PMP)
1. Background
Agricultural development projects supported by the World Bank may involve agricultural diversification into new crops, intensification of low-technology production systems, expansion into newhirgin areas and change ofcultivation practices, irrigation development for agricultural production, re-organization of agricultural research and extension services, support for farmers organizations and similar programs, or procurement of pesticides. Although these agricultural programs are designed to assist farmers to boost agricultural production and increase farm incomes, they can have major implications for the use of inputs such as pesticides and fertilizers.
Similarly, public health development projects may include the control of vectors of human and livestock diseases. Health projects generally include improved treatment of vector-borne diseases as well as environmental management to keep disease vector populations in check. However, sometimes the use of pesticides to reduce vector populations is also included in such projects.
The use of pesticides may contribute to increased agricultural production and improved human health. However, inappropriate or excessive use of pesticides often results in a reduction of agricultural production or its sustainability, increases in disease vectors, adverse environmental and health effects, and negative effects on other economic activities (e.g. fisheries, tourism). This, in turn, leads to increased economic costs, both at the farmer level and for the country as a whole.
Adequate measures are therefore required at project/program development to promote the appropriate management ofpests and pesticides. This is to ensure that increased and sustainable agricultural production and farm incomes are achieved; that vector-borne diseases are managed in sustainable manner, and that the risks to human health and the environment associated with pesticide use are kept to an acceptable minimum.
The World Bank’s Pest Management Safeguard Policy (OP 4.09 and BP 4.01 Annex C) was established to address these concerns and to assist borrowers to manage pests in an appropriate manner. A major provision ofthe Safeguard Policy is the preparation ofa comprehensive Pest Management Plan, or PMP, that will outline the various elements of and actions needed to be taken to adequately address these concerns during project implementation.
2. Objectives of the Pest Management Plan
Agricultural development projects supported by the World Bank may involve agricultural diversification into new crops, intensification oflow-technology production systems, expansion into new/virgin areas and change of cultivation practices, irrigation development for agricultural production, re-organization of agricultural research and extension services, support for farmers organizations and similar programs, or procurement ofpesticides. Although these agricultural programs are designed to assist farmers to boost agricultural production and increase farm incomes, they can have major implications for the use ofinputs such as pesticides and fertilizers.
154 Similarly, public health development projects may include the control ofvectors ofhuman and livestock diseases. Health projects generally include improved treatment ofvector-borne diseases as well as environmental management to keep disease vector populations in check. However, sometimes the use of pesticides to reduce vector populations is also included in such projects.
The use ofpesticides may contribute to increased agricultural production and improved human health. However, inappropriate or excessive use ofpesticides often results in a reduction ofagricultural production or its sustainability, increases in disease vectors, adverse environmental and health effects, and negative effects on other economic activities (e.g. fisheries, tourism). This, in tum, leads to increased economic costs, both at the farmer level and for the country as a whole.
Adequate measures are therefore required at project/program development to promote the appropriate management ofpests and pesticides. This is to ensure that increased and sustainable agricultural production and farm incomes are achieved; that vector-borne diseases are managed in sustainable manner, and that the risks to human health and the environment associated with pesticide use are kept to an acceptable minimum.
The World Bank's Pest Management Safeguard Policy (OP 4.09 and BP 4.01 Annex C) was established to address these concerns and to assist borrowers to manage pests in an appropriate manner. A major provision ofthe Safeguard Policy is the preparation ofa comprehensive Pest Management Plan, or PMP, that will outline the various elements of and actions needed to be taken to adequately address these concerns during project implementation.
3. Profile of the Consultant
The consultant will be specialized in one or more ofthe following fields:
(a) agricultural pest management in the tropics or subtropics, with particular experience in (participatory) integrated pest management (IPM). (b) Disease vector management in the tropics or subtropics, with particular experience in (participatory) integrated vector management (IVM) (c) Pesticide management in developing countries, with particular experience in pesticide legislation and regulation, pesticide risk assessment and registration, and the enforcementhmplementationof pesticide regulations. (d) Pest management extension methods andor participatory integrated crop production, pest or vector management. (e) Agricultural policy development in developing countries, with particular experience in integrated pest & vector management policies and the economic, trade and fiscal aspects ofagricultural input use (particularly pesticides).
The consultant will have experience in the identification and the analysis oftechnical and policy constraints with respect to agricultural or public health projects/programs in developing countries. Shehe should be capable ofworking, using a strongly participatory approach, with the (potential) Borrower's technical and policy staff.
[Note for ASPEN: seledmodify appropriate profile depending on the type of project/programfor which a pest management plan is to be developed]
4. Contents of the pest management plan
In consultation with the project team and the Borrower, the consultant will prepare the PMP, addressing the following 4 major issues, namely:
0 Pest management approaches 155 0 Pesticide use and management 0 Policy, regulatory Framework and institutional capacity, and 0 Monitoring and evaluation 0 Details ofthese components may be elaborated upon as follows:
Pest or vector management approaches
Prepare an overview ofthe major crops cultivated and the key pest and diseases problems experienced, especially by small holder farmers. Provide estimates (preferably based on local studies) ofthe crop/economic losses that can be attributed to the key pests, diseases and weeds. In case of a public health project, carry out a similar analysis for disease vectors.
Assess the potential changes in pest or vector-borne disease problems that can be anticipated as a result of the project's activities.
5. Current and proposed pest management practices
Describe the current methods for pest or vector management practiced in the country. Describe the non- chemical pest control methods, IPMor IVM approaches that are available in the country.
Assess the activities of the national plant protection, public health and extension services aimed at providing pest management advice to farmers. Evaluate to which extent the system includes integrated pest or vector management. Assess the extent to which pest management information is transmitted to farmers. Assess the agronomic, economic and environmental sustainability of the present and proposed pest or vector management practices.
Take an inventory of the pest or vector control methods or approaches that have been field-tested or introduced in the past in the country, but which have not established themselves as current practices. Evaluate the reasons for this lack of success.
Describe any new pest or vector control methods or approaches that are being tested or introduced into the country.
Assess the potential changes in pest or vector management that can be anticipated as a result ofthe project activities.
Relevant IPM/IVM experience within the project area, country or region.
Describe any IPM or IVM methods locally available for the management of the major pests and diseases of crops that are the target ofthe project, and if appropriate for other crops grown by local farmers.
Assess the strengths and weaknesses of implementation ofIPM or IVM activities in the country to guide the choice of activities that could be carried out during project implementation.
Identify relevant existing IPM or IVM projects or programs which are operational in the country and which should be approachedhncluded for collaboration.
Review the development and conduct of IPM research programs within the national agricultural research institute, or in any regional or international agricultural research centers, relevant to the project activities.
Assessment ofproposed or current pest management approaches, and recommendations for adjustment where necessary.
156 Where the current practices, or those proposed under the project, are not consistent with the principles of IPM or IVM, the discrepancies should be discussed. Either a detailed technical justification should be provided for this discrepancy, or a strategy should be proposed to bring pest or vector management activities under the project into line with IPM or IVM.
6. Pesticide use and management
Review present, proposed and/or envisaged pesticide use
Compile a list of pesticides in use in the country and the crops or vectors for which they are used. Classify the (commercial formulations of the) pesticides according to the WHO classification of pesticides by hazard.
Describe the current pesticide use pattems in the country and assess whether pesticides are used in the context ofIPM.
Assess if envisaged pesticide use under the project isjustified by (a) explaining the IPM approach and the reason why pesticide use is considered, (b) providing an economic assessment demonstrating that the proposed pesticide use would increase farmers' revenues, or, for public health projects, provide evidence that the proposed pesticide use isjustified from the best available (preferably WHO-supported) public health evidence.
Indication oftype and quantity ofpesticides envisaged to be financed by the project andor assessment of increase in pesticide use resulting from the project.
Estimate the quantity (in volume and value) ofpesticides envisaged to be financed (either directly or indirectly, e.g. through credit provision) by the project.
Ifpesticides are not financed by the project, identify project activities that may lead to increased pesticide use, and estimate this increase.
For both the above mentioned situations, evaluate if higher pesticide use would also result in increased farmer dependence on pesticides.
Circumstances ofpesticide use and the capability and competence ofend-users to handle products within acceptable risk margins
Assess user access to, and use of, protective gear and appropriate application equipment; levels of knowledge and skills of users to handle pesticides correctly; users' product knowledge and understanding of hazards and risks; appropriateness ofon-farm storage facilities for pesticides;
Assess risks
Evaluate the actual potential environmental, occupational and public health risks associated with the transport, storage, distribution and use ofthe proposed products under local circumstances, and the disposal ofempty containers.
Assess to what extent the project's activities will increase or reduce such risks.
Pre-requisites andlor measures required to reduce specific risks associated with envisaged pesticide use under the project.
Identify the strengths and weaknesses in the country for proper handling ofpesticides and propose the measures needed in the project to guarantee judicious use ofpesticides. For example, outline details of 157 training activities to build capacities in pesticide management, risk reduction, use ofappropriate application equipment and protective gear, and recognition ofcircumstances leading to pesticide poisoning.
Select pesticides authorized for procurement under the project
Ifrequired, prepare provisional lists of pesticides which may be procured under the project taking into consideration (a) the criteria in OP 4.09 on Pest Management, (b) the above hazards and risks, and (c) the availability ofnewer and less hazardous products and techniques (such as, biopesticides, traps)
7. Policy, regulatory framework and institutional capacity
(a) Policies on plant protection: Assess the government policies on pest management (crop protection and vector control) and their consistency with IPM approaches. Evaluate if there direct or indirect subsidies for pesticides, donated pesticides that distort market prices, or other factors that may increase reliance on (unnecessary) pesticide use.
Study if a national IPWIVM Policy exists and determine whether it is integrated into the national agricultural development policy/strategy.
(b) Description and assessment ofthe national capacity to develop and implement ecologically-based IPM
Assess the quality ofpublic and private sector extension services, extension services provided by NGOs and research institutions, and their practical capacity to develop and implement (participatory) IPM or IVM.
(c) Assessment ofthe country's regulatory framework for control ofthe distribution and use of pesticides.
Take an inventory the presence and quality ofa plant protection legislation and a pesticide legislation. Assess if a pesticide registration scheme has been set up and is operational. Assess if a pesticide distributor and/or user licensing scheme exists.
Ifrelevant, evaluate if local pesticide production and/or formulation is appropriately regulated.
(d) Assessment ofthe institutional capacity for effective control ofthe distribution and use of pesticides.
Evaluate if the country has the institutional and financial capacity to enforce the above mentioned legislation. In doing so, assess if:
Sufficient trained personnel is available for inspection and control tasks; Government actively monitors pesticide use and storage; Pesticide products are properly packaged and labeled; Effective measures can be taken to limit access to Class I1pesticides to licensed users if the use ofsuch products is proposed (a specific requirement OP in 4.09); Government monitors the quality ofimportedlocally produced pesticides (is there a quality control laboratory); Pesticide residues are being monitored on export crops and crops for the domestic market; Poisoning statistics are available, especially in rural areas; Medical staff at rural clinics are trained to recognize and treat pesticide poisoning, and are antidotes available in rural areas;
158 0 Any other relevant information.
Assess the system for managing unwanted and obsolete pesticides; to what extent might the project activities contribute to the accumulation of obsolete pesticides?
8. Strengthening of national capacities
On the basis of the outcome of the above reviews, and if necessary, propose an action plan containing appropriate measures, in project sub-components, to strengthen the national capacities to improve the regulatory system for pesticides, and implement ecologically sound management ofpests and vectors.
Identify which components should be covered by the projecVprogram, and which may be fundedexecuted under other (existing) government or donor activities.
Estimate the financial requirements and suggest funding mechanisms for the implementation ofthe plan.
9. Monitoring and evaluation
Description ofactivities that require local monitoring during implementation and during supervision missions
Describe these activities and propose realistic performance indicators that can be used to evaluate progress towards the implementation of sustainable pest management, effectiveness ofmeasures to mitigate pesticide risks, progress in strengthening regulatory framework and institutional capacity, etc.
Monitoring and supervision plan, implementation responsibilities, required expertise and cost coverage.
Prepare a monitoring and supervision plan that would be adopted during project supervisory missions. For example, in the plan include the types of expertise required at different stages ofproject implementation, actual monitoring activities and detailed budget.
10. Process
For the Pest Management Plan to be accepted as part ofthe project/program, it is essential that it is fully supported by the Borrower and other national key actors. A lack of ownership by the interested parties will preclude effective implementation of the plan. Therefore, the development of the PMP should, like the development ofthe rest ofthe project, be a fully participatory process in which the consultant acts as a facilitator and a technical resource person.
The consultation process may include several or all ofthe stages discussed below. This will depend to a large extent on the level ofpolicy development and implementation of sound pest management that already exists in the country. It will also depend on the size of pest management component envisaged under the project.
(a) Desk-top review ofthe available information by the consultant.
The consultant will review existing Bank documents regarding the project/program (PCD, PID, EA, PAD, according to availability). Sheihe will also obtain background information on pest and pesticide management in the country, and any existing relevant projects (e.g. through the World Bank, FAO, WHO, UNEP, UNITAR web sites; the web site of the national government; web sites ofrelevant CGIAR institutes, etc.)
(b) First information meeting with key actors in the country
159 A first meeting with the key actors in pest or vector management is held at the start of the mission in the country. The objective of the meeting is to inform about the goals of the mission; the Bank requirements with respect to pest management; the objectives of OP 4.09; the function of the PMP within the project appraisal process; the opportunities this may provide for the country to strengthen pest and vector management; any practical issues pertaining to the organization of the mission.
(c) In-depth interactions with all the relevant national actors in the field ofpest or vector management.
Such meetings should include, but are not limited to:
(i) Government institutions directly or indirectly involved in pest or vector management:
a Ministry of Agriculture, Crop Production Services, Plant Protection Service, Irrigation Development Authorities Ministry of Environment, Environmental Protection Agency Ministry ofHealth, Vector Control Service National Agricultural Research Institute National Pesticide Residue / Quality Control Laboratory National (agricultural) Statistics Service National Medical Research Institute Ministry of (external) Commerce Customs service Interministerial pesticide / chemicals management committee
(ii) Farmer and producer organizations; agricultural exporters organizations
(iii) Nongovernmental organizations, consumer groups
(iv) Agrochemicals Industry; private crop protection advisory firms; food industry; producers ofbiological control agents
(v) Bilateral and multilateral development partners.
(d) Elaboration ofthe first phase of PMP
Elaboration ofthe part ofthe PMP which describes the present situation and the expected changes as a result of the project, and analyzes the constraints for the implementation of sound pest management (and possible non-compliance with OP 4.09).
This part of the PMP is elaborated by the Consultant, preferably in conjunction with one or more national-experts.
(e) Stakeholders consultation
A meeting is organized with all the stakeholders, and the TTL, to discuss the first phase PMP. The analysis of the Consultant is presented and modified where needed. Stakeholders are also invited to submit first round of proposals for strengthening of national capacities (if required).
(0 Elaboration ofthe second phase of the PMP
The second phase ofthe PMP describes the concrete activities that are proposed to be carried out under the project. It is elaborated by the Consultant, preferably in conjunction
160 with national experts. Results ofthe stakeholders consultation on the first phase of the PMP are explicitly included.
Of particular importance is that the proposed activities are fully integrated in the general development approach of the project/program. Relationships between the proposed activities and any national agricultural (or rural) development strategies, environmental protection policies, poverty reduction strategies and economic and trade policies, need to be clearly defined.
(g) Stakeholders consultation
A meeting is organized with all the stakeholders, and the TTL, to discuss the second phase ofthe PMP. The proposals by the Consultant are presented and modified where needed. The overall PMP is adopted by the meeting.
(h) Finalization of the PMP
The consultant finalizes the PMP, based on the feedback from the second stakeholders meeting. Whenever explicit recommendations by the stakeholders meeting are not included in the final PMP, the Consultant will provide a justification for this in a separate memo to the Bank. The Consultant will also identify the key elements of the PMP that have to be included in the EA and/or the PAD.
11. Reporting
The consultant will submit the following reports (depending on the organization ofthe mission):
1. The first phase draft PMP discussed during the 1st stakeholders consultation 2. The recommendations made by the 1st stakeholders consultation 3. The second phase draft PMP discussed during the 2nd stakeholders consultation 4. The recommendations made by the 2nd stakeholders meeting 5. The final PMP 6. A memo justifying which recommendations ofthe stakeholders meeting were not included in the PMP by the Consultant 7. Paragraphs containing the key elements of the PMP that need to be included in the EA andor PAD
12. Reference materials
World Bank Operational Manual: Operational Policies OP 4.09 - Pest Management (December 1998) World Bank Operational Manual: Bank Procedures BP 4.01-Annex C - Application of EA to Projects Involving Pest Management (January 1999) World Bank Pest Management Guidebook (2002) (?) World Bank Environmental Assessment Handbook - Chapter 8: Agriculture and rural development Background paper to the objectives and implementation of OP 4.09 (to be developed as part of OP 4.09 tool kit ?) The WHO recommended classification of pesticides by hazard (latest version)
APPENDICES List of Report Preparers Bibliography
161 List of Persons Contacted Public Disclosure and Record of Scoping Sessions and Consultations Technical and Other Appendices
Disclosure
The Environmental and Social Management Process Framework Report will be made available for public comment in the country and to the World Bank Info Shop. Note that the RPF is disclosed separately as a stand-alone document, and so are the individual RAPS.
Support from the government
The govemment, through the PMIU, will ensure that the Environmental Consulting Firm has access to all necessary project descriptions, data, drawings and other relevant documents. The govemment will ensure that counterpart personnel are assigned to work with the staff ofthe firm. The govemment will also ensure access to project areas and provide the firm with all necessary introductions and letters requesting cooperation with all stakeholders, including govemment agencies, NGOs and research organizations.
Expertise and estimated level of effort required
The successful environmental consulting firm will have extensive experience in carrying out a wide range of environmental assessments in the sectors for which subprojects are envisioned in the EMRRP: agriculture, transport, electricity (with particular emphasis on hydropower), water supply, sanitation, urban services, health and education. It will preferably have experience with programmatic and strategic environmental assessments and experience in Africa.
The estimated expertise and level of effort is as follows:
Environmental and Social Management and Safeguard Services Estimated Expertise Required and Level ofEffort
I 1 Person-Months I Item Initial Review, Operational On-going Manual & Management Total Framework & Training Agreement Team LeadedEnvironmental Planner 2 3x12 38 Social Scientist 2 2x10 22 Ecologist 1 6 7 Hydrogeologist/Soils/Land Use Spec 1 6 7 HydologistJWater resources and 1 6 7 Quality Spec. Environmental Specialized in demining 1 2x3 7 PestNector Management SDecialist 1 3 4 Human Health SDec. I 1 I 3 I 4 -1 Other As Reauired I 1 I 10 I 11 I Total PM(Intemational) 11 96 107 Total PM(National) 10 50 60
162 The team leader and social scientist would form the core full time resident team, who would mobilize the other experts as required and agreed. The team leader should have demonstrated experience in setting up procedures and processes for incorporating environmental and social considerations into sectoral andor multi-sectoral programs.
Contracting structure
Indefinite quantityllevel ofeffort contract.
The environmental consulting firm will provide person-month services on a work-order basis. The contract will specify ceiling unit fee rates for the various experts and a maximum number of person- months. The Firm would also be reimbursed a fixed monthly amount for its core team and support functions. The Firm would work with the PMIU and the Bank to lay out a tentative annual work order program, which would be updated on a regular basis. Note that all studies are the responsibility of the consultant firm to be appointed.
Budget Support
SUPPORT TO Million of Dollars (S)
I Environmental and Social Impacts1 9 nn 1
Demining Activities
163 Attachment 1
World Bank Safeguard Policies
Environmental Assessment OP 4.01 Natural Habitats OP/GP4.04 Forestry OP 4.36 Pest Management OP 4.09 Cultural Property OPN 11.03 Indigenous Peoples OD 4.20 Involuntary Resettlement OD 4.12 Safety of Dams OPBP 4.37 Projects in Disputed Areas OP/BP/GP 7.60 Projects in Intemational Waterways OP/BP/GP 7.50
164 Attachment 2
Sample summary table of environmental and social management plan
Impact Mitigation Responsibility for example, contract Implementation Monitoring clause) 1. Air quality
2. Land Resources (including forest lands, protected areas, natural habitats)
3. Hydrology
4. Water quality
5. Socioeconomic and cultural issues
B. Operational Period I Impact 1 Mitigation I Responsibility 1 lfor example, regulations) Implementation Monitoring 1. Air Quality
2. Land Resources
3. Hydrology
5. Socio-economic and cultural issues I
165
Population and returned IDPs
167 MOXICOPROVINCE
The province of Moxico is located in the central eastern region of Angola, with borders with Zambia and DRC. With an area of 199,780 kilometers’ it is the biggest province of Angola. The estimated population in 2002 was of around 322.000 inhabitants, with a very low density of 1.6 inhabitantskilometers’. The percentage ofdisplaced population during the war was estimated at 40 percent, including some 85,000 displaced in Zambia and an unknown number displaced in DRC. According to data from UN OCHA, some 87,000 displaced persons had return to their origin by May 2003 (of which some 39,000 from Zambia and DRC). The returned or returning internally displaced population up to August 2003 is estimated at 236,054 by Unidade TCcnica de Coordenaqgo das Ajudas Humanithias (UTCHA).
Accessibility and transports. The main access to the province was provided by railway (CFB), with the road network having only a secondary role. The province development was historically based in the CFB railway. With the destruction of most ofroad and railway bridges during the war, the access to the province was basically done by airplane. For instances, during the first quarter of 2002 Luena received almost 35,000 MT of air cargo. All fuel was airlifted from Luanda with the consequent very high costs. These high costs almost paralyzed economic activity (during the first quarter of 2002 the air cargo out of Luena was 106 MT). Only 560 kilometers ofroads out of 3,175 kilometers were asphalted. The road network included 134 bridges all but 2 destroyed during the war. These two bridges, plus one reconstructed meanwhile, were the only ones that could be used in 2002. The reopening of the railway between BiC and Luena will be crucial for the restart and sustainability of most activities in the province. Later on, the reopening of the 350 kilometers railway between Luena and Luau (in the border with DRC) will support the economic development.
Social sectors. The very high levels ofpopulation migration due to war has a negative impact in all existing statistic data, which vary widely. Additionally, the ongoing return of IDSmakes the situation even more fluid and dynamic. Education. In 2002 the number of children matriculated in levels Iand 11 was around 49,000. The number of children out of the school system was estimated at more than 36 percent (around 30,000). According to the provincial government, 150 schools out of 177 of level Iare operating, and 27 must be totally reconstructed. In level I,the number of students per school is 300 and the number of students per teacher is 37. Health. Also according to the provincial government, the health infrastructure must be extensively rehabilitated (4 out of 6 hospitals, 6 out of 8 Health Centers, all 3 1 Health Posts in operation plus 86 that are not operative). The health human resources ofthe province were limited to 5 physicians (64,400 inhabitantdphysician) all of them in Luena, and 543 nurses (85 percent ofthem in the municipality of Moxico). Agriculture and forests. Fifty to seventy percent ofthe land has potential for livestock production and for agriculture, namely rice, cassava, maize, potato, beans and peanuts. Nevertheless, in November 2002 the WFP was distributing 1,246 MT to 17 percent ofthe population. The forest has wood ofhigh quality that in the past was used as raw material by an industry that has been completely paralyzed since many years. Socialpartners. There are 58 NGO’s as well as 4 churches and religious organizations operating in the province.
Infrastructure. The situation of transports was described above and it is critical for any other activity. Electricity. Despite the significant hydroelectric potential of the province, only one small hydraulic power plant existed (Luena) but it was destroyed during the war and is now being reconstructed. All the electricity isproduced by generators with fuel transported to Luena by air at a huge cost. The electricity supply is limited to some hours per day and it depends of fuel availability. The condition of the distribution network is quite poor. Fater. In Luena a main reservoir was rehabilitated with UNICEF support and has been functioning since May 2002, supplying water to the distribution network. This network supplies water to only part of Luena households and its condition is very poor with significant losses and (it was inoperative during 8 years). Most ofLuena population is supplied with raw water from Luena and Lumegi rivers by trucks that charge 6 US$ per cubic meter. The Luena and Camenongue water supply systems should be rehabilitated in the short term. In all other municipalities new systems should be constructed once the old ones are in such a condition that does not allow rehabilitation. Most of the rural population uses raw water from rivers. Urban. The city ofLuena has serious erosion 168 problems as well as desertification ones. Additionally its sewerage system is clogged in several portions of it and probably should be replaced. The general condition of the infrastructure of Luena and other municipalities is very poor due to lack of maintenance.
169 BIB PROVINCE
The Bid province is located in the central region of Angola, with an area of 70,3 14 kilometers’ and a population estimated at 1,8 million. The number of displaced people in the province is estimated between 384,000 and 5 17,000, or 21 percent to 29 percent of the total population. The returned or returning internally displaced population up to August 2003 is estimated at 23 1,000 by Uninade Tecnica de Coordenagao das Ajudas Humanithias (UTCHA).
Social sectors. Education. The number of children in schooling age is estimated at 506,000 and the number ofthose out of the school system is estimated as being 60 percent (more than the official number of 240,000). There are 1,278 classrooms, of which only some 900 are functioning, although most ofthem in precarious conditions, and 380 must be rehabilitated before they can be used again. Due to this classrooms situation, 329 classes are functioning with no facility to support them. The number of students per classroom is 204 for Level Iand 447 for Level 11. The number of students per teacher is 33 for Level Iand 49 for Level II.Health. There are only 100 health facilities in the province (39 private ones, including 5 hospitals ofreligious missions that are not operating due to serious damages or destruction). From these one hundred facilities, 10 are hospitals, 13 Health Centers and 77 Health Posts. Of those only 50 percent are functioning (4 hospitals, 6 Health Centers and 39 Health Posts). The human resources in the health sector available in the province are limited to 12 physicians (150,000 inhabitants/physician), all of them in Kuito, and 778 nurses (2,3 15 inhabitants/nurse). The under-five mortality rate is estimated at 540 per 1,000 live births and maternal mortality at 1,481/100,000. Agriculture. Bik is known for its high potential for agriculture production and livestock. The traditional production included maize, beans, rice, cassava, arabica coffee and vegetables. The potential for maize production, for instance, is estimated at more than 400 thousand tons. Most of the institutional infrastructures in the agriculture activity (such as silos, stockhouses) were destroyed as well as tertiary roads and feeder roads connecting farms to the main road network. Socialpartners. There are 24 NGO’s operating in the province as well as 3 churches and religious organizations.
Infrastructure. Transports. Roads. The road network must be rehabilitated. The rehabilitation should include 623 kilometers of primary roads and 413 and 800 ofsecondary and tertiary roads respectively. Several road bridges were destroyed and must be reconstructed. Railways. The CFB crosses Bit from west to east and the rail was the main transport system for the commercialization of agriculture products towards the coast and towards Moxico and also for the transport ofproducts within the province itself. It is estimated that some twenty-two railway bridges were destroyed and must be reconstructed at the same time the track is rehabilitated to reopen railway service. Electricity. The hydropower plant that existed near Kuito was destroyed. Seven generators, with a total capacity of 3,7 MVA (3,O MVA in Kuito) are the only source of electricity production in a province with 1.8 million inhabitants. Four municipalities have no electric power installed and it is estimated that only 2 percent of Kuito population has access to electricity. Water. In Kuito water production was recently reestablished but the condition of the distribution network is very poor with losses estimated as high as 60 percent. The lack ofelectric power also has a negative impact in water production and distribution. Most ofthe systems that were installed in the other municipalities and rural areas were not maintained or destroyed during the war. On average, the rural population has to walk 1 kilometers to reach water once in the whole province it is estimated that only 115 boreholes or wells are available.
170 KUANZANORTE PROVINCE
Kuanza Norte is located in the northem region of Angola. Its area is of 82,570 kilometers.2 The province is divided in 10 municipalities and 3 1 communes, with a total population estimated at 575,000 and with a density of 6.9 inhabitants/kilometers.2 The population distribution is uneven throughout its 10 municipalities with almost 50 percent of it concentrated in the three southem ones (Cazengo, Golungo Alto and Cambambe). The displaced population during the war was estimated at 85,000. In August 2003 the total number of returned or returning IDSwas estimated at 45,000.
Social sectors. Education. In 2002 the number of children matriculated in levels Iand I1was around 41,000. The population in schooling age can be estimated around 175,000, which means that probably 75 to 80 percent (134,000) ofthe children in schooling age were out of the system. According to the provincial government, the total number of schools was 525 of which 506 for level I,8 for level 11, 6 for levels I1and I11 and 5 high schools. In 2002, 55 percent (292) of these schools were not functioning (283 for level I,4 for level 11, 3 for levels I1and I11 and 2 high schools) mainly due to the condition ofthe facilities that, in some cases, were totally destroyed. With few exceptions, most of the schools and classrooms should be rehabilitated or reconstructed. Health. Also according to the provincial government, only two thirds of health facilities were functioning (55 out of 88) in 2002. The province health infrastructure, with 3 hospitals (2 functioning), 14 Health Centers (1 1 functioning), 66 Health Posts (39 functioning) and 5 trypanosomiasis dispensaries (3 functioning) should be extensively rehabilitated or reconstructed. The province health human resources in the same year were limited to 10 physicians (almost 58,000 inhabitants per physician) and 261 nurses (around 2,200 inhabitants per nurse). Agriculture and livestock production. Traditionally these were the province most important economic activities. Main cultures were cassava, maize, beans, peanuts, and fruits. Livestock production was also a traditional activity, mainly of cattle, sheep and goats. With peace, the cultivated area has increased but the level of activity is yet very low and most of it is for self-subsistence and for local informal marketing due to the limited access to markets. Socialpartners. There are 25 NGO’s as well as 4 churches and religious organizations operating in the province.
Infrastructure. Transports. Roads. As in all other provinces the road network ishighly deteriorated and must be rehabilitated as a support to all other activities. The primary road from Luanda to Malange crosses the south ofKwanza Norte, through its capital Ndalatando, and at Lucala another primary road starts to the north of the province and to Uige. These roads connect three provinces (Kwanza Norte, Uige an Malange) to the main port of Luanda. Besides this primary roads, rehabilitation ofsecondary and tertiary roads will be critical to support economic activity, namely agriculture and livestock production. Railways. The CFL crosses the province ofKwanza Norte from west to east and, together with the roads for the north (Uige), it was one of the main transport systems for the commercialization of products to and from the coast. The government started the rehabilitation of the CFL that should be reopened in the short term up to Lucala. Electricity. Ndalatando receives electric power from a substation connected to the Cambambe hydroelectric power plant. The same applies to Dondo in the municipality of Cambambe. The electricity distribution network in Ndalatando is deteriorated and should be rehabilitated. The other municipalities in the province had no electricity. Water. Kwanza Norte has the same type of water problems as the other provinces, being it in urban water or in rural water.
171 MALANGEPROVINCE
Malange is located in the central northern region ofAngola in the border with the DRC. Its area is of 82,570 kilometers’ and has a high potential for agriculture production. The province is divided in 14 municipalities with two of them (Malange and Kalandula) having around 43 percent of the total population. The estimated population in 2002 was of around 890.000 inhabitants with a density of 10.7 inhabitantskilometers’. The percentage of displaced population during the war was estimated at 35 percent (3 lO,OOO), percentage that by the end of 2002 was reduced to 14 percent (121,000). In August 2003 the total number ofreturned or returning IDSwas estimated at some 202,000.
Social sectors. Education. In 2002 the number of children matriculated in levels Iand I1was around 78,000. The population in schooling age was estimated between 257,000 and 307,000, which means that 70 to 75 percent (170,000 to 230,000) ofthe children in schooling age were out ofthe system. The Gross Enrollment Rate is estimated at 27 percent, and in rural areas it falls to 13 percent. According to the provincial government, the total number of functioning classrooms was 733 of which 505 in urban areas and only 228 in rural ones. The average number of students per teacher is 47 but is raises to 108 to 288 in some municipalities which population is mostly rural (Quirima, Kangandala and Marimba). The large majority of schools are located in the urban areas (1 11 out of 199) and the average number of students per classroom is very high (1 12). The condition of classrooms is below any acceptable standards and they should be rehabilitated or reconstructed with few exceptions. Health. Also according to the provincial government, only 15 health facilities out of 146 were functioning in 2002. The province health infrastructure, with 13 hospitals, 36 Health Centers and 97 Health Posts, should be extensively rehabilitated or reconstructed. The province health human resources in the same year were limited to 9 physicians (almost 100,000 inhabitants per physician) and 37 1 nurses (around 2,400 inhabitants per nurse). Agriculture and livestockproduction. Traditionally these were the province most important economic activities. Main cultures were cotton (Baixa de Kassanje), tobacco, rice, cassava, maize, beans, peanuts and fruits. Livestock production was also a traditional activity, mainly of cattle, sheep and goats. With peace, the cultivated area has doubled in 2002/2003 compared with 200112002, but the level of activity is yet very low and most of it is for self-subsistence and for local informal marketing due to the limited access to markets. Socialpartners. There are 20 NGO’s as well as 4 churches and religious organizations.
Infrastructures. Transports. One ofthe biggest problems of the province is accessibility, being it to the province or within it. The war destroyed or severely damaged road and railways networks that also deteriorated due to lack ofmaintenance. The railway between Luanda and Malange (that once provided one of the main accesses to the province) is inoperative with two bridges totally destroyed and 3 1 partially destroyed and tracks in poor condition. The road network included 2,045 kilometers ofprimary ones (of which 325 kilometers were asphalted) and 1,073 kilometers and 647 kilometers of secondary and tertiary roads respectively. The condition of this network is very poor making access to the province difficult as well as transport within the province. This situation is even worse during the raining season. Electricity. In the city ofMalange four generators are the only source of power production but only one was operative by the end of 2002. The distribution network in Malange is more than 50 years old, poorly maintained and must be replaced in most of its length. In other municipalities there is no electricity. Water. The water production and distribution systems in Malange are in poor condition, mainly the last one. In other municipalities the old systems were inoperative in 2002. There are ongoing studies for the rehabilitation of water systems in the municipalities of Malange, Cangandala, Lombe, Cacuso.
172 U~GEPROVINCE
The province ofUige is located in the northern region of Angola in the border with the DRC and its area is of 56,698 lalometers’ and with a high potential for agriculture. The province is divided in 16 municipalities and 46 communes. The estimated population in 2002 was of around 986,000 inhabitants with a density of 17.3 inhabitants/kilometers2. The percentage of displaced population during the war was estimated at less than 20 percent (187,000). In August 2003 the total number of returned or retuming IDSwas estimated at more than 185,000.
Social sectors. Education. In 2002 the number of children matriculated in levels Iand I1was around 93,000 and it was estimated that 60 percent ofthe children in school age were out ofthe education system. According to the provincial govemment, less than 23 percent of the total number of schools (1,045) was functioning in 2002 and almost all of those were for level I(225 out of 238). The average number ofstudents per classroom was 91 for level Iand 349 for level 11. The condition of functioning classrooms is below acceptable standards and they should be rehabilitated or reconstructed with few exceptions. The average number of students per teacher is 33 raising serious concems for the capacity of the system to absorb the majority ofthe children out of school. Health. Also according to the provincial govemment, only 24 health facilities of the previous existing 280 were functioning in 2002. The province health infrastructure, with 6 hospitals, 28 Health Centers, 182 Health Posts and 60 Rural Dispensaries, should be extensively rehabilitated or reconstructed. The health human resources of the province, in the same year, were limited to 9 physicians (1 10,000 inhabitants per physician) and 442 nurses (around 2,200 inhabitants per nurse). Agriculture and forests. Traditionally these were the province most important economic activities. Main cultures were robusta coffee, palm oil, cassava, maize, rice, beans, peanuts, vegetables and fruits. The forest has wood of very good quality and an industry was once functioning based in this raw material. With peace, the cultivated area has increased but the level of activity is yet very low and most of it is for self-subsistence and for local informal marketing due to the limited access to markets. Socialpartners. There are 20 NGO’s as well as 4 churches and religious organizations.
Infrastructures. Transports. The war destroyed or severely damaged the road network that was also deteriorated due to lack of maintenance. The road network had 6,000 kilometers, ofthose 4,13 1 Kilometers (69 percent) should be rehabilitated or reconstructed, including 233 road bridges. The poor condition of this network results in difficult access to the province as well as transports within the province. This situa~onis even worse during the raining season. Electricity. Only the towns ofUige and Negage have generators to produce electricity, with a total capacity of 1 MVA and 24 KVA respectively. All other municipalities have no electric power. Water. There are water production systems in Uige, Negage and in the main locality of Songo. All these systems are functioning but should be rehabilitated as well as the distribution networks.
173 Appendix 12: Summary of the Demining Aspects
As a result of almost thirty years of civil war, Angola is one of the most landmine-contaminated countries in the world. The successive Angolan wars, from 1961 to 2002, have left an estimated six to seven million landmines scattered throughout the country.
Since the first peace accords, in July 1991, the government started demining activities with the support of the international community. Due to the restart of war in 1992 and later again in 1998 the demining activity was not organized in a sustained way at the national level. The peace accord ofApril 2002, seen as the beginning of a lasting peace, was a turning point in the demining activity that was sharply increased. During 2002 and 2003 most of the demining activities were concentrated on support to the reopening roads and to the clearing of areas for population resettlement. These activities were developed not only by the National Institute for removal of landmines and unexploded ordnance (INAROE) but also by the Army Engineering services and by 7 NGO’s and companies specialized in landmines removal. As a result, by September 2003, more than 7,500 kilometers of roads and hundreds of resettlement locations were cleared, landmine fields registered and marked, thus allowing the return of more than 1,8 millions of IDS. In the first 7 months of 2003, more than 2,089 kilometers of road and 2 million square meters of land have been cleared; 5,610 antipersonnel mines, 475 antitank mines and 835,762 unexploded ordnance have been removed. The number of mine incidents and mine victims rose from 167 and 287 in 2002 to 187 and 307 respectively in 2003. Taking in consideration the increased mobility ofthe population these numbers indicate that a serious effort has been done to limit incidents and victims and to increase the population awareness but it also indicates that landmine problems are a significant risk that will remain in the near future.
The government, with the support ofUNDP, decided to restructure its mine action efforts, creating a national body responsible for policy and coordination of demining activities and for providing assistance to mine victims and decided also to restructure INAROE, which in the hture would be focused in operational demining activities. As a result of these decisions the Inter-Sectoral Committee for Demining and Humanitarian Assistance (CNIDAH) was established in July 2001 and become active in the beginning of 2003. The Commission, responsible to the Council of Ministers for coordinating demining activities and providing assistance to mine victims and also will be responsible for the design of a National Mine Action Program. At the Provincial level, Vice-Governors will represent the Commission. The Commission has two sub-commissions, one for demining and a second one for the assistance to mine victims. The demining subcommission, headed by the head of INAD (the National Institute for demining) includes all institutional partners (such as UNDP, UNICEF, OCHA, and the Armed Forces of Angola) as well as organizations specialized in demining or landmine awareness (international companies as well as international and national NGOs, etc.). CNIDAH is the Angolan entity in charge of accreditation of any organization that intends to have demining activities in Angola.
In the context of the current reform of mine action institutions, a National Institute for Demining (INDA), focused on the operational demining activities, replaced INAROE - the former mine action coordination body. The seven brigades of INAROE were integrated in INDA and it is planned to create eight additional brigades in the following provinces: Benguela, Kwanza Norte, Huila, Bengo, Zaire, Cabinda, Cunene and Kwanza Sul. Each brigade has a staff of 67 persons (including support staff). The INAD demining Scholl located in Luanda will be also in charge ofto provide support to the Provincial government of Luanda in any intervention that might be required. In the remaining two Angolan provinces (Namibe and Lunda Norte), with minor incidence of landmine problems, it isplanned to establish one smaller unit (demining operational teams) in each one of them. INDA is following the international standard operation procedures as defined by UNMAS (Geneve), including those related to minimize the environment impact during landmine and unexploded ordnance clearance. INAD can provide landmine clearance certification or to prepare a demining plan for an area that requires this type ofintervention. INAD strongly recommends that, during the planning phase of an investment, the entity in charge of it must contact the Institute to howtheir assessment on site landmine issues. This 174 recommendation should be implemented as soon as the investment site location, its accesses as well as any additional areas to be required during the construction works (such as, width ofroads margins to be used during construction or to provide traffic deviation) are identified. All entities involved in the implementation of EMRP shall comply with this recommendation.
According to INAD, the provinces included in the Project with higher incidence of landmine problems are Bie (with high density of landmines in some sites such as Kuito surroundings and its main access roads) and Malange. Uige and Moxico have also significant incidence of landmine and unexploded ordnance, although at a somehow lower level than those two. Kwanza Sul is least affected than any ofthe others, except Luanda province.
Although the Council ofMinisters has approved the Demining Program for 2003-04 with a budget of US$9,3 millions, INAD has only received a small part of this budget and the full implementation of its program has been delayed due to this reason. The Angolan Armed Forces also received funds to reinforce their activity in this field.
The international community provided strong support to the govemment, namely through UN Agencies. This support allowed the financing of the following projects: (i)UNDP ANG/02/008, “Support to the development of coordination capacity at the national level in mine action” (ii)UNDP ANG/02/09 “Support to the coordination at provincial level of the mine action emergency” financed by UNDP, Japan, UK, Canada, with around US$1.2 million; (iii)UNDP ANG/03/005, “Italy support to the operational activity ofdemining NGOs, financed through UNDP by the govemment of Italy with around US$1.1 million; and (iv) “Impact assessment of landmine contamination on local communities”, to be developed by the Survey Action Centre (SAC) and that is expected to be financed with US$6 millions by EU (US$l.5 million), USA (US$1.5 million), Japan (US$1.25 million), Canada (US$1 million) and Germany (US$500,000).
175 Appendix 13: Procurement Plan
PROCUREMENT PLAN
1. GENERAL
Project Information Country: Angola Project: Phase 1 ofthe Emergency Multisector Rehabilitation Program (EMRP) Credit no.: Borrower: Republic of Angola Project Implementing Agency: Project Management and Implementation Unit (PMIU) at the Ministry of Planning
Participating Sector Ministries: Ministry of Health Ministry of Education Ministry of Transport Ministry of Energy and Water Ministry of Agriculture
Participating Sector Agencies: DNME, DPEC, ELISAL, EPAL, INEA, DNA, EDEL, ENE, EPAL, IAA, SENSE, IDA (Instituto de Desenvolvimento Agrario), CFB, CFL, CFM
Procurement Information Bank's approval date of the original December 4,2004 procurement plan: Date ofGeneral Procurement Notice: Period covered by this procurement plan: January 2005 to December 2007, including financing through a PPF Retroactive financing: None
2. GOODS, WORKS AND NON-CONSULTING SERVICES
Prior Review Thresholds for Goods, Works and Non-Consulting Services
The following table shows the contracts by procurement method for which procurement decisions are subject to Prior Review by the Bank as stated in Appendix 1 to the Guidelinesfor Procurement. The thresholds for the applicable procurement methods have been determined by taking into account the results ofan assessment ofthe procurement capacity of the implementing agency and the participating sector Ministries and Agencies listed above.
176 Procurement Method Prior Review Comments Threshold 1 ICB and LIB for Goods 200,000 or more All contracts 2 NCB for Goods First 3 contracts 3 ICB for Works 500,000 or more All contracts I 4 I NCB for Works I I First 3 contracts I 5 Shopping First 3 contracts 6 Direct Contracting All contracts 7 United Nations Agencies All contracts
Preaualification: Bidders for water supply construction for BieKuito shall be prequalified in accordance with the provisions ofparagraphs 2.9 and 2.10 of the Guidelines for Procurement.
Domestic Preference: None
Procurement Packages with Methods and Time Schedule
(Ordered by prior/post review and estimated cost)
Ref. Contract Estim- Review Comments No. (Description) ated Cost by Bank US$ (Prior I ion Date - million eslno) Post) 1w. Water Supply Reservoirs, Prior w3 for BieKuito. treatment plant, pump- ing equip- ment, 40 km distribution - network 1w. Water Supply Reservoir, Aug. 06, Oct. 01, w1 for Malange ICB No Prior treatment 2005 2007 City. plant, pumps, distribution network (50 - km) 1E. Printing and Prior G1 distribution of textbooks and teacher guides
177 .E. Student kits, UN NA Prior Sept. 01, Dec. 31, 34 reacher kits & Agencies 2007 2007 :lassroom (UNI- naterials, Lot 3 CEF) or - ICB LA. $ Trucks 4x4 ICB NA Prior Oct. 30, March 30, 32 7tons&2 2005 2006 rrucks 4x2 - 12 tons [A. 2 Tractors ICB NA Prior Oct. 30, March 30, 35 fully equipped 2005 2006 ’ for agriculture, Diesel 85 HP 4x4 1A. 12 seeds ICB NA Prior Oct. 30, March 30, 54 processor 2005 2006 Machines for the EDAs and 1 - for the EEA Reservoir, 1w. Water Supply ICB No Prior NOV.01, Dec. 01, treatment w2 for N’Dala- tandol Kuanza 2005 2007 plant, distribution North - priority network works 1H. Lot 1: Package ICB NA Prior Aug. 09, Feb. 10, Drugs; RH G6 of medical 2005 2006 kit, Tse-Tse traps, and supplies for Mosquito Health Posts nets 1E. Student kits, UN No Prior Nov. 01, Feb. 01, G3 Teacher kits & Agencies 2006 2007 classroom (UNI- materials, Lot 2 CEF) or - ICB 1A. EEA building ICB No Prior Aug. 03, Jan. 26, w2 rehabilitation in 2005 2006 Chianga, and Cacuso.(2 units) & construction of SENSE laboratory in - Luanda 1A. EDAs Building ICB No Prior Oct. 03, March 26, w2 Rehabilitation 2005 2006 ofBie Province (6 units) 1A. EDAs Building ICB No Prior Oct. 03, March 26, w1 Rehabilitation 2005 2006 of Malange Province (8 - units)
178 1E. Student kits, UN NA Prior July 01, Oct. 01, G2 Teacher kits & Agencies 2005 2005 classroom (UNI- materials, Lot 1 CEF) or ICB lH*Lot 2: Package of ICB NA Prior Sept. 09, April 10, RH ITS G7 medical supplies 2005 2006 kit,hgs, etc. for Health Centers 1A. 5 SUV 4x4 and ICB NA Prior Oct. 30, March 30, G1 16Pickup4x4 2005 2006 Double Cab lH.4 Ambulances ICB NA Prior Aug. 15, May15, G1 andfour4x4 2005 2006 vehicles Total for Prior review
lH.Maternal Health- NCB No Post Aug. 15, March 01, G3 kits for 2005 2006 nursing training schools For third lA.Pesticides, NCB NA Post July 30, Sept. 30, year (317 fertilizers and 2007 2007 seed starters - Lot 3 For second lA.Pesticides, NCB NA Post July 30, Sept. 30, year G16 fertilizers and 2006 2006 seed starters - Lot 2 lH.8 bicycles and 8 NCB No Post July 15, Sept. 15, G4 motorbikes 2005 2005 For first A. Pesticides, NCB NA Post July 30, Sept. 30, (315 fertilizers and 2005 2005 yeN seed starters - Lot 1 lA.Furniture for NCB NA Post Oct. 30, March 30, G6 EDAs(l2) 2005 2006 SENSE and EEAs (2) 1A. Computers for NCB NA Post Oct. 30, March 30, G7 EDAs (12) 2005 2006 SENSE and EEAs (2) 1A. G3 20 cross-country NCB NA Post Oct. 30, March 30, motorcycles 150 2005 2006 cc w. 2 vehicles pick up NCB NA Post Aug. 01, Oct. 01, G1 4x4 Diesel 2005 2005 Double Cab lA*Material for Seed Shopping NA Post March 30, April 30, G14 Certification for 2006 2006 SENSE 179 - 1 .w. Computers and Shopping NA Post Aug. 01, Oct. 01, 31 office equipment 2005 2005 for DNA LA. Communications Shopping NA Post March 30, April 30, 39 equipment for 2006 2006 EDAs( 12) SENSE and - EEAs (2) LH. IEC materials for Shopping NA Post Aug. 15, Oct. 15, 35 HIV/AIDS BCC 2005 2005 interventions - Posters, leaflets I I I I I I I - 1A. Hand tools for Shopping NA Post March 30, April 30, 310 EDAs (1 2) and 2006 2006 EEAs (2) 1A. 3oods 512 - 1A. Air condition-ers G8 for EEA of Huambo and - 1A. G11
- I 1H. G2
1D. G1
1D. G2
TBDOTS, Tripanosomi ases, and 1MTCT
180 3. SELECTION OF CONSULTANTS
Prior Review Thresholds for Consultants
The following table shows the value of contracts by procurement method for which procurement decisions are subject to Prior Review by the Bank as stated in Appendix 1 to the Guidelines for Procurement. The thresholds for the applicable procurement methods have been determined by taking into account the results of an assessment of the procurement capacity of the implementing agency and the Participating Sector Agencies listed above.
~ Procurement Method Prior Review Threshold Comments 1 QCBS 100,000 or more All contracts 121 ICs 1 50,000 or more I ~11contracts I 3 ICs Below 50,000 First 3 contracts 4 CQSandLCS First 3 contracts 5 sss All contracts
Ref Description of Estim- Procure- EO1 Review Contract Contract Comments No. Assignment ated ment (yesho) byBank Award Comple- cost Method (Prior I Date tion Date US$ Post) million 1R. Studies for the QCBS Yes Prior June 15, Jan. 15, C1 road Caxito - 2005 2006 Uige
1W. Construction QCBS Yes Prior Nov. 01, May 01, C2 supervision for 2005 2007 Water Supply in NDalatando and Kuito 1R. Studies for the QCBS Yes Prior June 15, Jan. 15, C2 road Lucala- 2005 2006 Malange Selection 10. Project-wide QCBS Yes Prior June 0 1, Jan. 01, based on C1 environmental 2005 2007 and social entire Phase assessment, I&2 monitoring and assignment capacity building for 181 - - Phase I 1A. In Bik and Detailed design QCBS Yes Prior Sept. 10, May 10, Malange C6 and tender 2005 documents for 2o06 Provinces (760 km) - 10. Financial I ICs No Prior March 0 1, March 0 1, international c2 Specialist in the 2005 2008 initially PMIU, 3 years financed - through PPF 10. Procurement ICs No Prior March 0 1, May 01, Intemational c3 Specialist in the 2005 2008 initially PMIU, 3 years financed - through PPF 1P. ENE and EDEL: QCBS Yes Prior July 01, March 0 1, c1 Design and prepar. oftender documents 1D. Design of QCBS c2 management & operational procedures, & - training 1H. Design and QCBS Yes Prior July 0 1, Dec. 0 1, C13 preparation of 2005 2005 tender documents for - health facilities 1w. Timely Construction No Prior Oct. 06, April 06, sss continuation c1 supervision for 2005 2007 Water Supply in From design Malange City to supervision 1 A. Technical QCBS Yes Prior Oct. 30, Sept. 30, c1 Assistance for 2005 2007 IIA, IDA and - SENSE 1u. Design for Yes Prior Oct. 15, April 15, c2 erosion control 2005 2006 - 1R. Studies for 3 I QCBS ~ Prior July 15, Nov. 15, c3 bridges Caxito - Uige (2) Lucala - - Malange (1) 10. Semi-annual QCBS Auditing c9 auditing of from 2008 project accounts onwards will and financial be financed management (3 through Phase 2 - years) 10. National; Administrator1 ICs No Prior March 01, March 01, c4 initially Project Manager 2005 2008 in the PMIU, 3 financed years through the - PPF 1u. Detailed design QCBS c1 for drainage in - Luanda 182 - 10. National; Accountant in ICs No Prior March 0 1, March 01, initially c5 the PMIU, 3 2005 2008 years financed through the - PPF 10. National; Procurement ICs No Prior March 01, March 0 1, C6 initially Officer in the 2005 2008 PMIU, 3 years 1 I 1 financed through the PPF 1D. Logistical and sss No Prior Oct. 01, Dec. 20, Placement C5 administrative (W) 2005 2007 ofUN capacity Volunteers building in local
governments ____ 10. National; Accountant in ICs No Prior March 0 1, March 0 1, c7 initially the PMIU, 3 2005 2008 years financed through the - PPF 10. National; Procurement ICs No Prior March 0 1, March 0 1, C8 initially Officer in the 2005 2008 PMIU, 3 years financed through the PPF 1H. Rapid health sss No Prior May22, Oct. 07, Mostly for subsistence c2 needs (WHO) 2005 2005 1 1 1 costs ofthe assessment at municipal level assessment in 3 provinces teams while in the provinces and report - preparation 1E. Education ICs No Prior June 01, March 01, c4 Project Officer 2005 2008 in the Ministry 11 1
183 1D. Study to define QCBS No Prior Nov. 06, April 01, c1 the nature of 2006 fiscal transfers 1E. Design and QCBS No Prior Feb. 30, c1 preparation of 2005 2006 tender documents for construction of primary schools 1A. Supervision Dec. 30, Nov. 30, c3 NGOs and other 2005 2007 partner (2 years) - 1H. Preparation of May 12, Aug. 02, PPF c12 training 2005 2005 curricula for health surveillance 1E. May 01, July 30, PPF c2 bidding 2005 2005 Alternatively documents for CQS with textbooks, Post-review teacher guides, and other didactic materials 1E. Trainingneeds I July 0 1, Aug. 30, Alternatively c3 assessment for 2005 2005 CQS with primary teachers Post-review and school - principals 1H. Medium and Nov. 05, March Consulting C8 Long-Term 2005 09,2004 Policy Development 1H. Health needs May 01, Sept. 01, PPF; c1 resources 2005 2005 capacity assessment and building in GIS mapping in the Planning Moxico Dept. of province MOH on health management information services 1H. Contract 25 Dec. 15, Dec. 15, c3 radio Programs 2005 2006 /advertisement spots for IEC on HIV AIDS in the local radios
184 lA.Development of ICs No Prior Dec. 30, Dec. 30, c2 Technologies in 2005 2006 the IIA 1A. Details Design ICs No Prior Oct. 01, March 30, C4 for~~~sof 2005 2006 Malange Province and Laboratory of Luanda lA. Detailed Design ICs No Prior Oct. 01, March 30, C5 for~~~sof 2005 2006 Malange BiC Province and EEAs de Huambo 1D. Design of a NCB No Prior Jan. 20, Dec. 20, C3 Framework for 2007 2007 Monitoring local revenues Total for Prior review
1E. Design and CQS No Post June 01, Feb. 30, C1 preparation of 2005 2006 tender documents for construction of primary schools 1H. In-service field CQS No Post June 15, Feb. 15, C13 training 2005 2006 1H. Medium and ICs No Post Nov. 05, March 09, C8 Long-Term 2005 2006 Policy Development
IH.Contract 25 ICs No Post Nov. 15, Nov. 15, c3 radio Programs 2005 2006 /advertisement spots for IEC on HIV AIDS in the local radios of 4 provinces ID. Revenue QCS No Post March 20, Feb. 20, C4 generation 2006 2008 feasibility study
185 - 1H. TA to Provincial ICs Selection E5 HealthTeams - Interna- based on Province 1 tional entire Phase and I&2 national assignment advert- ising for medical - specialist 1H. TA to Provincial ICs No Post Aug. 14, Sept. 19, See Province C6 HealthTeams - 2005 2006 1 above - Lot 2 1H. TA to Provincial ICs No Post Aug. 14, Sept. 19, See Province c7 HealthTeams - 2005 2006 1 above
- Lot 3 ~ ~ ~~ 1H. TA to Provincial ICs No Post Auti14, Sept. 19, See Province C8 - I 1 1 2006 1 above HealthTeams - Lot 4 1H. TA for Drug ICs PPF c9 needs - assessment 1H. TA to Municipal QCBS One contract c9 Health Teams (Short per province for a specialist List of with NGOs; on health NGOs) selection management - based on Province 1 entire Phase I&2 - assignment 1H. TA to Municipal QCBS No Post July 14, Aug. 19, See Province c10 Health Teams (Short 2005 2006 1 above for a specialist List of on health NGOs) management - - Province 2 1H. TA to Municipal QCBS No Post July 14, Aug. 19, See Province c11 Health Teams (Short 2005 2006 1 above for a specialist List of on health NGOs) management - Province 3 1H. TA to Municipal QCBS No Post July 14, Aug. 19, See Province c12 Health Teams (Short 2005 2006 1 above for a specialist List of on health NGOs) management - - Province 4 1H. Preparation of ICs No Post May 12, Aug. 02, c10 training 2005 2005 curricula to integrate AIDS in the pre- - service training 1H. Preparation of ICs No Post May 12, Aug.02, PPF c11 training 2005 2005 curricula for essential and emergency obstetric care 1H. Outreach ICs No Post Aug. 15, Aug. 15, Through C4 programs for sex 2005 2006 NGos workers and truckers Total for Post review
187 LEGEND TO PROCUREMENT PLAN
Procurement Methods:
ICB International Competitive Bidding LIB Limited International Bidding NCB National Competitive Bidding QCBS Quality and Cost Based Selection CQS Selection Based on Consultants’ Qualifications LCS Least Cost Selection SSS Single-Source Selection of Consultants ICs Individual Consultants Selection Non-Consulting Services usually include, but are not limited to, procurement from United Nations agencies, NGOs, procurement and inspection agents, and BOO/BOT/BOOT (Build, Own, Operate; Build, Operate, Transfer; Build, Own, Operate, Transfer) EO1 Expression of Interest NA Not applicable
Reference numbers: (e.g. 1A,G1)
0 Phase 1 0 Subcomponent A Rural Development H Health E Education R Roads P Electric Power W Water and Sanitation U Urban Services 0 Other Contracts
0 Procurement method G Goods W Works C Consulting services N Non-consulting services (such as UN agencies, NGOs, procurement and inspection Agents, BOO/BOT/ BOOT, etc.) Serial number 1, 2, 3, . . ..
188