Document of The World Bank Renort No: T7551 APPENDIXES TO THE TECHNICAL ANNEX FOR A PROPOSED CREDIT OF SDR358.8 MILLION (US$454 MILLION EQUIVALENT) TO THE DEMOCRATIC REPUBLIC OF CONGO FOR AN EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROJECT June 20, 2002 Transport Group Afouria yDepgal Ofllent 9 Africa Regional Office N - - E, - -E^I NTS CTDD_11CV1'lI11AT1l1%T SDR 1.00 = US$1.26543 TUTS$1 AA= rC 3AQ )iPl.vJ A . 1 A ~ .JVJu April 30, 2002 FISCAL YEAR January i to December 31 ABBREVIATIONS AND ACRONYMS ADB African Development Bank BCECO Bureau Central de Coordination CFU Chemin de Fer Urbain DVDA Direction des Voies de Desserte Agricole EU European Union FAO Food and Agriculture Organization FMR Financial Monitoring Report HIPC Highly hndebted Poor Countries Initiative IDA International Development Association IBRD International Bank for Reconstruction and Development IMF International Monetary Fund PMTF Lntemational Management and Implementation Firm EMRRP Emergency Multisector Rehabilitation and Reconstruction Project METTFT RAT Rervien MAtAnrnlocinmiu National NGO Nongovernmental organization TD O)ffice Ade R,o,te ONATRA Office National des Transports O'VIA Office Aes 1oi7 s et des A-,a a- PNA Programme National d'Assainissement RtV' A Re8i ds Ves A RVF Regie des Voies Fluviales Rvlvi R~egie des Voies Manutimes REGIDESO Regie de Distribution d'Eau SNCC Societe Nationale des Chemins de Fer du Congo SNEL Societe Nationale d'Electricite SOE Statements of expenditures TSS Transitional Support Strategy UNDP United Nations Development Program UNICEF United Nations Children's Fund WHO World Health Organization Vice President: Callisto Madavo I~~~~% CuIIUY y-IVAI Dieco: ruuue M Sector Manager: Maryvonne Plessis-Fraissard lask leam Leader: nu- -"'u'v. DEMOCRATIC REPUBLIC OF CONGO: Emergency Multisector Rehabilitation and Reconstruction Project APPENDIXES TO THE TECHNICAL ANNEX Contents APPENDIX 1. Program and Project Costs and Financing ......................................1 APPENDIX 2. Transport (excluding Roads) Subcomponent ..................................... 11 APPENDIX 3. Roads Subcomponent ..................................... 15 APPENDIX 4. Electricity Subcomponent ..................................... 21 APPENDIX 5. Water Supply Subcomponent ..................................... 23 APPENDIX 6. Urban Services and Infrastructure Subcomponent ..................................... 28 APPENDIX 8. Health Subcomponent ..................................... 38 APPENDIX 9. Education Subcomponent ..................................... 41 APPENDIX 10. Community Development Subcomponent .42 APPENDIX 11. Detailed Procurement Arrangements .45 APPENDIX 12. Procurement Assessment .54 APPENDIX 13. Country Procurement Assessment .58 APPENDIX 14. Financial Management Review .68 APPENDIX 15. Environmental and Social Management Aspects .72 APPENDIX 16. DRAFT-Terms of Reference for Environmental and Social safeguard Management Service .............. 78 APPENiiX 1. Program and Projeci Costs and F inancing Table A Emergency Multisector Rehabilitation and Reconsbuction Program Components Program costs Summary (US$ million) Program Components % % Total Foreign Base Local FreIgn Total Excha.ge Costs A. Rehabilitation & reconstruction of critical infrastructure 353 795 1,148 69 73 B. Agriculture, social services & commuunity development 130 242 372 68 24 C. Sector development strategies, capacity building and institutional reform 6 18 24 76 2 D. Management, monitoring and evaluaton o program e project implementation v 16 22 76 Total Baseline Costs 494 1,071 1,565 68 100 P .,ys.cal2 1 43 AA 4 Price Contingencies 35 77 112 69 7 Tnt2I Pi.tr Cnots 550 1J91 1l741 68 111 Note: Figures may not add up to total due to rounding Table B Emergency Muhltector Rehabiftamtim and Reconsmucion Program Components Progrm detaxlled costs % % Total __ _____________________________________________________________________________ Foreign Base !!1Es .1 , Lel | - 1 e_ B ' Ex~~~~~~~~~~~~~~~Echanas Costa A. Rehabilitation & reconstruction ofscrstcal Infratructure 1. TrampmatiDn 69 168 237 71 15 z MA.;. D-A. l7-.s !72 36 256 6a 34 3. Eectricity 60 88 148 59 10 4. Water supply 33 124 157 79 10 5. Urban mfrastnucture & services 19 50 70 72 4 Subtotal Rebabilitadon & reconstruction of critical Inatructure 353 795 1,148 69 73 B. Agriculture, social services & community development 1. Agrcure 15 34 49 69 3 I W..whI -5- 66 an I54 57 IA 3. iducats,n 31 70 100 70 6 4. Socialprot ctlon 3 7 10 74 1 5 oammuny deveoipmem iS 43 59 74 4 Subtotal Agriculture, socLia servkes & community development 130 242 372 68 24 C. Sector development strategies, capcit buiding and intitutional reibrm 1. Assismace for sectors devekpment strtegy farmulatbDn 1 3 4 76 0 7 ('- ,-i .t h,i-.I ,s,d k -stmi fr ff. dufft. sectrs 3 9 12 76 ! 3. Tecbnial assistance for the setoragencs 1 3 4 76 0 4. Trairig foratie sectoragences 1 3 4 76 0 jnnworm Sector aeve.opmenr *trraegres, caiiy COnuing annd istrioni reCrm 0 la 14 76 2 ID. Management, monitoring and evaluadon of program & project Implementation 1Tec1m-a1 e,xpertie for program & praect manaement 3 9 12 76 1 2. Expeise & support to BCECO 1 2 3 76 0 3. T,~n 1am ! 2 2 7 4. Support forpgram & project management 1 3 4 76 0 Subtotai Management, monitoring and evadnadon ofprogram & project Implementadon 5 16 221 76 1 Totad Baeine Costa 494 1,07 1 68 100 I Pbysial Caigencies 21 43 641 67 4 Price Contloencins 35 77 112 69 7 iTotal Program Costa 550 1,191 1,741 68 111 Nce: Fi,, - , rnay ,., aId ,,, in t u l di,- Lo inmdnig Table C En)ergency Multisector Rehabilitation and Reconstruction Program Components Phnrorm deta-H1ed cos.t |A. Sub-Program A: Rehabilitation & reconstruction of critical infrastructure l 1 Transportation 23.0 5. .79. 2. Main Roads 57.3 121.7 178.91 3. Electricitv 20.1 29.4 49-5 4. Water supply 11.2 41.4 52.51 I5. Urban infrastructure & services 6.4 16.8 23.21 Subtotal Sub-Program A: Rehabilitation & reconstruction of critical infrastructure 117.9 265.4 383.31 B. Sub-Program B: Agriculture & Social services & community development l | 1. Agriculture 5.0 11.3 16.31 2. Health services 22.1 29.3 51.5j 3. Education 10.2 23.3 33.5 4. Social protection 0.9 24 3.31 5. Community development 5.1 14.5 19.6 Subtotal Sub-Program B: Agriculture & Social services & community development 43.3 80.9 124.21 C. Sector development strategies, capacity building and institutional reform 1. Assistance for sectors development strategy formulation 0.3 0.9 1.2 2. General and technical studies & expertise for the different sectors 1.0 3.1 4.1 3. Technical assistance for the sector agencies 0.3 1.1 1.4 4. Training for the sector agencies 0.3 1.1 1.41 Subtotal Sector development strategies, capacity building and institutional reform 1.9 6.1 8.0 |D. Management, monitoring and evaluation of program & project implementation I 1. Technical expertise for program & project managemnent 0.9 3.0 3.91 2. Expertise & support to BCECO 0.3 0.8 1.1I 3. Training 0.2 0.6 0.8I 4. Support for program & project management 0.3 1.1 1.4l Subtotal Management, monitoring and evaluation of program & project implementation 1.7 5.5 7.2 lTotal Basetine Costs i64.9 357.9 522.7 Physical Contingencies 7.1 14.3 21.4 Price Contingencies 11.7 25.6 37.41 |Total Project Costs 183.7 397.8 581.5| Note: Figures may not aaa up to toai due to rounding Table D Emergency Mulaisector Rebabibtativn and ReconstuctiOn Program Components Program costs and financing A. Rehabilitation & reconstruction of crifical infrastructure 353.1 794.6 1,147.7 69 73 1. TausportatiDn 68.8 168.1 237.0 71 15 2. Main Roads 171.5 364.2 535.8 68 34 3. Eiecurity 60.1 88.0 148.1 59 10 4. Water supply 33.4 123.9 157.3 79 1t 5. UTban infrstructnrt & services 19.2 50.4 69.6 72 4 B. Agriculture, social services & community development 129.7 242.2 371.9 68 24 !. A,,,.,..,I,. !5.! 33.8 48.0 60 2 Heath servixes 66.3 87.8 154.1 57 10 3. Edncation 30.6 69.8 100.4 70 6 4. 'S'o'cial1 v-Tor2ec2ti2n 2 6 7.3 9.9 74 12 5. Conrnunity deveinpuent 15.1 43.5 58.6 74 4 C. Sectordevelopmentstrategies, capacitybulding and institutional refbrm 5.7 18.3 24.0 76 2 1. Assistance for sectors deveiopment stategy formslatis 0.8 2.7 3.5 76 2. Geneml and technical studies & expertise for Dhe different sectors 2.9 9.3 12.2 76 1 3. Technical assistance for the sector agencies i.0 3.2 4.1 76 4. Training for the sector agencies 1.0 3.2 4.1 76 -D m nM maenitr.or: ........ r.pg and ev- a Auar tn of prog. -n & p.v c Jpe: Imperntuffon 1.. . .................... S . 6.41 -:S7 I. TechnicalexpertiseforpDgram&projectmanagenent 2.8 9.0 11.8 76 2. E.er_rsec & s-or t^ BCECO .. . . 0.8 2.5 3.2 76 3. Training 0.6 1.8 2.4 76 - 4. SuppoTt for program & prject management 1.0 3.2 4.1 76 Total Baseline Costs 493.6 1,071.5 1,565.1 | 68 1001 Physical Contingcies 21.2 42.9 64.1 67 4 Prie Contingencies 35.2 76.7 111.9 69 7 TotrifrrojectCosts 550.0 1,191.1 i,741.i 68 Ill vItd riuaniclug Required, oUw. WU S;0 1,;91 1,741 s iO Government 220 0 220 13% Oid- A-tid -dD^^rs 52 206 258 !5% Funding being finalked 50 200 250 14% IDA 110 343 454 26% Tobe financed 117 442 559 32% Note: Figurs toay not add up to total due to rounding 4 Table E Emergency Multisector Rehabilitation and Reconstniction Prograrn F;inancing Plan A. Rebabilitation & reconstruction of crtical infrastruture 1. TranspDrtation 42 16 30 12 94 37 91 35 256 20 2. Main R.oadis 140 23 85 14 46 8 333 55 605 47 3. Electricity 72 43 23 14 20 12 53 32 168 13 4. Water suppty 50 28 24 14 27 15 76 43 177 14 5. Urban infrastructure & services 21 26 12 15 46 58 79 6 Subtotal Rehablitation & reconstructicin of criltical lnfrastructure 324 25 174 14 188 15 599 47 1,285 100 B. A.giculture, socIal services &L commriunity clevelopment 1. Agriculture 29 54 8 15 17 31 54 4 2. Health services 49 30 12 7 32 20 73 44 166 13 3. Education 10 10 12 11 20 19 65 61 107 8 4. Social protectkm 5 46 1 9 5 46 1 1 1 5. Conmmiy deveblpment 14 21 5 8 18 27 28 44 65 5 Subttotal Agriculture, social senrlces & community development 107 27 38 9 70 17 188 47 403 100 C. Sector developmient strategies, capcity building and institutional reforrn 1. AssistaLnce for sectors deveDpk ent stiategy formulation 2 44 1 15 2 40 4 0 2. General and technical studies & expertise for the different sectors 6 42 2 15 6 43 14 1 3. Technical assistance for the sector agencies 2 36 1 15 2 48 5 0 4. Training for the sector agencies 2 49 1 15 2 36 5 0 Subtotal Sector development stirategles, capacity building and institutional reformn 12 42 4 15 12 42 28 100 D. Management, monitoring andi evalu:ation ol program & project Irnplementation L Technical expertise for program & prxpect nanagement 5 38 2 15 6 47 14 1 2. Expertise & support to BCECO 2 54 1 15 1 311 4 0 3. Training I 42 0 15 1 43 3 0 4. Support for program & project fmanage-ment 3 60 1 15 1 25 5 0 Subitotal Management, monitorng and evalualion ofprogram & project Implementation 11 45 4 15 10 40 25 100 Total Project Costs 454 26 220 13 258 15 809 46 1,741 100 (11) Represents rainly contriuxtion from GOC fo:r taxes & duties (2) Including publc enterprises self financing Note: Figures may not add up to total due to rounding (3) US$ 250 million aire being finalized with identifed donors: EU, USAID, Belgium, etc. 5 Table F Emergency Multisector Rehabilitation and Reconstruction Program Financial Summary (In US$ miflion equivalent) (US$ milion) lTotal Financing Reauired Project Costs Tnveqtment Cos,ts 164 489 69R 391 1,741 Recurrent Costs I A 3 S A- fCIK AG KO 11 I'A iTotal Financing 164 489 698 391 1,7411 lFinancing IDA 91 155 151 57 454 Govermment 21 62 88 49 220 1Other identified Donors (see list below) 24 72 103 58 258 Funding being finalized 25 125 100 250 iTo be financed 28 175 230 126 559 lTotal Proiect Financine 164 489 698 391 1,741 r Othpr Tdentifid AnnrQ and Amount in TSI million equnivlent |Funding being finalized (estimate) Belgum 23 China 17 Canada 4 UT T ~~~~~~~~~~QA Gennany 3 IDA Grant 8 Koweit Fund 38 Private Sector (ESCOM, etc ...) 14 rtf Paapuvuc el-L',elizbe 111iallculg 35 | USAID 8 | UNICEF 13 Others 161 Funding being fnalized 250 I ota OtnherDjonors u50 6 Table C Emergency Multisector Rehabilitation and Reconstruction Program Allocation of IDA Credit Proceeds (a) Works under Subprogram A (Part A) 210.4 85% of total expenditures (i) Transportation 2&7 85% of total expenditures (im) Electricity 11.2 85% of total expenditures (iv) Water SuDgly 34.6 I 85% of total expenditures (v) Urban services 14.9 85% of total expenditures (b) Works under Subprogram B (Part B) 163 (i) Agricuture 14.9 85% of total expenditures (it) Social sectors 1.4 85% of total expenditures ~~UUUJU3I WUFUL3 ~~~~ALUMO 2. Equipment & GoodsI (a? under SuhPnrram A (Part A) 66h1 I 10/ of frceien expenditureq 85%0 of incal exnenditureq (b) under Subprogram B (Part B) 8.8 1000/0 of foreign expenditures, 85% of local expenditures Subtotal Equlpment & Goods 75.0 --- _ 3. Consulting Services 3nd (a) under Subprogram A (Part A) 32.1 1000h of foreign expendtures, 85% of lcal expendiures (b) under Subprogram B (Part B) 7.9 100%/o of foreign expendtures, 85% of local expendiures (c) under Component C (Part C) (k9 implemented by PMIP 7.0 lUir/o ot toreign expendiures, 85% of local expenditures (i) implemented by BCECO 1.6 100/o of foreign expenditures, 85% of iocal expenditures (mt) mter Cor.j.er!t n fPa.t n) (i) implemented by PMJF 6.3 100/o of foreign expenditures, 85% of local expenditures (il inplemented by BCECO | 1.8 100%/o of foreign expendtures, 85% of local expendituress ISubtotal Consulting Services | 56.8 14. Training | |(a) under SubpTm A (Part A) s0.9 | 00% of foreign expenditures, 85% of local expenditures (b) under Subprogram B (Part B) . | 100% of foreign expenditurs, 85% of local expenditures (c) underComnporent C kran I (i) indpeimnted by PMIF r2.1 100% of foreign expendi(uas, 85% of local expendiues| (t) irmplemented bv PCFCO 2I 1I0% of foreign expenditures, 85% of lcal expenditures (d) under Component D (Part D) (i) impemented by PMIF 100% of foreign expendiures, 85% of local expendiures (a) implemented by BCECO 1.0 100% of forenexpndiures, 85% of ical expenditures iSubtotal Training [ 9.2 15. Serv-;ce Co-uuas unuer Suuprognunu B raran D) (a) Under Subprogram B (Part B 2 (a) & (b)) j 46.2 100%/o of total expenditures .(hb Under Subtnrora rB (Part B 2 (c) & 3) 1 17.4 lOnO/s of total exnenditures Su'b-total Service Contracbts 63.6 16.0 perating costs underPartD (implemnented byBCECO) 1.1 100%/ oftotal expenditures Su to a Se vc Co t a t . 63 6_ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ Unallocated 21.7 1 1 Total Credit Amount I 454.0 I au5JL KA Emergency Mulfisector Rehabilation and Reconstruction Program Procurement Accounts by Year - Totals Including Taxes & Continvencies (US$ milion) IA -W.orLks I. SubprogramA 43 223 368 214 848 C .l..rnnrn..,. . 0 1 7 V - I uUy.FJ> A 1 . AJV. 01 J LLU Subtotal Works 92 295 449 237 1,074 B3. EI2..q upment %lL &X G^ood 1. Subprogram A 16 76 123 126 340 L. SubprogramB i7 26 28 i 4241 Subtotal Equipment & Goods 33 102 151 138 42 C. Consuinani & Engmeerng Services 1 j 1. Subprogram A 1 17 45 55 131 129| 2. SubprogramB 64 138 18 1 411 ISubtotal Consultant & Engineering Services 2 20 63 72 15 170 D. Trainng 1. SubprogramA 1 4 4 9 2. Subprogram B 1 4 4 0 9 Subtotal Training 2 8 8 0 18 E. Service contracts Subprogram B 1 7 2 1 1 7 1 551 F. Operating costs 0 1 0 21 Total Program 1 164 489 698 391 1,1741 ______ 1. Subprogram A 76 348 549 351 1,326 I 2. SubprogramB 88 141 148 38 4151 Table I Emergency Multisector Rehabilitation and Reconstruction Program IDA Procurement Accounts by Year - Totals Including Taxes & Contingencies nT Tqlt mfflinm) A. Works | 1. Subprogram A 24 99 124 13| 260 l 2. Suvrograrr.B l 1~~~~~~~I1 17 15 r 1 AA |SubtotalWorks 35 116 139 14 303 IB. Equipment & Goods I 1. SubProjramA 1 5 38 37 1 811 |2. Subprogram B | 1 6 5 | 12| Bubtot Aqu,p.edt &~ Goods l 7 A A AI 3 IOUULU Liii iAJ2UjIPURG UL M i..IUU ~I 1 .. C. Consultant & Engineering Services I 3 5 |1. Subprogram A | 12 20 22 3 | 571 1 2 Subprogram B 1 2 8 7 1 18 Subtotal Consultant & Engineering Services | 15 27 29 3 7 U. 1 raining I 1. Subprogram A I 1 2 2 1 4 2. SubprogramB 0 3 4B SIubhtnt2l Training I 1 5 5 1 121 E. Service contracts Su0loa... 1 17 11 1 7 I5 5 F. Operating costs 0 1 2 TotaliDAninancedProject 1 74 214 233 h1 539 _____ _-____________ iQhnmprm A 42' 158 185 AM 401 | .Subprogram B 31 56 48 2| Table J Emergency Mulisector Rehabilitation and Reconstruction Program Disbursement by year (in US$ milion) Bank FY- I July-30 June Congo FY- I January-31 December IDA Disbursement IDA Disbursement m ;_ lAnnuai 3 ;i i2Ii 189 14 I 1Annu i I 6i i0i7 15 Cumulative 31 151 340 454 Cumulative 61 241454 Pe,W .. ,ge l 7°M°l J°Mi.......a5/l :w/ol IPee I 8eW 01 :4-t-°l JJ7%1 79701 1v/01 Other financiers Disbursement (Including GOM Other financiers Disbursement (including GOM and other donori to be Identified) and other donors to he identified Annual 51 206 404 626 Annual 82 143 361 424 278 iCunulative | 51 257 662 1,287 | Cumulative | 82 225 586 1,009 1.287 1Percentage 4%0 200/%1 51%0/l0I Percentage 6% 17% 46% 78%1 100 Total Program Disbursement Total Program Disbursement Annual 82 326 593 Anmal | 82 204 541 621 293| ICumuiatiw Iz 40 1,002 1,741 I I Cumulatrve 82 286 827 I 1,4481 1,741 jPercentage 5/c 23% 580h/ 1000/h Percentage 5% 16% 48%/o 83% 1000/X N'jt* ~ F iljs .y CUt! 91 Lu UIfh Iw m1'ue .uunu.r- uz. N* qswUe C y 17Ut aUU up LU -'w uUc du ruunwnmg i0 APPENDIX 2. Transport (excluding Roads) Subcomponent DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) T1-ANSPORT COSTS (In US$ Million) . . _ ~~~~ ~~ ~ ~~ ~ ~~~~~~~~~~Cost [-= IDA. iSector Policies - Actualization of the Civil Aviation code 0.19 0.19 Civil Aviation Department reorgaization 0.19 0.19 Public Private participation deveopment study 1.50 1.50 Social plans preparation 0.20 0.20 Sector studies 1.50 1.50 Subtotal sector policies 3.57 3.57 Institutional Strengthiening Cornuterizaion central depatments of the MTC 0.10 Telecommunication equipmens 0.07 Training 0.50 0.50 Snbto's! In.ftItutonal Strengthening 0.67 0.50 jOEBK Rehabilitation of the Matadi suspension bridge 5.00 ICNPR SRinah7ation of the danveroLu arnq-ings in Kinshasa 0.85 r 0.85 METTELSA Rehabilitation and strengthening of the Meteorological observation network Surface observation network I Strebu eing of the existing synoptic sweatherstaoins 0.06 | 0.06 StRebunlding of the destroyed synoptic statioh s 0.06 0.06 Rehabilitation of the clmatobgically stations | 05 Rehabilitation of the thernmoplviorn6tric equipment 0.01 Automnatic meteorobDgical observation stations 0.25 Hydrobgical observation stations | 012| | Autonmatic hydrological observation stations; 10.30 PCD de collecte colective ( provincial centers) 0.05 AoBicycies purcolse o 0.00 N 1 °1 Motorcycles purchase | 01 0.01 Netwurk in ahiude I - t0-20 |Sarnpng stations in akitude 0 20 i~~~~~Osn ratin par s+a el||c| Second Generation Meteosat | | | | IInrovemrent nfthe meteornlnage,a tpleor.-nn atoinn netuwnrk I - ii |National Concentration | || HF BLU equirnent + solar panels 0.09 1091 Interface data modules 0.02 | 0.02| Interface PC with peripherals for numeric transimssion 0.02 0.02 Concentration PC (CMN Binza and N'djili airport) 0.02 | 0.02 Frequencies management modules 0.00 0.00° HUB 0.00 | Q°°| Telephonic interface option 0.00 0.|oo I ~~~~~Stabifizrs 650 VA I Q0 .0] 1 InterconnexiDn SMT/CRT Brazza and connection with provincal stationS 0.00| Q.00| { ~~~~~LMK Btazza-iinsaSa Dy raadi LA - - |hAMSS | 012o | 0.120 | Co,->eruvwr.PC(Cvl.:Bl.=arl i 1n -' - -a= di I Q11 Teefax | Q001| | I ~~~~~Tel--h--ri conection... . . at -.veelnni ale AI .... Q! 0!1 Instalation of a nuneric weatherforecast station 0.02 | 0.02 PC forforecast I PC for data | 0.00 0.001 DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) TRANSPORT COSTS (In US$ Million) METTELSA Software 1 °.001 Color printers 0.0i 0.01 Automatic plotter 0.00 0.00 Consumable- 0.02 0.02 METTELSA Strengthening treatment capabilities of climatological 0.011 0.01 agrometeorological and hydrological I I PC for Data I ° °1 | ~~~~PC for cfients |0.02| HUB U Stabiizers 0.011 Cobar p Mite-w Ur0 Laser printer' QOO Cons-untrable A.04 Softwares 0.02 Trainn 0.02 Rehabilitation and modernization of aeronautical neteorology | Automatic Observation Integrated System 0.801 I Autonmatic observations stations for imain airports 0.10 | Transmissorneters for the 4 international airports 0.08 || 0.08| Clouds telemeters for the 4 international aiports 0.05 j 0.05| MESSIR A6ro 0.02 j " 0.02 Radar Doppler - - Sondage Pilot, hydrogen generator 0.02 0.02 Set up of an instrument maintenance center 1 1 Studies | 0.01 0 - Equipermnis -6I [ ~~~Subtotal MET:TELSAT |299 L06 aSNCC T,-a.kI & Irfrastr-u.c.,re I Track renewal (49.239 Kin) outsourced NOUBA-TENKE/LUENA 15.43 3.00 ^Track renewa!4th secti o 3n00II- Purchase 15.995 sleepers 0.98 Purchase 50.000 netallic sleepers 1.871 1 I Purchase 10.500 rnetallic sleepers 054| I ~~~Snmallequipments VAE forinstallation oflO0.SOOTRS/RME |0.06g Spare parts for Track equipments 0.53 Motors rehabilitation Track Department 1.62 Rail constructions and bridges rehabilitation 0|72 Bridge repairs 0.20 Workshop repairs 6 0 I Supervision of works 0.65 I j 0.65 1 Rolling Stocks and others Rehabflitation 5 Ilcomotives Diesel 7.50 Rehabilitation 5 FDcomrotives Seer 2500 S R Spare parts for locom^otives 6.11 JAnL-- A ..UlSJ I.t :II4 A AlI g S~~~~par-- pvi s orr..W.... Ulves rC-PVlvu^ ....... 40 Spare parts for wagons rehabiliation 4.84 Wagons rehabiliation IAS) 0. Rehabilition, rehaul rnotors and others 0 I ~~~~Reha-ul MD mators for tmrak I0.061 1I Purchase 80 containers 20 feet _ 0.32 I | 12 DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) TRANSPORT COSTS (In US$ Million) SNCCU kPurchase security equipments 0.21 Modernrzation workshop LBB 0.16 TeiecLuwrnnu-caion.s and 7)-uctwn departneni Telecomnnunications between LBB-SKN-NDI 2.15 T. eaeo .. .. car nde.. -a ....tion.. between LBB-Y,I- A l........ 0 Maintenance traction equipmnents 0.79 Pl uchase 6 V.SAT. 030 l 3 I Purchase spare parts for S/ST-TR 0.35 Purchase spare Darts for catenaries 0.81 I Subtotal SNCC ONATRA Port Rehabilitation Kinshasa port Infrastructure Kisangani wharf 2.40 1 2.101 Matadi Port Reconstruction Kala-Kah wharf 2.50 2.20 Matadi container tenmunal zones reconstruction | 50 1.30 Store H rehabilitation 1.00 0.90 Lightening rehabilitation i 0.70 i 07 Drinkable and fire extinguisher networks | 1.50 | 0.50 en Bbuo -1- es :--3 A6 Ile lAI River ports rehabilitation II I I2 |Bandunduport |3.|| I ~~~~~Kikwitport l1.50lI- l Rehabilitationferroviaire | Track Kinshasa-Matadi 30.00 Track Kinshasa-Matadi | Rehabiitation concrete sleepers and balast factory in Kiasi-Kob I 5.00s Studies III g _ _ | Q~~~~~~~~~~~~~~~~~~~~~~~~~~052] 9- |052 Subtotal ONATRA I 68321 10.92 RVF RehabiEtatin fix signaling 1 .l0 | .60 | | ~~~RehabiBlatiDn naval workshops 0.30 1 1 - | ~~~Rebabilitation IO stations on the tnm graphic network |0.301 0.301 Renabimiatiwn fioaing signaling L i.40 '40 Rehabilitation hydro patrol-boat and buoys ship 0.80 0.50 PrV.n wJ^F nunageen study........ 0.10 0.10 10 w ~~~~~~~~~I III Naval shipyards equ pnents | 055 s ~~~PoE+*tonan iAl nn Burys shlps a 2fo b | | Patrol-boats 0.24 1 1 1 | ~~~Cornputer,cs 0.05 | | 0.05 | | ~~~RVFmnanagernent study |0.10| 0.10| | Cart~L4ography |0.15 |0.15 1 ~ Subtota RVF.W 8.191 | 2.30; |RVM Hydrography -I | ~~~~Procurement 2 vedettes hydrographic patrol-boats 1.34 1 .34| } ~~~~Equpments for PUASI land PUASI n 1 0.1311I | ~~~~Purchase topographic equipments |0.16 |I0.16| I ~~~~Purchase solar panels forbuovs Syledihs 1 .0i 1 DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) TRANSPORT COSTS (In US$ Million) RVM Purchase topographic patrol-boat Signaling I Purvhase I snip fr buoys control 0.13 0.13 Procurement signaization equipments and solar panels 0.47 0.47 R e h ab -2 L Wo s;n5 s;t 0.10 IAII Dredging and Naval shipyards I Purcha-se s1.re p rt I Qi95 2 on Rehabilitation dredgers 1.00 Outsourced emergency dredging 12.65 9.00 Rehabilitation servitude mnole 2.15 2.15 Pilotage I 2 Purchase I pfloting boat 1.96 Purchase 2 speedboats 0.26 Coastal stations - Renewal equipments I 0.14 | Purchnse enctrogene groups 0.06 Rehabilitation faisceaux hertziens 0.01 H | ~~TeiecornmunicationsI ^ 1D-I |tCoenputeruzation 1 0.16 Muiay Ie Carroi autoIobil I AStudies s i Ts_kp I ~~~Re3habilittin ser ..... vkWe r^|.eI . 0!5,,R,.51 | ~~~~GPS posbing 3 0.13||Q1| I ~~~~~Biddinvy documents for dredainvy I | ~~~~SubVtotal RVM 28.79 |R15.-53 |RVA ~~NavigatiDn equiprnnts for Ndili airpvrt 8.00 R | ~~~Sftrngthiening runway Ndjili 7.00||| | ~~~~Rehabilitation rnmways Lubumnbashi/Luano^ 5.30| | ~~~~ExtensiDvn ruriway 17 in Mbuji-Mayi - R_ | | ~~~~New Airport study in Tshikapa |0.03 Strengthening runway in Tshicapa 3 Anti erosion works inTshikapa airport | ~~~~RebabUitatrn runwayr^. NdoebD 3 .00 gR Runways fgtig in Lubumbashi Mbuji-May Kananga and Mbandaka 2.47 Z Sec-vii.; any uu ar.u Inv etupi Iqv..e 52 Subtotal RVA I 31.46 [ Ir I Tf uTAI 0- COfIST.rS I_'_ft_70____2_7Q7 ! ~~~~~Taxes _ t7.16 | TOTAL. CSTS with Tarnes U 7146- I ____C__n__i___| 19.52 Rl | 3.75 Tfl T A I C ( 1- 'Iur SI.A i , 14 APPENDIX 3. Roads Subcomponent DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) ROADS-TOTAL PROGRAM In US$ Million Length Program cost _ Subcomponent Km 2002-2003 | 2003-2004 2004 - 2005 Total Cost Road Works A.1. Paved roads 1. Maintenance 8181 - 0.8 2.1 2.9 2. Rehabilitation 226 16.1 25.1 41.2 3. Strenthening 951 37.1 76.3 113.4 4 Reconstruction r o2 18.0 34.0 52.0 |1. Maintenance | 921 - 0.7 2.61 3.3 ubt.al paved roads j 1,680 - 72.7 140.1 | 2128 A.2. Gravel roads RNI 1. Rehabilitation r 1,6891 - 28.4 72.2 | 100.6 11. Rehabilitation 1 8711 - 2.6 10.4 1 13.0 btotal gravel roads 2,5601 - 31.0 1 82.6 113.6 IDetailed design& Supervision _ 9.5 | 12.1 11.0 32.6 I Total Road Worksli 4,2401 9.5 1 115.8 233.8 j 359.1 IB. Brid es & Constructions I I I 1. Construction assises I I 5.0 5.0 5.2 15.2 2. Purchase bridge parts 5. 0 3.1 13.1 3 Bridge flooring I 0.8 0.8 1.0 2.5 4. Construction materials I I 0.5 1 1.0 115 5. Reconstruction smal bridges and constructions(RN1) - 1.1 4.3 54 16. Loange bridge I I_ _ 1 3.11 4.6 7.6 uttal Bridges & Constructions 11.3 15.9 | 182 45.3 1Dietaleua esign & Supervision UIy I U..) u. I TounBridges & Consurucutosi I 2.2 1 16.4 10.9 'hI.' J 15 DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) ROADS-TOTAL PROGRAM In USS Million Length Progrm cost _ Subcomponent___________________|__ Km n 2002 - 2003 2003 -2004 2004- 2005 Total Cost 1. Rehabilitation 3.0 4.5 4.5 12.0 2. Maintenance 2.0 1.0 1.0 4.0 3. Renewal 2.0 3.0 J 5.0 Subtotal Ferries 5.0 7.5 8.5 | 21.0 J [Detailed design& Supervision J j 0.1 | 0.2 0.2 J 0.6 j Total Ferries1 5.1 7.7 8.7 21.6 [D. Public Works Equipments 1. Spare parts 2.0 2.0 2.2 6.2 2. Renewal Public Works equipments j 12.0 5.5 3.0 20.5 Total Public Works Equipments _ 14.0 _ 7.5 _ 5.2 _ 26.7 | IE. Otherphvsical investment Is 'I. ODR buing 1.0 0.5 1.5 Z. Telecom and computer equipment 1.5 I 1.5 3. LNTP equipment 0.6 j 0.6 Total Other Investment| 3.1 | 0.5 | . 3.6 F. Training & Institutional strengthening | | 0.9 | 0.6 0.5 | 2 IBase C-ost !__L__-__ -44.7 148.5 267.1 [ 460.4 Taxes j l 7.3 j 24.4 43.8 75.5 |Base cost with Taxes ! -____52.1 172.8 311.0 535.9 Contingencies _ _ - - - _ - 6.7 R 22.3 1 40.1 69.0 |Total Cost i 1 58.8 0 195.1 1 351.0 1 604.9 DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) ROADS-IDA FINANCED PROJECT In US$ Millions 1 Length I IDA Program cost Subcomponent | Km | 2002- 2003 2003- 2004 | 2004 - 2005 T'otal Cost A. Road Works A.l. Paved roads I. Maintenance 1881 - I 2 3 2. Rehabflitation | 1411 - | 12 19 31 3. Strengthening 378 17 25 41 4. Reconstruction 92 __- I7 16 23 ubtkotalpaved roads 7991-J 36 j 62 98 A.2. Gravel roads I|I I I 1. Rehabilitation 444 | 2 1 3| Subtotal gravel roads 442 2 IDetailed design & Supervision I. 4 3 3 |0 TotalRoadWorks| 1,24111 4 | 41 | 66 111 |B. Bridges & Constructions 1 I | II. Construction seating 2. Purchase bridge parts 3. Bridge flooring 4. Construction materials j - .. 5. Reconstruction smafl bridges and constructions (RN 1) - 1 4 5 16 Loange bridge 3 5 S aSbiotal Bridges & Constructions - 4 | 9 | 13 j |Detailed design &Supervision ..- i -4 i4u | u I lotaisnages aConshrucuonsi7 14 iBase Cost o B e & 46 7S 125 ITaxes -e i - - lBase cost with Taxes!I - IL -I Con tLencies I _ 1 5 1 9 1? it 1 jTotal Cost j jj S i 51 84: 1 7 1/ DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) (Banana - Matadi - Kinshasa - Kikwit - Kananga - Mbuji Mayi - Lubunbashi - Sakania) (US$ net) EDA~~~~~ pe - -IAn t ~~~~I . I;a..tl-.|Jw; LBANANA-MATADI Banana - Moanda I 0 RR 0 91 i 114,00 1,026,000=)i cWj .j'iXl40 I IMonda-Bom I TRT lOtJ 65.000 6,ss.0o0ooo r,, . K.b..iCltnn4l 37 37Im37 ml I 348,10L04 |6 49 4.'^r _ IMATADI - KINSHASA IMtadi - Mbanza Ngungu sectionD I IMR I lol 10o 114,0001 1 j2,540 000sGm II ik.' IO t O Matadi - Mbanza Nunusection2 I RR I I| 114,000 10,146.000| Mpozo 152M .152 ml 500 000I1f;P im .; | 50 Mban2aNgungtu1-4SonaE Bat M 88| 88 -" , 0 4OI 1003 t- Knseld2-Kimshasa9N I M 691 | ol oj3W(N)S|* Cit6Ven,e-Echan eurM A te P M | 14 145000| 2,030 mi n' -| -f.,' - . |Echangeu MeLirte-Nsele I I | 100 I 114,0001 11,400,0001s;teiitieni- M asal Sni 5.^.1Id 1, . ' 2I00 *.00O I ~~I I-~ I I1: I I -4-l IKINSHtASA - RlVrE LOANGE lNsele - Muiene I I RR I 6 1 145.0DO1 8.120.0001_i' I I |~~~~~~~~~~~~~~ ~ ~ Lafnili | 33m d I Ioool.- 100JF7 7'4''- "'' - ||MutieneMafpu PKI45) I T | 29 0 0-1 rMrp -Kago-Knte-.------ I -I -i I IMampn-~M uKwan o Ken e I MR1 1301 225,0^1 29,250,00a1CiireCii'nslnaclos 1. ; _. | |0 40ge-Misele RR | M | oO| en heamo I45.00 00 IIMisel-Masimanimba I RR M 621 62 199,1531 I2,347,458 l|i t2-io fi, 44,8 Masinminba - Mosango I i Mi 30 15; 8850000 s,ss oo15 S,2 ii |Mosango-K&wit I I RR 941 941 199,1531 l 720,339a_Eb ion il1i5t3 KskwO - asaftaham Ya 't,UJ 1ZULUI t,nIlIlI a |Btshnnam Rv,ie LRT| 12S| 125| 700 847,45815 8| 45 Lo Lane 350 mi 350ml | 7,627 119 H 94. 'J 7 _ I [~~ ~~~~ ~~~~~~~~~~ I I 1 j_ll_11 RIVERELANGE KANANGA |RvirLoange-Tshiapa RT | 4 1641 6,780|-) IIMS0,9I186 isnuimaa-Pron hta iI RTa I nq,pl .9rz, | Kasai! 1 ml 146mi 1400000 |PontLnLa - Kann.ga I I M | *231 231 16,949| 3_9,83____15 - J9J3F1 |KANANGA-MEUJIMAYI Kanan a- Mwanza-Ngnom I| M 301 301 6,7801 203 390 9a 12 |LacMukmnba-MbunMa77 L ;1 93b 6|;;P =RRHM M I Kakanaaiel I ISndmlh5m I I___ = In nw - IwsI r%.J t ID i 9IIC lflAO I|-flhS1A - I P Mwe; ne- fnt Lnbishi RI o o ' __ Pt LUBILASHI -LUBUMBASHI JPontL.bilashi-Kanana i I RT I 2441 | 75,0001 18.300, J001 IKam;naNRUba I RT | 4331 T 75,0001 324750001 I | .aibu bashi _ _ | 14,0| 1 3 , 6 8 0 , 0 _____ .____I___I__ .T 1iI I_L WBUMEASI -SAKANIA lLubunbashi - Kasunbaksa I MR 108| | 114,0001 2_312___DD I ~~~~~~~~~IYmSumbaIksa-Salmnia I IRT I 431 | 76,2711 IO W678|4 I I ~~I I I IrlN 1_ s |LMSYAT11_N_ROADS Se Tableanne[IJd I 93| | - 1630 Iu!ft7 j1 18 IDRC - EV[MERGECYMULT1SECrOR REHABILJrATION AND RECONSTRUCHON PROGRAM(MWRRP) IRoad priDrity program (IRNI), Suinary of scheduled tasks 01 _ __ 2002 2003 2004 .__ 200i - Dece _"Quarter 2Q tr 13 Quartae 46 Qartser I Quar-r 2wQuarte 3r dQurtr 4 Qtmrtcr II Quter 2Quarter 3i Qlu 'r 4Qurtcr _Q aer 12" Quarter Institudonal Strengthening Road Expert Consultaint consultation obntract 01/03 macsion :Studies Network visit RNI (Oft) Detailed design TC)Rs cclnsultatimt 01/03 Offers preparation Off'ers submnission 01/0 Offers anaflysis- Non objection to sign contract Contract signature 011/08 I 4 Detailed design stuidies - - - - - -1 WAodis sup)ervision (conditional trench) 01/0 - - - - - - U - - - ml u- m - mirm - Works . Floating first tenders D1/0l14I First offer.; prepanition First offers, submnission 01104 First offetrs analysis Contract signature 01/06 - - - - 19 Procurement Plan Contracts for Works Pr t Implementation period N° MrocudtemenE Biciding documents Offers Contract signature Sectionl lot Methiods Start End ____ _ MATADI - KINSHASA _ __ _ ______ __ _ NatiT - Nlbanza Ngun p 2= [ 1CB November 21003 July 2005 May 2003 July 2003 September 2003 Mb;muza Ngu - Sona Bata 3 ICB November 2003 July 2005 _January 2003 March 2003 May 2003 KINSASA - RIVIRE LOANGE_ __ __ ___ _ Kenrge - Mvisele Kisene - Ma[imaele ba 4 ICB July 2003 July 2005 January 2003 March 2003 May 2003 __Misele - Mlasimaiiimba _Y _ _ __ Masimanimba -14osanlgo 5 ICB July 2003 July 2005 January 2003 March 2003 May 2003 Mosango - Kikwit _Y_ ____ _ __ _ _ _ Batshamba - Riviere Loange 6 ICB November 2003 July 2005 May 2003 July 200,3 September 2003 __Ou^age d'art nviere Lcange ______-____ __ __- _- _ __ RIVIERE LOANGE - KANANGA ___ _ _ _ _ _ _ iv-i6re Loange - Tshikapa ==__ _ = ICB November e ;2003 February 2005 May 2003 July 200:3 September 2003 TPont Lulua - Kananga IKANANGA -, MBUJI MAYI Kananga - Mwanza-Ngoma Mwanza-lsNgoma - Lac Mukamba 8 ICB November 2003 January2005 May 2003 July 200.3 September 2003 Lac Mukamba - Mbuji Mayi IMBUJI[ MAYI - Pt ILUBILASHI _ Mbuji Mayi - M wene Ditu _____ _ _ __ __ __ _ _ NgLba - Likasi 9 ICB July 2003 July2005 January 2003 March 20103 May 2003 __LLjiksi - Ltubumbashi _Y _____ BANANA KINSHASA _ __ _ ___ _ ConstructiOns Kalamu 10 ICB December 2003 January 2005 June 2003 August 2003 October 2003 Mpozo Kwiilu _ __ _ __ _ ___ __ _ __ .__ __ _ BOUCLE KINSHASA ____ __ _ __ _ _. _ _ _ :1]nstructins Mpasa H _ ICB _Aust 200)3 January 2005 January 2003 March 2003 May 2003 ]KANANGA - MBUJI MA'fl _ _ _____ ___ _ _ Constructions Kasai 12 ICB December 2003 December 2004 June 2003 August 2003 October 2003 Lubi __ Kakangaie - _ _ ___ _ _ _ _ _ _ ___ 20 APPENDIX 4. Electricity Subcomponent DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION ELECTRICITY COSTS (In US$ Mimlon) lItems Amount IDA |Hydroelectric installations in Zongo _ 1221 _| Tvdrnelectric instaflationn in MP7.h Hydroelectric installations in NZILO _ _ J I Hvcroeiecic installations NSE K 1.6 Hydroelectric installations in MWADINGUSHA 0.91 0.9 Hydroelectric instaBations in INGAI et INGA2 57 ||57 lTntal rphsahiliteatinn UIvArnalaeriet inetallti-ine 25913.7 ~Thermic poduction plant in MBANDAKA 7___ 9 Thermnic production plant in KANANGA ___ 1.7_ Thermic production plant in MBUJI-MAYI _ 5-9_l_59 Total Thermic production plants and associated networks 15.6 r|| ii 9.6i | AIf ?A rA AThT _.-.., II2~ li n i iviri. I JI I.4Ly _ _ 3_9_ _1_3_9 BOMA city 14_ 14 IKINPESE city 0.4 |0. ITotal Networks BAS-CONGO Drovince 1 5.6 1 r 5.6 LUBUMBASHI city i 91 11 3 91 IlI&Abi city U. Zs I I 01 IKOLWEZI city ii 0.6] ||| .J |Total Networks KATANGA province 5.3 IF 5.3 IKrWTW-T ify V 11 R11 IF Q I BANDUDU city 2.4 1124 Tlotai Networks BANDuDU province S.3 j5 IRehabiitation networks in KINSHASA Phase IA 7.0 | 7. |Rehabiltation networks in KINSHASA Phase IB _4.01 || PRehabiitation teleph.Wone neork in Ml jTSH,AA . A rPurchase research equipments 0f 0 4 0.4 IRehabiliation KINSHASA networks, Financing by Belgim 11 2.011 1L -I IhnstaDation condensators batteries in KINSHASA Ie174 11 14 1 |Rehabilitation networks in KINSHASA Phase III 20_7_| ''r.-c.. T7-TWjCTY A C A _- SJ.a.. 't U z%AJi1q0IJJik c.iy Zr 5;.8 1'11 ;;.7 Lines and relays HT and alternative current 6.2 |Line THTCC INGA-KOLWEZI ||4311| ITotal rehabilitation transnort lines ! 0 5 !! - 2! DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM1 (EMRRP) ELECTRICITY COSTS (In US$ Million) |Engineering and Supervision 1.7] |1.7f| lInstitutional study on the electricity sector IL 0.9 0.9 ITariffs studv 11 0.411 11 0.41 Total consulting services 3.0 0 ITraining 0.411 0.4 iLogistic for KINSHASA 0.4 0.4 Logtic outside KINSHASA |1.0 1. |0I . IT U-4 I A.J - A-*4U .-A f110 l A 1 AJJ WLLIw V II * W1 VI 1PLLIV 1.= -I Total logistic 3.2 3- Base Cost 126.11 11 63.7 1 rTaxes ll 2211 11 I iBase cost with Taxes 1481 F * IContingencies 2081 Total Cost 72168 _ L 72 22 A 01WE7zFT1V E ^'IL K J,LE1JkJ '. WaeVT Atpl SbUco.ponent DRC - EMERGENCY MULTISECTOR REiHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) WATER SUPPLY COST (Tn UTI Milli nl LItems f Cost I1 I IDA jUrban water *r!Hasa ot ; A. Rehabilitation and strengthening of the systems (Ndjil) 1. Equipments/pumping | 1.3 || | 1.3 2. Construction works 1.3 i.3 B. Construction 3rd Treatment module I B A 1. gross wawler/viscer/Apaniuon u.O v.0 2. Chemiical products room 2.2 2.2 3. Decanters 4.1 4.1 1 4. Filters I5.2 ll 15.21 5. Pumping station/treated water 2.6 2.6 '. - ___:_ -, - __ -- .1~~~~~~~1 r I I' fl r1 . Electrical equipmrIwE- 1 2 2.0 7. Spare parts and various equipments 2.1 2.1 8. Operations buikling j 2.0 2.0 C. Rehabilitation Modules 1 & 2 existing 1 1 1. Initialy identified works 0.9 0.9 2. AMuLuional Wor'KS IL. 1 .2 |D. NontreatedwatermainDN 1000, 1850m | 1.111 1. E. Transfer I I I 1. Steel pipe DN 500. distnbution MP Gombele 1 0.8 I 1 0.8 2. Steel pipe DN 400, distnbution HP Gombele 0.3 0.3 1 3. -VC U- 3 1 E.2 11 0 4.x-v - Accssr Ifies V.~ Z- 4. Accessories for steel pipes | 0.2 5. Coriections 1.5 11 11.5 6. GMP/Y0LO 1000 m3/h-40 m I 0.111 0.1 7. GMP/GOMBELE 500 m3/h - 160 m | 0.1 | 0.1 1 8. 1-71lecu,I _c;a _ equ~,,t MT X1r r,g I . Lansf. tPvTA sta4.In | o / LIYOLO | 0.1 11 0.1 9. Works/Station YOLO 0.1 0.1 1 10. Worlcs/Station GOMBELE I0.0 11 10.01 F. Supervision of works I 0.8 0.8 I O SLULU1s ujpuatL vJ.2 1V..2 Subtotal Kinshasa Lot 1 31.21] 31.2 23 DRC - EMERGENCY MULTISECTOR REHABILITATION AN1D RECONSTRUCTION PROGUKRAM (EMRRP) WATER SUPPLY COST (In US$ Million) Kinshasa Lot 2 A. Construction new raw water catchment 200.000 m3/j 1 1 1 1. Supplies/Equipments Motopumns raw water 2sMO m/h n R Equipment anti-beer 0.0 Pipes and aspiraton equipmenis Pumps I01 Electrical equipment 0.61 | 2. Works Catchment on the river 1.7 | r uiipi UUJU r0 1 1. Instalation pipe DN 1000 211 1 C. Electrical connection/station SNEL | 0.5 D. Studies | 0.21 I E iSir_.. cinn of Wnrl- | 11 | Subtotal Kinshasa Lot 2 I 9.7 Kinshasa I II I Works Treatment plant in Lukaya 16.0 | Rehabilitation distribution network 3.0 11 1 BOMA A. Production - Treatment plant (10,000 m3/d) 1. Instalation contractors and preliminary works 2. Catchment - Eauniments (nunms) I 0011 I 3. Treattnent process | 0.61 I . ruLIpIng staion koO I HDIU) aUII ireaLeU water reservoir (700 m3) Pumps Electricity I 0.1 1 Other equipments (for works) 0.4 I J5. iV-eaU1r,t'jAUUU. Muiarv V 0.1J I 6. Exterior installations I 0.1 7. Bore holes (150 m3/d) Works 0-0 ___Punmps __ I 0.0 1 II Elec-ctrict2 0.24 24 DRC - EMERGENCY MULTISECTOR REHABILITATION A.ND RECONSTRUCTION PROC-RA M (EM1-RP) WATER SUPPLY COST (In US$ Mi;;ion) B. Storage 1. Reservoirs (works)/ (9OOm3+270vrm3+600m3) I 0.611 1 2. Pumping (pumps)/(l 14 m3/h) 0.0 Ij 1 Pumping (elect;rcity) I 0.11 1 C. Adduction (7,100 m) I 0.9 D. NetworkI I 1. Instalation contractors and prelminary works 0.3 2. Pipes in FD (diam: 65 A 400/total length 44750 m) j 2.611 1 3. Accessories I 0.1 11 4. Works onnetworks 0.111 I I E Connections I- 1. Pipes in A, G, et en PeHd |.7| o . v aNCS; v. 3. Meters and accessories 0.2 4. Comnections accessories F. Update studies 0.2 G. Supervision of Works 0.6 Subtotal I 9.0 -AI 1 ii A. Production 1. C-atchment fromKisanga 2 | 0.1i from Kasapa 2 | 0.2 | Bore holes Kafubu | 1.2 | Bore holes CAMPUS 2. A AAieti | Kafubu | .0 Camipus |° 3. Pumping station Kimrlolo 1&2 1.4 Relays 2.6 B. Transfer 1. Primary network (Fonte Ductile) 3.4 |C. Storage | | I I~~~~r I . La+.r U osUvPe jl V.~ 11 2. Reservoir de Kisanga 0.2 3. Reservoir de 1-abacongo D. Distribution I I 1. Secondary network (PVC) 1.5 | 2. Tertiary network (PVC) 1.4 | DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROCflAM (EMRRP) WATER SUPPLY COST .kyn IrTC aL O.11- 11~ ~~ t1 iW IVAU |E. Connecfions|| | 1. Constners' connections (16220 pces) 2.5 F. Update studies 0.2 G. Supervision of Works 0.8 Subtotal 16.8 MBUJI-MAYI A. Works 1. Contractor instaDation 0.8 I B. Production 1 1. Catchment Lukelenge (4.170 m3/h)| 1.7 2. Twarnn T 7kee/r_a-(m 2.1 3. Pumping stations Bakwa-Kapanga (3.120 rn3/h) 0.8 4. -ul.J, .lUg' umu..W.,ir.) y...I......UU t 0. 5. Electrical line 15 kv Kongolo (11 1km) 0.7 6. Supp-lies and works/Mvixcroceniraie C. Transfer - Prhnary network (19,6 km) 2.5 D). Distribution | 1. Secondary network (56,0 Ian) |3.5 | 2. Tertiarynetwork(16,8kmn) I 0.3 | E. Consumers' connections (27.246 unites) 7.3 I | |F. Storage - 1. Reservoir Bakwa-Kapanga (2x3.500 m3) 1.6 2. Reservoir Tshilombo (lx1000 m3) 0.4 | 3. Reservoir Bipemba (lx3500m3) 1 0.811 1 4. Fountains of the existing reservoir Miba (1x350 nm3) 0.0 I G. Onerations eouinments 0.2I H. Update studies |0.2 I |Subtotal | 30.2 I r SUPPORT TO REGEDESO OPERATIONS r1 A. Procurement vetiles OEA.0 TO t 1.0 - B. Purchase network equipments | - 1 1 1. Network maintenance 1.6 | 1.61 2. Marketing activities 0.7 0.7 3. Internal transport 0.2 | 0.21 C. Procwrement com.puter equpments I I 1. IBM equipments 0.0 | 0.0 2. H.P.eaui,ments 0.2 1 0.2 l 3. Computer network equipments and soft wares | 0.3 | | 0.3 SIuhbtntal 44= A-ft 26 DRC_- EMERG-ENCY fUT TISECT1OR 1TIL--H - -TAT!ON AND RECONSTRUCTION PROGRAM (EMRRP) WATER SUPPLY COST (In US$ Million) NEW IN-VEST*MEN TS PiiEPARAT iON A. Update detailed design studies in Inkisi/Tshikapa/Kaniina/Kolwezi/Bandundu j 6.2 6.21 I B. 2 ...... -. d y a d e .". 'I sA and I Q..I |fiquid waste in Kinshasa |6.2 | |3.1| C. Institutional refonns study 0 5 R I . I |D. Study treatment plant in Lukaya 0.3 0.3 |Subtotal | 13.2 | 10.1| jBase Cost 133.1 5-31 iTaxes 24.2 isase cost witn Laxes IL 1_'- 11 I*_ 1 IContingencies I 202 r _ 5_ 1 |Total Cost 1 177.51 EZr 50I3I| APPENDIX 6. Urban Services and Infrastructure Subcomponent DRC - EMERGENCY MULTiSECTOR RKEIABILITA1IUON AND RECONSTRUCTION PROGRAM (EMRRP) URBAN COST SUMMARY ISubcomponents I Cost 11 |l IIDAI Z |Solid Waste l B A. Organization and management study for the sohd waste collection m LubumbasliiLikasiV I 1 | Mbujimayi/ Kananga/Matadi/Boma | 0.911 11 0.91 B. Pilot Projects - soid waste management in | I Vrn,1,usasa oA TLu,v,.b.s,i, I A. B 1 1.0 C. Institutional Strengthening 0.2 0.2 IBase Cost 3.7 I 2.1 ITaxes n 071 lBase cost with Taxes | 4.4 || JContingencies I U.51 1 1. ITotal Cost I 41 1 2.3 Urban Streets and Drainage A Urban streets 29.5 | 3.01 |A. CLeanigof u.-aScBassins 1 ~ 3--|| C. Erosions | 18.6 12.6 D. Small bridges 0.2 1j 0.2 IE. Institutional Strengthening I 0.2 11 0 I0 F. Engineering Services 1 5.5 1 1.5 Taxes 10311 |1I |Base cost with Taxes [ 67.4 || | gICu.ltAJ1LUcULdSr o. 11 b |Total Cost 75|1 19.1 |Base Cost | 60.8 || 19.4| |Taxes L871 111 IfRsP ecst with Tsaye r 6i iI |Contingencies | 9 1 |||1.9 !Total Cost J 78.7 JI 21.4 DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) URBAN STREETS & DRAINAGE COST (In US$ Mitlion) Urban Streets and Drainage I DCost | IA Urban Streets A. Kinshasa 1. Av. Mania Yemo |1.81 H 2. Av. Assossa-Ngiri-Ngiri 1.0 | 3. Av. Shaba-Lanclu 0.6 4. Av. Liberation 3.0 3.0 J. AV. rIalba- v uDu B. Provinces 1. Av. DuM.F. (X-Katr;a. -A. Circulaire (Bas-Congo) 51 3. Av !nceau Kaaii :-tl\!. | :4. Av. Lmninba (auKasai-Orient| 1.3 1 5.- A-v,. -Kas-a,-V-ubu (-Bas--C-o"ngo,) 3-.51 6. Urban streets Kabinda (Kasai-OI 1.411 C. Horizontal and vertical Signaling I D I | _200o 4.31 L W iSubtotal I _ 29.5_H,__ Clearing Hydrological fields I A. Dredging Gombe river 3.3 | Subtotal I _ 3.3 _ _I |Erosions A. Kirshasa . 1.5 | 1. SKeMaslcita 1.5 1.5 2. bite Mataba il 4 4.6 3. SiteDreve de Selembao 2.3 2.3 It 4.Site Unicinm 3.0 1 5. Site Nguma 0.2 1. E on Mbala-Wa-Tshitolo 4.21 4.2 3. Erosions Kabinda - _Subt_o _ta_l187 I 1 I 12.61 SB tdges __ __ __ __ I A. Kiyibi brge | 0.21 0.[ |Subtotal | 0.2 R n 0.2 |Institutional Strengthening | 1 I I A. Computer equpments 0 ° |° B. Topographic equipments | 0.0 C. Vehicles future |Subtotal |0.2] 0 °° Consultants Services I dA. Engineering (Studies futue Urba developnients/urban ....B U streets/drainage/erosion) 4.3 | 1.0| ts. Consunants services I U. Subtotal |.3 l[aeCost I- $ 57-2] li/. axes 1-41 I"L 1 In…_ DU 3L wiui Ra II LContminncies _ _8___1.7 otao Cost ; 2 1 1 ] . 47 APPENDIX 7. Agriculture Subcomponent 30 DRC - EMERGENCY MULTISECTOR REHIlBIELITATION AND RECONSTRUCTION PROGRAM (EMRRP) AGRICU]LTUlRE COSTS (In IJS$ Million.) ____. ___= __= ====_ -=-.= = =_ -- _ = = = Subcomponents Activities Sub Activities Costs Base cosis IDA Rehabilitation of Rural Studies 1.1 1.1 road network Works (NGO) 21.7 12.0 Supervision 1.5 0.7 Suppo rt imprrove ment Equipments 0.3 0.3 1. Commercialization of marksefing efficiency Snbtotal 24.5 14.0 Comrpute rizatiosn Consultants 1.6 1.6 market prices Subtotal 1.6 1.6 TOTAL 1 26.1 15.7 Consultmnts (NGO) 4.3 2.1 Multilglication and dissemination Consultants (tech) 0.2 0.2 of improved cassava planting zaterial Training 0.3 0.3 Subtotal 4.7 2.6 Vegetal Production Multiplication and dissemination ConsUultnts (NGO) 3.4 1.7 of improved seeds Consultants (tech) 0.2 0.2 (make, rice, groundnuts, cowpeas and soyvbe Training 0.2 0.2 Subtotal 3.8 2.1 Development of irrigated rice Works 0.4 0.3 Consulants 0.1 0.1 Equipments 0.1 0.1 Training 0.4 0.4 Subtotal 1.0 0.9 ___________ Total 9_5__ _ 91. 5.6 31 DRC - EMERGENCY M[ULTISECTOR REHABILITATION AND RECCONSTRUCTION PROGRAM (EMRRJ?) AGRICULTURE COSTS (In USS Miltion) Fish far ning Consubants (NGO) 0.4 0.2 Works 0.1 0.0 Equipmients 0.2 0.2 Subtotal 0.7 0.4 2. Agricultural Support Traditional FishAactivities Consuhants (NGO) 0.0 0.0 Production Equipments 0.7 0.3 Subtotal 0.7 0.4 Development of Village Fishing Consuh:ants (NGO) 0.1 0.1 Aniial Production Equiprrents 0.3 0.3 Short cycle Subtotal 0.4 0.4 Development of Village Poultry Consulants (NGO) 0.1 0.1 and smnall ruminanits Equipments 0.0 0.0 Subtotal 0.1 0.1 Rehabilitation of the veterina,y Vaccins (inport) 0.1 0.1 laboratory af Kinshasa Works 0.6 0.6 Consuhants (NGO) 0.0 0.0 Equiprrients 0.2 0.2 Subtotal 1.0 1.0 __________ _____ Total 2.9 2.3 Etude defaisabilite pour Consu ants _0.1 0.1 Agriculiure la ,nise en oeuvre d'operations Subtotal 0.1 0.1 Professionalizatloim _ ___ _ and inodenimzatloi piloies _ L -__ _ _ TOTAL 2 12.5 8.0 Cotton sub-sector study Studies 0.2 0.2 Coffee and cocoa sub-sector stu4,v Studies 0.1 0.1 Diagnosis Studies Palm-oil sub-sector study Studies 0.1 0.1 32 DRC - EMERGENCY MlULTISECl'OR REHABILITATION AND RE4CONSTRUCTION PROGRIAM (EMMRRP) AGRICULTURE COSTS (In US$ Million) 5=Feasibility study for the promotion Consultants 0.1 0.1 3. Sector study, of small scale enterprises in Equipments agriculture 0.1 0.1 Supervision and Subtotal 0.7 0.6 of activities Study of the intcentive environmzentfo2r Studies the developmnent of agro-industries 0.1 0 .1 Forestry sub-sector studies Studies 0.4 0.4 Total 1.2 1.1 V ehicles Supervision and Monitoring Equipments of activities Supervision, S/E Training 0.3 0.3 Consultants 0.9 (.9 Subtotal 1.2 1.2 TOTAL 3 2.4 2.3 _-_ _ _ __-= 2-. _ - - = Base Cost 41.0 - 25.9 _ - - _ j - _ =__ _ Taxes r7.9 _ _Base cost with Taxes 48.9 _ _ _ = 5 _ ___ = 2_ ' =_ _ _ _- - _ - = ____ -________ _ ____ ____ -____________ Contingencies 5.2 3.0 1 I ___ jTotal Cost L 4.1 28.9 33 Table 1. Summary description of the Agriculture Subcomponent SUB-COMPONENT MA'N ACTnITIES ACTIVITIES _ LOCATION _ YEAR I MARETIMNG Rehabilitation of a rural Rehabilitation of 5,500 km of rural Bas-Congo Feeder roads road network roads Bandundu Year 1: IKinshasa, Bas- Improve river transport on 2,000 kmk Equateur Congo, Bandundu, Westem Enhance capacity of local communities Western Kasaf Kiasal, Eastern Kasae, for maintenance of rural roadsi Eastem Kasai Year 2 3 sarnes areas as Katanga Year I + progressive Kinshlasa expansion into other provinces under- governmiental control River Year 1: Kinshasa, Bas-Congco, Bandundu _________ ________________ __ ___ Year 2 & 3: OtLer provinces Computeriztidon m7arket 1) Collection of market prices Bas-Congo, Bandundu, Equateur, Bas-Congo, Bandundui, prices from 31 rural marlkets and 6 urban Western Kasai, Eastern Kasa'i, Equateur, Westerm Kasal, markets Katanga, Kinshasa Eastern KasaY, Katanga, 2) Weekly diffusion via rural Kinshasa radio of prices collected AGRICULTURAL Multiplication and Establishment of plant nurseries for Distribution based on the volume of PRODUCTION dissemtination of improved speedy multiplication of planting cassava produced and marketed. cassava planvting material materials Indicatively: Bgmdundu (Kwiilu) Establishment of aprimary 15% in Bandundu Bats-Congo (CIataractes) multiplication fields)) 15% in Bas.-Congo Ts,hilenge) Establishment of 4xsecondary 15% in Katanga Western Kasal (Lulua) multiplication fields>> 15% in Western K;asa' Katanga (Haut-Katanga) Diffusion of planting materials to 15% in Eastern K;asa'i farmers 25% in other provinces Training of technicians and fanners' _ _____- - representatives . __ _ 34 Muliplication and 1) Multiplication of foundation 40% cereals, 60%A, legurninous crops dissemination of improved seeds (NG0) Bandundu seeds (maize, rice, 2) First round multiplication of 15% in Bandundui Bas-Corigo groundnuts, cowpeas and commercial seeds. (ONG) 15% in Bas-Congo Eastem Kasal soybeans) 3) Second round multiplication of 15% in Katanga WAestern Kasal (Lulua) commercial seeds. (technically 15% in Western Kasai Katanga (Haut- Katanga) trained pro(lucer groups). 15% in Eastern Kasa'i 4) Tianing of fanners involved in 25% in other prov,inces seed mu4plicatipon Development of irrigated 1) Rehabilitation of irrigation 40% in Kinshasa Kinshasa (Pool Malebo) rice infrasstructure 45% in Bas-Congo Bas-Corigo (Mbanza-]NgungLa) 2) Provision of small farm 15% in Equateur equipments and seeds 3) Technical and organizational training for producers group s Pilot operations to Experimenitation by NGO, under Bas-Congo, Bandundu, Equateur, Depending on availability of experimeng smalI scale contractual arrangements, of small size Western Kasa'i, Eastern Kasai, N'GOs mrith proven experience processing of agricultural processing equipmnents, e.g. for Katanga, Kinshasa in agricultural processing produce improved artisanal procluction of palm oil __ _ _ _ _ _ _ _ _ i _ _ .__ .__ _ _ _ _ _ _ _ _ ___ ___ Anilmal Production Fish.farming Establishment of 100 groups of fariers 5% in Kinshasa, Kinshasa for the productioni of alevins. l 15% in Bas-Congo Bas-Congo (CaLtaractes) Provision of alevins wilh improved 15% in Bandundui Bandunclu (Kwilu) genelic line 15% in Kasai Oriental Katanga (Haut Katanga) Training of'representatives of'producer 15% in Katanga Eastern Kasa' (Kabinda, groups 35% to be allocated in Years :2 & 3 Tsilenge) Riverfishing 1) Provision of basic inputs to Kinshasa: 2300 fishermen Kinshasa groups of fishermen Bas-C(ongo: 1000 fishermen Bas-Congo 2) Technical and organizatiorkal Equateur: 2000 fishermen Katanga training to groups of fishermen Katanga: 1000 fishermen Improved vilUage poultiy 1) Vaccination against'pest 25% in Bas-Congo Depending on availability of 2) Cross breeding to improve 25% in Bandundii NGOs with proven expertise. productivity 25% Eastern KasaY Presumably, in Bas-Congo, 3) Training of producers (mostly 5% in Kinshasa Bandundu and Kinshasa. women) on basic animal health 20% to be allocated in Year 2&3 -. _____________ __ problems and feed management _ _ 35 Improved small ruminants 1) Training of 4001 producers and 20% in Bas-Congo Bas-Congo, Bandundu production ('goats) 70 veterinary > 20% in Bandundu (Kwilu), Eastern Kasai, 2) Ilrproveinent of the genetic 20% in Eastern Kasai potential of the goat herd 40% to be allocated in Y'ears 2&3 3) Enhancement cf the provision of animnal health services 4) Provisiorn to producer-s of basic __ __~equipement ____ .Rehabilitation of the 1) Provision of equipment for Kinshasa 100% Year I veterinary laboratory of vaccine pro(luctioni Kinshasa 2) Smrall construction works _________- _________________3_ ) Provision of inqputs _ Feasibility studyJor the Katanga, Kasai, Bandundu, Bas- promotion ofsma,ll scale Congo, Kinshasa ,enterprises in agriculture . _.____ _ _ Seed sector study Southern Provinces (savane) Preparation of terms oif refrerence! and bidding documents, implementation of Diagnosis studies _ .___ the study - Cotton sub-sector study Katanga & Kasai-Oriental Preparation of t,erns of reference and bidding documents, implementation of _____________________ __________________________ __ ___ the study . _ Coffee and cocoa sub- Bas-Congo, Banduandu, Equateur, Prepare implementation once sector study Eastern Province, and Western Kasay key production zones f;all un_der gover nntal control Palm-ofl sub-sector study Bas-Congo, Bandiandu, Equateur, Prepare implementation once Eastern Province, and Westerin Kasai key production zones fall under govem_mental control Study of the incentive Kinshbasa + other provinces where Preparation of terms of environmentfor the agro-industries are operating reference and bidding developpment of agro- documents, implementation cf industries the study Forestry sub-sector studies * Fiscal issues - TOR comnpletedl for fiscal Institutional iss'ues study; TOR for institutional stujdy to be completed before effectiveness of'ERRMP. Studies to be lauanched during Year I 36 Table 2: Expected results from subcomponent Sub-component pOn ective [Taret Beneficiaries Rural roads rehabilitation Rehabilitation of a priority network of to About 400,000 ensure smooth transportation of agricubturai nousenoias produce over 5,500 kmn of rural roads and 9 nnn lm nf riv r fnr st lCnt thr Vpe Market information system Improve integration of markets in five 600,000 to 1,000,000 provinces households Multiplication and diffusion of improved cassava Implement a production program of disease 140,000 small planting materials resistant cassava covering 35,000 ha farmers Multiplication and distribution of improved seeds Production of 8,100 t of maize seeds; b5U,000 tarmers Production of 1,600 t of .ce seeds; 10 9AA0 far. |_________________________________________ |Production of 6,800 t of leguminous seeds 50,000 farmers | Re-build production capacity on irrigated rice | Improve water management on 800 hectares 4,000 households of low-lands Fish farming Production and distribution of alevins to 2.300 tish tarmers ensure fish production on 69 ha of ponds, aWfd. an exected o tnof 345 t of fis Support to river fishing Increased daily capture from 3.7 6,800 fishermen kg/fisherman to 6.2 kg. Expected increase in | | ~~~~~~~~~~~~~~fi-sh production estimated at 6,800 tll Improve productivity of traditional poultry Incremental production of 8 million chicken |250,000 households1 via increase of survival rates of chicks from 130% to 60%. _ 11Improvw p.odu%ction VI WIMII ^U111 ru.in:s(ot) Dobin6f*eh.-d s i e Vadi.prv .. ..1. . -II............. et5,0prdcs of technical paramneters for the average animal | Rehabilitation of the Kinshasa laboratory | Increase annual production of vaccine to 4 imillion doses l l 37 APPENDIX 8. Health Subcomponent 38 DRC - EMERGENCY MULTISECTOR REHABILITATIlON AND RECONSTRUCTION PROGRAM (EAMRRP) HEALTH COST SUMMARY (In US$ Million) Obje ctives 0- 2002-2003 2003-2004 2004-2005 IDA Il Establish a New Framemiork for the Hlealth Systeiri 0.2 0.1 0.1 0.1 0,2 ll Provide Essential Health Servlices to at least 50% 141.7 31.9 56.6 53.3 44,3 of the Popullation (Items :[A to HF) II.A. Improve financing of the health care system 1.6 0.6 0.5 0.5 0.3 II.B. Rehabilitate Health Infrastructure 56.1 4.2 27.9 24.0 20.5 II.C. Reinfbrce human resources (trainbg, etc.) 'l.0 1.4 0.8 0.8 2.8 II.D. Improve provision of medkicnes ard other essential inputs 22.9 6.6 7.4 9.0 7.4 I]lE Reinforce the fight against priority diseases 54.5 17.8 18.8 17.8 13.4 of which at least thefollowing in Health Zones: I][F Delivery of health care to vuineralble groijps .6 1.2 1.2 1.2 Base costs 141.9 31.9 56.7 53.4 44.5 Taxes 12.1 2.7 4.8 .4.5 Base costs with taxes _ 154.1 34.7 61.5 57.9 Contiigencies _ 118 2.8 4.9 4.6 44 TOTAL COST O:F HEALTH PROGRAM 165.9 3_7.4 _ 66.4 - 4930 39 Health Subcomponent Monitoring and Evaluation Plan Reliable baseline information for the 55 targeted health zones is not currently available. A baseline for each of the ten health zone clusters, and for the project in general, will be determined during the next two months by completing a baseline Knowledge, Practice and Coverage (KPC) survey. An appropriate baseline survey is currently being implemented by the University of Kinshasa School of Public Health to establish baseline in ten clusters of 60 health zones that are being assisted by the SANRU m project (supported by USAID). It should be relatively easy to use the same questionnaire and sampling methodology establish a baseline for each EMRRP health cluster. In addition, as part of the contract, each development partner (executing agency) will be asked to complete a standn3rd facilitv-based suirvey nf health centers in the targeted health zones. This assessment will provide additional baseline information for the health facility level. Results expected The table below presents the indicators for realization of the health component's objectives. Obiective/Indicator Estimated Target I Put in place an environment that favors development of the health system nasenne Percentage of targeted health zones that meet the minimum national health norms 0 80 % of the targeted ZS that are receiving global support (Appui Global) 0 1100 I % of ZS with a trained water and sanitation coordinator 0 80 10--l%-ofk healt -oe -;,th a fn-to-sg n .utl Ion 125 lq [Provide access to essential health care to at least 50% of the populaton. I l % of population living within access of a functional health center 20 50 %0/ f rfmnt;nna1 health cent.ers, i.e. with 5 co ponets ofPMA inctiona! 30 60 % of households with access to potable water 20 50 %O of nouseholds isiat use imxpregnaieu mnosqUILo nets IV11 Provide the population with arrpvv ta an arreptahle Level of health or arre-s to l I I services %/ of chilflrA A2n -=2ears ixrith. wr%d te oserp waL".niifritirvn 'x,p1 alit for age) 30 20 Percentage of children aged I to 4 with a brachial perimeter less than 12.5 cm. 10.6 rercentage of children aged i to 4 with a brachial perimeter between 12.5 and 13.2 10 13.4 CM. INumber of women who die during pregnancy or childbirth per i00,000 live 1837 1000 rPercentage of fully vaccination children aged 12 to 23 months 129 150 BCECO in collaboration with MOH/DEP and IDA team will monitor the work of the ERRP/health iAEAA_A ^AO -AP- f e "n - ;Acie to asess> +Athe" acomiArl;asl er nt U-4^1s a he-l U ;n T--4rc;e_+ l%WVe1VF11A-,11L Pal MLO klo %AvUIIIb 11 swr9o tv - o sw 9ss.rAsusstvs v -olo. "LULAUsP III progress in achieving project objectives and benchmarks may result in contract termination (details in conrnact). 40 APPENDIX 9. Education Subcomponent DRC - EMERGENCY MULTISECTOR REHABILITATION AND RECONSTRUCTION PROGRAM (EMRRP) EDUCATION COST SUMMARY (In US$ Millions) Items Volume Unit Cost Total Cost l L DA L |Rehabiltation of Primary Schools 1/ 1,500 $31,500 47.3 8.0 . et Bn1- A2AA ! 4 0 ')A$ 2. II Teacher's guides 3/ 68,000 $2j 0.1 Sc.h.ool DpirPPtnr'r Kits Al I I,000 A8!1 0.9 Transport of Text Books 5/ " 5.1 Inr ervince teacher training 6/ 2-25000 351 7 I U Strengthening government supervision | 0.7 0.4 Mcnitonng and evaluation l 1.5 0=4 Support Education sector planning | 0.5 |2 Base costs 88.1 d 99.01 |Taxes 12.3| Race ensts vith taxes o10n.4 Contingencies 6 .2 _L 1.0 TOTAL n106.6 n n Expl-anatfaions &t -assuimfptions I/. It is estimated that, given national capacity, about 1,500 schools could be built over the three years of thie emerenc pr Each shoIols asismed tn hav dvP cerln ms c A Avin fnanc rehabilitatinn of about 400 schools where UNICEF provides teacher training, text books, and other educational materials. 21. Th.is assumes that one- French hbk and one m_th book wiDl be -,--.ured for 90 rpercent of the nr-tion's 4,740,000 students attending officially recognized schools. UNICEF estimates that the two books for each grade would cost: first vear IS$5.16- second vear IS$I 5.72 thiri vear IUS$I.72 fou rth vear IUS7.21, fifth year US$7.47, sixth year US$7.88. 3/. Assuming six teachers per school 4/. UNICEF estinates. 5/. Based on the estimate that transportation will amount to 20 percent of the cost of textbooks (US$2.00 per kilo) 6/. Assuming two training sessions per teacher per year, or 40,000 sessions for 20,000 teachers. The unit costs of each traiing session are UNICEF estimates. A41 APPENDKI 10. C -uMiUuLLY DeCVCeUopmCnL S-ucompoUUent Types of Community Projects and Eligibility Criteria For Financing by the EMRRP Types of Community Projects The following types ofprojects are eligibleforfinancing: * Construction or rehabilitation of village or country wells * Tapping of springs * Connriictinn of small dams and giravity systsnq * Construction of systems to collect rain water UrT g_L+~A 1 ALL -lA Illi 1 -L * Equipment for water distribution (public drinking fountains, manual pumps, troughs, etc.) * Connection to tne system EGiiuESO * Construction of latrines or public toilets * Refuse collection, installation of garbage containers * Construction or rehabilitation of drainage systems for naturally flowing water and for dirty water * Cleaning of covered and open sewers, drainage ditches, canals and rivers * Construction of collection and outlet systems * Rehabilitation of health centers *Re.habilitationn or expan.sions of pri,ma ry o.r secondary schools, including wvorksh.2ops for professional training * Housing for teachers and medical personnel, if necessary and feasible * Construction of dormitories for secondary schools * Equipment such as solar panels, refrigerators, electrical installations, and medical kits * Basic educational furniture (benches, school desks, blackboards, closets, etc.) * Learning and teaching materials such as audio tapes, video-tapes, text books and teachers' manuals * Audiovisual and computing equipment, as well as small tools (for instance for use in school gardens) * Machines and equipment for professional education workshops * Laboratory equipment for secondary and professional schools n -s..Spi-xArp i trAinncr ,oftpea,phpc! * Information, education, and communication in schools bearing on hygiene, potable water, civics, InV II UUhIIIIIl41 p1 ULGGLUII, biIIUU1 III1fiIIILV1m1L, etc. * Adult literacy programs * Rehabilitation or construction of training centers, with furniture and equipment * Libraries with the initial stock of books and * Training of associations (such as parents' committees) to assure the realization, operation, and maintenance of projects. * Training of beneficiary associations, health committees, etc. to assure the realization, operation, and maintenance of health infrastructure. * In-service training * 'n,nrnit..hlit-avpd 2Ptiu1ltPcs fnr the pn,itrnl ofA disease suv as II. 1T'r 1. rS, al, +.1,.1,.,osis, sleeping sickness, river blindness, etc * uppior Lactl ViL;es IVI va%A%.uativn car.paigr.s * Information, education, and communication on hygiene, family planning, reproductive health of adolescents, etc. and 42 * Nutrition education, nutritional rehabilitation, including gardening and small livestock activities to rnnmhat malnutrition. * Information, education, and communication on the protection of springs (by planting, clearing brush, LeL.) t.o asuiL Ushe qualljL VI WULUI, IIygivlII, eLt. * Information, education, and communication for the management of an association of water users, maintenance of water faciiities,.etc. * Training programs for water management coommittees and training of technical personnel and of consultants and technicians qualified to maintain water systems. * Construction and rehabilitation of communal markets and slaughterhouses. * Training of the associations responsible for the management and maintenance of communal markets and slaughterhouses. * Rehabilitation and repair of roads, and especially of key points in order to open passage, for even part of the year, and leaving open the possibility of several financial grants for the same road * Construction of small bridges * rnnsriiintinin nfrpaths an.A hririae. fo%r rp%dpftr,n,>n * Rehabilitation or construction of piers, wharfs, etc. for small maritime or river ports, and of ferries W1+UtUU.ll1otVL0 ir. zones; LLJLaL alre oly 4accessile1. by wa.erI * Training of road users' associations for the management and maintenance of infrastructure, including toil coiiecnon * Information, education and communication campaigns on preservation and maintenance of the road and on protection measures such as rain barriers, as well as measures to protect drainage basins * Training of the staff of local technical services responsible for maintenance, including 'cantonniers.' * Stabilization of soil and of drainage routes and anti-erosion measures, especially in urban areas (community mobilization, management of flowing water, construction or rehabilitation of water drainage works, and planting cover), with the permission and cooperation of the "Office des Voiries et des Drainages (OVD)" and * Reforestation. * Construction or rehabilitation of small networks for rural electrification at the level of a village, either with independent production of electricity (thermal, hydraulic, solar, or some other alternative source) or rrinen-t rnn to nn Pyietini1 ne-.twnrk far nrnvivinn nfoelpftrinit, to pubhlic, hiriltiitcre ([hlt nPrinru§1l connections are not eligible), which can include: - AJ11IQOLL~VLLUL, VJL %JUIjJA1i.i 1L1Ii ~ V. LIAV FJAWJUU'.%J I V1I LU '.i1 Ij * Infrastructure and equipment related to the transmission and distribution of energy by an authorized conntuuon w un uxisuing nietwuIrK * Extension of an existing network * rraining in the management and maintenance of installation, including the formation of an electricity users association and * Information, education, and communication campaigns to save energy (use of improved stoves, etc.). Thefollowing activities are not eligibleforfinancing: Individual connections to the water distribution system Installation of motorized or electrical water pumps. Eligibilitv Criteria Community proiects are eligible for financing if they meet the followino criteria: a Thp nhipptuvp nf thb wnjnppt ic tn imrnrnvi- liviino ernnAif4%,tn A a ljpAi nf tluA rnmrni,iimt * The community prepares or participates actively in preparation of the proposal for financing. 43 * The community has people with necessary skills and interest to successfully undertake the project. * An organization capable of operating and maintaining the project already exists and functions. The organization must be abie to mobiiize and manage resources to cover its snare oi t'ne costs oi operating and maintaining the infrastructure and services (a management committee, user association, health committee, or parent-teacher association could all play tnis role). * The project is technically and socially viable so that the benefits of the project broadly justify the costs of capital and operations. * The use of local labor and materials is emphasized. * The project will be a preferred investment if it is part of a group of planned interventions in a geographic zone. The following types of projects are not eligible for financing under the program: 1. Projects for which communities (or the sup,norting not-for-nrofit-organization or the local technical service) cannot conduct the necessary technical studies or assure the maintenance or oneration of the nrniectr 2. Projects which do not fit within national, regional, or development policies governing the sector. 3. Prnioet thnt nre lilkplv to sionifianntIv da:mnaoe the envirnnment The &'iD P wi1 not finance t-he purchase of land or buildings, ar.d of vehicles . M,oreover rec.,.-c ent costs of operating the project are not eligible for financing. Communities (or the supporting not-for- p. rofirganiza.fin or initiator r.ust be aule LU hQIIWVUUeA fur.ds fOr .ecw-.tent costs. E1,lll Ub kbUW1l iau LhUL-LIU-pJiUlht-U1lgllLLVilbU) UliaL aLLlIpaUc;U LU 11 alul VLiivL P1Ujr.U liU1allivU uy Lic, IIULbt Fund, IDA Grant, or EMRRP are not eligible to participate in future projects if the beneficiaries of an earlier project fail to meet uicir corinuirments ior ine rcaiization, rnanagement, unu maintenance oi tne project. 44 APPENDIX 11. Detailed Procurement Arrangements 1. P.rocure.,et of - -or,A, goods And se.;c - Ad DDD -.l11 foo World Bank P.r.ment Guidelines, keeping into account the three most important features of the Program: its large size (US$ 454 m1.llon of -fn cig;ts chaatro rmdayQdugny(ny eu ml.,el,to E1i1C) IuIiu ul -r-L-II1Iua,JIIIrJ, IL~ .Ia14a%,LVI VL 1ICiuiiuaC~y alu LuL UICy1L kyiiiy .J yala I IIJJI-LdLLdL VUI ILEL and the need for an all-inclusive, unquestionable transparency of operation and implementation. 2. Procurement methods to be used under EMRRP will be basically similar to those adopted under the Emergency Early Recovery (EERP) IDA Grant in order to preserve uniformity of approacn. National Regulations cannot be used under the Program since recent the Country Procurement Assessment Review (CPAK) - carried out in May 200i - has reveaied that they are unacceptable for use under World Bank (IDA) financed projects. A formal CPAR, including proposals for the reform of present public procurement legislation, may be undertaken in 2002-2003. Table 1 below gives a summary of the assessment in the case of Subprogram A and B. Institutional (Organizational) setupfor project implementation 3. Several options have been considered, based on the basic implementation principles of: (i) achieving fast disbursement under an "emergency" program; (ii) reaching multi-sectoral objectives and (iii) maintaining absolute transparency throughout. Of these, the solution (agreed on by the Govemment) which better seems to satisfy these principles while assuring gradual capacity building and transfer of responsibility to RDC institutions and technical counterparts, is as follows: 4. A Project Manazement and Implementation Firm WPMIT), of proven intemational experience, will manage the procurement and implementation activities of the Subprogram A (Rehabilitation and Reconstruction of critical infrastructure) of EMRRP_ financed by IDA which will include the Transport, Roads, Electricity, Water supply and Urban / Sanitation components. The PMIF will count on the ncictannrp nfofpeiali7pri Terh4nwinl Cnilnternnr-t Ageypn-^iec (TCA ') ui,nh as ONATR A OT°R ,NFT. REGIDESO, OVD and PNA. The PMIF will have full responsibility of preparing tenders, carrying out evaluations and assure contractual supervrision of the ikplementation acP;iA es under h.e Subprogram on behalf of the Borrower, in accordance to World Bank procurement, financial management and disOureUOIL,1r.tL Guide; . Contractual arI.ger..erA.t fLo A Y- will include:(i). basic ret..nunetion Flus -a incremental success fee related to full accomplishment of the procurement activities under the OULpUpIV6UI1, kii) a c.uVw.tiuatI UU1IaLIUII LU a jAV-knualI1cu uobLi LioI t1 aiII1o LU tInUnIate4LU focal pUo.r1t Ian. technical staff located in each of the TCAs (a Memorandum of Understanding to be signed between PMIF and each of 'he mnajor TCAs -w-illl cver al these aspets); and (iii) contracLual comitILment of maintainLing high ethical standards and transparency throughout the process. 5. The "Bureau Central de Coordination" (BCECO) will manage the procurement and implementation activities under the Subprogram B (Agriculture and Sociai sectors) ot EMK" financed by IDA which will include the Agriculture, Health, Education, Community Development and Social Protection components. in order to manage E:MRRp in addition to the activities under the ERRP IDA Grant, BCECO will have to reinforce its present structure. In particular, an international staff will be recruited as "Directeur General Adjoint en charge des Operations" and will become member of the BCECO "Comite de Pilotage". Moreover, BCECO will have to add to its present structure one experienced international procurement adviser and two national procurement officers. BCECO will have the responsibility: (i) of assuring steady progress of the procurement activities in accordance to an implementation schedule reviewed and approved by the World Bank; (ii) to make sure that the transfer of skills component included in the contracts of each international adviser, be fully implemented; and (iii) that an high ethical standard and transparency be maintained throughout the process. In case BCECO would not be able to satisfy these renuirementsa nart of these responsihilities will he tranmfe.ed to PMT, if this one is implementing Subprogram A successfully or an experienced consulting firm to be recruited. 6. Both PMIF and BCECO will be monitored and technically assisted by high level international Procurement a.d Financial Management advisers, to the Muinist-, of Finance The ad,Asers .,.ho will be selected through advertisement on specialized international magazines, will function as technical liaison WILII L1th MiVisItuy oi Ainar.ce aIIU assure interr.ai L u te,Li%. rvi w Uof UUL.e UiIIG1L4UV11 andU ppuoisal Vi contract awards handled by the two implementing agencies prior to signature by the Minister of Finance - I- -- - - " IATnX _ i 1L.. rrIn , r %_ ------. /' 1 -- --… - r~-i-'r -' ,. i - (in uhe case of riviir) aIIU by BCECO%AJ iJIIDLUI UUriL Geerl ulI the 01 oBEOJ). Vi-vn Lth cnaracter of urgency of the emergency program, MOF will make a commitment that request for no objection made to the World Bank by tie implementing entities triv(r and BCECO) be signed and forwarded to the Worid Bank within a deadline of 3 working days after approval by the Advisers. 7. Given the fast track nature of the project, any delay in the steady flow of implementation will represent a risk of cancellation of the funds envisaged under fhe Project. Planning and expertise are therefore of paramount importance for the program. Both PMF and BCECO will submit to MOF a Monthly Report which will describe he work program already executed and the (updated) scheduled activities for the remaining of the year. The reports will constitute the basis for discussions with World Bank supervision missions and the periodic meetings with the Inter-Ministerial Steering Committee. TABLE 1 Technical Capacity Assessment (as per May 2001 CPAR) Implementing Agencies and TCAs ~~~anac 4~~~~~~~~Iaft~~~~~ENigge "' paci& 1R 1 -'' '1'"''' ____________________________ Impeen ATCAc I B I 1: - l ( I TUA I B Ik4 [:11 1 1 |TCA | 1 c ~ TCA | B (*) = Expected Technical Capacity A = Fligh Level Technical Capacity B = Adequate Technical Capacity, to be supported by ad-hoc TA C =Insufficient Technical Capacity to be supported throughout by TA D = Inadequate Technical Capacity. Needs re-building through transfer of skills PMF = Program Management Firm TCA = Technical Counterpart Agency 46 Procuirement Cnordinntion with Donorr 8. The Program has agreat potential for procuirement coordinatfion betw een the World Bank and other financing agencies (FAs) / bi-lateral donors. In order for a meaningful partnership to be created, Participati.ng Parfners (PPs) howu,,evr m,ust sigm a Tn,ii, p,1l aree.ent to share: * a comIJIIImon work& pIrogram andU sChUedufling of poUeUUmt;LIl aLcIViLIeb, * a common set of standard bid documents, RFP and contracts, * common procurement methods and monetary thresholds for the same, * common prior review threshold for prior review and modalities of the same, * to have a third party procurement audit at regular intervals (e.g. every 6 months) and * a common approach for communications to and fro the Client and program supervision. . 9. Moreover, is imperative that one or more of the PPs (including IDA) would take the lead in assisting the Government to establish an experienced implementation unit(s) (as for previous paragraphs on institutional arrangements) which will act as the Government counterpart. Prospects and arrangements for donors coordination will be further advanced and discussed with prospective Partners at appraisal stage. Subprogram A (Rehabilitation and Reconstruction of critical infrastructure) A/1 Procurement of works 10. Procurement under this sub-component will cover a vast array of relatively large rehabilitation and reconstruIction works. forroads anndS -Ae +anbsJ. related P-a4--re -u-c as potsL, airports, rails and navigable rivers in addition to the rehabilitation of power stations, electrical distribution lines to Kinshasa, MIat4Ui , key p1UOvinces such as Bas-Congo anu Kauti.ga, III aUUitioII LU IreaiduIliLatiun woVl-b VI a larg network of water, drainage and sewerage mains. International Competitive Bidding (ICB), preceded by _-r__.- - __ _- . _.___J. _-_ or n ArA - - --- 1- _. ___ __ __ *11 _____ ---- _1____ pre-qualification lor cIontracts estimateU to cost 3 IV,UUUUUU equivalent or more, will or useu ior tnw large contracts of rehabilitation of the main route Matadi-Kinshasa and parts of the strategic axe Kinshasa- Kananga-Lumumbashi. Once the interest of international contractors wiil be established through timely general and specific notices (GPNs and SPNs) in Development Business, and international / national newspapers of wide circulation, and pre-qualification made, simplified forms of procurement such as Limited International Bidding (LIB) for works estimated to cost less than $2,500,000 equivalent per contract, will be used for the remaining sections up to an aggregate amount of US$26 million. World Bank standard bid documents, contracts and evaluation forms will be used throughout. Similar procedures but at national level will be followed for the award of smaller contracts below the threshold of US$500,000 for which national and foreign contractors based in RDC and neighboring countries may be interested to bid. Advertising will be limited to national newspapers of wide circulation. National competitive bidding (NCB) cannot be used with regularity since national regulations are restrictive and obsolete. Simplified, possibly standardized, bid documents and contracts, reviewed and approved by the World Bank, will be used for some of the construction and rehabilitation works up to an aggregate amount of US$13 million. Smaller works of repetitive nature, with well defined technical specifications, for works estimated to cost less than $100,000 equivalent per contract will be awarded on the basis of "Quotations" around a fixed budget estimate. Works which are required to either respond to the urgency and costing US$17.5 million or less in the aggregate (for Subprograms A and B), and works which should be procured as an extension of an existing contract, may, with the Association's prior agreement, be procuired in accordance with the provisions of narauraph 3=7 of the Guidelines. A/X Pro,riramant nf onnule '47 I l. Goods and equipment to be purchased from abroad will be packaged into large contracts for each ,ector and advertised as GPNs on Develonment Business at the early stages of the nroiect- Most of the imported goods (about 75% of IDA financing for sub-component A) will be procured through ICB nr e'iirpmplnt mtetihd nrpredpedl hr np..e-,lifirntinn fnr nrn,terrtc ,timn.trld tin not ¢ 10 ON0 A O Ann i.iv2lplnt or more, SIB may also be used for contracts below the threshold of US$500,000 and up to an aggregate ann.o nt ToV.US7 -rllio - - - t lesc t+l. 1A0%A of the t+-ta! lTA fi n fow cr, Ig nAer- fh.e Subprogram A, whenever it has been established that the contract can be tendered only by a limited uIImUe of supplie.r such aa Ifi sJJarLe par ardLIU speciaizLJU1JJdIIe.p.L. TIl Vlew of sihe emrr...-gency stahus of the program, faster methods of procurement will be used for small contracts of goods such as purchases of -urgently needed goods such as vehicles and office equipmLent. belowvv tUhe mone'ary tuhuesholds of US$100,000. Methods will include the use of the International Agency Procurement Services Office (iAPSO) and "Shopping" both intemational (iS) or national (NS) and up to an aggregate amount of US$10 million. "Direct contracting" (sole source) will be used in exceptional cases such as extension of existing contract, standardization, proprietary items, spare parts for existing equipment and exceptionai circumstances such as urgent repairs and emergency situations. In addition, the method may be included into the manual of procedures for use of NGOs under service contracts. Sole source is subject to Bank prior review in accordance to section 3.7 of the Guidelines A/3 Consulting Services 12. Consulting services under Subprogram A will be used for a large variety of assignments to assure high quality TA for the managing and supervision of the program, but also to build the technical capacity of staff from various implementing agencies. In addition, consulting services will be used for priority studies such as those for the roads and transport sectors (national strategy and its implementation), energy (sector strategy) and water (sector strategy; studies on institutional organization; role of the private sector etc.), etc. Consulting services under the sub-component A will include studies for sector-wide and institutional reforms, and preparation of future programs of investment. Consultants will be recruited through the selection methods stated in the Bank's guidelines: "Selection an d employment of Consultants hv World Bank Borrowers " In general. large and/or comnlex assignments will be advertised in Development Business at an early stage of project implementation (or even at appraisal, when necessary) in nrder for t'he im,lementinor agency to collect requests of intprested hv mnmiltinor firms 2nd in:divid,l,2 Studies and assignments above the threshold of US$100,000 will be awarded on the basis of the Quality and C(ost Selection ('QCB) mf.teln TTcUs ofthe lrn"l Repninest feor Proposalc (WPIP wlr;!l lbe rn,m,,Q"ate- for these contracts. The RFP includes standard letters of invitation (LOI), instructions to bidders and cor.tracts fo large -Al-r co r.ple asirr.r,t.epe"-iv asigr..ents such as +Uhose for -Aud4fi_ onLuacl,LO AAJU V AnW ..m ~AIIjJ ...5r anu . lj%^ "00AU V-flfllf.--lL o .'jl a .w UflOt J %An ulLALL. services and some construction supervision contracts may be awarded on the basis of a "Fixed Budget" VIJJ, selec.Llon r,iethLod, subject LU 1J4.K a4-J9JAUVal . r%00161U1,11L0 Ublow U;, r,onIILar; tL,,,s,oldU of US$100,000 and all contracts for Individual Consultants will be awarded on the basis of the "ualif cantons (Cv selection metnous. Contracts ior srmni assignients andu miiviuuai consuitanis are simple and may be based on the model "small assignments" contracts attached to the Standard RFP. Table 2 below summarizes the procurement arrangements for the Subprogram A. Table 2 48 Program and Project Costs by Procurement Arrangements 1. Works 212 26 13 9 588 848 (180). (22) (11) (7) (220) 1 12. Goods | 64 1 7 | 0 1 10 1 259 1 340 I 1 (54) (6) (0) 1 '(8) 1 - 1 (69) 3. Services f1- | 57 1 72 1 129 I -- (48) 1 - 1 (48) IA I I T I I A I _ I a I F.t 61 (3) 1 3) 15. Service Contracts llll 6. Operating.costs [Total | 276 |33 |131 |79 | 924 | 1,326 I I (234A (2R' 1 (118 I (67 - 1 (340) * Other methods of procurement include: International and National shopping; Direct Contracting ki-4ULUI1 iIIIU 1IL ,en,U pU.Ai11~L 11011 UL'4 --s eLL QuotaUioIL C01-ninunitLUy E 4LLtiliJjJ40-1U; la'---i: an' rin,er,auna'U--1-); prcuel,t uOl vNagerLcies Pric Qu'ago IL;-lul= Pilly.l Consultants' Qualfications; Single Source Selection; Individual Consultants. (Figures in parenthesis are the respective amounts fmanced by IDA credit) Subprogram B (Agriculture, social services and community development) 13. Most of the procurement activities under the Subprogram B will be directed towards the poorest sections of society at both rural and urbane level. Procurement will be based therefore on simple and speedy methods which will result of immediate use by the intended recipients. B/lProcurement of works 14. Under the Subprogram B of EMRRP, ICB procurement method will be seldom, if ever used since the rehabilitation contracts envisaged under the agriculture and social sectors comnonents are not larLe enough to attract foreign contractors. Similarly National Competitive Bidding (NCB) may be used onnne1inmili for rommn rph2hilitatinn work'c irnder the he-1th and ednr-atinn cnmnnnent, keepingr into account that local regulations are unsuitable for use.. In the few cases that NCB will be used, contracts will be advertised on at leact two/ newspapers nf large l irclctin fin the cnintry a nn on nffirinl hiblbletins. Newly drafted bid documents will be used consistent with IDA procurement Guidelines. In particular, anly qualifiedA na-t ioa (-an JInternlational NJ cor,tractor w-ill be allowved '.o p-rticipa.*e; q--l;fic-to- crtei. al ua,ill u LiL%.,. au ,tt.att,a kaLUltI.L . Vn J. nv.. . - W pdLtfj.f-. Laikca1t ..... ... enaR will be clearly stated in the bid documents; bid opening will be done in public and evaluation of offers Will Ue reviewed Uy L1,,B inLeJ11iLiVI1al WiAlbU1LaIlL. %,-UaCtS Will -1dVe Lu Ube SiVI1'U WItLIIL LW%U weeks from the completion of negotiations with the firm. No price negotiations will be allowed with the *~ ,~' ' 1X~1 - - ---- 1 -- TSC10 ~ C lowest evaluated bidder. works wnicn are required to either responu Lo tht urgency and costlng USI1., million or less in the aggregate (for Subprograms A and B), and works which should be procured as an extension of an existing contract, may, with the Association's prior agreement, be procured in accordance with the provisions of paragraph 3.7 of the Guidelines. 15 Given the small size of the contracts, simpler methods than NBC may be used for "small works" below the monetary threshold of US$100,000 up to an aggregate amount of US$1 million. These will include very numerous though small rehabilitation of rural roads, reconstruction of primary schools and A4f ,+Dr health posts and floods and erosion protection remedies in Kinshasa. These contracts may be awarded eitner on tne basis of (i) "quotations" based on a fixed-budget estimate or (ii) by using tne services of specialized NGOs and (iii) tough "Community Participation " methods (*). Opportunities offered to NGOs for participation to the Program wii be advertised on nationai papers and a short-iisting of NGOs made for each contract. In specific cases, where previous, satisfactory experience exist, contracts may be awarded under Direct Contracting (sole source) to an experienced NGO or other non-profit organization. The procurement procedures to be used by NGOs under community participation methods will be described in simplified manuals of implementation and subject to prior review by the Bank. (*) Larger "service contracts " to NGOs above this limit are described in section below. B/2 Procurement of goods 16. Financing of goods and equipment under the agriculture and social sectors Subprogram allow for an upgrading of primary schools, health posts and ministries offices, but also purchase of spare parts and pipes for the re-establishment of water, sewerage and drainage system. Finally, under the health sector component, financing will allow for importing badly needed supplies of medical products, condoms and preventive drugs against the spread of HIV/AIDS and infectious diseases such as trypanosomyasis, tuberculosis. cholera and tvDhoid fevers. As for the other Subnroaramn EMRRP will have the important function of (i) building the technical capacity of staff from the Health and Education ministries and (ii) undertaking of zthidieq in the field nf Agricuilhire (e co rnmmerisli7zationn Health (refnrm of health legislation and regulations; improvement of access to health facilities etc.) and Education (sector strategy; reform of th.e educatiton systenm etc .). Procuiremlint r..ethods ii ill iinc-lude the use of CB r mostly for ir.port of large packages of drugs and medical equipment, and LIB for more restricted imports of packages below- the -hreshold of US$500,000 wen or.y a lim.ited nber of suppliers is available e.c product up to an aggregate amount of US$4 million. NCB may be used occasionally for contracts of locally L,-jUlIa%.LuLu gooUd UelovW UIC uniuiviuuai L4JlluacLt value UL US$100,0eV V up .o 1 L ar,agrega. amount of US$1 million. As for Subprogram A, "shopping" both at national (NS) and intemational (IS) level, mi-ay be used fur Contracts belo-w- US$100,000 in order Lo expeuite -he prucurement anu ihe delivery of needed supplies, drugs and tools to the poorest and more vulnerable section of the society. Direct contracting (sole source) will be used only for contracts pre-approved by the Bank and stated in the IDA credit agreement and/or other emergency or justified reasons consistent with section 3.7 of the Bank Guidelines. (See aiso service contracts for special cases under N-s) B/3 Consulting Services 17 Consulting services under Subprogram B, are similar to those envisaged under the Rehabilitation and Reconstruction of critical infrastructure Subprogram and envisage both qualified TA to BCECO and the relevant Ministries of agriculture, education and health and the execution of sector studies and reforms. Most of the large contracts to be carried out by consulting finms will be awarded through the quality and cost based selection (QCBS) method. Assignments of a repetitive nature and well established cost estimate as those for auditing services and construction works supervision may be awarded on the basis of 'fixed budget". Most of the consulting assignments under this Subprogram are likely to be small (below an US$100.000 individual contract) and will be awarded on the basis of the relevant experience and qualifications of the firms (Qualifications method) and NGOs. Similarly, all contracts for individual consultants will be awarded through a comnarison of the relevant exnerience and qualificatione submnitted by suitable candidates. B/4 Service Contracts 18. Service contracts (which may include a combination of services for works and goods) will have znri -.de - *ill be zdvsedA orn zt least nationalpape 50 distribution and a shortlist made of experienced NGOs based on their geographical distribution, area of rnfpopinli7nt1Afl 1nrii AvP-r2ll ennnnitu An nc,cm-n nfV TC)e pi-nn,i-it, tiri1l hp- pn-rr~~, nut hpfnr,- thp vtnr-t special7>t^n nd verll apait;. ,n, ssesr.entof-GOs capacit, -i!! be c.dout before the start of the Program . NGOs will be required to furnish detailed information on their methodology, area(s) of QflaPiOli.7Otlflfl C+Of; fior.ar.cim ar.d techr.licalx ..;s A .u.mber of contacts ur.der te Social Protection component are expected to have high social impact on the more vulnerable sectors, and will be awa.-u ueu a sole so uasis. 111% ariiiultL sh1 cnrt I sULo ID usually lowerult uiLaUL ULp$500,000 eachi for each financial year, though for some of the contracts higher amounts contracts may be expected, and will be pre-v-iously approved byi the Bank ad whenever possibl, stated i the DCA.. Areas of e-xpertise may include the fight against HIV/AIDS such as treatment of sexually-transmitted diseases, dissemination of prevention metnods, transfusion security and iniiiaiives to assist sociaiiy cisadvantaged persons such as street children, orphans and widows due to war and handicapped soldiers. The Bank will review and, where necessary modify, the procedures to be used by each of the non profit organizations and NGus to avoid conflict with Bank Procurement Guidelines. Table 3 below summarizes the procurement arrangements for the Subprogram B. Table 3 Program and Project Costs by Procurement Arrangements 1. Works 316 182 203 2. Goods 5 4 1 11 1 T 72 X 83 I _____________ _I__ (4) 1 (3) 1 (1) 1 (1) 19- I0) 3. Services - -14 4 23 | 37 I __-_ _ (-) 1 -__ (12) - 1 (12) 14. Trainingi 8 1 1 9 I I~~~~ (6) (6) 5. Service Co"cte = = = 6~~~~~~~~~A7 15 8 - | - | - | (6~~7) 1 67) 6. Operating costsI II1 2 lI 2l Total I8 j5 (2 1 08 I 293 415 (7) 4) 1 1 (102) - (114) * Other methods of procurement inchlde: International and National shopping; Direct Contracting (National and International): procurement from UN agencies; Price Quotation; Communitv Participation: Consultants' Qualifcations; Single Source Selection; Individual Consulants. Modalities of review by IDA 19. The procurement schedule for the first 6 months of the Project and the manual of implementation ior use of thle inmplenenting agencies will be subject to prior review, as ior Procurement Guidelines Appendix 1, and will be considered a condition for Program effectiveness. All contracts where pre- qualification is used and contracts for works and goods to be awarded on tne basis of iCB, LiB, direct contracting and works contracts will be reviewed by the Bank and approved, where possible, even before program effectiveness. Prior review will be used for all GPNs in Development Business and standard bid documents.. All terms of reference (TORs) for consulting assignments and all contracts above the monetary threshold of US$ 100,000 (for consulting furms) and US$50,000 (for individual consultants) will be also subject to prior review. All other contracts, and in particular the "service contracts" will be subject 51 to periodic post-review by Bank supervision missions and/or independent auditors on a random sample of i:4 mne implermenting agncriies will ulllish LU UIW; ]DUHk, pIuIIIpLy 4L1.1 sizing1r allu FprVI Lor . t he iveAy to the Bank of the first application for withdrawal of funds from the credit account in respect of such contracts, one conformed copy of sucn a contract, together v-with the bid e-valuat1ion and any other information as the Bank may reasonably request. Table 4 below summarizes the procurement arrangements for the program. Table 4 Emergency Mukisector Rehabitation and Reconstruction Program Program and Project Costs by Procurement Arrangements 11. Works 215 27 | 14 25 770 1,051 (182) (23) (12) (21) (238) 12. Goods 69 11 1 1H 331 4 423 I ~~~~~~~(59) (9) (1) (9) - (78) 13. Services 7 K-- 1 95 166 1~~ ~~~~~ - - - 1 (60) - (60) 4 = I 4IA 12 1! 1 _ . _ . . I - I - I - I (~~~~10) 1 10) 5- 6ervice tontracts 4L - I - I -I 67 i - | - | - | (~67) - (67) 6. Operating costs ( : 1 : 1 :2 - 2 Total 284 j 37 15 1 187 1,218 1,741 (241) (32) (13) (169) - (454) Other methods of procurement inchlde: Intemnational and National shopping; Direct Contracting kaUUHa anu auualJ, ynocer.e.nt --- -J ageis; Pr-e Quo'a.n; Cv s.,.Jnnfl..8J.nLioS Consultants' Qualfications; Single Source Selection; Individual Consultants. (Figures in parenthesis are Ute respective amounts fnanced by iDA credit) 52 Talble 5 Emergency Multisector Rehabilitation and Reconstruction Program Details for Other Procurement Methods In US$ million equivalenl 1 Woiks 25.0 17.5 7.' (21.2) (14.8 (6.-4) 2. Goods 11.0 7.7 2.2 1.1 _ ___ __(9.3) (6.5( 1.4 --9) _ 3I Senrices 71.1 49.8 14.2 7.1 (60.4) -42 3) (12.I) (6.0) 4. Training 11.5 8.1 2.3 1.2 _-_ (9.8) 6_ -_ _ __8) - -2.- -(1.0) 5.. Sentice Contracts 66.8 51.4 15.4 _- -_J~(66.J_ (51.4) _ 15.4)_ 6., Operating costs 1.5 0.8 0.8 __--_ _ (1-3) (06 El _ _ _ _ (0.6) ____._--_ Total 187.0 77.4 15.4 2.2 7.5 1.9 57.9 16.5 8.3 ____ (168.7) (73.4.) (15.4) (1.9) (6.4) (1.6)_ (49.1) (14.0) (7.0) (Figures in parenthesis are the respective amounts financed by I]DA credit) * 110% for fimis and 100%/o for individuals 53 APPENDIX 12. Procurement Assessment Preliminary Procurement Capacity Assessment (May 2001) I ASSESSMENT I POOR FAIR SUFFICIENT (a) LEGISLATION I I I (i) Laws & Regulations X Law 69-054 apply. Law needs to be updated and probably substituted. Does not (ii) NCB Procedures I | X | Competitive NCB procedures would be accentable; but seldom _ _ _ _ _ _ _ I _ _ I _ _ _ I _ _ _ | used. (iii) Internal codes and manuals | X (All X (SNEL,OR, | Not used, A manual .M nist-ri) thrW;1! e rpae Io Parastatals) the Emergency programs (b) PROC'uREvNT CYCLE _____ oeo h | MANAGEMEENT. |(i) General handfing | X | X (Parastatals) || Only some of the parastatais have professional handling I I _ _ _ l of procurement. I (ii) Procurement planning X X (Parast.) Planning almost non- existent, apart of SNEL and OR (iii) Preparation of documents I X | Bid documents II I ~~~~~~~~~contain no vaflid I I I I | evaluation criteria | (iv) Management of process X | X (Parastatals) X (OR) | Insufficient and often chanffe parficularly at l | ~~~~contract signing. (v) Bid evaluation X Bid evaluation based , I , , on inadequate 54 I _ _ 1 evaluation criteria (vi) Contract award X Contracts are awarded without waiting for MOF Pnnfirirmt-inn (,) Prepara.tion and - n ing of contracts VV Xt ,-+-..U A. a b (VUi) %UULI C acL m 2anget:IUVL X X arastau, Low stand1ar u j l particularly for L a _ t 1 rl~~~~~~~~~auonai souilracis.. (c) ORGANiLZATION ANDi FUNCTIONS (i) Organization of unit and functions X On paper, there are well defined groups. Not so however for implementation. (ii) Internal manuals and instructions X X (Parastatals) Usually not available I l | | and seldom used. Ad) SUPPORT & CONTROL; SYSTEMS 1 1 1 1 i) Auditing X Not reliable ,'ii) Legal assistance X X (Parastatals) Available mostly for _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ large contracts ,iii) Technical and administrative X | Scarce in case of a zontrolc l a Isrge number of -_ I l l I _____w I contracts liv) Code of ethics X f _ | Not existing 'v) Anti-corruption initiatives X None in practice e) RECORD KEEPING r I I i\Publicnotices T X X 1 1 Seldom done and even more seldom kept in I _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __I_ _ _ _ _ _ _ _ _ I I__ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __f_e ii) Bidding documents | X X X (Parastatals) 1 1 Most of the bid (Ministrikes) | documents incorporate weak | | I_qualification criteria. iii) Bid opening information ] f X | | Seldom kept in _ _ _ _ _ _ _ _ _ _ _ _ [ _ _ _ _ __ [ c archive. (iv) Bid evaluation reports X I I If done, difficult to (v) rormai appeais and outcomes X Very few written _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ records. (vi) Signed contract documents _ X Often available. (vii) Claims and dispute resolution | X f Very few records records 4 I I- (vii) Comprehensive disbursement data 4 X _ j As above |(f) STAFFING 4 j I As above Management X laX | Xr| Acceptable I I_I___(Parastatals)__ I Administrative X t X Acceptable, but lack I (Parastatals) recent experience Technical X X Acceptable, but lack Ptrarctat5uel raPeon* ovnarbine's I A (2UrENW1 Al D1DnDPe!Tv1DrM%T I T § |ENVIRONMIENT I (i) Promoting a culture of accountability X | This is not the case in I _ _ _ _ _I_ I I I n i L (R) Reputation of procurement corps X Barely sufiicient I ) .4 I (iii) Salary structure ' X _ Low and inadequate (iv) Freedom from political interference I X I Political interference is common t (v) Existence of experienced and capable [ X 1 | Most lack in recent staff experience and I I I | | modern technology (vi) Clear written standards and X X (Parastatalsl Directives are |deliegation of authority I I - confusing and contradictnrv. I (il SRmnsi hibudwt/Ifinaneial syctems I X I V I Yrywf fAw cnntrn ----- -.1AT E-t olsR SESN 56 (i) General efficiency and predictability | x 1 1 J Very unreliable t1 1 4 1 I performers 11 (uj Ti-ransparency x very low in order to survive (iii) Quality of contract mgmt. X Inadequate (iv) General reputation Generally low PRIOR REVIEW THRESHOLDS PROPOSED RISK ASSESSMENT Goods US$ (equivalent) M HIGH Works US$ (equivalent) l Consulting IJS$ (equivalent) Pnot Repviw Ratio: Onp in 3 eontracts v l F~reniiutnrv nif wtnrIrmu* unr ca knn rnl~ nIiv auo.rw 2.A mnn*he (,i~nc inn* I pnrm nra-n rad by: Freqencyof rocu-rement super.ision miisssionss pproprosed: Inta! vry34mnhdosnt Fr repare by: include post-review/audits) Francesco Sarno (Lead Procurement Da.:L; May3u, 2U01 Comments: Notwithstanding the very low state of capacity, me implementing agencies nave me potential for catching up. This is particularly true for the para-statal organizations such as S1NkL and OR which are used to work with foreign contractors. The biggest risk is probably political interference and recurrence of non competitive procurement practices . APPENDIX 13. Country Procurement Assessment ASSESSMENT OF THE COUNTRY LEGISLATION AND CURRENT PROCUREMENT & CONTRACT MANiAGEMENT PRACTICES IN DEMOCRATIC REPUBLIC OF CONGO Report of Mission from May 14 to 25, 2001 Summar-i 1. Current environment of pubuc prucurement in DRiC i.i. Legislation. General Findings 1.2. Compatibility with Bank's Guidelines 1.3. Structure of implementation 1.4. Actual Implementation 1.5. Considerations 1.6. The case of the Public Enterprises 1.7. Contract Management Function by the Ministries 2. Dispositions for future projects' implementation 2.1. Actions for projects with immediate impact 2.2. Actions while preparing normal procedures' conditions 1.1. The Legislation. General Findings. The legislation relating to public procurement is based on the "Ordonnance-Loi 69-054", and its annexes, all dated 05/12/1969. Some additional legislatinn relates to the crent.inn arnd general procedures of a "Commission Parlementaire de Controle" (control commission), "Conseil des Adjudications" (Tender Board), and different Public, "te,pica Tke lis+t ofthie r^-,pwpie. 4 tevxt are ,.r se.,tedAA i,,pv I. Genel-lly, -e. Iea p,oE -pzs reise- of- ay-e, of -- jdca^o -s lqu" wes;le bye- --.e Bel,a '..'.4~.a1i, 1-~~~1 -1~a~L.H~.U 3L~i Uk - -p -r AJui A4-A4-i A U1j - I.jU,-Z U- L1~IU G legislation where the contract award goes systematically to the lowest bidder, the qualification process ueiUg hIdldUIU separau.ey wiuil ar, Uoicial lrglsUa4 Uo c.nilfdUtul. I le UiU-lIldluce Uumu uid' udispusitoris of the general administrative conditions of the bidding documents. The main findings are as follows: (i) The qualification criteria applicable to the bidders and their proposals, are not established. Therefore the principie of the "adjudication publique" is inefficient. 1te Ministry of Public works manages a registration system for the contracting fi-ms but its characteristics are insufficient to be considered as a pre-qualification system. (ii) The clause relating to the use of coefficients to take into account the technical quality of the proposal is not supported by an explanation on the limits and method of evaluation under this consideration. 58 (iii) There is no mention about the mandatory disclosure of the qualification and evaluation criteria that will be used. (iv) The conditions for a restricted process or a sole source procedure are mentioned but the monetary thresholds are outdated. (v) There is no distinction made for the procedures applicable to the contract for services. (vi) The information in the official bidding document, indistinctly include the notions of Instructions to Bidders, General and Particular Conditions; there is no reference to any general technical conditions or accepted standards. (vii) The legal capacity of the Tender Board (CA) includes the approvals of all management stages, from the bidding documrents to the change orders duringr the contract imnlementation. (viii) Although there is a clause for price revision, there is no guide to define the terms and parameter of anP acceptbhle formula. (ix) The bonding requirement is limited to a performance bond at 5% of the contract amount with two nOrta 0 raitfllrcatnts at Uh.e tirnae of sU-to.-t"l .-.Anlafmnn (repo n cnirn\ and at the er.d -A t.h1 period of guarantee (reception definitive). (xA) A I s'., no Am. m..ecarism ofU 1c.tLLItI0-IJ applJicabIe to inteLl.ni pa-m-.. i.2. CUMpaibiUMiy wi Bank's Gi ines ~~~~~~ _ -r t_ 1 . -- 1_ .s .s r _ - A -1 a _ - >_ I A .s r_- __ T ne review of te lcegislauon wilt the nanK s uuiuelines leaus to the followmg remarks: (i) Aithougn there is no specific restriction, tne bidder has to indicate the citizenship of his personnei and subcontractors, as well as the origin of the proposed materials. There is no indication on how this information will be used in the evaluation, and why it is required. (ii) The advertisement of the invitation to bidders is only required in the official government publication (with a minimum notice of 30 days). (iii) There is no explicit or definite condition concerning the bidders' pre-selection on the basis of qualifications and/or experience. (iv) When in a restricted bidding process, the bid opening ceremony is not public. The current legislation is inadequate, as it does not define the qualification/evaluation criteria of a method of selection conducive to the best economical result. The terms and conditions are indefinite and incomplete to insure a rigorous, transparent and equitable process of evaluation. However, the needed amendments do not require a full revision of the text as far as the bidding documents' contents are concerned. 1.3. Structure of implementation The management structure for the nrocurement nrocedures are heavily centralized on the role of the Tender Board, the "Conseil des Adjudications" (CA), even if provisions are made for provincial and local boards. The Board interventinn is reniunred for the innrovsvls of the bidding dnocrnmentcs parckapg the contracts awards and for any change orders to the scope of works modifying the contract amount. The Spi-tru Ger.era of the BuiiAget t tof +p Mitnietru of 1Fin-n-pes -nti lhiA4cypt AilFP' prcsidpc t1e, Tpedpr Board (CA). The Director of Public Procurement (Direction du Service des Marches Publics), under the Secretary G-enneri-al, is in cl^g f _4e mnStWlaldi,s1 s A(I)_ Peua--An &dcAir4- (2)% asi +n t IJLLL.L1J ~S..LiS.U1 cl~ unpA~5 UL uU'ce RLWI LC11Il L11V1IUIMlS. k 1) JXS.'riAZIJU101 MAGi VA1U110 k,h.J a0010LaJ1L.I. L CA in the preparation and documents approval, and (3) contract management through the supervision of Tne legislation makes provision for tLe Administration beneficiary of the contract to be the awarding party, it is the contracting party and signs the contract. 59 For all contracts for construction works and related equipment and services, the Ministry of Public Works 2nd TLnd M,^nagement (MTPAT) is the designated contracting party. The legislation also mr.akes provisIon fora "Conseil Superie-r des Adjudications"n a ,cnntrol o.nmmission in charge of reviewing all matters relating to procurement and contract management, and to report to the fnrnrn-rnanf 4U-l,rn m, *i,n AA44nc,t, -IF - '.J'e.J..-m.ent duJ ouglh.,e Minit of I F.-.anes. I A A ,.s..-1 i.4.Actu MtU4ImplemJentat;LiLOn l 1K 51LUe LIUII lb NUL; LIIc L thLatc-u L tr1iniUHIrL[4UV11 proUeUeings IlUstly ignU[e U1e Ilgail UlSpos1LIons aInU Uln related chain of command. The facts such as: (1) lack of precision of the texts (for instance absence of connection between the initiation of the procurement procedures and the planning and budget functions, indefinite provision relating to the evaluation of the technical quality of proposals, the lack of qualifications criteria,...); (2) lack of precision in the definition of the limits of authority in the managing organization; (3) excessive centralization of power in approval and award matters; make that when faced to a deficiency in the legislation (such as the outdated thresholds defining the applicable types of procurement procedures), or the weakness of a control unit (Direction des Marches Publics), the conditions are met to allow for the ignorance of the law, or the will to ignore it, to let establish non compliant procedures in the management of public funds. As an example, it is current practice that the Administration beneficiaries of the contract have recourse to an offical authorization to derogate to the legal competitive procedure through the issuance of a "Decision de non-recours a l'adjudication publique", that they grant to themselves, to enter into a single-source selection of contractors or suppliers. The ensuing agreement is executed without any coordination with other relevant government instances that would justify the commitment with regards to an overall npanning and hudget allowance. This generates a de fna^tn sitmation that the Ministry nf Finances mav (with a "regularization" afterwards) or may not, approve when the first payment is due. Although there is Tn ne-tml zttict-iPcs it waoc mpntinnepd that a lnrae ninmber of r-nntrw ts h2v. npver been t-tiutpel ne tbhe Government has never proceeded with the advance payment (the contractual advance payments have reached 800% and even 100% of the contract amo---t,,thout any banb garantie). 'ni other cases, "he advance payment could have been paid but there was no evidence of an approval of the quality or 1ur.iLL,esI bei,^lg ac.^ually exec&%ute. t1LAccrIUig Io U*h UILUHII4 LnUII gatLheIrU Uy Ulfh Li.retL4u1I1rout.muraIl'uI1L (lDict-LioUIl Ues Iviarces rublics du MdF), either informally, per chance or by mail transmittal, there would have been 163 signed contracts during the year 2000: 7i contracts for worKs, witn 10 oI thnem reguiarly awarded or regularized afterwards, and 61 irregularly awarded contracts. The other 92 contracts, all relating to the purchase of goods, include 13 regular contracts and 79 irreguiar contracts. About 30% of the signed contracts generated disbursements. There is no implementation of a record or statistics procedure, during the procurement or the contract management phases. The control commission "Conseil Superieur des Adjudications", provided by law, was never created. Important Note: 60 The prevalent situation of a supposedly large number of signed contracts, never activated by the advance payment, constitutes a potential of claims that no statistics allow to evaluate. A procedure of termination of these contracts should be implemented. 1.5. Recommendations. 1.5.1. Revision of legal documents The findings resulting of the examination of the legal documents show the necessity to proceed with an UpUda. andu a iMvibiuii VI .exts. First, the revision should be made in order to correct the cited deficiencies and to establish updated monetary thresholds along with a formula of price revision taking into account the evolution of the local currency. And then, to revise the texi to empnasize me alspositions conaucive to the oDjectve oI transparency and fair opportunity for all firms. This objective will be best served by an open competitive bidding system that includes the quailification criteria applicable to the bidders and their proposais. It wii be essential that these conditions for qualification, be based on measurable criteria leading to the maximum of objectivity in the evaluation process. The required information would then essentially address the bidders' capacity in terms of equipments, the experience of his key-personnel designated for the contract implementation, his financial capacity to face his obligations, either through bonding and/or his own cash availability. If the technology is defined, the bidding documents will impose the minimal equipment characteristics in order to satisfy the required level of production and work progress. And in the other cases, the documents will require from the bidder to justify the adequate correlation between his equipment, his crews and his proposed progress schedule. The experience may also be stated in measurable terms for the project manager and the supervisor, in relation to the specific type of works to carry out. The financial capacity must be demonstrated on the basis of audited statements or adequate bank certificationm Other criteria of administrative tyvne shnuld be limited to the required declarations allowing for a contract relationship with the Government, such as a fiscal declaration, and a certificate of good stnnding wuith the Social Security administration. These latter doc-umpentz .may only be required from the selected bidder to be delivered in a prescribed period before signing the contract. A bid bond would then be usefu!. T.he aAdopt.on, -of such Abidding doc...nt woul cincease the- co.ptiiv aspect ofte-Ace n A J%1 ~%X.LUjJUU %JI OU%111 ux~AJRZ&LLJ LJU11A W VL4U IU JA I U l. I WJ1 LXF1 J.LLLtV%, U.OFJ.,L VA LtIl. JJIIA'U U~ U would favor the principle of economy while bringing more trust of the bidders in the fairness of the pr-ocedure 1.5.2. The functional structure in the decision making process Tne adaptation of the existing structures leading to better procurement and contract management procedures can only occur in the wider context of a general institutional reinforcing. The connexion between the functions of planning, budgeting, management and control, must be reinstated in an environment of responsible management with the help of a modem information system. As far as the procurement management is concerned, the award decision, currently relevant to the Tender Board, should only be the conclusion of successive phases implying for each of them, an appropriate level of accountable decisions. They are, in a first approach, the budget allowance, the definition of the scope 611 of work with its description (which will necessitate in most cases, a service contract for the studies and desion), a reliable estimate, a "npersonn.alized" composition of the bidding documents, the mnagem. ent of the bidding period, the different stages of the bids analysis and evaluation, and finally, a formal proposition b- an avar., cotn ,nittee. T.hs n,hn1A -orl nrepr.nrg -h-e oi+ror stage car only be validly performed by a structure fully accountable of its options and decisions, composed of a staff technically quali-1ficed with regarAs +_ ..he specifcityC+ of '.he --rks --vie or _A good to_ -be _ acuied aMd-l awa-_ of LjU~1I1L WILE iiAiu LU UAII ILA 1ILY VI Lim~ WWIM%O a~.L V1lkL', W1 rV%UUa LU Uil. WlAj1~,UiULl Wly awdaj, VI7 the guiding principles of a healthy competitive procedure. These conditions are only to be met in a deUCenLI4liLLU Ulrgai4z.ill. ll.l esU aLU111UlerLof suchU a st1 Luiture requir-es a Uroadu sudy inivuiviiig a1l u1it actors in the process, including those involved in the ensuing phase of the contract management during ineir impiementaiion. It is however necessary to establish an specific organization and a rigorous mechanism of internai controi to insure the integrity of the process. This organization would have all the necessary power to verify the compliance of the procurement procedures through a full review of all imposed documents justifying each decision as they were taken at each step of the procedure. These documents should be established under a standard format, to facilitate the control and make any unjustified interference more obvious, and therefore less likely to occur. The phase of actual contract management is critical to insure the credibility of the system. And therefore, the team in charge of the implementation should acquire the means for an efficient supervision of the quality and quantity surveys, especially with a sub-contracted service of supervision by a consultant expert, and the leadership of project managers, agent of the Government, adequately equiped for frequent participation to job meetings, and with the adequate authority and compensation, appropriate to a high level of accountability. Among the necessary tools for an efficient follow-up, a computerized Management Information System will allow for the permanent updates of the accounting and budget data. bringing at least a monthly review of the management parameters and possibly guide any executive decision of corrective actions. The contract manngement will also couints on the t-ools nf finqnc-iA cantrnl to be put in place, such aS A rigorous and minimal circuit of payments approval, an adequate management of bank guaranties or bonds, and a syst.em of budget forecast. A cfions to be_ -- l em nted 1. Ceate specifi bidd:r.g Aocu..er.ts vr srvc conltracts 1 ~~~~~~~~~~~~~~~~~~~~~~~~~O 2. ev-isionll Utof Llullt UiUUinIg UIAullilen1 WILII 411 tiAJUUlLfiLlUI PulIique p[UnUncip UILo a UUHpit;LIUVC procedure integrating the qualification and evaluation criteria applicable to the contracts for works and for the acquisition of goods. 3. Conception of a decentralized structure for the management of the procurement procedures, including the coordination of the following phases: 3.a. Treatment and transmittal of planning and budget information, budget allocations to beneficiaries of projects. 3.b. Definition of actions plan internal to the beneficiaries. 3.c. Preparation of bidding documents and management of procedures of recruitment of consultants. 3.d. Preparation of bidding documents for the contracts for works/goods, management of the bidding procedure, analysis/evaluation of bids, awards of contracts. 3.e. Conception of a contract management structure inside the beneficiaries organizations for the control of contract implementation. 3.f. Establishment of a MIS. 62 3.g. Establishment of a centraiized structure of controi at the Government level. 4. To update the bidding documents used by the public enterprises, in conjunction with the general revision of the legislation (actions I and 2 above) 5. Redefine the limits and procedures of interactions with the overseeing ministries. 1.6. The case of the Public Enterprises The legislation makes provisions for a decentralized status applicable to some public enterprises. Some decrees have allowed the creation of award committees inside the public enterprises organizations. The contracting party remaining in some cases their overseeing ministry. The management of procedures by some of these entities has been reviewed through interviews with their staff and the review of relevant documents supporting the phases of procurement management. As the structure of the public enterprises has an autonomous status and is more oriented to address the technical problems connected with their role, the public enterprises are in a position to efficiently manage their prnodrement procedure,. Their interactions with the npanning and budget denartment of their overseeing ministries, as well as the respective roles in the decision process with these ministries, generally need to be fiirthpr defined. 1 1 ?WnrWCI' fn1WQ DnITT9rTQ" lA,u, "Offir1ce Aes RoutNes" iAs in charrge of Mall i,nterlVrentiOns on a netOWork, of 1.2000 1-cmI of naMtiona! roads, 18000 km of provincial roads; it has a consultant role for 50000 km of rural roads. The personnel encorspasse 2I 92 aents, of Wh-ilI I100 o1 LtIClll are Wl,UIUL1.ALU WItLI UtheJLLlVII0 V1 IllaillIIaiICC. Ill,- enterprise owns 2500 pieces of equipment and machinery, susceptible to be rented to private contractors. Tne objective of tne organization is to subcontract 80%o 01 the inLerVCniuons, bUL UIC ULclIenI lb limited to 20%, equivalent however to 66% of the work value. The functional organization and management satisfies the objective of decentraiization mentioned above and is cioser io a more efficient model of management. The competence and experience of the staff constitute an asset in the contemplated effort of making the organization more efficient through the reinforcement and the capacity buiiding of the institutions. 1.6.2. "REGIDESO" The Regideso, being overseen by the Ministry of Energy, received its status of public enterprise by the Decree 78-197 on May 5, 1978. The statutes make provisions for the competence in managing the procurement of works and goods, with an internal award committee (Comite de Gestion). The propositions by this committee are submitted to the Minister of the Energy, but the Regideso signs their own contracts, fully acting as an implementation agency and as the Government's Representative. The Direction for Developments provides the technical expertise in the contract management. The organization includes about 4700 agents, half of them in Kinshasa, and the other in the provincial agencies. Before the suspension of the international financing, the annual budget was between the enuivalent of 30 to 40 millions of US Dollars. The water production in the Kinshasa area is 350000 m3 per day with 3 units of production, and for a population of about 6 millions. The most urgent need is the rehabilitatinn of the secondary and tertiary distribution network where the current level of output is estimated to be 60% of the production. The organization includes a department of studies and a Aep^rsortm.,it ofuworks. The. eqlpnirwnpnt have heconm. obsoAlete ex- ept fnr the dn11iing equipmnent. delplal. tl k. onfnfxunr-- - - --i--i ---- -- ' .6.2. SNE 01LJ1 10 lUSIUq, I1% l1v1111OLJ VI J UAL1-r,1 a} IU aO a UJLU19 1% t1,U 1 1 lx 11L Lll% uUll I Y *V 1AM1 s "r, U.VI procurement process with its own award committee (Comite de Gestion). The company has about 5500 63 agents, 2500 of them in the central administration in Kinshasa. A division of planning, research and development is specially in charge of defining the needs and prospective projects, and to evaluate their feasibility and planning of implementation. A division in charge of the equipment provides the- design, specifications and other technical information, and finally, a division of purchasing manages the procurement procedures. This division has currently 53 employees and has managed between 300 and 350 procedures during the year 2000, with an average of 4 competitive bidding per month and a large number of contracts for the acquisitions of small equipment on the local market. There is no stock of snare narts and the nurchases are made as needed. The Drocurement nrocedures are made in accordance with the legislation of 1969. The qualification criteria for the bidders include their financial capacity, but the bidding documents do not state the minirnal reqUirementq expnc-ted. There is a register nf 4AetTicrl contracting firms but without any classification according to their qualifications. The most urgent needs relate to the rehabilitatin nf cnrvf Aich.ihntinn networkr butthepotential fresurcesresides i the capacity of production and the possibility to increase the export from the central power stations of Inga, c-A -'I, ftlh rint35 f 0 eJ ---aJaciL. I A A I%.?T A 'I'T A OILatra, is a public eLterprLise under the Ministry of Tlranlspor by Dec-ree 78-206 of VIay 5, 1978. It includes 5 operational departments: the sea ports, the railways (Line Matadi-Kinshasa and urban lines in Kinshasa), the port of Kinshasa, fiuvial ports and transportation system, 3 snip yards. Tnere are five additional departments for technical and administrative support and a commercial direction. The company employs about 13000 persons and manages the pension funds of an additional 9000 retired empioyees. The procurement management is handled by each operational division for their own local acquisitions and by a centralized department as far as imported goods are concerned. ONATRA signs its own contracts and the Ministry's approval is required when the contract amount exceeds the equivalent of $100,000 USD. 1.7. The Contract Management Functions by the Ministries As indicated above, according to the legislation, all procurement of works, goods and services except for the Public Enterprises, implies the control and approval of the Tender Board. Two typical situations present themselves according to the nature of contract and the authority of the beneficiaries. This paragraph examines these situations in the lights of the information gathered from the Ministry of Public Works and Land Management, the Ministry of Health and the Ministry of Education. The Ministry of Public Works and Land Management (MTPAT) is effectively the Representative entity for the Government. for any construction works relating to the nublic infrastructure: the MTPAT is in charge of the technical management of the real estate asset of the State. The MTPAT organization innhludes seven T)irections: (1) the Th,rection, of C..r.. Buildings (B.atirr.er.t (,ls,\ i a i... departments with expertise in architecture and civil engineering (design, specifications, counsel, re-;.s4atio of- firms) adpr.-ll o --+-f ---+--I -an works -'pw v'SO (rjctmngelblt,adea ll r1 UaLl1I ui ILiuuiiS, a u%,Fai U1i16;L VA %,VIIUVJ alIu WIJiN~0 0LLJ^, V101UJL1 WJIUJ L UL14ia51iarC11IJ,) a 4 a UV=1V1~1I of service and maintenance with its own crews, warehouses and workshops, and finally a department in cnarge of all schools and socio-culIUral infrastructures, coordinating unit between the relevant rministries and the operational departments of MTPAT. (2) the services of administrative transportation, managing tne vehicles from all ministries; (3) the Land Management, with a planning and zoning function; (4) a Direction of inspection, administrative unit acting as an internal control agent; (5) a Direction of Bridges and Roads (Ponts et Chaussees), with the role of Government Representative for all the road network, for which the delegation of management to the "Office des Routes" remains incomplete. -This department theoretically retains the authority for the matters relating to standards and planning of road works and design (6) Studies and Planning, non operational; (7) the General Services. The whole MTPAT structure covers its legal authority, but the development of the Office des Routes and the actual procedures adopted by the other ministries for the procurement of contracts for works, have impaired the efficiency of the MTPAT. Considering its specific function in the procurement, a special review was conducted with the Department of Civil Buildings. This revealed the extreme weakness of the capacity of its staff and equipment. Some works have however been carried out during the last months (mortuary of the General Hospital, mausoleum (in progress), rehabilitation works at the airport and at a iudicial facility in Matete, maintenance works of power station...). A phased project of institutional reinforcing and capacity building is essential before relying on this unit for works of magnitude. This Direction also manages a register of contracting and consulting firms: 219 firms are registered on the basis of the qualification of their permanent employees, their capacity in equipment and their experience. Th.e.re are tWo categories. Ten conmpannie are of nlass A asdpted for thei larger works, and 209 are of class B, applicable to small and micro-enterprises. The registration is valid for a 3-year period and are renewed at the initiative of the applica-nts. The relihiablitu f the rgisetpir ic questionable as it lacks an nhietiivp ei,an rigorous system of classification. The whole MTPAT organization would be an essential beneficiary in a p ct ofr instiutional c ...lding. IAcLtiuu tu be -Implemeuteud * Training of personnel to tne application oI tne Bank's general principles in procurem-ent procedures, with a priority for the contracts for services in order to allow for an accelerated technical assistance in the functions of design and works supervision. * Establishment of a management structure equipped with a Management Information System to integrate all components of an efficient and rigorous contract management. * Redefining of the dispositions for a system of firms registration appropriate with the requirements of qualification criteria as they would be spelled out in the revised bidding documents. Sources of information for the review of procurement procedures have also included the Ministry of Education and the Ministry of Health, for which, the needs for goods, works and services have to be answered through the legal dispositions involving the Tender Board (Conseil des Adjudications). For any construction work, these ministries have to collaborate with the relevant Direction of the MTPAT. It was confirmed that the sole-source negotiation had become the usual procedure with the systematic application of the self granted anoroval to avoid the legal procedure of competitive bidding ("D6claration de Non-recours a l'Adjudication Publique". The shortfalls in planning and budgeting stages have been mepntinnPd nand noanfirmnpd The interactinns and collahorahion with the MTPAT designated as the Government Representative for the works' contract management were considered effective for the limited interventions that were uMndertalern dring the last few years, but th.e efficienny w2S said to remain questionable because of the limited capacity of the MTPAT. 65 2. Dispositions for future projects' implementation 2.1. Actions for projects with immediate impact Considering the broad needs in structural adjustments and the capacity building of the institutions, the setting of a temporary project implementation unit must be considered for these types of projects in an emergency situation. This unit would have to be granted autonomy in implementing the procurement management functions. Its interactions with the existing organizations will be determined in direct relation to the nature of the interventions. Ideally, these relations should be governed within the firAmewnrk nf rnetciflc and detailed agreements with the relevant Public Enterprises or the Ministries. designated as the project beneficiaries. As an example, for such an emergency project, the likely components of interventions would be in the fields of (l) reJhabilftaftion of c a.fast of. crca! ir...JArtn - .hn, (2) direct assistnce to cnV.er the urgent health needs, and (3) the implementation of the first operations in the reinforcement of the institutions. Under this scenario, the implementation unit would have to conduct its procurement/contract management IWuI,c.AIRIVb ,IU L1eULZUUUAUIV. WeLP-1K U aLd seVriVc WIUI U1. t-.e OfLice UV's AVWULtes, .d posOs;.ly 7". REGIDESO (water supply network) and SNEL (power distribution). The objective would be to take full advantage of the existig technical expertise and counit on their patl icipation, especially during thue p.hases of project definition (studies and specifications) and evaluation, during the bids analysis, during the works supervision in association with subcontracted consuitant engineering finns, and during tne pnase of acceptance of the completed works and supplied spare parts. The direct assistance in the improvement of the health situation would imply for the unit to proceed with the acquisition of materials, equipment, pharmaceutical products, vaccines, etc... based on specifications provided by the services of the Ministry of Health. The services connected with the distribution would be covered through entities already operational in the country. Relating to the component of the reinforcement of the institutional capacities, the unit will be mainly involved in the procurement of contracts for services (training) and the supply and installation of a computerized management tool (MIS) with the associated services. Under this scenario, a realistic assumption would be to consider the signing of 30 to 40 contracts for goods, 5 to 10 contracts for works (mainly through international competitive bidding), 5 to 10 contracts for services of studies/design and works supervision, and 10 to 15 contracts for services of technical assistance. The relating phase for the Drocurement of 60 to 75 contracts would be within a time frame of about 4 months, for a project implementation of 15 to 18 months. 66 2.2. Actions while preparing normal procedures' conditions The revision of the legislation and structures related to public procurement, along with the associated phases of information and training, would have to be included in the emergency project component of the capacity building of the institutions. After an implementation of 12 to 18 months, the conditions should be met for a smooth relay of the procurement management functions by the implementation unit to the Administration. Beyond the, duration of the emergency project, it may be contemplated that the contract management expertise of the implementation unit, with its acquired experience, may be useful on a more permanent basis. It might for instance become a management organization for small works or specific assistance for the benefit of municipalities and rural entities. The management function would especially be valuable for projects for which their nature, or their importance, place them outside of the regular field of the sectorial ministries, but where the sound procurement and contract management in line with the legislation, are nonetheless of the utmost importance. 67 APPENDIX 14. Financial Management Review 1= Financial management of _MRRP resources will follow the same nattern as the implementation arrangements indicated under part Em[ D above; Department of Finance and Administration (DFA) of RBCCO wuill havp the overnll responsnibilitv fnr m nnaempnt of fiunds for Comnpnent R (APriciiltiire social services & community development) and for activities conceming subprogram B and BCECO -nder components C and D. Th.e responsibii icludes ma.nagemnt of Special Accont, reco.rding nnd maintaining accounting documentation and periodic reporting of all expenditure for this Component. ItesourLces LoH com.kponent A and fl-W rest ot f coi. .ponen+ a A nd D wi! W be manageA .n- -pt ed - A periodically by PMIF. 2. BCECO. DFA of BCECO presently consists of the Director, an Accountant and one Administration Officer. Witn tnC assisUance 01 a rinanciai k-01ISUILWaIL, IL has atUULtU a it riiiuai0l f finaniiwal piut-cuuic and established adequate internal procedures for review and financing of sub-projects under the IDA Grant and Trust Fund. it has recently acquired and installed an software (Tompro) capable of maintaining accounting records of several projects. As part of further reinforcements of DFA, BCECO is already (i) recruiting an internai Controller (who will also serve as Advisor to BCECO clients) and (ii) finaiizing a contract for continuation of services of the Financial Consultant who has assisted BCECO so far in various aspects of its fnancial functions. 3. As indicated above, operations under EMRRP will require further additions to BCECO staff. This reinforcements will be critical for effective implementation of EMRRP operations. Hence, BCECO will recruit internationally, (i) a deputy general manager, (ii) a financial management specialist and (iii) a procurement specialist as well as (iv) a chief accountant, two accountants, two procurement officers, two implementation officers and an internal auditor (to be recruited locally) latest within two months of effectiveness. 4. A recent mission by a Bank FMS has reviewed with BCECO the requirements of submission of quarterly Financial Monitoring Reports in accordance with the recent Bank Guidelines FMRs. BCECO is expected to submit the first FMRs (for IDA Grant and TF operations) by May 15, 2002 for the quarter ending March 31, 2002. These will be supplemented by FMRs prepared separately, for EMRRP operations commencing the end of first full quarter after effectiveness. The FMRs will include (a) a statement Sources and Uses of Funds, (b) describe up to date physical progress for project implementation nnd (c) indicate status on main procureTntrnt actions. 5. Wit,h the actions mentoned aboe, the ove.rall finanrcial rmaageme.nt of E MRRP by BCECO should be adequate and acceptable to IDA. 6. External Audits. BCECO has recently commenced the recruitment of external auditors under TORs (and SOi[ list o1 auuit fiiijs) acceptable IJJto . IL lb LI*Us oH shdleULI fur ULhe LfirL aUUIL (of iV Grant and TF operations) as of June 30, 2002. Financial statements of BCECO will be audited every six months thereafter and include separate statements for EMvRissR operations once E-IRRP becomes effective. Audit reports would be submitted to IDA within four months after the end of each semester. Financial statements of PMWT will be audited every six montns after credit effectiveness. Audit reports wouid be submitted to IDA within four months after the end of each semester. 7. Project Management and Implementation Firm (PMIF)._MIF will be responsible for financial management of resources for components A, and part of components C and D of EMRRP. Since the PMIF has not yet been recruited no work has yet been undertaken to assess adequacy of staff and 68 finanlcial ZjaXiagr system VI UIo '.IhJLeP '. RiK,i'.mentU11L Vi I PML.i Will be a Vondi-'.iono Visb-Uellle. Soonest after its appointment, a Bank FMS will undertake a review in order to ensure that the PMIF has adequate financial staff capable of establishing adequate procedures and intemral con.rols over the use of project funds. The adoption by MOF of a financial and administrative manual for PMIF, satisfactory to IDA, is a condition of disbursement for expenditures managed by PMivi. it will aiso ensure that the PILir becomes familiar with the IDA's procurement and disbursements procedures, requirements of adequate accounting and submission of quarterly FMKs. 8. Taxes and Government Contribution. IDA credit will finance 100 percent of: (i) foreign expenditures for goods and consultant services; (ii) operating costs. IDA credit will finance 85 percent of: (i) works and service contracts; and (ii) local expenditures for goods and consultant services. The 15% remaining is estimated to be tax component and will be bome by the Government. However since it would not be possible for the Govemment to advance funds for this to BCECO and PMLF, the Govemment will establish arrangements under which the contractors, NGOs and suppliers of goods and services to EMRRP will be allowed a "Cheque du Tresor" for the 15% tax component against their invoices. Such arrangements, satisfactory to IDA will be established no later than three months after project effectiveness. 9. Special Account. The project is expected to be completed over a three-year period, and the Credit closing date will hbe Iiin- 'AO 2005 Tn facilitate nrmiect implementAtion and reduce the volume of withdrawal applications, two Special Accounts will be opened in US dollars in a commercial bank on terms andr rcnrlitione arccptalh to ItMA Snpecinl Acrcont A will he mnanaed hv the Prmiect Manaorement and Implementation Firm (PMIF) and will finance all eligible project expenditures under Subprogram A for tlihe rehfabilitationV -A reconstrucf.ion of cr- 4-itica! UintW he ttan Ait.d pts of components C- nd Y) Special Account B will be managed by BCECO and will finance all eligible expenditures under Suuprogramii B, fLr agriculture aInu slail s vices av I u coninlUIiALY Uvtl rlt a Fnd O w- --t ..f c ....l C and D. The authorized allocation would be US$20 million for Special Account A and US$15 million for Special Acco-unt B, and would covei about four m11onthls of eligible expenditures. Upon credit effectiveness, IDA would deposit the amount of US$10 million into Special Account A and US$8 million US into Special Account B representing approximately fifty percent of ine authonzed allocations. iLn remaining balance would be made available when the aggregate amount of withdrawals from the credit account plus the totai amount of all outstanding special commitments entered into by the Association shall be equal or exceed the equivalent of US$190 million for Special Account A and US$90 million for Special Account B. The Special Account would be used for all payments inferior to twenty percent of the authorized allocation and replenishment applications would be submitted monthly. Further deposits by IDA into the Special Accounts would be made against withdrawal applications supported by appropriate documents. 10. Use of Statement of Expenditures (SOEs). Disbursements for all expenditures would be made against full documentation, except for items of expenditures for: (a) contracts for works in an amount inferior to $250,000; (b) contracts for equipment and goods in an amount inferior to $200,000; (c) contracts for consulting firms in an amount inferior to $100,000 and contracts for individual consultants in an amount inferior to $50,000 equivalent, as well as all operating costs, which would be claimed on the. basis of Statement of Expenditures (SOEs). All supporting documentation for SOEs would be retained at a suitable location at the PMIF and BCECO and readily accessible for review by periodic IDA supervision missions and extemal auditors. 69 GUIDING PRINCIPLES FOR THE FISCALIZATION OF THE PUBLIC CONTRACTS FINANCED BY DONORS (<< CHEQUES DU TRESOR < SYSTEM) 1. The involvement of the State in the fiscality of the public contracts financed by donors or =_ ;__ - _A A - _Ac A A+-- fk -q -_l - +-A A .-.A^ +- AAAs _A Al~ttI _A*t r financinug agenIie.si io all xi iitlLu tV,UIUVL Ult 110%al UVilsL .3,alat.u OII IAv L11111 llu ..l w _ execution of the project itself. A. General presentation of the system 2. The contracts and projects financed by donors and financing agencies have to be signed and executed including ail taxes by the contractors selected. Tne contractual amount excluding is the basis for the donor or financing agencies funding. The State takes in charge exclusively the indirect fiscality on the contract which in the precise case is the CCA invoiced by the contractor. 3. The selected contractor is in the same situation as any of the economic agent. It pays the import custom duties when importing of the input for the execution of the contract and pay s to the Treasury the taxes and duties to be paid within the framework of the execution of the contract. The only difference is that the State will give the contractor a Tracery Check corresponding to the CCA that he invoiced. This Treasury Check will be used by the contractor to pay the taxes at the Taxes Department of the Ministry of Finance. B. Practical modalities to manage the System. Modalit6s pratiques de gestion du dispositif . T.hF involveme-nt of the Sate is done through th-e e.stAlishment of the Treasurv Check which is then given to the selected contractor. La prise en charge par l'Etat de la fiscalite s'effectue au moyen de C. Clommis-s iLn-US z- ohe6 estabLi6-.-*t of tel -----ury C16-ks 5. UI A UiUU auhoc Co,-,u-,isn will be stL Up at ute iVIIstrOLy VI Lthe rcLoLnollly, IjIlalL%ce allU BLIUUdg,eL. IL Will be composed of public servant from the financial departments of the Ministry (DGC, OFIDA, Tresor Public, Budget). its responsibility is to uerLiiiirie uie aiiuuiii of uie UxAb LU Ur, culidlUeLu-, .o cellUale the request from the contractors and projects, to ensure their control and to establish the Treasury Check (or to open the line of credit for this purpose). D. Estimate of the amount of taxes to be considered. 6. The future contractors will indicate in their bidding financial proposals the amount without taxes, the amount of taxes and duties they estimate as well as the amount all taxes and duties included2. On these basis and once the commission has controlled, the commission has to evaluate the amounts of Treasury Checks to be involved in order to prepare the Budget. E. Presentation of the Treasury Check. 7. The Treasury check is established when the contractor is paid, based on the final invoices or on the provisional requests for payment or intermediate advance payments. 'The system could also finction with a Tax Credit, but the follow up would be more complicated. 2 T_ th16t ... the prnopals analuyis ict done nn the rninint incnhidiunc tnp.'p 70 F. Travsv rh ' r hec ria*.^iaann 8. These Treasury checks are used for pay- ent of the C A +--4n- --+-A ko- contractors within the framework of the contract. These payments are accounted for by the department in cilair, Ulg LAIf the 1.A.%cL1UOi1 as a rEguLal jJayLLWIrL. JB)UL Lto Udbis1tiU1is1 IIVILI UUIII ll F4 ayAIIe.dALO ef1fe.ActLiy cashed in, for budget monitoring purposes, they will be dealt differently. G. Monitoring of the use of the Treasury Checks. 9. Monitoring the use of the Treasury Checks is the responsibility of the commission already mentioned. Tne commission will do so through a special software which will allow to take into account each operation by contractor, to follow which goods and services were involved; and the basis and amounts of the taxes considered. This will allow the establishment of the statistical data to estimate the budgetary cost of such a system. H. Revision of the Treasury check entitled within the contract. 10. The amount of the Treasury check established could be reviewed if the general conditions of the contract execution or the fiscal law are modified. In such a case there will be a need a contract amendment (cases of price changes, partial execution of the contract, are examples). 11. In case a control reveals mistakes or frauds, the T'reasury checks established can be void. In such a case the amounts already paid would have to be reimbursed. Penalties and fiscal or custom sanctions would eventually be applied. 71 APPENDIX 15. Environmental and Social Management Aspects Environmental and Social Conditions: The DRC has immense natural resources. The Congo Basin is a resource of international significance, with many species found nowhere on earth. it is the second largest continuous tropical forest in the world. Its forestry resources cover 170 million hectares, about 74 percent of the surface area of the DRC, and nearly half of Africa's tropical forests. Protected areas cover six percent of the forest. There are three world heritage sites in the DRC. The Urban environment has suffered from a breakdown of infrastructure. About 74 percent of the burden of disease derives from poor public health conditions and lack of sanitation in the cities. Insecurity in the rural areas because of armed conflict has displaced hundreds of thousands of people. Capacity of the Government to Manage Environmental and Social Issues in Projects: Capacity of Government to manage the potential enviromnental impacts of development projects is limited, due in part to the absence of donor support during the last ten years. The Government has produced a National Environmental Action Plan in 1997, which identifies major issues, describes institutional arrangements for managing g environmental matters and lays out a strategy for institutional strengthening. A national environmental agency was created and a national environmental fund established. The Government has requested assistance in a number of areas, including reforming and updating environmental legislation, formulating environmental guidelines and clarification and strengthening of roles among the Ministry of Land Tenure, Enviromnent and Tourism and other sectoral ministries for environmental management. Project Category: Although the project is focused on rehabilitation of existing infrastructure, the scale and natu re of the project act-t nes, as well as the potential for resettlement, displacement and social tensions within the currently unstable political situation, require that it be classified as a Category A prject. The p.oject is ar em.ergency --ecover; op n pcessed ur OPf'D 0.5C0 A g-11 e *~ .~ ~iz ~ I ...ecLdy up%.dauIJII, piuv u UI1r~ '.Jr O.J. P- lull OUmvlu~L Environmental Assessment (SEA), entitled the Environmental and Social Management Process L A...I /rL Vx X n r7X__ __ 1 _ _ .__1 1 _ 1 _- - -_J_ _ - -t - _- _.r 1l4lrlnwul. IElovi1-rr) ab udschueu ubluw, Will uD CiUlOlPlUteLU WIUIIII {vne year 0l prUJect ejIecuveness. Applicability of other Safeguard Policies: The applicability of the remaining 9 Safeguard Policies still needs to be determined (TBD). In all likelihood OP 4.12 (Involuntary Resettlement) will be triggered, as some land acquisition might be required. The applicability of the other Safeguard Policies will be determined during preparation of the Environmental and Social Management Process Framework EA (ESMPF) and the subproject EAs. Approach to the Environmental and Social Safeguard Management Process: Because the project is rnulti-sertoral in natire, and not all the Qiip.rA i,.etc. a rre,,, at t1n.s tire, a prga...'. process for environmental and social assessment (including screening and categorization), review, Given uncertainties regarding the location of many subprojects, and the complexity of DRC's ,,v,uuluIL,tal ar.d social siLuatLio, tluls oppluacIh is urbglg tU LU elI-U1, UIhL LtIh slecViioL, uesign aniu implementation of all subprojects comply with World Bank Safeguard Policies. Because local capacity for environmental and social management is currently weak, 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. T his firm will work closely with the PMU, the Bank and the implementing agencies to develop procedures that will improve subproject quality and sustainability through compliance with Safeguards, while at the same time, being time and cost-efficient, so as to facilitate subproject planning, approval and implementation. 72 The establishment of this nrocess will be implemented in three hroad time-nhased activities (as shown in Figure 1 on the next page): Activity 1: Establishment of Environmental and Social Management Process Framework. This is a S.4otptot or Prnarnm.m.t,i, Er ,,ror. tl A sesscment (VQ ) A . ---;ia,l projet -etedA 1EAs are carried out during project implementation. This activity will be carried out within one year of project Management Process Framework (ESMPF); (ii) a summary review of environmental and social issues relatCU LUo *.he concemIed sectors (iii) the IUIIIIUIlLIUII V1 sL1IUdlU11 IULoUs andIIU P-r.cUUdes specif1yIng how all subprojects will systematically address environmental and social issues in the screening, siting, design, implementation and operational pnases oI the suoproject iifecycie; kiv) tne aevelopment oI an implementation plan, including capacity building, to support the environmental and social management activities at each stage in tne subproject cycie; (v) consuitation on the Draft ESMrF; (vi) approvai of the ESMPF by the borrower and the Bank; (vii) disclosure of the ESMPF in country and in the Infoshop in Washington. 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 DRC and the Bank agree to basic environmental and social safeguard principles and procedures, and the DRC affirms its agreement to carry out all subproject activities in accordance with these procedures. The requirement for the correct implementation of the ESMPF will be covenanted in the DCA. The Environmental Consulting Firm will work closely with the PMU and local stakeholders to draft the Framework Agreement. During the preparation of the Framework, the firm will also work closely with the PMU 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 Subproiect Assessment and ImDlementation. This activitv includes the carrying out of subproject EAs, which will be carried out under the umbrella of the ESMPF. Once the Operational Mannil and Fr_mewnorl Agreernent 2re put in nlace, the nrvironrmental Consulting Firm wuill wnrk hand- in-hand with local counterparts to plan and carry out the overall Environmental and Social Management Prorcs for theA overall project. This wvill includel subpnrojec>t assAesments (inoliuding the screening, categorization and required studies), preparation of documentation, public consultation and disclosure and otrii. necessary approv,als by, fhet Boarrosver ar.dA t.h.e Bar.k, depnding on at,h ti-to,otnrizaton of eacth subproject. The programming of these activities will be summarized in Annual Work Plan Reports and UjJULL, LjW. t.ll y. rUi sUUbpUJects WhlihI aES UG1i1L UgL-Si61IU WIU I1I11IVIIGIIRCU kiiUllSU U1 LUG InfiIIIC LIV01 I U1G Eulafivrr, a normal project EA will be prepared, which will follow standard Bank Safeguard Policy procedures, - ,* -. - , ~ __- _ - __-1 _ 1 V i - - _ I I -- - - - ----A 1 1 - --- 1 including public consuitanion and disclosure aniu whiun neea to oc 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 PMU and implementing agencies to propose appropriate and efficient institutional arrangements for sustainable management of environmental and 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 PMU, implementing sector agencies, local communities, etc. 1imu ro 1 flnoerat;nnal F'raomeorki for En ,.on an,. ]nu-an o iA a! Managtemnt A A .af . o.-A Compliance Process Summary Review of Public Consultation on F I E nviro.^u ......... en' I a' i . U .^ 1 alL JrLl Social Issues, by Sector Activiiv i Environme4al [ nonmenta' an & Sociai Social Framework Manageme ut Agreement Process Framework I )I Roads & Water & | Electricity Agriculture Health Education F I T------- -t - _n it.nn I I I I Activitv 2 I I vJuI oUUpIuJC%4 LI1AVI;UIUa WiL4 lIU a U Pulx lil.ilL aUU ;u1V i1aAlal=nlI OngoingI Roads & Water & Electricity A culture H^4Cth ERucatin Subproject Trsport Sanitaion Managemerlt Project) | 000 000 000 000 000 000 A~tj,,jh,r *+ + + + + + Capac ty On-the Job Training & Capacity Building To PMU, Environmental Agency and Implementing | Agencies (LAJU UJ Project) 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. 74 Fivure 2: Overview Of F.nvironment2l and Social Management Pracesm SubpojectIdentfication Subproject Scoping & Screening ADDiCaDiiirV oTSaTeeuara I Subproject C!ategorization (A,B,C) | Definition of appropriate | I studies in conformance with Category and applicable | | Safeguard Policies R ald Approval Subproject Assessment Imnpe.mntatinn of studies, consultations and fIo, .ruao of PHnvi.,,,onIe.alI -W~~~ians ~~~Disclosure, and Social Manclgement Plans Review and --_ - Approval I Subproject Implementation | | Implementation of Environmental and Social Management Plans during the construction and operational periods. I I I Monitoring uring th.e scoping - rA ring pha-, tfh.e scaple ar.d seope o%fn tpo,tntl. i imr,ntc wxill hbe aesed so as tn t'tU5 tS ... E,- - - -'- --.-, tp t..a categorize each subproject and determine whether particular Safeguard Policies are triggered in ensuing s.,A "es. Scop ng, Consu:tation and Dsc:osUre for A .61. . a I A --A - -U+.4- lkb OLUjiII~,~...U~UI4UUl MII JJ1LIU VI JUl txviLua A MUUU &. rx CL~JU1 U %all. 0.L&XULUUlJ1L WilUV. carried out as a means though which the Government will reinforce its commitment to environmental and social management and build public confidence UIn he anticipated progallm design aid imlplemellntaLtion. To this end, the Consulting Firm will assist the Government, through a series of public consultations and meetings, to verify tne scope of issues to be addressed with respect to the ESPVIrF and each subcomponent, and obtain the views of implementing agencies, local communities, NGOs and affected groups. Tn ese scoping sessions should occur in Kinshasa and selected regionai locations, so as to obtain a representative sample of points 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 of participants and the proposals and requests for information made in the course of the meetings. This would include comments from Government agencies, affected parties and national/local non-governmental organizations. For the ESMPF and subproject Category A projects a public consultation will be held on the TOR and on the Draft ESMPF report. For the subprojects Category B EAs public consultation will be held only on the Draft EA report. -7r Id In tidldition the firm will wnrl with thp nrnipo t mannapmpnt to rdpcign a nrnipo t commrnimi^tinric Anal participatory program, which will lay out the subproject scoping and consultation process including the broad approach, frequency -A r l.d ,t-ntn,' issue to be Adcus,sA ,nth - leAtedA officals, NGs. anA othAr IJFl'O AA, fljL~AA ...fOtJ AuI~* O,O L ..... . J.. O Sllf II community groups. All environmental and social assessments, environmental and social management frameworks and plans, ..1I_I nee A1 A .- 1AI _ _.._A. '- I -S -L _^AL : _ T11 AA:A - _ AA , A :1_1_. SLA- -___:__ Will IIUVU VU U UIbLAUbUU i LU aIIu a LI t ulU IliU p bIIU III VVarliligLIL.. tI lb illcily UlaL U1U pJUII;y on Involuntary Resettlement (4.12) will be triggered because of land acquisition, the disclosure requiremnent will also include resetUlement frameworks, resetlement plans and process frameworks. Documents resulting from the ESMPF and the EAs prepared under the project, this means all documents wnich 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 siting/design/construction period and during the operational period of each type of investment. Below is a preliminary identification of potential issues. Component A: Rehabilitation and reconstruction of critical infrastructure. Transport infrastructure: Similar to the rural roads and access tracks, larger transport improvements 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 of the natural vegetation, temporary noise, dust and pollution levels from construction machinery, and social impacts, such as increased risk of HIV/AIDS and other sexuallv transmitted diseases at construction camns. Other social issues could concem the presence of refugees or squatters in areas affected by the subproject. During the maintenance/onerations nhase notential imnacts mav includ(e increamed accidlent levels duie to higher speeds and potential impacts of traffic on sensitive biological systems or protected areas, increased poaching of hiihmeat and incrreased logging of tmopica hardwood. Electricit,y serices: Potential issues include the siting of pox,ver generation and distribution facilities, proximity to populated areas and safety considerations. Rehabilitation might produce hazardous X" .lL "a A C S'. llLI. ._I',U ll'1lJ.JV l Il a%.La VAI OU.IIULLUIULILr, xhua a.iiu 1LaIia, IliijJ L0. cher...ca-ls such ag PCBs, etc. WI .ecs fhd-pwr,;rpcso u-od..g"r rd,a,a rpc on downstream users and potential for land acquisition should be taken into consideration during the sl"LL1163 uV;OLrL aiiu vViz;kaLlVlIaL p11aV;. OV%ld4I 1bbUVU 01 pJ41L"LLU141 1LUIV411L.; WVUUU U1U1WLUU PULClu1l larIIU take and loss of agricultural land in the right of way of distribution lines, and potential presence of refugees or squatters in tne sub'project areas. Otiher potential social impacis such as ine increased riSK of HIV/AIDS and other sexually transmitted diseases at construction sites should be considered where applicabie. Disposal of potential waste material should be addressed during the construction and operational phases. Positive impacts of rural electrification may include facilitation of a wide range of development endeavors, including evening light for c-hildren reading, refrigeration for medicines and power for agro-processing and small enterprises. Negative impacts of rural 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 and sanitation facilities in relation to populated areas, need for drainage and avoidance of stagnant water and water-bome 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 76 refugees or squatters, should be considered where applicable; Health and sanitation aspects of improved water supplies constitute a potential benefit which should be exnlicitlv addressed in the design of the interventions. In all cases, social benefits include employment during the construction and operations phases, and improved accev.- tn hbaic s-rvices. Component B: Agw.Uculd , JS.K-l Se,;ces and 5. nif Udvelopment. ~'~I&LUI&&~ UIjI " (J L t4 ~JS. 4a ( LSU 13. LI(SII. O)i1L.V a 1U1 U I ui 11PIUVVvI1luILb dic; 1;'&P;k4tU to be carried out on existing alignments and first focus on spot improvements, the potential for major Im.pacts rel^ated to land use, hydrology and resettlemenlRt are considered rminimal. Duunng the construction phase, direct impacts need to be considered, such as borrow sites, disposal sites, accelerated erosion, degradation of the natural vegetation and sociai impacts of construction camps, inciuding tne risk of HIV/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 potentiai impacts of traffic on sensitive biological systems or protected areas, increased poaching of bushmeat and increased logging of tropical hardwood. Social benefits include employment during the construction and operations phases. Support to producer organizations: Potential impacts may include the procurement, use and proper storage of pesticides, fertilizers and other chemicals to support production activities, although at this time this is considered to be minimal. Programs and policies to support production activities should address issues of sustainability, for example soil conservation and cultivation on steep slopes. Health support programs: Siting of health care facilities 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 (hosnital wastes) need a snecial environmental managemernt plan. Mduratinn .'unnnrt nrnornmv Siting nf eduiretiAnn fhnilitipz chniild take irnt cnnsidaprtion dirainag,- erosion and safety factors, as well as adequate provision of sanitary facilities (water supply and adequate bItriiie cuctom ct-nrnnn2nrie, by heslsalthi PAdutioni howi to-s use a i-.A in tl-spm\ '77 /I, APPENDIX 16. DRAFT-Terms of Roeference for Environmental and Social safeguard Management Serviees D A (`1iA`DI ITNT1rT A WYT% 1DTbC Tr ThpfqtDTfYlT Tne overall purpose of ine proposed Emergency Multi-Sector Renabilitation and Reconstruction Project (EMRRP) is to initiate the long-term process of reconstruction and economic rehabilitation. Neglect, mismanagement, and damage from the war have led to the near coliapse of the DRC's infrastructure and capacity of government to deliver basic services or carry out govemment functions. The specific objectives of the project are to assist the Democratic Republic of Congo (DRC) to (a) start rebuilding agricultural production and enhance food security, (b) reconstruct and rehabilitate critical infrastructure, (c) restore essential social services and build community infrastructure, and (d) strengthen capacity of govenmment to formulate, implement, and manage medium and long-term development programs. The proposed program will be among the first to be implemented as the DRC emerges from a long period of instability and economic decline towards a period of recovery. The program will be countrywide, with activities restricted only where the local security situation would make supervising the activities difficult. To compensate for weak government capacity, it will be prepared and implemented within the framework of a single operation to facilitate implementation and supervision. The proposed program will have four components, summarized as follows: ComDonent A: Rehabilitation and reconstruction of critical infrastructure. This component will finance the rehabilitation and reconstruction of critical transportation infrastructure, electricity services, water sunnlies; and urban infrastructure- It compnrises five sbcornmponents: transportation, roads, electricity, water supply, and urban services and infrastructure. Component B: Agriculture, Social Services and community development. The agriculture Cornr%onen-t uAln; fir.annA rehkabilitatio of-ra.ras n -accs +--cs help -sals & ;c11.4-a "I ... ~ft~ffLLtl J ~lf .a oCA. .~f.O LtfO 1.j .ILf1C .. a 1t,t Luiai information system for farmers; strengthen the operations of producers' organizations, NGOs, and key pjublic lvlc FL mv lus; and al.. porI L LIM,.uvUvelopFIiL-IL VI a picMy 14Ha1VWU1rk L.ihL Il.ipro-vUes ,UIV investment climate for agriculture. The social services & community development component will fi.iar.Lc essr111taI sWVI.U v ill IIlVwlI, eUUcaiUio air.U scUll pIULrCLIU11. H Will a1s0 lfinanc coimrnunily development projects. Improving and expanding health care services is the priority among the subsectors because of the extraordinary extent to wnich disease is damaging the productivity and weii-being of the people of the country. Component C: Development of the medium and long term sector development strategies, capacity building and institutional reform. 'T'his component will finance the preparation of the development strategies for the DRC's most important sectors: agriculture, education, health, transportation (covering all modes), water and sanitation, electricity, and social protection. It will also cover costs of implementing sector and institutional reforms and of building human and institutional capacity. Finally, this component will finance the principal studies and preparatory activities for future investment programs. Component D: Management, monitoring and evaluation of the implementation of the brogram and the IDA-financed project. This component will finance project management, and monitoring and 78 evaluation of the implementation of the program and IDA-financed project. This will involve technical assistance. exnertise, consiiltant services, lnisrtical sunport and equipment. The prog.ram. will be sunpport.ed through a mrulti-donor effort. The. on,Zrpll cost of the progrm is estimated to be about $ 1.755 billion, with IDA financing estimated to be about $ 576 million, or 33 percent of the tntn Thprpm "tlp xxrll 1p f*aSSSr.ASA , tJAJAtrALlkln PraA -aja -Af1ALAC1.A -1 MA - .-A 0 U IAt tA,S. toa.1--mairer.aider .....l be .fimnc.ed by - ---- -bilateral en .l;late.er donors, ..... -heGvr.r.n (mainly through taxes and duties exemptions). The overall program will be overseen by an interministerial steering committee, chaired by the Minister of rlanunlig ariU- R, eUonsi UUCiU ar.d U-i C 0 1pI ising .. i1is- ers L(for lr UCIdgaLts) ol fiiUinc ani scutUral agencies involved in the program. It will be implemented through two major subprograms: Subprogram A: Rehabilitation and reconstruction of infrastructure. Given the technical nature and scope of worics, this subprogram will be executed by an intemationai management and impiementation firm that specializes in managing execution of large infrastructure projects. The firm will be fully responsible for preparing tenders, carrying out evaluations, and supervising contracts on behalf of the government, in accordance with Bank procurement, financial management and disbursement guidelines. Subprogram B: Agriculture and social services and community development. The Bureau Central de Coordination (BCECO), which has recently been established under the Ministry of Finance to administer donor-financed projects (and which is executing the IDA grant), will execute this component. It will set up a unit (a division) within the organization to follow up on the subprogram, reinforced by intemational procurement and financial management specialists. The unit will be responsible for managing contracts, procurement, and financial matters of the subprogram. The Government wishes to recruit the services of an internationally-qualified Environmental Consulting Firm who will work with the Government to ensure that the above program is carried out in an environmentally and socially sound manner, and that the IDA funded investments and activities comply with the World Bank Safeguard Policies (listed in Attachment 1). Although the. project is focused on rehabilitation of existi-ng infrastnruture, the scale and natlre of the project activities, as well as the potential for resettlement, displacement and social tensions within the mirrprntlu impnhtplP pnliti:cl vithintinn renhiiir- that it hb c1lasifimed Cratpanrw A ,wiect. OBJE CTVrI'f9TE A NTDr f'& TEPDn7T1X1/ EYE' QOSD17TICES ~.P3JR!1%o JL A V ., PIL %.. V EXJLA V ArE, W V %-PLI LYELIxR%V A'...Ejk The UoveI-all UUJecLive of UtllS assiginruieuut iS LU er nsure tat all investments aniactivi-is financed oy iu A under the EMRRP fully comply with the World Bank's Safeguard Policies. Because the project is multi- sectorai in nature, and not all the subproject investments are kcnown 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 of the project. Given uncertainties regarding the location of many subprojects, and the complexity of DRC's environmental and social situation, this approach is designed to ensure that the selection, design and implementation of all subprojects comply with World Bankc Safeguard Policies. Because local capacity for environmental and social management is currently weak, an Environmental Consulting Firm will be engaged 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 PMU, 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. 79 T.h.e establishment of this process wl be implemented in. thee broad tim.e-p.hased actiities (show schematically in Figure 1): Activity 1: Establishment of Environmental and Social Management Process Framework. The first d~LIViy Wil U~ I~4iliU UULWIUIU Ull~J~4I k piU~L~L aULU Will iI1VUiVC;. kil a bULULa.LEY 1V'VIVW civi.j vvillbeca tJ aied ouL WILtl,-:,.one year of p-Poject effective,,vess ar, .vvI ill r,vo-ve (i/ -m--; , -eve of environmental and social issues related to the concerned sectors; (ii) the formulation of standard inefLiods dnu proeudures specifying now a;; subprujeus w-ii sysLernatica;;y address environmentai and social issues in the screening and categorization, siting, design, implementation and operational phases of the subproject lifecycie; 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 ot the particular characteristics ot 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 DRC and the Bank agree to basic environmental and social safeguard principles and procedures, and the DRC affirms its agreement to carry out all subproject activities in accordance with these procedures. The Environmental Consulting Firm will work closely with the PMU and local stakeholders to carry out the above tasks. During the preparation of the Framework, the firm will also work closely with the PMU 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 Dlace. the Environmental Consulting Firm will work hand-in-hand with local counterparts to plan and carry out the overall Environmental and Social Management Process for the overall nrOiect- This will include suhnroject assessments (including the screening, categorization and required studies), preparation of documentation, and obtaining necessary approvals by the Borrower and the Ban1 depending on the c-ategorization and Safeg,uard co-ncern.s of each suhprojert. Th.e prot-granmming of these 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 lViar,i5.,ll.jL P .-oces Will inVoive ii.LiLLIunliiza&xvii of uILe.-oeUULe iaiu VUL Ui Ush ...JVraLIVIaI Manual and Framework Agreement. To this end, the Environmental Consulting Firm will work closely W'iUtll '.hePMu andU iiiipileiiliil.ing agencies io p e LU alUpUyri [UP[lU I nU efiUcll irlSULULlUUnU airaingemrnes for sustainable management of environmental and social issues. In support of these efforts, the firm will provide on-the-job training and conduct in-couniry workshops for staff in the PMivu, impiementng sector agencies, local communities, etc. 80 Figunre 1:- Onpratio nal hrnmpwnrk far 1'.nvirnnmn*a1 sand Qnrial Man2umPnt And R>fpouuqrd Compliance Process Summary Review of F Fnvirnmrnntol an. Social Issues, by Sector Aicrivirv I Environme al Environmental and - Socii 4Social Framework & SocialEniomnaad 1 Manageme~t j Agreement Process Framework| | | Roads& |Water & Electricity Agriculture Health Education I 2,.r-n,uport O I V S 11VI I I I Activitv 2 I I '.Jl5uxn5 SUpubrjec;L Enavz.u,,.:e,a, andu Social nAssessrr.n; ar.d Mvar.ageme,n; rces Ongoing z Roads & I Water & I Electricitv I Agriculture I Health I Education Subproject Transport Sanitation | Managemerh Pro ect) Proj0ct00 0 000 0 00 0 00 00 0 Act.*.tv3~ r + + + + + + CapaciD y P Y||On-the Job Training & Capacity Building To PMU, Environmental Agency and Implementing WWFI l Agencies J Project) 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. 8i Figure 2: Overview of Environmental and Social Management Process Subproject Idencation Subproject Scoping & Screening ADDlicabilitv of Safeeuard Subproject Categorization (A,B,C) Definition of appropriate studies in conformance with I "| zA ~ "'~~' I Review and Approval [ Subproject Assessment | Implementation of Assessment Studies and formulation of Environmental and Social I Management Rlans / Review and - I Approval ) SuDproject Impiementanon Implementation of Environmental and Social Management Plans during the + ' 4 Monitoring During the scoping and screening phase, the scale and scope of potential impacts will be assessed so as to categorize each subproject and determine whether particuiar 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 carrv out a broad assessment of the environmental and social issues associated with each sub-component of the project and develop a set of operational tools and procedures for systematically considering these issues in the nlanning and implementation of the subprojects. The proposed operational tools will be applied for the screening, cnte.anr:7ntin nlannina ninti impItlmentina iniiviuiial -uihnrniertqrund will be genred toward the particularities of the various sectors and subprojects planned under the project. The Firm will be respo-ncihle fewr ,incirrgn thlat eiihpn.rtipot c&rppen.iv,cr arn.d atpgoni-7atin" inclu,de explici critpi. a to determine the presence of potential impacts that would trigger the application of the Bank's Safeguard Policies ar.d +1-- +U-h executi;on ofr.eq, ---A -raye -A.-;.dvual- p.oecs T.. p.-oposed -.oced A-s *L tfLutItO 0fLt IJIMO Idit' t' t an.alyOt82 p. 82 will propose an institutional framework for assuring conformance with Safeguard Policies and meets the Barnk's requiirementsi for emvirAnnPnt2l and soc'ia! revi:ew nrnr to Qnrnett approva!. This will incluide the specification of an efficient system for regular documentation and information flow at key points in the su)bproject lifecycle ,xriAthin the p.roject stcuimcthe the Ertrir^".mIeta1 Consulting Pirm. ',Ath 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. his -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 simpie database iisting of ali types of subprojects, categorized by subprogram, component, sectoral subcomponent and subproject. The Environmental Consultant will also design an implementing framework 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 Govemment, 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 of points 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 Darticipants and the DroDosals and requests for information made in the course of the meetings. This would include comments from Government agencies, affected parties and national/local non- governmental organizations. Tn 1ltdihAnn the firm wuill wnrk w ith the nrnioet mRnnaemPnt tn desion a nmnirt Gn-mm-iniratinn-, annd participatory program, which will lay out the subproject scoping and consultation process including the broad rni-ph frpni7ph n 5nr, ar.d sbe,strn,tiie issipu tn be discusedp v with elected nffipiale NMcnn and nther community groups. During implementation, the Consultant will assist the Government in keeping records of rm.eet;-. and other ac.-.itim-, .-Acr..r... n- icati. 0A-4nr.,.er.tt andA .h.er Ai a,nc.tionn Aask. 1.3: Assssment ofL Poitcy, jLega arnd AdinunatratimcklFaimeWork lne Consuluant -will -rvicw aiun assess uLser lL.UL CiUICllL regulionUs dila.U swLIIUdUb dUVUclllilig environmental quality, health, safety, protection of endangered species, siting, land use control, resettlement, land acquisition, etc, as tney 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 environmentai protection and management m the DRC, as well as within the project's implementing agencies. Based on this assessment, the Consultant should reconmmend: (i) a project institutional framework that will facilitate the elficient incorporation of environmental and social considerations into the subproject planning and implementation processes; (ii) 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). 0.3 Task 1.4: National Baseline Environmental Conditions and Methodology for Subproject Baseline En-viuuumeuiau Condiuons necause o t'n e oroau natuonai scope and multi-sectoral oreaudt o1 mne project, tne Environmnental 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 of the 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: * Land resources * Hydrology * Water quality * Biological (biodiversity, including forests) * Air q,i-alitu, * Socio-economic and cultural Because of the wide range of potential issues, the Consultant should focus on synthesis of the key issues facing '..ie courHUy, wiUi ,-eferences LU ULIICI sVoureS for IIIUmre UCLeIdU Udt anIU UocUmenLLaion. 1 .4.2LMeinotnoaoiogy ior secior anu site-specific oaseiine conaitons. witn respeci to eacn oi tne 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 sociai 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 infornation 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 of the 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 of potential impacts should be assessed in terms of risk that is, their likelihood and intensity= E.phasis shnould he placed on identifvino potentially significant effects in various parts of the country which are distinguished by topographic, ecological, enrin-pei.nnAmA., cultural resourPcm-e nr ntohr T.h ptie,tipc T. ,rapt..hn fnr thisc ascssrnpirt ,xxnll provide the framework for the development of the programmatic environmental management plan in Task 1 .-6 a . the deailed assess..er.t of subp.-ojects, a -- dlesc..beA ;.Tskl 1.Q. AftaL'-UIfIf.ft -3 p A-.z 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 of positive impacts) 84 identified in Task 1.5, to be implemented during both the siting/design/construction and operational ipierlcos Also sipecifiedl .vil be. thersosblt for i.^pe.e .-;gand.on"itrng these r,^easues, also during the two periods. For mitigation related to siting, design, construction and maintenance activities, th.eEna,iron-.tl C--onsut;.ng FLIV. hulciU,te .he i%ap,p.vopriaLt clauses to tbe HUincoLMULAt iIn U--sigl andu construction contracts. These specifications should be clear and concise and emphasize the responsibility f Lhie p% LVA All 1- VULFUL goals of 01 %LIe cU LAUIU. . Li Licular afLentiOn -wi-l; be paid o the prUUess Lo De followed for compensation where there is potential for resettlement or land acquisition. The sector- specific EMPvlr frameworks should be summarized in tabuiar format, simiiar to tne outline shown in Attachment 2. The development of generic mitigation measures will provide the framework for developing sub-project EMPrs, 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 nrniPrt nhiPentivpeC T1hi ull inrcludeip a rpvipw onfthe "wxith1ou,it pronjet" or "no project" ltntx,e It -i!! also assess alternative sector policies under consideration in the Program and if there are any ennronronental imrplications. At a subproject level, the Environmental Consulting Firmr will estblish a standard amewIork t.hat permits an explicit consideration of various alternatives to the specific subproject (including the "no p-oject" alternatLve). hllis llframe-wor-k will be displayed in a table tUhat presenLs the principal alternatives and a comparative analysis of these options, including a description of the proposed alternatives, their capiai anu operational cosis and tneir potentials for effective impiementation under iocai 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: * Scoping and assessment of potential 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; * Analyses required to establish baseline conditions and assess the tvyes and significance of imnacts commensurate with Safeguard Policy requirements; * Issues to consider in analysis of alternatives (such as alignments through sensitive areas and rural ac_e ssibility 2ltPl2te.rntZeO; = uiLcUlvL1aLiVii u 1of1LiV.I 411U i^iiiULiiLUliirig L1is i ures uuiJing u'..e bitiIng/'uCig5i/cunsUlSuctiu anu operational phases; these would include standard formats, checklists and specifications; * Design of environmental management plans (mitigation and monitoring, as well as institutional arrangements); * Participatory, consultation and public disclosure processes; and * Documentation requirements and information flow for environmental review and approvals within the project structure and with the World Bank. 85 Task 1.9: Environmental and Social Framework Agreement 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 DRC and the Bank agree to basic environmental and social Safeguard principles and procedures, and the DRC 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 DRC and the Bank to achieve a consensus on the content and format of these agreements and assist the DRC 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 nroiect This will snecifv resnonsibilitv for ensuTrnr that allsuiih-nroiects conform to the siib-nroiect guidelines (including means of verification and reporting), as well as monitoring overall or cumulative P,,vlirnanrnpentt issiipe at the sectonra level. T ask 1.1 i: Preiiminary Caiendar for Environmentai and Sociai Management Pians 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 of the 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 subprQjects 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 of subproject assessments, timely submittal of these assessments for Bank and Borrower review, implementation of monitoring 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 sociatl safeguaardu -arage1iient, as well as 'Lo eLstUab lil ULadI Iao LWUIoK VI expeLb sUIU adirL1LUUUi11 ca4paUIb 01 pursuing essential environmental and social management in the sectors concemed. Task 3.1: Design Institution-Strengthening Program The Envirornmental 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 wuill assess capabilitipes and deviseaprtogramnn of in.-countru and onn-the.ijob training to strengthen institutions at all levels, including the national govemment, local govermment and nrnof-cc ann inorg ninn e -nax,rorA in tink. "riprn 86 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 countermarts. The Firm will alson nranize workshops and seminars with a broad range of stakeholders, in conjunction with the program for consultation and participation. Ou X PU TS AN-v REsPOR -T S The Consultant will be responsible for the following outputs and reports: Inception Report. The purpose of this report is to sumrnarize 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 reDorts. It will be submitted within 30 davs of starting work. Environmental and Social Manatgement Process Framework Renort. This renort will present the results of Task 1 and the proposed institutional strengthening program in Task 3. It will contain the results of thp PnvirnnmnPnt2l rnd ncial Asessme.nt na descr:bed in Task 1 inrclding the Oner2tinn2l Manual and the Environmental and Social Framework Agreement. The Operational Manual will constitute the wxrltn- docnuent fnr rperationalizing thf-c- e-tpmrvntir tAnvirnrn,pntn1l cniA enniml n1Pcq,tmPnt nf nl I subprojects financed under the IDA credit. It will be adopted by the Government and the World Bank +'k.ug -he En.lo.rlr.a -an Social F.r-ework Agreerent. .ce adopte, it will be re-,im"e ar.d LiiUUVUr,1 Ul.a .XLd L VJ.tLfU,a,,Lak aLm n,~.a I kn. ~ A A .5 t,t,f"Nl.,t L. LI' a FlsL.. - VT iiL.*,-i,v i updated on an annual basis. The Report will be submitted in draft form within 2 months of mobilization. Following consultations and comments on tne Draft, the Final version wil be presenTeu W-LninoM) 3 mUnins ol ImoblIizaLiUn. I neC LfInI version should include an Executive Summary, with the Environmental and Social Framework Agreement as an Annex, in French and English. Tne Executive Summary will provide the oasis for ine 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. Tle annual reports will summarize the cumulative work accomplished to date and propose a schedule for subproject assessments and submittal of required documentation. Subproject Assessment Reports. These will be submitted according to an agreed schedule in the n.,UUiuai VT Plar. s I Ii, nIIU az r.uLtL4alyJ roified 1 With tie ProjetL Manag.er.t Ui-tar S-uggested ForUlmat' for Environmental andU Socia:21 MNarnagement A-OCUess Fra-mew-York RLeplortL. 11,.e Report should be concise and focus on significant environmental issues as they relate to the project investments. Tie main text snould presen innaings, concilusions anud rtoimnleuneuru uations, SUppoI brUUy summaries of the data collected and citations for any references used in interpreting the data. The Report shouid be in a format similar to the following: Main Report 1xicuti.qve Siimmnrv (in Frerch and English) Environmental and Social Assessment Process Polirhi T e,gal ar.d Admirnisrnti FramiewIrk Description of the Project 0'7 0I Environmental and Social Baseline Data n.iro .-..m..e. -1 a.nd Socia! tlpa Analysis of Alternatives Etns,4rnonn.len ,d V Socia Magement Plan Mitigation Institutional Responsibilities and Strengthening Activities Budget Environmental and Social Management Operational Manual Environmental and Sociai Framework Agreement Appendices List of Renort Prenarers Bibliography Tict of Per,nnq Cnntneted Public Disclosure and Record of Scoping Sessions and Consultations Technical an.d thtr Appendices The Environmental and Social Management Process Framework Report will be made available for public comment in the country and to the World Rank Info Shonp SUPPORT FROM THE GOVERNMENT The Government, through the PMU, will ensure that the Environmental Consulting Firm has access to all necessary project descriptions, data, drawings and other relevant documents. The Government will ensure that counterpart personnel are assigned to work with the staff of the firm. The Government will also ensure access to proiect areas, and provide the firm with all necessary introductions and letters requesting cooperation with all stakeholders, including government agencies, NGOs and research EXER 11ISE Ari-i ESTiUivA 1LDD LE'VEL OF EFFORT REQU1isED The successful Environmental Consulting Firm will have extensive experience in can-ying 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 T As + A AA .4 _ A -.-S A ArA T --A A*Ti; J.;, L1L11aLVIU l:,AJI LLW- 1iXAUIUI U -IIU ,VwV -, V I-IVL 88 I _____________________________ _ IPerson-M onths JfL W:+: NAIl D XXVIARFTYi9 Operational On-going 1vLauuuI I 1Wa' utuWIULl VManual &L MVanageeunt Tota:X Framework I & Training Agreemeni I Team Leader/Environmental Planner 3 | 36 | 3 l Social Scientist 3 36 39 Ecologist I 10 11 _ Hydrogeologist/Soils/Land Use Spec 1 I - 10 I THvdologistIWater Oualitv Spec 1 10 IDec Human Health Spec. I 10 1 r- 1, I _ A r A . . _A I 1 i I Total PM (International) 11 122 | 133 l JTotal PM (National) [ li 122 133 1 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 and/or multi-sectoral programs. CONTRACTING STRUCTURE Indefinite Quantity/Level of Effort Contract. The Environmental Consulting Firm will nrovide nerson-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- mrnnths The Firm would also benreimbhurseda fied monthly amnont for its core team and support functions. The Firm would work with the PMU and the Bank to lay out a tentative annual work order IJp.-on.m, ,vZi v ou.s ld bupdae nar6lrbss ATTACHMENT 1 WORLD BANK SAFEGUARD POLICIES E.-4 ro---.. -.+-I Assss.nD A.... OPn.0 Natural Habitats OP/GP4.04 d£%, A 1), ruLUy _Pr 4t.J Pest Management OP 4.09 Cultural Property OPN; 1.03 Indigenous Peoples OD 4.20 Involuntary Resettiement OD 4.12. Safety of Dams OP/BP 4.37 Projects in Disputed Areas OP/BP/GP 7.60 Projects in International Waterways OP/BP/GP 7.50 ATTACHMENT 2 SAMPLE SUMMARY TABLE OF ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN A. Construction Period |(Impact | t Mifgation | Responsibility IIact MItigation trartC ) I mnlampn.tahti0n I Manitorino 1. Air Quality 2. Land Resources 3. Hydrology | | 4. Waterquality 1 - X ~ ~~~~~4:0 I 1 1 cultural issues . B. Operational Period Impact T Mitigation | Responsibility i |. Air Oualitv 4: (e.g. regulations) | Implementation | Monitoring 1. AirQOuality I | 2. LandResources 3. Hydrology 5. Socio-economic and cultural issues 01 ATTACHMENT 3 nDnDr ThT A DxT TXEYI'rTCO A 1r'TCT% Cm VX ITTDC1 Am'1TT AI A NM1 T QC A T TrE'C l K%.J2Vll overall irol....el .tL aL"1d socLia issues A wAJI %.P1?t1 h V JU secto r J.wAL ll be id7nife durAlthe LIIIC UVU1411 IL1VIlUlkllLL4Ll 41LU bV%Adl4 lbUVb d:Vl4K4L1U WILII C,4L4i b"LUI Will UC; lU1-lILlllvU UUlil UP; II development of the Environmental and Social Management Process Framework. These will be divided into potential efIects uring the initial sitingu'desigvuounsLrutLlUl priIUU nUU uring the opera-ional periuoU of each type of investment. Below is a preliminary identification of potential issues. Component A: Rehabilitation and reconstruction of critical infrastructure. 1Transport infrastructure: Similar to the rural roads and access tracks, iarger transport improvements 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 of the natural vegetation, temporary noise, dust and pollution levels from construction machinery, and social impacts, such as increased risk of HIV/AIDS and other sexually transmitted diseases at construction camps. Other social issues could concem the presence of refugees or squatters 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 biological systems or protected areas. Electricity services: Potential issues include the siting of power generation and distribution facilities, proximity to populated areas and safety considerations. In the case of hydropower, impacts on surrounding flora and fauna, and potential for land acquisition should be taken into consideration during the siting, design and operational phases. Social issues of particular relevance would include potential land take and loss of agricultural land in the right of way of distribution lines, and potential presence of refuilees or squatters in the subproiect areas. Other social imnacts such as the increased risk of HIV/AIDS and other sexually transmitted diseases at construction sites should be considered where applicable. Dispsal of notential wndte material shou1ld he addre-sed diiring the cnnqtrnition and ^nnerntinnal nhases. Positive impacts of rural electrification may include facilitation of a wide range of development er.deavors., ir.chluina vnn liaght for chilAren reaing,n rg-f.;gerq-rnfn .fio r medic-inesnn ar.d po.vr .Er agro=% processing and small enterprises. Water supply, sanitation and urban infrastructure: Potential issues include the siting of water supplies A_ +4_ A_ ; ; A __A A_ A.-1+ _ A_ A2a_-I_ _ _ . A---_A t _- A_ _ .. --A_ anuu salriLaLiul1 laLilllLl, Aii lCiaiAiLl Lu FVpJUlaL-u alIaU, 4l0 u lVL Ulallluar aiualU aVUIUall U1 uL alallL W42rL and water-borne diseases. Solid waste programs need to adequately plan for appropriate siting and c'.:, ~~~-1- - ' '- _'-I,--- --C--- _ protectlon of' dUsposai areas. Sociau imipakcts, sULc Us pUoteriia; UIsplUacHIneu resulung from r-ban infrastructure from construction sites, as well as the potential for interface with refugees or squatters, snould be considered where applicable. Health and sanitation aspects oI 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. Component B: Agriculture, Social Services and community development. Agriculture. Rehabilitation of rural roads and access tracks: 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 of HIV/AIDS. Other social issues may involve the existence of refugees and squatters on agricultural land being developed by the subproject Dnuring the maintenance/nperations phase, potential impacts may include increased 92 accident levels due to higher speeds and potential impacts of traffic on sensitive biological systems or nrentnrted nreash Snnoia hi.n.fitm inrhltd eofmnlnu mn.te .nt frincl t,he ctnsntinn annd 1opratino nsnphe Su.pp-or top prouce V rga,.ta&&. Ar PJS.ta! ir.pacts r. incluAd the pc m t,ea storage of pesticides, fertilizers and other chemicals to support production activities, although at this time t'his -is cons-idered tVo bre r.inimal. .Prorgrar.s -ar. poice -to supo A-rdc-,.on ac-..vities should zAA-es LII~ 1 L'1L~U~LU L LI., iUILtlfll I U5,aI1c aiu VLP11.A1..0 LV D&JIJ.J IJI %JiU.U%l LIU U.LXVILtL,O aI1UL&U UU%.LXVOa3 issues of sustainability, for example soil conservation and cultivation on steep slopes. Health support prugrurru. Sitilig of IludlUl car f1aIlIties shuldU L'ke InIto UonsidUertIIo pFLUAHIUIt; to populated areas, drainage considerations and sanitary facilities. Support should be given to facilities and educational programs aimed at reducing Hiiv/AS infection. utilization and disposal of medical waste should be explicitly planned for during the operational period. Education support programs: Siting of educational facilities should take into consideration drainage, erosion and satety factors, as well as adequate provision of sanitary facilities. 93 IMAGING I~~~~~~~~~~~~~~~~~~~~~~~~~~~~ I Report No.: T 7551 ZR IType: I f&>N