Document of The World Bank FOR OFFICIAL USE ONLY Report No. 545 13-TG PROJECT PAPER ON A PROPOSED ADDITIONAL GRANT UNDER THE PILOT CRISIS RESPONSE WINDOW IN THE AMOUNT OF SDR 5.8 MILLION (US$8.7 MILLION EQUIVALENT) TO THE REPUBLIC OF TOGO FOR THE COMMUNITY DEVELOPMENT PROJECT (CDP) June 10,2010 AFTHD Social Protection Sector Unit Country Department AFCF2 Africa Region This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS (Exchange Rate Effective as of April 30,2010) US$l.OO = 0.661761 SDR Currency Unit = CFA Franc US$1 .OO = CFA FISCAL YEAR January 1 -December 31 AND WEIGHTS MEASURES Metric system ABBREVIATIONS ACRONYMS AND AGAIB Agences d 'Appui aux Initiatives de Base BCEAO Banque Centrale des Etats de 1'Afiique de 1'Ouest (Central Bank of West African States) CAS Country Assistance Strategy CDP Community Development Project CfWTEP Cash for Work Temporary Employment Program CRW Crisis Response Window DPO Development Policy Operation ESMF Environment and Social Management Framework FDI Foreign Direct Investments GDP Gross Domestic Product GFRP Global Food Price Crisis Response ILO International Labor Organization ISN Interim Strategy Note NGO Non-Governmental Organization ODEF OfJice du De'veloppement et Exploitation ForestiBre OP Operation Manual PDO Project Development Objective PRSP Poverty Reduction Strategy Paper QUIBB Questionnaires des Indicateurs de Base de Bien-&tre(Core Welfare Indicators Questionnaire) RPF Resettlement Policy Framework SDR Special Drawing Rights TS Technical Secretariat UN United Nations UNICEF United Nations Children's Fund WFP World Food Program Vice President : Obiageli K. Ezekwesili Country Director : Madani M. Tall Sector Director : Tawhid Nawaz (Acting) Sector Manager : Lynne Sherburne-Bern Task Team Leader : Giuseppe Zampaglione 2 FOR OFFICIAL USE ONLY REPUBLIC OF TOGO ADDITIONAL GRANT FOR THE COMMUNITY DEVELOPMENT PROJECT (CDP) CONTENTS I. INTRODUCTION 6 1 . BACKGROUND AND RATIONALE FOR ADDITIONAL FINANCING 1 6 1 1 PROPOSED CHANGES 1. 10 IV. APPRAISAL SUMMARY 13 Annex I: Framework for Result Monitoring 19 Annex 1 : Risk Identification Worksheet 1 28 1: Annex 1 1 Detailed Description of Modified or New Project Activities 30 Annex IV: Revised Estimate of Project Costs 37 Annex V: Revised Implementation Arrangements and Support 39 Annex VI: Results from the quantitative and qualitative assessments of the pilot school feeding operation 45 Annex VII: Zones of Interventions for the Reforestation activities of Labor Intensive Public Works and Criteria used for identification 47 The Additional Grant was prepared by an IDA-ILO team consisting of Giuseppe Zampaglione (TTL), Elena Celada and Nadege Nouviale (AFTSP), Alain Hinkati (AFTFM), Itchi Gnon Ayindo (AFTPC), Anthony Molle (LEGAF), and Wolfgang Chadab (CTRFC) from the World Bank and Emmanuel Rubaviza (ILO). This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not be otherwise disclosed without World Bank authorization. Project Paper Data Sheet Date: June 8,2010 Team Leader: Giuseppe Zampaglione Country: Togo Sector DirectorManager: Lynne Project Name: Community Development Sherburne-Benz Project (CDP) Country Director: Madani M. Tall Original Project ID: P110943 Environmental Category: B AF Project ID: P121067 Y Borrower: Republic of Togo Responsible agency: Technical Secretariat of the Community Development Project Additional financing estimated disbursements (Bank FY/US$m.) FY 201 1 2012 2013 Annual 3.6 3.5 1.6 Cumulative I 3.6 7.1 8.7 Current closing date: June 30,2012 I Revised project development objectives/outcomes [f applicable] The development objective of the project is modified as follows: to provide selected poor communities with improved basic socio-economic infrastructures, income-generating and labor intensive activities and access to food, by financing, among others, sub-projects to be identified and implemented directly by communities. The performance indicators have been updated to reflect the additional funds being made available. Does the scaled-up or restructured project trigger any new safeguard policies? If so, click here to indicate which one(s) The environmental classification of the original project is category B, and this will not y. For Additional Financing [ ] Loan [ ] Credit [XI Grant For Loans/Credits/Grants: Total Bank financing (US$m.): 8.7 Proposed terms: IDA grant Financing Plan (US$m.) (AF) Source Local I Foreign I Total - IDA I 8.7 I I 8.7 Total 8.7 8.7 4 Financing Plan (US$] .) (Original 1 oject+AF) Source Local Foreign Total - IDA CDP - IDA 14.15 3.05 17.20 FPCR TF Additional Financing 2.50 4.50 7.00 CRW Additional Financing (proposed) 8.70 -- 8.70 Total 25.35 7.55 32.90 Condition of negotiations An addendum to the ESMF has been prepared, adopted and publicly disclosed by the Recipient in form and substance acceptable to the Association. Additional condition of effectiveness Each Original Subsidiary Agreement between the Ministry of Economy and Finance and the AGAIB is amended in form and substance acceptable to the Association and has been executed. Conditions of disbursement For the School Feeding Sub-component there are no conditions of disbursement. For the Labor Intensive Public Works Sub-component, the following condition of disbursement will apply: The existing Project Implementation manual is updated in form and substance satisfactory to the Association, so as to, inter alia, outline the eligibility, appraisal and implementation modalities for the activities under the Labor Intensive Public Works Sub- component. 5 REPUBLIC OF TOGO ADDITIONAL GRANT FOR THE COMMUNITY DEVELOPMENT PROJECT (CDP) I. INTRODUCTION 1. This Project Paper seeks the approval of the Executive Directors to provide an Additional Financing grant in the amount of SDR 5.8 million (US$8.7 million equivalent) to the Republic of Togo for the Community Development Project (P110943, IDA Grant Number H409-TG). The additional grant, which is being processed under Operational Policy (OP) 13.20, is being undertaken under the Crisis Response Window (CRW) initiative, which was endorsed by the Board on December 10,2009. 2. The overall objective of the proposed Additional Financing is to expand basic social protection mechanisms in support of the poorest households most affected by the negative consequences of the recent global recession. The existing Community Development Project (CDP) has already been amended to help mitigate the impact of previous crises, in particular the food price and floods crises. Given its flexibility, implementation mechanism and community approaches, the CDP can also serve to address the adverse repercussions of the recent global economic and financial crisis on poor households, rural in particular. It is proposed that the Additional Financing support costs associated with (i) scaling up the existing School Feeding Sub-component, currently in a pilot phase and providing daily meals to about 2 1,000 students in primary schools and (ii) introducing a new Labor Intensive Public Works Sub-component to sustain the revenues of the poorest rural households while contributing to the rehabilitation of environmentally degraded areas of Togo. To this end, the project will be restructured to create the new Labor Intensive Public Works Sub-component. The PDO and results indicators will also be restructured, and the project will be extended by 12 months to June 30,2013. 3. The scaling up of the School Feeding Sub-component will continue to target schools in selected poor areas of the country, and the project will use poverty-based targeting criteria to identify the beneficiary schools. This Sub-component will be implemented in coordination with other international agencies, in particular with the World Food Program (WFP). The new Labor Intensive Public Works Sub-component was designed in close collaboration with the International Labor Organization (ILO), which has extensive experience in labor intensive public works. Collaboration with ILO started in early 2009 with joint WB-ILO technical assistance to the Government. II . BACKGROUND AND RATIONALE FOR ADDITIONAL FINANCING A. COUNTRY CONTEXT AND IMPACT OF THE FINANCIAL CRISIS 4. Togo is emerging from a long socio-political and economic crisis. During the 1990s and most of the current decade, macroeconomic mismanagement, lack of transparency in public resource investments, and a persistent democratic deficit led major donor agencies to suspend their programs in support of Togo. In May 2002, as a consequence of the political and economic crisis, Togo fell into arrears with the World Bank, and operations were suspended, along with almost all dialogue and analytical work. This socio-political crisis severely affected the economy of Togo for many years and hampered the capacity of the government to deliver basic social services to the majority of its population. As a consequence, Togo's main economic and social 6 indicators deteriorated and GDP per capita fell over the past decades, leading to a continuous impoverishment of the population. Togo is finally emerging from this long socio-political and economic crisis. Democratic elections took place in 2007, the government engaged in a process of reforms aimed at pursuing economic development and poverty reduction, while the majority of development partners reengaged in their cooperation with Togo. The presidential elections of 20 10 were considered fair by the international community and the reelected president won with a strong consensus from the population, more than 60 percent of the votes. 5. However, subsequent crises in recent years have hampered early efforts and investments in growth. First in 2007-2008, when the shift toward economic development and poverty reduction was swiftly superseded by the global price shocks and devastating rains and floods of 2008. As price hikes were eroding real incomes and heightening social tensions, flooding eviscerated agricultural gains in the cotton sector especially, destroyed transport routes and stifled trade. 6. During the past year and a half, Togo's economic recovery has been dampened further by the global recession. GDP growth is estimated at 3.1 percent in 2009, whereas earlier projections pointed to a 4 percent rate of growth. The impact of the global economic slowdown has been particularly strong on Foreign Direct Investments (FDI), remittances and re-exports. The gross value of re-exports declined from the equivalent of 25 percent of GDP in 2007 to 14 percent in 2009, while FDI fell from an average of 3 percent of GDP during the period 2004-07 to 0.8 percent of GDP in 2009. As a result, real GDP per capita barely grew in 2009. 2006 official statistics (QUIBB) estimated at 62 percent the national level of poverty with more than 74 percent of the rural population living in poverty. These already alarming figures have very likely worsened since 2006 because of subsequent years of negative per capita growth. 7. The activities financed by the CRW will offset some of the negative consequences of the recent international financial and economic crisis. The activities financed by the project will provide support and increased income to the poorest households. In particular, by expanding the School Feeding program to more than 36,000 children for two years, the proposed Additional Financing will increase access to food in selected vulnerable communities. The negative consequences of the global crisis will also be mitigated by labor intensive public works which will create more than 1,000,000 job-days and which will transfer to 25,000 poor households more than US$3,000,000. B. GOVERNMENT AND INTERNATIONAL RESPONSE 8. The Government has limited fiscal space and weak mechanisms to respond to the crisis. To address the social repercussions of these crises, the Government of Togo has very limited options. In 2009, it adopted a full Poverty Reduction Strategy Paper (PRSP) covering the period 2009-201 1. The ultimate objective of the PRSP is to achieve effective and sustainable improvement of people's living conditions by addressing the principal causes of poverty. Yet, despite the emphasis of the government to invest in social sector and pro-poor policies, its financial means are still very limited. It has, in particular, no resources to finance safety nets mechanisms to face social and economic crises, leaving the poorest households to suffer the most from covariate shocks such as loss of agricultural production, volatility of prices and loss of jobs. Scant are the social protection mechanisms in Togo at this time. 9. The Government has a very clear understanding of the challenges in the area of poverty reduction and leads the dialogue on Labor Intensive Public Works. Through the 7 preparation of the PRSP, intense dialogue with the UN system and with bilateral partners, technical assistance, active reengagement in policy formulation, and increase in poverty reduction public expenditures, the Government has shown increased commitment on the poverty reduction agenda. Importantly, in the area of Labor Intensive Public Works, the State Secretariat for Youth and Youth Employment now absorbed by the Ministry for Community Development, Handicrafts, Youth and Youth Employment, has shown strong commitment and leadership. During the last year, the State Secretariat has started a productive dialogue with national and international organizations, including the Bank and the ILO. This dialogue has led to the formulation of a request for assistance to prepare the new Sub-component on Labor Intensive Public Works. 10. Donor response has been limited. Some international agencies, mainly the United Nations Children's Fund (UNICEF) and World Food Program (WFP), as well as some NGOs, are engaged in small-scale safety net initiatives but they remain very limited compared to the needs. Aside from some budget support operations, the existing response to directly address the repercussion of the crises is weak. There is a consensus among donor agencies that public works are an appropriate solution to address the effects of crises on households in Togo. UNDP and ILO supported the Government of Togo over the past year in technical assistance activities and capacity building to elaborate on a public works scheme. However, with the exception of very small-scale food for work initiatives carried out by the Red Cross with support from the EU, there has been no major public works project in Togo in past years. 11. The Bank response includes a Development Policy Operation (DPO) and expanding the existing Community Development Project (CDP). The Third Economic Recovery and Governance Grant, which was recently approved by the Board of Directors, provides financial support (US$16.3 million of which US$4.3 million from the CRW) to the Government of Togo. The Grant will support the implementation of the government reform agenda to support the country's economic and social recovery and its pro-poor growth, in an exceptionally unfavorable economic environment. In parallel, the proposed Additional Financing to the CDP will provide direct support to the poorest groups of society. In fact, the Community Development Project is one of the few available instruments to directly address the immediate needs of vulnerable populations. C. PROJECT BACKGROUND AND PERFORMANCE 12. The Project Development Objective (PDO) of the ongoing Community Development Project (CDP) is to provide poor communities with improved basic socio-economic infrastructures and income-generating activities by financing, among others, at least 350 sub-projects to be identified and implemented directly by the communities. The CDP was approved by the Board on June 26, 2008 for an amount of SDR10.6 million (US$17.2 million equivalent - IDA H-409TG) and became effective on September 10, 2008. Within a month of effectiveness, an Additional Financing of US$7 million was approved by the Board under the Global Food Price Crisis Response Trust Fund (GFRP TF093 124). 13. Project implementation is on track. The CDP is implemented by five regional agencies to support grass root initiatives (Agences d'Appui a m Initiatives de Base - AGAIB) and by the Technical Secretariat (TS) of the Community Development Project (Secre'tariat Technique du Projet de De'veloppement Communautaire). Project execution has been satisfactory since effectiveness (September 2008). However, in October 2009 the project's progress of both 8 Development Objectives and Implementation was downgraded to moderately unsatisfactory because of delays in sub-project implementation and outstanding management issues. During the same mission, an action plan to address these delays and lay the basis for rapid implementation of sub-projects was discussed and approved. The action plan included the following measures: (i) Timely preparation of the 2010 Budget and Work Plan with clear deadlines and responsibilities; (ii) Immediate recruitment of Income Generating Activities experts in all AGAIB; (iii) Strengthening of Financial Management (FM) functions of the TS including the replacement of the TS FM specialist; and (iv) Prompt delivery of all vehicles purchased by the project. 14. Supervision missions in January and April 2010 confirmed proper and timely corrections, satisfactory implementation of the action plan and that the outstanding issues were all resolved. Subsequently, the project development objective and implementation performance ratings were upgraded, making the project satisfactory. The impact of the implementation of the action plan was immediate: as of April 2010, the CDP was rehabilitating or building 134 community infrastructures such as schools, health posts, small bridges, and water points, is financing more than 110 income-generating activities, is delivering one meal a day to 2 1,000 primary school students and has purchased and distributed to more than 10,000 farmers 4,500 tons of agricultural inputs (seeds and fertilizers) to support agricultural production. Under the CDP, disbursements total US$7 million, i.e. 40 percent, for the IDA Grant (H409TG), and US$4.6 million, i.e. 66 percent, for the GFRP Grant (TF093124). It is envisaged that some 90 percent of the h d s allocated by the GFRPTF will be disbursed by the end of Calendar Year 2010. D. RATIONALE FOR ADDITIONAL FINANCING 15. The proposed Additional Financing will expand and complement ongoing activities, and will: 0 Scale up the existing Emergency School Feeding Sub-component which during its two years of implementation has provided free meals to primary school children in the most deprived areas of Togo. 0 Strengthen the focus of the CDP in support of revenues of poor households through labor intensive public works, targeting the poorest segments of the population, those without a job or a stablehfficient source of income. As a second order objective, the proposed labor intensive public works will contribute to the rehabilitation and reforestation of degraded lands, thus reducing vulnerability of the population to the consequences of extreme climatic phenomena such as floods. 16. The Additional Financing will provide a direct and quick response to the current crisis. The choice to proceed with Additional Financing rather than a new project is due to the advantages in terms of reduced processing time, lower costs and greater efficiencies of the Additional Financing mechanism versus a new stand-alone project. Given that all the funding under the current project is either disbursed or already committed for purposes related to the original outputs of the project, the rapid availability of additional funds will allow the 9 implementing agency to continue functioning effectively and to respond to the request from the government to provide support to poor households. E. CONSISTENCY WITH INTERIM STRATEGY NOTE (ISN) 17. The proposed operation is consistent with the Togo ISN. The overarching goal of the last ISN (May 2008) was to help Togo recover from a long period of instability and suspension of aid and to begin laying the foundations for sustained, shared growth over the medium term. This was to be achieved through: (i) support for the normalization of relations with the World Bank Group through the clearance of arrears; (ii) assistance to improve public financial management and governance in key sectors and public institutions; and (iii) assistance to address critical social needs on the ground. The proposed activity is closely aligned with the third pillar. Early lessons from the proposed additional financing will be seminal in developing the Country Assistance Strategy, especially in the area of social protection, and more generally in addressing social needs. CAS preparation is expected to be launched in FY2011. Ill. PROPOSED CHANGES 18. The Project Development Objective will undergo some changes to ensure full alignment with the rationale and structure of the project. In particular, the words "selected", "labor intensive", and "access to food" have been added in the PDO, while the words "at least 350" have been dropped. The PDO now reads as follows: to provide selected poor communities with improved basic socio-economic infiastructures, income-generating and labor intensive activities and access to food, by financing, among others, sub-projects to be identified and implemented directly by communities. While this formulation will not change the overall nature, level and implementation of the PDO, it will improve its quality by adding to the project the access-to-food dimension and selectivity in targeting communities. 19. The CDP Components will remain unchanged, but a new Sub-component will be introduced. As a result of the proposed US$8.7 million Crisis Response Window Additional Financing, the CDP will now be of US$32.9 million (US$17.2 million of the original IDA allocation, US$7 million from the G F W TF and now US$8.7 million from the CRW). A revised estimate of projects costs is provided in Annex IV. The Additional Financing will lead to changes in the first component of the CDP only, and if approved the CDP will include: 0 Component 1: Community Development (US23.2 million instead of the original US$14.5 million) will scale up the second Sub-component and add a third one. In particular, it will include: o Community Development Sub-projects Sub-component 1.1 (UfB12.5 million financed by IDA H-409TG) will remain unchanged and will continue to facilitate beneficiary access to improved health, education, water and sanitation, and other socio-economic infrastructures (200 sub-projects) as well as to income- generating activities (150 sub-projects). o Emergency School Feeding Sub-component 1.2 (US%6.3million, of which US$4.3 million from CRW will add to the original US$2 million from GFFW TF093124) will be scaled up. This Sub-component is currently financed by the GFPR Trust Fund. The Additional Financing will expand this Sub-component from the current 92 schools to approximately 180 schools and run the program for 10 two additional school years (20 10-20 11 and 20 11-20 12), reaching approximately 36,000 children each year. The implementation modalities will be aligned to those existing under the current project and based on the Emergency School Feeding manual, o Labor Intensive Public Works Sub-component 1.3 (US$4.4 million from the CRW) is new and will create more than 1,000,000 job-days and provide revenue support to more than 25,000 people through labor intensive public works. Public works will contribute to the rehabilitation of degraded lands and reforestation, thus reducing vulnerability of populations to the consequences of soil erosion and the impact of extreme climate phenomena. The implementation modalities will be aligned to those existing under the current project but complemented by a specific Manual of operations. It is expected that the majority of this new Sub-component will be implemented during the first two years of the project. 0 Component 2: CDP Training (US$1.7 million financed by IDA H-409TG) will remain unchanged since it supports Sub-component 1.1 only. Additional training costs related to the scaling up of Sub-component 1.2 and to the new Sub-component 1.3 are already included in those Sub-components. 0 Component 3: CDP Management and Operating Costs (US$3 million financed by IDA H-409TG) will remain unchanged since it supports Sub-component 1.1 only. Additional management and operating costs related to the scaling up of Sub-component 1.2 and to the new Sub-component 1.3 are already included in those Sub-components. 0 Component 4: Enhanced Cereal Production (US$5 million financed by GFRP TF093124) will remain unchanged. This component finances the procurement and distribution of fertilizers and improved seeds (US$4.4 million) and capacity building and administrative support to the Ministry of Agriculture and to selected agencies. 20. Proposed new closing Date is June 30, 2013. In compliance with OP13.20, the final closing date of the proposed Additional Financing will be within three years of the current closing date of the CDP, bringing the new closing date to June 30,2013. 21, Expected outcomes and indicators. As part of the project restructuring, the original results framework will be modified in order to: (i) incorporate indicators relevant to the Additional Financing; (ii) streamline the number of overall indicators; and (iii) include relevant IDA core results indicators. The revised results framework, including a detailed explanation of all the changes, is presented in Annex I. 22. M&E Arrangements. Monitoring and Evaluation arrangements will respond to the pilot nature of this operation, in particular of the Labor Intensive Public Works Sub-component. Sufficient resources have been allocated under both Sub-components to carry out regular monitoring activities and to conduct periodic evaluations of the project Sub-components' implementation and outcomes. The evaluation of the impact of the project is an important aspect of the project and, in the case of the School Feeding Sub-component it will expand upon the evaluation conducted on the Pilot financed by the GFPR TF. In the case of the Labor Intensive Public Works Sub-component, evaluation of project outcomes and results will benefit from best practices in the region and from experiences from similar operations. At least three supervision missions per year will be conducted by the World Bank in the first two years of project 11 implementation, followed by supervision missions conducted at least twice a year for the remainder of the project implementation period. Implementation support and supervision will focus on performance of the implementing entities in managing the project and in progress towards achieving the PDO. Indicators will allow specific disaggregation and monitoring, in particular data will be analyzed by gender to show women representation. The TS will hire an M&E specialist to support Monitoring and evaluation of the entire project (PDC) and in particular of the two Sub-components financed by the proposed Additional financing. 23. Responsibility of M&E activities under the School Feeding Sub-component will be with a Steering Committee chaired by Ministry of Primary Education, the Technical Secretariat and the AGAIB. Arrangements for M&E will be similar to those on-going and reflected in the existing Operation Manual for this Sub-component, which will be updated based on the findings of the recent evaluations of the pilot. 24. Responsibility of M&E activities under the Labor Intensive Public Works Sub- component will be with the Steering committee chaired by Ministry of Community Development, Handicrafts, Youth and Youth Employment, the Technical Secretariat and the AGAIB. The implementation and monitoring arrangements of this Sub-component will be detailed in a new Manual for the Labor Intensive Public Works Sub-component which is at an advanced stage of preparation. Primary items of monitoring will also include number of participants (by age and gender), areas of intervention, type of works, and productivity of work. AGAIB and ODEF will report on a monthly basis to the TS and the Steering Committee. Information will be consolidated in quarterly and yearly reports that will also be available on the PDC website (www.pdctogo.org). The Project will recruit a national or international consulting firm to analyze the impact of the project on poor households. 25. The Project Outcome Indicators of the PDC are now updated and are detailed in the attached table. which female (%) (i) Beneficiaries of Public Works Program (ii) Students receiving at least a mealper (50%) 0 2 1,000 (50%) 25,000 36,000 ' 1 (50%) 25,000 57,000 day (iii) Farmers with access tofertilizersheeds 14,000 0 14,000 (iv) People directly involved in new or 1,500 0 1,500 improved income-generating activities (v) Students enrolled in constructed 72,000 0 72,000 /rehabilitated schools (vi) People with access to an improved 30,000 0 30,000 water source 2. Area under improved land management (ha) 0 0 2,200 3. Repartition of financing of subprojects 40% 40% -40% consistent with regional targeting criteria as estimated by the QUIBB 2006 (Variance between QUIBB 2006 repartition and actual allocations by region) 4. Subprojects functioning one year after 90% 90% 90%- completion (%) 12 26. The key indicators and targets for the Additional Financing will be: 0 School Feeding: o Primary school students receiving at least one meal per day (Number)' Target: 36,000 o Meals provided to primary school students (Number) Target: 12,100,000 Labor Intensive Public Works: o Beneficiaries of public works program (Number)' Target: 25,000 o Person days of work provided (Number) Target: 1,000,000 o Participants below the poverty line (Percentage) Target: a least 75% t o Female participation (Percentage) Target: 50% o Young people (younger than 35) employed (Percentage) Target: 75% o Total cost allocated to wages (Percentage) Target: 70% o Area under improved land management (ha) Target: 2,200. IV. APPRAISAL SUMMARY A. ECONOMIC 27. The ongoing School Feeding Sub-component is having a positive and significant impact on poor households. The economic benefits of the School Feeding Project go well beyond the immediate substitution effect of providing meals to children. Two assessments of the current operation are being completed and preliminary results show a significant impact on poor families, school enrollment and overall health conditions. In particular: i) the net transfer of the project through meals can be estimated at about 20 percent of households' yearly food consumption (based on the 2006 QUIBB survey); ii) the enrollment of new students in beneficiary schools in 2009-20 10 has increased by 9 percent, well above the average increase experienced in non beneficiary schools; and (iii) it is estimated that more than US$1,500 a month has been injected in communities as a result of the project approach to meal preparation, which relies on the local community, local food products and the work of village women. More information from the two assessments is available in Annex VI. A manual on the Emergency School Feeding Sub-component is already being used, and will be updated and improved based upon the outcomes of the two assessments. 28. Implementation arrangements of the School Feeding Sub-component will not change. The Additional Financing for the School Feeding Sub-component will use the same implementation approach as the previous pilot. The approach is based on the existing informal system of village women who will prepare and distribute meals via the PTA and the support of well trained and experienced local NGOs. This system is well-tested and reasonably efficient, is far less expensive than building and running formal canteens, and generates additional income that remains in the community. At central level, a Steering Committee chaired by the Ministry of Primary Education will oversee the implementation of this Sub-component and provide overall ' Reported on under the core indicator "Direct Project Beneficiaries." Reported on under the core indicator "Direct Project Beneficiaries." 13 strategic direction. The TS of the CDP will retain overall implementation responsibility of this Sub-component as well as of the new Labor Intensive Public Works Sub-component. The only difference with previous arrangements is that following recent changes in Ministries? responsibilities the TS is now hosted within the Ministry of Planning, Development, and Regional Planning. The TS selects and recruits NGOs (ugences d?encudrement), that are responsible for organizing and implementing school feeding in beneficiary schools and manages the DA. 29. Key design features of Labor intensive Sub-component include institutional implementation arrangements, wage rate, labor intensity, targeting and selection of beneficiaries criteria and methodology of payment: i. Institutionalhmplementation arrangements. Implementation arrangements for this component will be closely aligned with existing CDP procedures. The operation will be implemented at regional level by the five AGAIB under the overall coordination of the central TS and at a higher level by a Steering Committee chaired by the Ministry of Community Development, Handicrafts, Youth and Youth Employment. The Steering committee will be responsible for orienting and supervising the project. The overall responsibility (rutelk) of the Project rests with the Ministry of Planning, Development and Regional Planning. ii. Wage Rate. The wage rate has been set in accordance to the official minimum wage in Togo, equivalent to US$3 per day. Differences exist in the informal market wage rate among rural communities in Togo and according to seasons. On average, this wage is in line with market wage. iii. Labor Intensity. The program has been designed in order to maximize the transfer of money to participants. Wage will represent about 70 percent of the total costs of the operation. iv. Targeting and selection of participants. Targeting will be based on poverty criteria according to national statistics (QUIBB 2006). Other elements such as land degradation will be used to select intervention sites. For the selection of participants, a set of criteria related mainly to poverty indicators, age, gender and lack of other formal employment, will be used to select or prioritize individuals when demand for jobs exceed supply. v. Mode of payment. The payment of wages will be made directly to participants via a well-reputed national financial institution acceptable to the Bank, every two weeks. The TS will make a transfer to the financial institution on the basis of the information received by the AGAIB on the number of days each participant worked over the past two weeks. The financial institution will provide each participant with an identity card to cash the money. This mode of payment - which is already being used by other Public works projects in the region - has the advantage of increasing access to the bank system in rural communities and does not require any intermediary to distribute wages to participants. 14 30. All these aspects are discussed in further detail in Annex 111 and will be detailed in the Labor Intensive Public Works Sub-component manual. 3 1. Labor intensive public works will have a significant impact on revenues and poverty reduction. The Labor Intensive Public Works Sub-component will have both short- and long- term economic benefits on direct beneficiaries and their communities. In the short term, the project will provide revenue support in poor rural communities. Experience from similar programs in Liberia and Sierra Leone show that the net income gain from short, temporary employment opportunities can be very significant, in some cases as high as 92 percent calculated on a yearly basis. Moreover, recent surveys conducted on similar projects provide strong evidence that these additional revenues have both short- and long-term impact. Revenues are used to finance both immediate needs (e.g., food) and long-term activities (e.g., farm investments), ensuring some level of sustainability of the poverty reduction impact of these projects. In Liberia, revenues from the CfWTEP (Cash for Work Temporary Employment Program) financed living expenditures (28%), fixed assets including investments in farming and non-farming activities (29%), education (31%) and healthcare (8.4%). In the case of Togo, the proposed Labor Intensive Public Works Sub-component is expected to have a similar impact on poor households. However, Togo will have an additional long-term gain related to the rehabilitation of degraded lands and soil and water conservation which will reduce the vulnerability of the communities to the consequences of natural phenomena such as floods, including the loss of agricultural production and disruption of community infrastructures. B. ENVIRONMENTAL AND SOCIAL ASPECTS 32. The environmental classification of the original project is category B and will not change with the Additional Financing. The scaling up of the School Feeding Sub-component does not involve any specific environmental or social risk. It is envisaged that the new Sub- component on Labor Intensive Public Works will actually strengthen the environmental situation of severely degraded areas of rural Togo, hence having a positive impact of the environment. Under this component, reforestation of public lands is envisioned. These areas have already been identified in collaboration with the Ministry of Environment and of the ODEF (Ofice du De'veloppement et Exploitation ForestiBre - Agency for Forest Development and Exploitation) and their list is in Annex VI. These activities are not foreseen to trigger other safeguards then OP4.01 and OP4.12 which were already triggered by the original project. 33, Social impacts have been marginal. Experiences with implementation of the ongoing sub-projects show marginal impacts on local populations. The project's Resettlement Policy Framework (RPF) has been applied, and will continue to be applied, to sub-projects. The selected sub-projects are located in government-owned open lands and did not require any acquisition of land, nor restricted access to land and resources. 34. The social risks of the Labor Intensive Public Works Sub-component revolved primarily around: (i) potential resettlement issues linked with the investments in reforestation and small community works; and (ii) possible tensions regarding the selection of beneficiaries. The RPF describes the procedures for developing a relocation plan in case this is needed, including an Action Plan, if the reforestation process restricted access to resources. The procedures cover the following sequenced approach: 15 a. Investments will be made only on publicly owned lands (including community owned land) and not on private lands; b. Reforestation investments will take place on land that is already designated as a national forest or a zone that has been demarcated for reforestation; . C The Ministry of Environment has been extensively consulted and has confirmed that the selected zones are open public (state) lands and free from settlers; d. The project team has hired an independent consultant who has prepared a detailed report on the potential sub-projects and investment areas, based on field visits and desk research. The consultant has confirmed that the areas are open public (state) lands and free from settlers; e. The CDP has a well designed RPF which specifies the approaches and procedures to be taken to deal with involuntary resettlement, as appropriate, but this is not anticipated since the sub-projects will be in public (state) and community owned lands. 35. On the second risk, in order to minimize possible tensions the project will set clear criteria for the inclusion of beneficiaries. These criteria are consistent with the project?s principles for community-based decision making, transparency and voice, and social accountability. 36. Environmental and social risk mitigation measures in the ESMF are in place but will need to be updated. The CDP, has a comprehensive safeguards management system including an Environmental and Social Management Framework (ESMF), Resettlement Policy Framework (RPF), and a Note on Management of Pesticides. These management tools were prepared in 2008, approved by the Bank and disclosed in country and in the InfoShop on February 19, 2009. These correspond to the original safeguards policies under the CDP and the GFRP Additional Financing that were triggered -- Environmental Assessment (OP/BP/GP 4.0 l), Involuntary Resettlement (OP/BP 4.12) and Pest Management (OP/BP 4.09). These tools/reports were widely disclosed to the public and were the object of intense training of government officials, the Technical Secretariat of the CDP, the AGAIB, implementing partners and other stakeholders. However, as a condition of negotiations of the Additional Financing, the ESMF has been updated, adopted and disclosed through an addendum setting forth, inter alia, the policy framework, principles, standards, processes and institutional arrangements to be applied to assess potential adverse environmental and social impacts associated with activities under the Labor Intensive Public Works Sub-component, and the ways to avoid, minimize, mitigate or offset them, including public consultation, disclosure and reporting. C. FIDUCIARY Financial Management 37. The FM arrangements for the Additional Financing will be based on the existing arrangements. The new Sub-component on Labor Intensive Public Works will be implemented through existing mechanisms of Advance of funds to regional AGAIBs and their involvement in supervision and collection of supporting documents from activities done by local NGOs. With regards to this Sub-component, it was also agreed that the regional AGAIBs will not pay wages 16 directly to workers, rather these payments will rely on an agreement with an acceptable well- decentralized financial institution in Togo and in accordance with a specific Labor Intensive Public Works Sub-component manual. 38. The conclusion of the financial management assessment is that financial management arrangements for the Project are in place to satisfy the World Bank?s minimum requirements under OPh3P10.02, but that they require some adjustments to be adequate to provide, with reasonable assurance, accurate and timely information on the status of the Project as required by the Bank. The main areas of focus are: 0 Finalization of the Labor Intensive Public Works Sub-component manual; Recruitment of an accountant with qualifications and experience satisfactory to the Bank to support the implementation of the Sub-components being financed by the CRW and to reduce delays noted in the implementation of the Additional Financing under the Global Food Crisis Response Program; and 0 Amendment of the existing external auditor Terms of References (TORS) in order to include the additional grant operations. 39.? The overall fiduciary risk rating after the above measures is assessed as Moderate. Annex V discusses in detail financial management risks and mitigation measures. 40. Additionally, the existing CDP manuals may require some alignment and take into account lessons learnt and weaknesses identified. The Project team is already planning to make such adjustments at Mid-Term Review which is scheduled in mid-FY2011 and will start such revision as soon as the grant becomes effective. Procurement As was the case of the parent project, the procurement for the proposed additional funding will be carried out in accordance with the World Bank?s ?Guidelines: Procurement under IBRD Loans and IDA Credits? published by the Bank in May 2004, and revised in October 2006 and May 2010; and ?Guidelines: Selection and Employment of Consultants by World Bank Borrowers published by the Bank in May 2004, and revised in October 2006 and in May 2010, ? and the provisions stipulated in the Financing Agreement. . For each contract to be financed by the Grant, the different procurement methods or consultant selection methods, the ?needfor pre- qualification, estimated costs, prior review requirements, and time frame are agreed between the Borrower and the World Bank project team in the Procurement Plan. The Procurement Plan will be updated at least every year or as required to reflect implementation progress and improvements in institutional capacity. The implementation of procurement activities will continue to be under the responsibility of the Technical Secretariat at the central level and the AGAIBs at the regional level, as agreed in the approved procurement plan. A more detailed discussion on procurement for the proposed additional funding may be found in Annex V. Policy Exceptions and Readiness 41. No exceptions are envisaged. The involvement of government counterparts, implementing agencies and donor partners in project preparation and appraisal has been significant. There is one condition of negotiations, one additional condition of effectiveness and one condition of disbursement. 17 Condition of negotiations a. An addendum to the ESMF has been prepared, adopted and publicly disclosed by the Recipient in form and substance acceptable to the Association. Additional condition of effectiveness b. Each Original Subsidiary Agreement between the Ministry of Economy and Finance and the AGAIB is amended in form and substance acceptable to the Association and has been executed. Conditions of disbursement c. For the School Feeding Sub-component there are no conditions of disbursement. d. For the Labor Intensive Public Works Sub-component, the following condition of disbursement will apply: i. The existing Project Implementation manual is updated in form and substance satisfactory to the Association, so as to, inter alia, outline the eligibility, appraisal and implementation modalities for the activities under the Labor Intensive Public Works Sub-component. 42. Readiness. The condition of negotiation for an addendum to the ESMF to be prepared adopted and publicly disclosed by the Recipient in form and substance acceptable to the Association has been met on May 25, 2010. The condition of effectiveness will be met immediately after Project approval and signature of the Grant agreement since the Original Subsidiary Agreements between the Ministry of Economy and Finance and the AGAIB will require limited amendments. On the condition of disbursement for the Labor Intensive Public Works Sub-component, work is undergoing, and a very advanced draft of the Manual has been prepared, and will be finalized during a Workshop on Public works organized by the World Bank in Arusha- Tanzania on June 14-18, 2010 and a subsequent mission of the appraisal team to Togo (June 20-24,2010). 18 Annex I: Framework for Result Monitoring Us4 of Projed _j * - `.h5je42tOutc&&hidic&rs ' ' 0uteom.eInformation To provide selected poor Direct Project Beneficiaries (number) of which Gauge whether Project is communities with improved female (%) effective in targeting basic socio-economic (i) BeneJiciaries o Public Works Program f beneficiaries and in infrastructures, income- (ii) Students receiving at least a meal per day ensuring access to basic generating and labor intensive (iii) Farmers with access to fertilizerdseeds services activities and access to food by (iv) People directly involved in new or improved financing, among others, income-generating activities Inform and guide the subprojects to be identified and (v) Students enrolled in constructedrehabilitated preparation of the next implemented directly by schools Togo CAS, specifically on communities. (vi) People with access to an improved water issues of social protection source and safety nets. Area under improved land management (ha) Draw lessons for Bank Repartition of financing of subprojects consistent work in other low income with regional targeting criteria as estimated by the - crisis prone counties QUIBB 2006 (variance between QUIBB 2006 repartition and actual allocations) (%) Subprojects functioning one year after completion Use of Intermediate Uutggwue Mdturing Component 1- Community D ho and Temporar Employment operation Community Development Pro-iects Increased availability of basic 5. Basic socio-economic infrastructure subprojects Assess AGAIB efficiency socio-economic infrastructure completed (number) in achieving results on the 6. Classrooms built or rehabilitated (number) ground 7. Health facilities constructed, renovated, and/or equipped (number) 8. Improved community water points constructed or rehabilitated under the project (number) 9. Basic socio-economic infrastructures assessed as having satisfactory technical quality (%) Increased availability of income- 10. Income-generating activities subprojects (number) generating opportunities School Feeding Operation: Increased scope and efficiency of 11. Meals provided to primary school students To inform on the state of implementation of School (number) the support of the School Feeding Program 12. Schools successfully implementing the School Feeding activities Feeding Program (number) 13. Schools providing school children with one fruit per day (%) 19 Labor intensive public works: To info& on the state of the support of the Effective implementation and 14. Person days of work provided (number) temporary employment targeting of public works 15. Participants below the poverty line ("3) activity 16. Female participation (%) 17. Young people (aged less than 35) employed (YO) 18. Total cost allocated to wages (%) 19. Public works scheme completed with satisfactory technical quality ("3) 20. Annual net increase in cash income of targeted participants compared to control group (%) 2 1. Participants below poverty line (%) To measure the efficiency of AGAIB's operations Agricultural inputs are purchased 27. Fertilizer procured and distributed to farmers (tons) To measure the scale of the and distributed in view of 28. Seeds procured and distributed to farmers (tons) agricultural Production producing 14.000 tons of (i) Commercial seeds distributed (tons) effort to face the crisis maize Produced by the (ii) Foundation seeds distributed (tons) end of second year of project implementation 20 n m n - b 3 a B x3 - 3 gg (2. 2 0 2 0 0 0 0 m I c1 4 0 0 0 c1 2 . .i N 1E N N 4 I 2 0 2 0 0 0 0 2 m 0 N i /N 0 0 ", m 1 5 3 0 0 3 --I- r s m I- - s m b I I -- I I I 0 o\ s 10 3 vr 0 m \o m 0 d 0 m 0 rg vl m 9 m 9 c w m 3 c m s Annex 11: Risk Identification Worksheet I Rating Risk factors Description of risk 1 Rating of risk 1 Mitigation measures I. Country Level Risks The IMF and the IDA will The worldwide economic crisis has continue to closely monitor Togo's curtailed economic growth and has made macroeconomic performance. In Macroeconomic Togo even more vulnerable to exogenous H addition, Togo's main creditors S framework shocks (climate and commodity shocks) have offered fmancing and debt and increase the risk of Togo falling back relief that maximize overall into arrears. positive resource flows to Togo. Elections were deemed as fair and The socio-political outlook and hence the inclusive, and have confmed the broad acceptance of reforms will be President of Togo with a contingent to degree in which the recent significant majority. Early signs Political risk M L elections will lead to the formation of a indicate that the future Government committed to the reform Government will not depart from agenda. the past reengagement and reform agenda. Some improvements have been made according to the ERGG mission (Economic Recovery and. Governance Grant) set up in The environment is characterized by weak December 2009. mitigation Fiduciary risks governance and transparency systems at H measures include the establishment S all levels. of the General Procurement Department, the dissemination of the new procurement code and other measures also with the assistance by IDA and the IMF. 11. Operation-specific Risks More resources to finance the operating costs are provided to ST and AGAIB have already a quite heavy carry out the scaled up program burden of activities. There is a risk that [mplementation and the new Sub-component. The insufficient capacity may hamper the M L capacity TS will develop specific successful execution of the Additional implementation guidelines for the Financing. new Sub-component Labor Intensive Public Works Institutional capacity of the Ministry for Community The Ministry for Community Development, Handicrafts, Youth Development. Handicrafts, Youth and and Youth Employment will be [nsufficient Youth Employment has been established strengthened through support by institutional M L recently only, and has limited capacity to the Technical Secretariat of the :apacity implement its role of coordination and CDP, support from the L O and the supervision World Bank and by making available a budget for selected operational activities 28 Rating Rating of Risk factors Description o risk f Mitigation measures o risk f residual risk Limited All NGOs selected to facilitate the capacity of There is some risk of sub-contracting new Sub-component on Labor H M selected NGOs/ weak NGOs to carry out the sub-projects Intensive Public Works will subcontractors undergo specific trainings The ST-CDP has a good Governance Resource/Financial mismanagement knowledge and traci record on M L issues problems/cormption or misuse of finds. Bank FM and procurement procedures Broad based participation is required for sub project preparation and implementation, rigorous Elite capture, or application of project Community monitoring, evaluation, and funds towards local political ends into M L participation oversight by NGOs, ODEF and the social exclusion Ministry for Community Development. Handicrafts, Youth and Youth Employment. The CDP will rely on a well established fmancial institution to facilitate the remuneration of Localized eruption of violence due to lack workers in a timely manner. of transparency in the recruitment of labor Conflict M Broad-based participation from the M for the public works component and community and transparency at all delays in payment of salaries. levels of the beneficiary selection process will be enforced The project will remain in environmental category B. The Environmental and Social The project may have adverse Management Framework (ESMF), Safeguards L L environmental and social effects Resettlement Policy Framework (RPF), developed during the original project will be used and updated if required. IV. Overall Risk (including Reputational Risks) M 29 Annex 111: Detailed Description of Modified or New Project Activities Scaling up of the School Feeding Emergency Sub-component 1. Approach. In Togo there are basically no formal school canteens. Children are usually given a small allowance by their parents to buy meals prepared and sold by members of the community. This system, which is common throughout West Africa, is relatively efficient but has been under severe pressure because of recent crises and their impact on the poorest households which have not be in the position to give the small allowance to their children. The proposed approach will be based on the ongoing pilot financed by the GFPR initiative which has relied on the existing informal system of local women preparing meals. The pilot is now well-tested and reasonably efficient, is less expensive than building and running formal canteens, and generates additional income that remains in the community. In addition, the time needed to set up a school feeding program is far shorter using the existing mechanism than establishing a new system. This approach has leveraged the strong experience of Parent-Teachers Associations (PTAs) and NGOs in managing and supporting rural schools. And the training provided to ensure compliance with standards in terms of quantities, nutritional contents and safety has had benefits that have gone well beyond the school walls. 2. Results from the quantitative and qualitative assessments of the pilot. The pilot phase of the Emergency School Feeding Sub-component in Togo began during school year 2008-2009 and is now completing its second year. In rural Togo, 92 schools were selected and about 21,000 students received a daily meal for almost two school years. Targeting criteria to select schools were based on both poverty incidence and the impact of the food price crisis and the floods. Preliminary results of the project evaluation suggest that the operation has positive impact on household resources and the local economy, nutritional status of children, education indicators and adoption of correct hygienic behavior. Refer to annex VI to a discussion of those results. 3. Implementation Arrangements. The approach is based on the existing informal system of village women who will prepare and distribute meals via the PTA and the support of well trained and experienced local NGOs. This system is well-tested and reasonably efficient, is far less expensive than building and running formal canteens, and generates additional income that remains in the community. At central level, a Steering Committee chaired by the Ministry of Primary Education will oversee the implementation of this Sub-component and provide overall strategic direction. The TS of the CDP will retain overall implementation responsibility. The TS selects and recruits NGOs (agences d 'encadrement), that are responsible for organizing and implementing school feeding in beneficiary schools and manages the DA. Support from NGOs is both technical and financial, as they deliver subsidies to the existing informal system of village women. 4. Supervision and support at the school level. The local Parents-Teachers Association (PTA) will help ensure that the program is adequately and transparently managed and implemented at the school level. The PTAs will distribute the vouchers to the children before each lunch. The PTAs will also monitor meal quality and quantity. PTAs in Togo are strong and well-established, and are organized in regional associations and a national association. Because of the protracted institutional and governance crisis, 30 PTAs have played a major role in organizing, financing and staffing schools, mostly on a voluntary basis. 5. The project cycle. Each morning, the school director will know the exact number of children attending classes that day and through members of the PTA it will inform the village women on how many meals will need to be preparing on that day. The women will then buy food, water and firewood and prepare the meals on time for the 12:OO noon lunch break. Food is usually bought by women on a weekly or biweekly basis with a proximate number of students in mind and the majority of food (rice, oil, tomatoes cans, etc.) can be stocked for several days. Women will buy fresh food, daily according to the exact number of students at schools. They will then serve the meals to pupils using a standard bowl. Usually at the end of the week, the village women will present the number of total meals they have prepared and will be paid a fix amount of FCFA 150 by meal per day. The value of this reimbursement will be the same in all participating communities and during the entire school year. Once the school feeding system has been organized (e.g., village women and PTAs trained, responsibilities clearly identified), the TS will transfer enough funds to the NGOs to cover three months worth of payments for the schools under their responsibility. Funds will be replenished on the basis of implementation reports prepared by the NGOs and countersigned by PTAs and school representatives, as well as of ad hoc site supervision carried out by the Steering Committee with the support of the TS and of the AGAIBs. 6. The existing framework proved to be efficient and do not need major restructuring. However some limits have been identified during the evaluation of the project and recommendations have been made to improve the performance of the project: 0 Coordination with g;overnment services and partner ormnizations. The project seems in need of stronger coordination and partnership with government services and donors' organizations and UN agencies, specificallv the WFP. Strength in collaboration will represent a value added to the project, especially in relation with improving hygiene and health outcomes. The majority of schools lack appropriate water infrastructures and this can have severe repercussions on basic hygienic conditions. The Ministry of Water and Mining is willing to build basic water infrastructures in communities where the school feeding exists. Similar considerations refer to health campaign and de-worming, which need to be systematic in schools served by the program. Coordination with Ministry of Health will ensure that periodic campaigns are carried out in beneficiary schools. The expansion phase of the project envisages the reinforcement of the central Technical Secretariat via the recruitment of a project coordinator in charge, among other things, to assure an appropriate coordination with complementary interventions. 0 Administrative costs. The expansion of the project envisages a reduction in administrative cost at all levels in order to transfer more resources to the direct beneficiaries. The reduction in the percentage of the budget affected to administrative costs is justified by the fact that the costs of operations increase less than proportionally with respect to the scale of the operation (that is the number of meals served). At regional level NGO fees will be reduced from 10 percent to 8 percent.. At local level, administrative costs are associated with the 31 preparation of meals by the women. Current estimates show that this cost is extremely high, in some villages profit made by women are as high as 30 percent of costs of meals. About 10 percent of profit is the maximum allowed by the project in order to maintain good quality and quantity of food served. Strengthen monitoring tasks, reinforce the role and capacity of PTA in controlling this variable, setting an explicit ceiling for profit and encouraging the women to spend more resources in good quality meals are among the measures to reduce costs associated with meals preparation. Women will also be encouraged to keep a simplified account sheet tracking their weekly expenses on food. A sample sheet will be added to the existing manual of the Emergency School Feeding Sub- component. 0 Improvement in nutritional quality of meals served and mornin? snack. Meals served at school provide an adequate caloric intake for children. However, the menus served are, lacking vitamins. During the expansion phase of the project all efforts will be made to add a fruit to the menu. This will help diversify the children regime, providing the vitamins needed to be financed as part of the current transfers to village women. Moreover, it is envisaged that with savings on operating costs, a morning snack is prepared and distributed to children, first thing in the morning. Strength of hygiene measures. In some schools hygienic norms are still below the recommended standards, in part due to lack of appropriate water infrastructures as discussed above, in part due to wrong procedures adopted at school by women and children. In any event, systematic hand washing before eating is taking place, and some corrective measures will be added to the existing manual of the Emergency School Feeding Sub-component. 0 Targetin& The scaling up of the school feeding Sub-component will continue to target schools in poor and remote areas of the country, and the project will use poverty-based targeting criteria to identify new villages. The 92 schools targeted during the pilot phase will continue to benefit from the project. However, some of the floods affected villages selected during the pilot phase are now recovering from the negative consequences of 2008 floods. An assessment of real needs of beneficiary villages will be undertaken after the 2010 rainy season. If the assessment shows that some communities are no longer in need of an emergency safety net, it is envisaged a gradual phase out of the operation in those villages in favor of more deprived communities. Concerning the selection of the new beneficiary schools, the project steering committee has proposed a set of new indicators in order to reinforce the existing targeting mechanism. The revised Operating guidelines will define the new indicators which may include: poverty level, remoteness/distance to market, child trafficking, preference given to informal schools (EDIL), schools where infrastructures (specifically water and sanitation) are already financed by AGAIB. 7. Mainstreaming in national plans. This project is already part of the Education Sector Plan 2010-2020 (Plan Sectoriel de I'Education) which was approved by Government and Parliament. One of the objectives of the first three years of the Plan - which will be financed by the EFA-FTI - is to reinforce the capacity of the MOE to 32 gradually move towards direct budget support and management in the education sector. This could be done as early as 2013. The proposed Additional Financing of the School feeding component will be assessed twice during its lifetime: at MTR and at closing. The results will help mainstreaming the School Feeding Project into regular MOE work plans and budget. 8. Timeline. Once the Additional Financing is approved and legal documents are signed, the TS will transmit for Bank non-objection the proposed modified manual for this Sub-component. Such guidelines will be transmitted within 3 months from effectiveness. It is expected that the program will be launched by September 2010, and run until the end of the 201 1-2012 school year. At the end of school year 2010-201 1 the TS will conduct an interim assessment of the operation and recommend changes to improve performance of this Sub-component for IDA approval and will then be integrated in the existing Emergency School Feeding manual for the 201 1-2012 school year. Labor intensive public works 9. Approach. The main objective of the new labor intensive public works is to provide about 25,000 poor individuals with a complementary source of revenue. Youth living in poor rural communities will be the main target group. Experience in other countries proved public works to be an effective solution to respond to economic consequences of shortfall in revenues, loss of jobs and decreased economic activity caused by a crisis. The main objective of this Sub-component is therefore to provide immediate support to the neediest households injecting in rural villages a considerable amount of economic resources in forms of wages. The project has been designed in order to address at the same time some underlining causes of vulnerability of the rural population and to produce longer terms benefits to communities targeted. Togo is one of the Western Africa countries most affected by land degradation and deforestation. Public works interventions will contribute to the rehabilitation of degraded lands and reforestation thus reducing vulnerability of the population to the consequences of soil erosion and the impact of extreme climate phenomena. Soil conservation and land rehabilitation and reforestation can contribute to create more productive long term economic activities (agro forestry, wood production and exploitation, etc.) in communities where few options for economic diversification exist. 10. Implementation Arrangements. Implementation arrangements for this component will be aligned with existing CDP procedures. The operation will be implemented at regional level by the five AGAIB under the overall coordination of the central TS and at a higher level by a Steering Committee chaired by Minister of Community Development, Handicrafts, Youth and Youth Employment. The five AGAIB will work with local intermediaries to organize and supervise participants in the field. Detailed implementation arrangements and project cycle are presented in the Manual prepared for this component. The manual for the Labor Intensive Public Works Sub- component will complete the existing CDP Operation manual, dated 23 July 2008. 11. Structure of the labor intensive component. The operation will be structured around two main activities: 33 Reforestation which accounts for 60 percent of cost of the operation: this will finance activities aimed at protecting and restoring national forests and degraded lands. Activities and zones of interventions for this Sub-component have already been identified. Non reforestation activities accounting for 40 percent of cost of the operation: this will finance other labor intensive activities, such as soil embankment construction, stone embankment construction, pond construction and maintenance, land rehabilitation though area enclosure, drainage and clearing of canals and ditches, tree nursery site establishment, rural road maintenance, tree plantings, and other priority activities identified by the communities themselves. Some of those activities will be pre-identified in the Labor Intensive Public Works Sub-component manual. The Labor Intensive Public Works Sub- component manual define a set of eligibility criteria for others types of activities that may be submitted by the communities Geographic targeting approach. Geographic allocation of resources will be done at two levels, at national and regional level. At national level, in line with the CDP targeting approach, resources will be allocated among regions according to the contribution to poverty of each region. At regional level resources will be allocated among communities according to specific criteria. For Reforestation, the allocation of resources inside regions has already been done. The list of pre identified zones and the criteria used to prioritize them are in annex VII. For non reforestation activities, the allocation of resources inside the regions has not yet been done since projects will be demand driven. Criteria to prioritize projects submitted by the communities to the AGAIB under this Sub-component will be discussed in the Labor Intensive Public Works Sub-component manual. For both type of activities, public and communities lands alone will be retained. No intervention will be carried out on private land. 13. The project cycle. The project cycle of the operation will be similar to the CDP infrastructure and income-generating activity component. Steps to identify, evaluate, select ahd approve non reforestation activities are in compliance with procedures already in use in CDP. Reforestation on the contrary will follow a different and shorter project cycle. The implementation of activities on the field for both Sub-components will be carried out by local intermediaries recruited by the AGAIB, as it is the case under the original CDP. The intermediaries will be local NGOs, micro and small enterprises, local groups of villagers. ODEF (Office de De'veloppement et d 'Exploitation des Forets) will be the intermediary for all reforestation activities carried out on public forests. Remuneration of intermediaries corresponds to 7 percent of cost of each project. 14. Timeline. Execution of works is expected to start during the third quarter of CY 2010, just after project approval and continue until end CY 2012. Concerning reforestation, tree nursing activities will start in the summer 20 10 while plantation will be carried out during 2011 and 2012 rainy seasons. For non reforestation activities, works are expected to begin during last term of 2010, after a preparation phase that will start in the summer 2010 and include community sensitization, project proposals submission to AGAIB and selection of projects. The table below summarizes expected timeline for the operation. No major activity is expected to take place in 2013. Only forest maintenance and protection activities will be implemented in 2013 and will be implemented by ODEF. 34 15. Organization of work, selection of beneficiaries and remuneration. Workers will be organized in teams of 40 participants supervised by a team leader. Projects mobilizing smaller labor force will not be selected or will be grouped. This is done to avoid dispersing resources in micro projects with limited impact and relative high costs of logistic and supervision. Each worker is expected to be hired for 40 days, with a wage of about 3$US per day. This rate corresponds to the official minimal wage in Togo. During the project each participants is expected to gain about US$120, corresponding to almost 30 percent of per capita annual consumption in rural areas of Togo (QUIBB 2006). Selection of beneficiaries will be based on a set of criteria included in the Labor Intensive Public Works Sub-component manual. Those criteria will be publicly disseminated in beneficiaries' communities in order to avoid tensions that may arise when supply of labor force in villages is higher than demand of labor force needed in the project. Reducing at 40 the number of days represents a good mechanism to distribute resources among a higher number of participants. However in particular circumstances, due to logistic constraints of particular type of works or exceptional shortage of labor force during agricultural season, the number of days can be augmented. Details about this will be presented in the Labor Intensive Public Works Sub-component manual. 16. Mode of payment. The payment of wages will be made directly to participants via a well-reputed national financial institution acceptable to the Bank, every two weeks. The TS will make a transfer to the financial institution on the basis of the information received by the AGAIB on the number of days each participant worked over the past two weeks, The financial institution will provide each participant with an identity card to cash the money. This mode of payment - which is already being used by other Public works projects in the region - has the advantage of increasing access to the bank system in rural communities and does not require any intermediary to distribute wages to participants. 17. Sustainability of project results. This will be an emergency operation that will finance interventions over a limited period of time. The project has been designed as to insure a certain degree of sustainability of results achieved, both under the reforestation and non reforestation activities. Reforestation requires maintenance for a certain numbers of years, depending on the type of plants. The Government, via ODEF, will be responsible for management and protection of tree planting sites on public forest when project ends. Estimate cost of maintenance from the end of project to maturity of trees has been prepared in collaboration with ODEF and is presented in the technical 35 identification document elaborated during project formulation. Concerning other types of activity to be implemented, the maintenance of assets or infrastructures will be done by the beneficiary community. The type of works eligible under this operation will generate assets with very positive social and productive impact on the whole community, thus making their interest to insure appropriate maintenance. A sensitization of the community on this issue will be conducted by the NGOs prior to starting the intervention. It is of the essence than in both cases, the implementing partners actively seek innovative and effective forms of partnerships to ensure sustainability of the investments. 18. Sustainability of institutional framework. The Ministry for Community Development, Handicrafts, Youth and Youth Employment will lead the Steering committee and be responsible for orienting the project and making sure it is in line with national policies. The overall responsibility (tutele) of the Project rests with the Ministry of Planning, Development and Regional Planning. Cooperation between the ILO and the World Bank will be defined in order to reinforce the capacity of this institution and strengthen its role in support of youth promotion in Togo. 19. Coordination with GFDRR National Disaster Risk Management Plan. There is scope for close coordination between this new labor intensive public works Sub- component and the National Disaster Risk Management (DRM) Plan funded by the Global Facility for Disaster Reduction and Recovery (GFDRR), now entering into preparation. Disaster Risk Reduction (DRR) is a strategic priority for the Government of Togo. By contributing to the rehabilitation of degraded lands and reducing vulnerability of populations to the consequences of soil erosion and the impact of extreme climate phenomena, the CDP will also support and promote DRR at the community level. Therefore, without changing the nature of the project or the criteria for the selection of the individual interventions, it is necessary to establish strong coordination and cooperation arrangements to ensure that the National and Local DRR Platforms are involved in the identification process of specific interventions. 20. Communication and assessments. Extensive and accurate communication on the new project, and more generally on the CDP will be an important aspect of accountability and transparency of the project, and all efforts will be made to mobilize additional resources to reach this objective. Similarly, and in partnership with ILO additional technical assistance expertise and resources will be sought to support independent assessments of the project, on its impact on poverty, its functioning and on the quality of infrastructures rehabilitated or reforestation activities. (( Projet de Developpement Communautaire- Elements Techniques d'Identification de la Composante Haute Intensite de Main d'CEuvre (PDC-HIMO))), M.K. Amegadje, April 2010. 36 Annex IV: Revised Estimate of Project Costs - Table 1 Community Development Project- Revised estimate of project costs Component Activity Amount in millions $US Total Original Budget YOof Additional YOof (including total Financing total AF GFPR original (CRW) budget financing) budget 1 Community 14.5 60 100 Development Community development 12.5 52 0 12.5 subprojects School Feeding 2 8 4.3 49 6.3 Temporary Employment 0.0 0 4.4 51 4.4 2 Training 1.7 7 0.0 0 1.7 3 Management and 3 12 0.0 0 3 Operating 4 Enhanced Cereal 5 21 0.0 0 5 Production Total 24.2 100 8.7 0 32.9 - - Table 2 School Feeding Operation Repartition of resources and number of meals served during the expansion of the School Feeding Project according to revised administrative costs Amount in Repartition of Budget US% Total Amount 4,300,000 ST administrative costs at central level (5%) 2 15,000 Cost of Project implementation (95%) 4,085,000 ONG administrative costs (8% costs of meals ) 303,000 Meals 3,782,000 Number of meals over 2 years (15OFCFA per meal) 12,258,325 Meals served for I70 days per school year over 2 years (340 days) - Starting I week after school begins (end September) ending mid I Number of primary school students served during 2 years I 36,054 37 - Table 3 Labor Intensive Public Works - Repartition of resources (US$) Equipments 5 92,400 ' 6 1,600 154,000 4 Materials 5 92,400 190,960 4 8 98,560 Transport costs 6 110,880 73,920 184,800 4 Total direct costs 2,143,680 1,466,080 3,609,760 82% Intermediaries costs 7% of direct 157,344 104,896 262,240 6 (ODEF, ONG, others) costs AGAIB administrative 158,400 105,600 264,000 6 costs TS administrative costs 79,200 52,800 132,000 3 SEPJEJ (Secretariat 79,200 52,800 132,000 3 d'Etat Chargi de la Jeunesse et de 1'Emploi des Jeunes) costs 2,617,824 1,782,176 4,400,000 100 38 Annex V: Revised Implementation Arrangements and Support (this includes any changes to the procurement, FM, safeguards, etc.) Implementation arrangements and Support - School Feeding Operation Overall responsibility and implementation. As was the case under the parent project, this Sub-component will be under the overall responsibility of the Ministry of Planning, Development and Regional Planning, and will be led by the existing Steering Committee that will provide general guidance to the operation and will monitor its progress. The Steering Committee comprises representatives from the four concerned ministries (Education; Cooperation, Development and Regional Planning; Social Affairs; and Health), plus a representative From WFP. No major revisions in implementation arrangements are envisaged. Minor changes and corrections to the existing procedures are discussed in Annex I11 and will be developed in greater detail in the revised manual of this Sub-component. Labor Intensive Public Works - Overall responsibility and implementation. Similarly to the school feeding operation, this Sub-component will be under the overall responsibility of the Ministry of Planning, Development and Regional Planning, and will be led by a Steering Committee that will provide strategic guidance for the operation and will monitor its progress. The Steering Committee will comprise representatives from the key concerned ministries and will be chaired by the Ministry for Community Development, Handicrafts, Youth and Youth Employment , The Steering committee will include among others representatives from the Ministry of Environment and Forest (Co- chair), the Ministry of Social Affairs, and the State Secretariat for Community Development. The implementation arrangements, as described in Annex I11 are in line with CDP procedures. The five regional AGAIB will be the project implementing unit, coordinated by the central Technical Secretariat of the CDP under the overall responsibility of the Steering Committee and the Ministry for Community Development, Handicrafts, Youth and Youth Employment . At the local level and for the purpose of this Sub-component only, the existing AGAIB approval committee will be integrated with representatives of the Ministry for Community Development, Handicrafts, Youth and Youth Employment and the Ministry of Environment and Forestry, and in accordance with existing legal aspects and procedures governing the AGAIB. Fiduciary - Country context Overall inherent risk of the public procurement and financial management systems in Togo are rated as substantial. The environment is characterized by weak governance and transparency systems at all levels even if some improvements have been made according to the ERGG mission (Economic Recovery and Governance Grant) back in December 2009. But these risks will not impact the project as it will not rely on the public financial management system. Fiduciary - Procurement Procurement for the proposed additional funding will be carried out in accordance with the World Bank's "Guidelines: Procurement under IBRD Loans and IDA Credits" published by the Bank in May 2004, and revised in October 2006 and May 2010; and "Guidelines: Selection and Employment of Consultants by World Bank Borrowers" 39 published by the Bank in May 2004, and revised in October 2006 and in May 2010, and the provisions stipulated in the Financing Agreement. No changes are envisaged under the School feeding Sub-component. NGOs will be selected following Bank procedures, in particular Consultant Qualification methods as per the World Bank Guidelines: Selection and Employment of Consultants by World Bank Borrowers. As per the previous G F W operation on School feeding and given the nature of the operation (emergency), the fact that there has been already a pilot running for two years and that NGOs have been implementing it, guidelines on Selection of Particular Type of Consultants may also apply, in particular section 3.16 (Use of Non- Governmental Organizations) and 3.10 (Single Sources Selection). Under the new Sub-component on Labor intensive public works, works with high labor and low technical input, such as maintenance of feeder roads and fire breaks, costing less than US$lO,OOO will be sole sourced to community members, informal groups, village enterprises or local associations. Nurseries and planting will also be done by community bases organizations that will be selected according to simplified selection procedures and criteria that will be detailed in Labor Intensive Public Works Sub-component manual to be submit to the Bank. The Consultant Qualification methods will be use to select facilitators (NGOs) for supervision and assistance/advise of works to be perform by the selected Communities community members, informal groups, village enterprises or local associations. Single Source Selection may be used for contracts estimated to cost less than US$3,000 provided that the unit cost is not higher than the price available at AGAIB for the same type of contract. The sole source selection methods will be used to select ODEF (local services of MAEP which is already mandated for activities related to agro-forestry, cadastral operations) for a maximum amount of US$160,000 over the three years life of the project on basis of annual renewable results-based contract which will include staff travel, subsistence and operational and maintenance costs related to the service. Fiduciary - Financial management Fiduciary Risks and Mitigation Measures The FM risk assessment and mitigations measures are summarized in the table below: 40 Risk Residual Risk Rating Risk Mitigation Measures Risk Rating Inherent Risks: S M Country: Weak governance and anti- S M corruption institutions. Entity Level Weak of capacity for the The internal auditor of the TS is TS to carry out the overall performing satisfactorily by covering FM responsibility of the activities financed for all stakeholders M project involved in the original project. A new qualified and experienced FMS has also been recruited for the TS. Project level Labor Use of the existing CDD mechanism - Intensive Regional AGAIBs might Agreement with financial institution to pay Public M not be able to implement wages to several young people to be Works Sub- the new component of the recruited for Labor Intensive Public Works component project component- Specific PIM to be developed manual to be for the new Sub-component.. available prior any disbursemen t under the new sub- component Control Risks: S M Budgeting Budget preparation process The FM specialist under TS will help may be delayed as different stakeholders in preparing realistic budgets stakeholders are involved S M consistent with the disbursement plan. in the project implementation. Accounting I Delay in bookkeeping due A qualified staff with FM expertise to be Appointmen to additional operations S hired to reinforce the TS team t of qualified M and overall support staff with FM expertise Internal Audit Misuse of FM procedures The internal auditor of the TS will extend for sub-projects at S his scope of work on the additional grant M decentralized levels. activities. Existing manuals of procedures will be updated taken into account weaknesses identified and lessons learnt under the original project External Audit Project audit reports likely Expansion of the terms of reference and Expansion to be submitted late with contract of existing external auditor to the of the terms adverse opinion S proposed grant. The submission deadline of reference M of the frst audit report of the original and contract project is the end of June 20 10. of existing external auditor to the proposed 41 IFRs and financial statements H: High S: Substantial M: Moderate L: Low Strengths and Weaknesses The strengths of TS include: (i) the availability of qualified FM staff within AGAIBs and the TS which will be reinforced by the recruitment of an additional accountant for the TS, (ii) the existence of a computerized accounting system, (iii) the existence of adequate financial and accounting procedures which will be improved by taking into account lessons learnt and issues from the original project, (iv) the previous experience of TS and the regional AGAIBs in conducting CDD projects respecting World Bank procedures and (v) the existing of an internal auditor who is performing satisfactorily under the original project. The possible weaknesses may refer to delays in submission of financial statements and audit report, which however the project did not experience as of appraisal. These potential risks will be mitigated by the appointment of an additional accountant for the TS, the expansion of the TORS of the external auditors and the consolidation of the additional fund's Financial Statements with the original financing operations. In addition, a specific manual of procedures will be finalized for the new Sub-component and the operation manual under use for previous activities will be updated. Financial Management Action Plan The action plan below indicates the actions to be taken for the project to strengthen its financial management system. Action to be taken By when By whom Finalization of a specific PIM for Prior to any disbursement under that Technical secretariat the Labor Intensive Public Works component component Appointment of an additional I Not later than three months after I Technical secretariat qualified accountant for the TS effectiveness Expansion of the terms of reference Not later than three months after Technical secretariat and contract of existing external effectiveness auditor to the proposed grant 42 1. Detail of financial management arrangements Funds Flow and Disbursement arrangements Designated accounts In additional to the previous designated accounts managed by the TS, another designated Account (E) will be opened at a financial institution acceptable to IDA for both the School Feeding and the Labor Intensive Public Works Sub-components. The ceiling of the new designated account will be determined later. Flow offunds Funds will flow from the Grant Account through the Designated Account opened at a reputable financial institution. The five ( 5 ) regional advances accounts (AGAIBs advance accounts), opened for the original project will be maintained to finance exclusively sub- projects based on the action plans at the commune and village levels. Regarding Labor Intensive Public Works component, payments to poorest segment of population involved, ,will be made through an acceptable well decentralized financial institution subject to the supervision of regional AGAIBs and in accordance with that Sub-component specific manual of procedures. Disbursements methods and procedures Disbursements under the Additional financing would be transactions based. Beside Advance or SOE (Statement of Expenditures) methods, various other disbursement methods will be available for use under the project, i.e. direct, reimbursement and special commitment methods. The allocation of the Designated Account will cover approximately four months expenditures. The minimum value of applications for reimbursement, direct payment and special commitment is 20 percent of outstanding advance made to the designated account. Reporting and Auditing arrangements Quarterly Interim Un-audited Financial Reports (IFRs) prepared under the original project will be extended to include the Additional Financing operations. The TS will continue submitting copies of theses IFRs to the Bank within 45 days following the end of each quarter. Annual Financial statements prepared by the TS for the initial financing, in accordance with SYSCOHADA accounting standards, will include the Additional Financing operations and the Terms of References (TORS) of the existing project's external auditor will be expanded to the new grant. An Audit opinion report on the annual consolidated financial statements and related management letter should be submitted to IDA within six months after the end of each project fiscal year. All other FM arrangements related to the previous project will apply for the Additional Financing. Environmental and Social Safeguards 43 As discussed in the main text of this document, a sound framework of environmental and social risk mitigation measures is in place. The CDP has a complete and validated safeguards management system including an Environmental and Social Management Framework, an Involuntary Resettlement Framework, and a Note on Management of Pesticides. These management tools were prepared in 2008 and approved by the Bank in January 2009, since the CDP and the GFRP Additional Financing triggered the following three safeguards: Environmental Assessment (OP/BP/GP 4.0 l), Involuntary Resettlement (OP/BP 4.12) and Pest Management (OP/BP 4.09). They were widely disclosed to the public and were the object of intense training of Government officials, the Technical Secretariat of the CDP, the AGAIB, implementing partners and other stakeholders. During the appraisal of the proposed Additional Financing, an independent consultant has worked with the team in revising the set of environmental issues related to the new Sub- component on labor intensive public works. The final report presented by the consultant concludes that the new Sub-component will not trigger any additional safeguard. However, as a condition of negotiations of the Additional Financing, it was agreed that the ESMF will be updated, adopted and disclosed through an addendum setting forth, inter alia, the policy framework, principles, standards, processes and institutional arrangements to be applied to assess potential adverse environmental and social impacts associated with activities under the Labor Intensive Public Works Sub-component, and the ways to avoid, minimize, mitigate or offset them, including public consultation, disclosure and reporting. The addendum to the ESMF will also set in place the mechanisms to ensure that in the areas of reforestation native species of plants are planted without introducing species that are non-compatible with the ecological characteristics of the sites; and provide a baseline on the situation before the interventions so as to monitor the impact of the Project, also on the basis of extensive consultations with local communities. Moreover, social and environmental audits on the on-going implementation of the CDP, together with intense supervision will be before MTR of the CDP which is scheduled for mid FY20 11. 44 Annex VI: Results from the quantitative and qualitative assessments of the pilot school feeding operation An evaluation of the performance of the school feeding operation financed by the GFRP (TF093 124) and of its socio-economic impact was carried out during school year 2009- 20 10. This evaluation comprises two complementary methodologies: i) a quantitative analysis based on data collected via a household and school questionnaires in beneficiary and control villages; ii) a qualitative analysis based on information collected via focus group discussions. . Information collected via those two evaluation approaches complement each other and aim at giving a complete view on project performance during the pilot phase. Taraeting;. The project was efficient in targeting the most deprived rural communities in Togo. In fact, 76 percent of households in selected villages declare being food insecure. The percentage of food insecure households in beneficiary villages is higher than in control villages. Geographic targeting of villages based on selection criteria was therefore quite well performing during this pilot phase. Differences exist in regional statistics, with Maritime and Savanes regions counting for about 90 percent of food insecure households selected by the program and Plateaux only 60 percent. Those results are consistent with regional differences in poverty levels, as derived from official national statistics (QUIBB 2006). 0 Beneficiaries Households. The Emergency School Feeding Sub-component reaches a high proportion of the population in rural villages. A survey conducted among the villages benefiting from the program shows in fact that 70 percent of households have at least one child enrolled in primary school that benefit from the program, with an average of two children per beneficiary household. The number of beneficiary children increases proportionally with household size, which is a strong indicator of the poverty status of the household. The project therefore is effective in distributing resources in alignment with poverty levels of rural villages. The net transfer of the project, through meals distribution to children, can be estimated at about 10 percent of total household annual consumption-for a household with two children at school-or about 20 percent of its food annual consumption, based on average rural household consumption derived from the QUIBB (2006). 0 Local Economv. The project is having a strong impact on the local economy, subsidizing the food purchased and prepared locally by the village women. It injects, in fact, about US$1,500 per month in each selected rural village. This represents a considerable amount of money for small villages where the volume of local trade transactions is very limited. Even though quantifying the impact on local trade and its multiplier effects on the local economy is difficult, results from focus groups with local traders and households suggest that a local economic dynamic has been indeed set in motion: trade transactions increased, informal saving mechanisms were created and new income-generating activities set up. In addition, the project created a stable income-generating activity for more than 500 women who prepare meals for the primary school students. Profits from this activity are invested in social assets for 45 their children (school furniture, health services) as well as in productive income- generating activities. Overall, the impact on local economy is proving to be highly significant and will almost certainly have larger and measurable effects as the project continues over the next years, thus having an impact on the local economy that goes far behind the expected results of an emergency safety nets mechanism. 0 Education. On the educational benefits, data collected among beneficiary schools demonstrate that the project is having a positive impact on enrollment rates, drop out, absenteeism and is reducing the age at entry at primary school. The impact seems to be particularly significant for girls. Increase in new enrollments in beneficiaries? schools in 2009-2010 is 16 points higher than in the group of control schools. Dropout rate is 0.9 percent in beneficiary schools compared to 1.4 percent in control schools. The project had a positive impact on age at entry in primary school, and this is true especially for young girls. Average age of girl in first grade is in fact 6.9 years in beneficiary schools compared to 7.6 years in control schools. Absenteeism is lower among children enrolled in beneficiary schools, and the retention rate expressed in terms of percentage of children attending school every day during the past months is in fact 2 percent higher than in control schools. Results on performance, attention at school and ability to learn are difficult to measure via quantitative indicators. Focus groups with children, teacher and parents demonstrated significant improvements with respect to children attention during class and motivation of children to attend school. However, given the poor quality of school infrastructures, lack of well qualified teachers and adequate training materials, it is very unlikely that the project by itself will contribute to increase school achievements of children. Nutrition. More than 70 percent of children in rural Togo do not manage to satisfy their daily caloric intake. A nutritional assessment of food served at beneficiaries? schools shows that meals are providing between 60 and 90 percent of daily caloric intake needed for primary school age children. The meals served at schools are more diversified than those consumed at home as they include animal proteins usually absent from the children?s diet. 35 percent of interviewed children confirmed that the lunch served at school satisfies their hunger for the whole day and that they do not feel the need to eat a complete dinner at evening, thus leaving more food resources to others household members. Anthropometric measures on young children (aged 0-5 years) in the households have been collected to test whether the project, leaving more food resources available to other household members, contributes to improve the nutritional status of younger siblings. A second round of anthropometric measures will be collected in a year time to test this hypothesis. Hvaiene. Children in beneficiary schools tend to carry the learned hygienic practices such as washing their hands before meals are served, into the household, with parents modeling their behavior on the children?s practices. However, hygienic measures related to scarce availability of drinkable water need to be reinforced in some schools. 46 Annex VII: Zones of Interventions for the Reforestation activities of Labor Intensive Public Works and Criteria used for identification4 Table 1 - Repartition of resources for reforestation activities among regions according to poverty criteria (QUIBB 2006) Total Maritime Plateaux Centrale Kara Savanes Relative contribution to national 100% 24% 23% 15% 18% 20% poverty Land identified for reforestation 2015 484 463 3 02 363 403 activities (ha) Table 2 - Share of public lands and community lands in reforestation activities (ha) I Total 2015 484 463 302 362 403 I Table 3 - Criteria retained to prioritize zones of interventions Criteria Weight Existence of an official decree delimiting the forest - ]=yes, 0 0 Consensual delimitation of forest land and community sensitization - 1`yes, 0 0 - - over a participative management of forest resources Existence of AVGAP (Association Villageoise pour la Gestion des - l'yes, 0 0 Aires Protegees) or- active CVD =2000 2: DW = 1 500 3:DW=1000 Deforestation level of the zone 1: Weak 2: Medium 3 : High Poverty incidence 1: G O % 2: between 50% et 10% 3:> 70% For an exhaustive discussion concerning the methodology used to select sites and a complete list of possible zones of interventions zone refer to Annex 9 of the technical identification document. (((Projet de Developpement Communautaire - Elements Techniques d'Identification de la Composante ti Haute Intensite de Main d'(Euvre (PDC-HIMO) )) M.K. Amegadje, Avril2010). 47 Table 4 - Public Lands: priority zones of interventions for reforestation activities by region according to selection criteria retained I Maritime Region I1 Lili, Eto, Togodo Sud, David, Gamd,of Intervention Sites Assdvk, Ouatchidomk Plateaux 1 Wahala, Haho Baloe, Atakpamk, Assimd, Togodo Nord, Tohoun, Wouto, Akaba, Mont HaRo et NotsB. Centrale Tchamba, Mont Balam, Pkrimktre de reboisement de Oyou, Fazao, Tchorogo, Assoukoko, Sotuouboua, Sokodd, Abdoulaye, Kara Parc National Oti Kdran, Ossacrd, la For& classde de Kdmini, Dumbua, Kabou Montagne, Tabalo, Malfakassa, Bassari Montagne, Bassari for& PdrimBtre de reboisement de Bandjeli. Savanes Baould, Gando, Cadcddrats, Galangashie, Doungh, Oti Mandouri, Barkoissi, Fosse I aux lions. - Table 5 - Community Lands: priority zones of interventions selected for reforestation related activities 48 MAP SECTION IBRD 33497 o To Ouagadougou 1°E BURKINA FASO Diapaga TO GO o To SELECTED CITIES AND TOWNS 11°N 11°N To o PREFECTURE CAPITALS Navrongo Mandouri Dapaong TÔNE REGION CAPITALS Too Natitingou NATIONAL CAPITAL Oti RIVERS AV S AVA N N A MAIN ROADS OTI Mango RAILROADS Ko PREFECTURE BOUNDARIES u m ongou REGION BOUNDARIES KEREN INTERNATIONAL BOUNDARIES 10°N Kanté Kanté DOUFELGOU Kpagouda o To Niamtougou BINAH This map was produced by the Map Design Unit of The World Bank. The boundaries, colors, denominations and any other information Yendi endi Gué Guérin Guérin KARA To o Kokoro shown on this map do not imply, on the part of The World Bank Group, any judgment on the legal status of any territory, or any Ka Kouka ra Kara KOZAH endorsement or acceptance of such boundaries. To o BASSAR amale Tamale ASSOLI Bafilo o To Parakou GHANA Bassar TCHAOUDJO Tchamba Tchamba To o 9°N Parakou 9°N Sokondé Sokondé . Fazao Mts o n BENIN Mo CENTRAL Sotouboua YA N YA L A SOTOUBOUA Blitta To o NIGERIA Bimbila A ni e OGOU 8°N Elavagnon 8°N o To Savé Sav Anjé Anjé WAWA AMOU WAWA Badou Atakpamé Atakpamé Amlamé Amlamé Lake Amou PLATEAU Volta To o Yendi endi Apéyémé Apé Apéyémé To o Kétou tou KLOTO HAHO 7°N 7°N Mont Agou Notsé Notsé Kpalime (986 m) Agou Si o To o YOTO Accra ZIO Tabligbo Tabligbo MARITIME L C L C LAC TOGO Kéve Kéve VO To Lagos o vié Tsévié Tsévié Vogan Vogan S Aného 0 20 40 60 Kilometers LOMÉ 6°N GOLFE 0 10 20 30 40 50 Miles To o Accra Bight of Benin 0° 1°E 2°E 3°E NOVEMBER 2004