1 PID THE WORLD BANK GROUP AWorld Frec ol Poverty lnFoShop Report No AB18 Updated Project Information Document (PID) Project Name CAMBODIA-RURAL INVESTMENT AND LOCAL GOVERNANCE PROJECT Region East Asia and Pacific Region Sector Sub-nationial government administration (30%); General agriculture; fishinig and forestry sector (20%); Central governmient administration (20%), General water, sanitationi and flood protection sector (15%), Roads and highways (15%) Project ID P071 146 Supplemental Project Borrower(s) KINGDOM OF CAMBODIA Implementing Agency SEILA TASK FORCE SECRETARIAT Address Address Council for Development of Cambodia, Government Palace, Sisowath Quay, Wat Phnom, Phnom Penh, CAMBODIA Contact Person H E Chhieng Yanara Tel Fax 85-23-981-257 Email Yanara@Camnet Com Kh Environment Category B Date PID Prepared April 4, 2003 Auth Appr/Negs Date January 10, 2003 Bank Approval Date April 22, 2003 1. Country and Sector Background Cambodia emerged in the late 1990's (December 1998 marked finial reintegration of Klhn1er Rouge) from nearly 30 years of war as one of the world's poorest counltries, with economic capacity and infrastructure severely damaged, social institutiols in disarray, and humanl capacity extremely constrained. In 1997, 36 percent of the total population, about 4.3 millioni out of nearly 12 milliol, were judged to live beloxv the poverty line. Also a legacy of war, a staggering 20% of households are female-lheaded, and these are disproportionately poor Poverty is predominantly a rural phenomenon in Cambodia -85 percent of the population and 90 percent of the poor are rural residents and most derive their livelihood principally fiom farming Rural poverty results from a complex mix of factors, wlhich together conspire to limit livelihood opportuLnities both on1- and off-farm. Amonlg the most important of the causal factors for poverty are. (a) limited access to productive resources and technologies; (b) remoteness due to weak communlications and transport infrastructure; and (c) poor accessibility, non-affordability and inequity of public services, such as agricultural extension, educationi and health care. Up to now, the Royal Government of Cambodia's (RGC) approach to rural development and poverty 2 PID reductioni has been fragmenited, withi a large number of donor- and NGO-driven projects This approach was perhaps justified in the aftermath of the war, when the primary focus was reconciliationi and reintegration, the level of suffering of the people was great and the needs for relief urgenit, and Government capacity was virtually nonexistenit. As reconciliationi and reintegration have proceeded and the focus has shifted to development, however, a more coordinated and sustainable approach is needed. The Seila Program piloted a working model for Governmenit-Donior coordinationi and partnership, providing a framework for multi-donor financing of rural development and poverty reduction through technical and program support and direct investmenits in local services and infrastructure Seila seeks to provide the foundationi for rural poverty alleviation and good local governance uSing a two-pronged approach (a) developing and strengthening local InstitutiolIs il support of decentralized aiid deconcenitrated rural development, and (b) providing efficient and effective grant finanicinig for investments in locally managed infrastructure and public services, identified as priorities throughi a participatory process, at both the provincial and coinmmune levels. The Royal Governmenit's Governance Action Plan states that "Government views decentralization, deconcentration and local governance as means to furtiler democratize the country and improve service delivery in the regions". Moreover, the recently completed Poverty Reduction Strategy Paper recognizes the cross-cuttilng themes of decentralization and deconcentration as fundamenital to rural development and poverty reduction in Cambodia. The stated objectives of the reforms are to: (a) promote democracy, good governance and quality of life, (b) give ordinary people greater opportunities to determine their future, and (c) ensure sustainable development, includinig the delivery of basic services The RGC's strategy is to simultaneously implement both decentralization of political authority through the election of Commune/Sangkat Councils and deconcentration of state functionis to provincial governors. Under the first phase of implemenltation, 1996-2000, the Seila Programii enabled the RGC to formulate and fully test in five provinces deconcentrated and decentralized systems focused on the province and commune as the two sub-national levels for budgeting, planninig, financing and implementationi of local development Encouraged by the success of the first phase, a second phase of Seila, 2001-2005, was formulated by the inter-ministerial Seila Task Force in 2000 and approved by the CouLicil of Ministers on 5 January 2001. During Phase IT, the Seila Program will provide technical and financial resources for. (a) refining decentralized planninig, finanicing, and management systems for service delivery and local development; (b) providing discretionary budget support to province and commune authorities for investment in services and infrastructure; and (c) providing practically tested lessons for national level policy and regulations for decentralization, deconcentration and poverty alleviation. To finance these expanded efforts, RGC requested broad-based donor support The maini donors of the first phase of the Seila Program --United Nations Development Program (UNDP) and the Swedish Internationial Development Cooperation Agency (Sida)-- arejoined by the United Kingdomii's Departiment for International Development (DflD) as the main funders of Seila Phase 11 through the Partnership for Local Governance (PLG), a UNDP-administered multi-donior trust fund whicih is the main source of technical assistance and capacity building to the Seila Program. Also, other donors suipport specific themilatic areas thiough the Seila Program or using Seila piloted mechanisms at the provincial level For example, Agricuiltuire Development Support to Seila (ADESS), a nationial sector programs for agriculture and rural infrastructure development operated through Seila mechanisms in selected provinces is funded by IFAD. To complement these sources of funds, RGC requested support from the Internationial Development Association (IDA), through the proposed RI LGP (2003-2006), to Phase IT of the National Seila Program. 3 PID 2. Objectives The development objective of the proposed Rural Investment and Local Governanice Project is to contribute to rural development and poverty reduction throLIgIl support to provision of priority public goods and services at the provincial and communle levels, as well as promote good local governance through support of decentralized and deconcentrated participatory local goverilance systems at the communie and provincial levels 3. Rationale for Bank's Involvement The Bank's continued involvement in the Seila Program during phase Tl, througIl the proposed RILGP, will provide the following contributions * help to bring together previously divergent donor-funded efforts and focus on scaling-up and making sustainable our collective rural development efforts in order to achieve results well beyond the sum of what we could achieve separately. * help to support initial implementationi of decentralization refomis and contribute to the refinement, drawing lessons from the initial implemilenitationi experience, of the institutional arrangemenits and processes for local development at the commune level. * help to elevate the policy dialogue regarding the ongoing deconcelitration reformis to ensure lessons from experience under Seila for adoption of institutionial structires and processes, and their potential impact on rural development outcomes, are given appropriate consideration. 4. Description The proposed Project will support, through Phase 11 of the National Seila Program, the newly decentralized planning process at the commune level, and a pilot of a deconcenitrated planninig process at the provincial level, as well as the provision of grants for priority rural infrastructure and services identified throughi such planninig processes. More specifically, the proposed Project will support. (i) integrationi of the National Seila Program into the new local government institutionial structures and development planning, budgetinig and implementation processes at the communie level established as part of the recent decentralization reforms; and (Ji) technical assistance for strategic studies to inform the ongoing dialogue on deconcentation reforms, as well as to review and strengthien the regulatory framework for decentralization The proposed Project will provide support, over a four-year period (2003-2006), to the following two components: * Component I - Local Planninig and Investment; and * Component 2 - Policy Support and Project Managemenltmponienit 3 - Program Support The proposed IDA Credit, totaling US$ 22 millioni, will finance principally sub-project investments at the communle and province level, as well as some strategic studies and program support costs. The associated plannilng activities, technical assistance and capacity building at the national, provincial and communie levels will be co-finaniced in parallel by the Partnership for Local Governanice (PLG), a multi-donor trust fund administered by UNDP, as well as by Royal Government of Cambodia (RGC) domestic resources The IDA Credit would cover technical assistance, capacity building and incremental operating costs in the final year of implementationi. A. Local Planninig and Investment Component will support in 15 provinces, through the 4 PID Commulle/Sanigkat Fund (C/SF). (i) the newly established decentralized planiniig process at the commune level, including development of five-year Cornmmune Development Plans (CDP), three-year rolling commune investmienit programs (CIP) and annual commune budgets, and (ii) grants for commune-level investmenits in public goods and services identified and prioritized through the participatory local planning process B Policy Support and Project Management Component will support the capacity building, techinical assistance, bulildinigs and equipment, and incremilental operating costs at national, provincial and commune levels of implemenitinig Components 1. More specifically, the component will finance the provision to nationial and provincial institutions the works, goods (such as vehicles, and office, communications and other equipment) and consultilng services necessary to implement their respective project responsibilities. At the provincial level, the IDA Credit will be utilized primarily to procure goods and works for PRDC ExCom ulnits and Provincial Treasury to strengtheni their capacity to support C/SC development planninig and implementationi of commune-level sub-projects. At the nationial level, the IDA Credit will finance office equipment and vehicles, as well as fuLid workshops focused on reviews of the Seila systems and proposed updates. In addition, consultinlg services will be finaniced for the purposes of conducting strategic studies related to decentralization and deconcenitration reforms, socio-economic followv-up studies, mid-term and final project evaluations, monitorinig quality of procurement support by TSS to C/SC, and an aniual independent audit of project accouLIts 5. Financing Total ( USSm) BORROWER $24.39 I BRD IDA $22 00 PARTNERSHIP FOR LOCAL GOVERNANCE (UNDP, DFID, SIDA) $15 77 Total Project Cost $62 16 6. Implementation In the interest of government ownership and sustainability, the RILGP will work withini existing government institutionis and structures, and no project-specific entities will be created for RALGP implementation. Rather, the project will be implemented withlinl the institutionial arranigements of the National Seila Program, whicil at the provincial level employ the Rural Development Structures mandated through theDrakas on Establishmtient of Sthructu7re, Roles and Responsibilities of the Provincial/Municipal Rural Development Committee of the Seila Program, and at the commune-level have been integr-ated into the institutional structures wlichi have emerged from the recent decentralizationl reforms. The institutionial structures employed by the Seila Programii comprise the following levels * Seila Task Force (STF) and the Seila Task Force Secretariat (STFS) -National Level * Provincial Rural Development Committee (PRDC) * Conimune/Sangkat CoullCil (C/SC) * Planninilg and Budgeting Committee of the C/SC (PBC) At the national level, the Seila Program is coordinated by the Seila Task Force (STF), and inter-ministerial task force whichi mandate is established througIl the Sub-Decree on Establishment and Operations of Seila Task Force (No. 57 ANKR BK dated 28 Julle 2001) STF is chaired by the 5 PID Senior Minister of Economy and Finance and comprises represenitatives of key ministr-ies, including. Interior; Women's and Veteran's Affairs, Water Resources and Meteorology; Agriculture Fisheries and Forestry, Ruiral Development; Planninig and the Council for Administratioll Reform Director-General, Department of General Administrationi, Ministry of Interior; Secretary - Deputy Secretary General of CDC. Member mniistries of the Seila Task Force have Ministerial Focal Points withinl their Ministries to facilitate and assist the wvork of the STF Members. The STF is responsible for oversight of the Seila Program, including policy design, resource mobilizationi and monitoring. STF Is supported by a Techinical Secretariat (STFS) housed In the Council for Development of Cambodia, managed by a Secretary General and a Deputy and, because it is viewed as a transitional institution, staffed by secondments from other Ministries and institutions. The STFS is responsible for execution of the Seila Program, and is charged withi managinig the implementationi of all components of the RILGP. At present, STFS receives sigiiificant support to execute its functions from PLG in the form of expatriate advisors. The PLG donors to the Seila Program are currently evaluating appropriate options to reduce the level of external techinical assistance and move progressively toward complete national execution of the Program As a result, the oversight responsibilities at the national level will be transferred from PLG to STFS in a phased manier over the period 2002-2005. STFS has two units: * Program Operations Unit (POU), responsible for overseeing program execution functionis, is divided into three offices: (i) Contract Administration Office (CAO), (ii) Finaicial Administrationi Office (FAO); and (iii) Training and Extension Office The POU in STFS will serve as the implementation Ullit for the proposed RILGP * Policy Monitoring and Evaluation Unit (PMEU), is divided into three offices; (i) the Policy and System Office (PSO), responsible for development and dissemination of policy lessons, decentralization and deconcenitrationi policy analysis and systems development; (ii) Monitorinig and Evaluation Office (MEO), responsible for overall moniitorinig and evaluation of the Seila Program; and (iii) Informationi and Public Relations Office (IPRO) The PMEU in STFS will take the lead on key policy and M&E aspects of RILGP, as well as coordinate disclosure of key RILGP documenits For Component 1, Local Planniiing and Investmenit at the Commune Level, the main implementinig entity at the commune level will be the newly elected CommuIle/Sanigkat CouLIcils (C/SC), which under the Lawv on the Administration of the Cotnniune/Sangkat, are empowered to maintain public order and security, manage public services, enhanlce public welfare, and promote development, as well as manage commune finiances The first C/SC were elected to a five-year manidate in February 2002, and are comprised of five to eleven members depending on the population of the commuine Candidates for the C/SC stand for election on a proportionlal representationi and party list basis, sucI that more than one party can be represented. The commune/sangkat chief is the individual wilo receives the most votes on the majority-party list If one party carried the entire council, the first and second deputies are those individuals from that party with the second and third highiest number of votes. If candidates of more than one party receive sufficient votes, specific rules are followed to select deputies from the candidate list of the other party. While territorial villages have no direct representation on the C/SC, article 27 in the Lawv on the Administration of Connnune/Sangkat, allows several avenues for village-level representatioln and participation in the communle development planning process. The most extensive of these is through the establishimient of a Planninig and Budgeting Committee (PBC), whichi is responsible to assist the 6 PID commune chief to conduct the commune development planning process and to draft the Commulle Development Plan, ComImullle Investment Plan and communle budget. The k7ter-Mintsterial Prakas on Connnune/Sangkat Development Planning dated 7 February 2002 defines the composition of the PBC to include the commune chief as chair and the commune clerk as secretary, as well as members includinig: three representatives from the elected C/SC selected by the chair, 2-4 village representatives including both genders selected by the chair; and two representatives, one of each gender, selected by the C/SC from the village authority or, for villages with village development committees (VDC), one representative each from the village authority and the VDC consisting of a man and a woman VDCs are forned throughi an informal electoral process at the village level conducted in accordance withi the procedures outlined by the Ministry of Rural Development, which allows anyonie in the village to stand for election, and guaranitees that some of the elected VDC members must be women. At the provincial level, under the recent decentralization reformis, the Provincial Governor is responsible for mobilizilng and coordinating provincial departments of line miniistries to support and supervise the C/SC. More specifically, the Provincial Governor is responsible to establish a development planilng and support system throughi provincial department staff. This includes: * Department of Planning (PDOP) which is responsible to conduct a technical review of CDPs; provide the C/SC with methodological guidance on the planning process, train planning trainers (who include provincial and district staff (PFT and DFT)) and councilors, commune clerks and NGOs; and provide technical oversight of training; * Department of Local Administrationi (POLA), whiich under the decentralization regulatory framework is the single interface to the C/SC in all contacts with provincial administrationi, is responsible to instruct C/SC on compliance with planning (and other) regulations, and assist C/SC in preparation, implementation and monitoring of CDP. Thle Provincial and District Facilitation Teams (PFT and DFT), under the Seila Program, will be managed by the POLA Director and will provide traininig and facilitation support to the commune planning and implementation process, as well as facilitate the communication between Communle/Sanlgkat Councils and Provincial/Munilcipal authorities. * Department of Rural Development (PDRD) whilch is responsible to provide technical assistance to C/SC formulation and implementation of projects. The Technical Support Staff (TSS) Llider Seila are managed by the Director of PDRD and provide C/SC with techniical advise on project preparation, supervise bidding processes, and certify works carried out ulider contract to the C/SC. . Department of Economy and Finance (PDEF) wvill be involved withi the PT staff in providing training to C/SC in the Commune Fund financial maniagemenlt procedures * Provincial Treasury (PT) will be responsible for accouLnting functionis and will cashier functions for the C/SC in the management of the C/SF Under the earlier phase of the Seila Program, similar types of support to the commune level had been provided througlh the Provincial Rural Development Committee (PRDC), one of the rural development structures of the RGC, and its Executive Committee (ExCom), both chaired by the Provincial Governor. However, giveni the upcoming deconcentration reforms, the status and composition of the PRDC and its ExCom are not clear at prescnt In future, the new Organic Lav on7 Deconcentration will define the structure and funiction of the provincial and district administrationi, including the PRDC In the interim, a recent instruction from the Seila Task Force, Prakas on Establishment of Structutre, Roles and Responsibilities of the Provincial/Municipal Rur al Development Comm7ttee of the Seila Program (No. 292 STF dated 8 November 2002), provides sufficient clarity of the PRDC structure and functioni for implementationi of the RI LGP 7 PID The PRDC Executive Committee, wlichi is charged to conduct the day-to-day work of the PRDC, is chaired by the Provincial Governor, with the Deputy Governor as the I st Deputy Chair and the Director of the Provincial Department of Rural Development as the 2nd Deputy Chair The membership of the PRDC comprises: (i) the Directors of the Provincial Department of Plannilig, Economy and Finaice, Agriculture, Forestry and Fisheries, Water Resources and Meteorology, Women's and Veterans' Affairs, and Treasury, and (ii) the Chief of the Unit of Local Adminmistrationl. Four maniagemenit units are established under the PRDC Executive Committee as follows. * Contracts Administration Unit, supervised by PDOP, includinig two key areas of responsibility (i) contracts adminiistrationi, and (di) monitoring and evaluationl, and information * Local Administrationi Unit, supervised by POLA, includinig three key areas of responsibility (i) administrationi, (ii) local capacity building, and (mii) monitoring and evaluation, and information for the C/SC * Technical Support Unit, managed by the Director of PDRD, includes three main areas of responsibility: (i) assist the C/SC to carry out sub-project feasibility studies, prepare designs, estimate costs and prepare sub-project proposals for inclusioni in C/SC Development Plans and Budgets, (ii) assist the C/SC to manage competitive bidding, award contracts, monitor and supervice implementaitoni of sub-project activities and certify quantities and quality of works implemenited by contractors, and (dii) provide technical advice to the Provincial/Muniicipal Governor and the PRDC Executive Committee on matters related to implementation of sub-projects by the C/SC; and * Finance Unit, managed by the Director of PDEF as chief and the Chief of Provincial Treasury as deputy chief, includinig two key areas of responsibility: (i) provincial/municipal finanice tasks, and (ii) C/S Fund tasks. 7. Sustainability One key impetus of the Seila Program from RGC's perspective is that it offers a cohesive framework, operating withini regular government institutionis and with standard goverinmenit processes, throughli whlich donor funds can be channeled. This reduces the fragmenitationi and proliferation of numerous and competing donor-specific approaches whilch can be serious impedimenits to sustainability Because it focuses on both delivery of public goods and services, and developmenit of the endemic institutions, systems and processes for efficient and effective delivery of these public goods and services, prospects for sustainability of the Seila Program after donor funds diminish are good Indeed, at the communie level, the Seila systeimis and processes piloted uLider the first phase have already been incorporated, for the most part, into the recent decentralization reforms, and the Seila Program is supporting the initial implementation of the newly decentralized institutionial structures and processes Prospects for sustainability are good. In terms of sustainiable financing, permanent arrangements for transfers from the national level to the commulles is assured by the Sub-clecr-ee on Establishmwent of the Coninmine/Sangkat F7ind. The C/SF was iitially capitalized from external sources, through the Seila Program, and domestic revenues. The contributionl fi-om the RGC budget in 2002 was US$5 millioni (20 billion Cambodian Riels), or 1 .2 percent of projected recurrent domestic revenue. For 2003, the RGC has allocated the equivalenit of US$ 10.25 million (47 8 billion Cambodian Riels), or 2.0 percent of recurrent domestic revenue. In line withi the Medium-Term Expenditure Framework, the domestic contributioni to the C/SF is expected to grow to 2.5 percent of projected recurrenlt domestic revenue, or US$ 12 mi11Ollon by 2004, and may grow further thereafter. In addition, options for own-source revenue for C/SC are being studied and are expected to be put in place during the first five-year mandate of the C/SC. 8 PID At the province level, the institutional arrangements, systems and processes being piloted under Seila are informing the ongoing discussions on deconcentrationi reforms It is likely that these arrangemenits, systems and processes will be incorporated, to a large extent, as part of the upcoming reforms, and thus prospects for sustainability are good 8. Lessons learned from past operations in the country/sector Two recent reviews -an OED review of Community Driven Development Approaches in South East Asia, and a QAG Review of East Asia Rural Poverty Reduction Projects -- as well as the experience withi related projects and programiis in Cambodia offer the following lessons, whicih have been reflected in the project design * Past rural development efforts in Cambodia have been supported mainly throughl stand-alone projects, which have typically neglected the broader policy and institutionial aspects of poverty reduction, and have been plagued by serious financial and nstituLtional sustailnability problems. * Employing an approach whicih bypasses intermediate levels of the government, withi fuLids going directly from the nationial level to the villages, outside the norimial budgetary cycles, poses a limitation on replicability and scaling-up. * SIistainability can only be achieved over the long tern by gradually "mainstreaming" poverty reduction efforts withinl the regular operations and processes of the national and sub-niational governmenit institutional structures * Bank fiduciary and safeguard policies should be applied as simply and flexibly as possible, and integrated to the furthest extent possible into the regular governmnenit systems and processes. * Participatory approaches, such as employed in the Seila Program, have been found to be important elemenits of effective rural poverty reduction efforts. Rather than treating poor people as targets of poverty reduction efforts, participatory approaches give commnunities an active participatory role in project selection, design and implementation of local development activities of a scope that is withinl the management and capacity of the communities. These approaches work best, and are most sustainable, wheni they link participation, with good governalnce and decentralization. * Prospects for sustainable operation and mainitenance of the infrastructure constructed under sub-projects are positively effected throughl sufficienltly high rates of beneficiary contributionis, as well as clearly articulated institutional roles and responsibilities and adequate fiuiancial arrangements. * Thoughtful reliance on high quality (interinational and local) techinical assistance is an effective way to develop sufficient institutional and techinical capacity at the local level. * Sufficient analytical focus is needed in monitoring the project's process (participation, poverty targeting, transparency), quality of outputs (both infrastructure "hardware" and policy and institutiolnal "software") as well as long-term impact (poverty reduction). 9. Environment Aspects (including any public consultation) Issues: The proposed RILGP's focus is on commulle-level small-scale infrastructure to be identified durinlg project implemenitationi through a participatory process at the commulne level. Based on the experience under the first phase of the Seila Program, sub-project investmenits will be less than $10,000 each and likely to include, mnter alia, small-scale water supply (wells), small bridges, road improvemiienits such as leveling or resurfacing of community tracks and roads, repair of irrigation infrastructure, and small commulnity buildinigs The environmenital Issues arising from these sub-projects are expected to be min1or and easily mitigated witlh knowni management and/or constructioln techniques. In most cases the most important environimenital mitigation measure will be good siting decisions. 9 PID During preparation the Bank task team reviewed possible investimients eligible under the project and identified specific environilental concerns associated with each investmenit type Any adverse impacts are likely to be short-term in nature and highly localized. Possible impacts from small-scale infrastructure projects depend on the specific investment type and location but may Include: dust and noise generation durinig construction, impacts on local drainage and water quality; localized land clearing resulting in soil erosion during construction; and solid waste disposal issues.The project is not expected to affect any critical natural habitats nor is it expected to trigger the Bank's policy on pesticides or forestry. The possibility that these policies would be triggered has been reviewed during preparation and it was confirned that it is unlikely that these policies would be triggered. Nevertheless, specific review criteria to be used during implementation have been developed to ensure these Issues are taken into consideration during sub-project planninig and selection. The overall project approach is to fully integrate environimental considerations iltO sub-project selection and review procedures. This approach is both practical and consistenit withi procedures adopted by Community Driven Development type projects recently financed by the Bank The approaches used in other projects have been reviewed and have informed the development, durinig preparation, of simple guidelines for screening sub-projects and mitigatinig possible environimental impacts. A number of receiit projects have developed similar guldelinles which have been reviewed and adapted for the needs of this project This approach is in line with the proposed scale of the sub-project investmeits, aiid is expected to generate a better uliderstanidinig and local ownership of environmenital maniagemiient programs Detailed sub-project environmenital review procedures were drafted, reviewed at appraisal, and were found satisfactory. The project addresses environimental concerns in four closely related ways First, community facilitators will assist communlities in identifyling environmental and natural resource management priorities as part of the initial community planninig discussions. Second, as communities begin to identify options for sub-projects they will be given access to information on, potential adverse impacts and siting considerations for minimizing impacts. Third, once sub-projects are identified, design teams will use standard technical designs wlvich take into consideration environmenital concerins Fourth, the contractors responsible for bulildinig sub-projects will be required to follow environimenital clauses specified in construction contracts Site-specific managemenit or mitigation plans, as appropriate, will be formiulated during the sub-project design process The project as a whole would be guided by simple reference materials which identify commonl risks and possible mitigation measures suitable for small-scale rural infrastructuire sub-projects. EAs will be prepared only for sub-project of specific types, whiich pose relatively higher risks, such as new roads or new irrigation systems. A draft ofEnvironniental Analysis and Sub-Project Reviewt, Procedure.swas prepared and submitted to IDA in November 2002. No comments were received during the period of public disclosure of the draft. The final version of this docuLImenlt was subimiitted formally to IDA at Negotiations, and has been adopted by RGC and included in the Project Implementation Manual. 10. List of factual technical documents: 10 PID 11. Contact Point: Task Manager Louise F. Scura The World Bank 1818 H Street, NW Washington D.C. 20433 Telephone (202) 458-1921 Fax: (202) 477-2733 12 For information on other project related documents contact The InfoShop The World Bank 1818 H Street, NW Washington, D C 20433 Telephone (202) 458-5454 Fax (202) 522-1500 Web http 11 www worldbank org/infoshop Note: This is information on an evolving project. Certain components may not be necessarily included in'the final project. Tables, Charts, Graphs: Processed by the InfoShop week ending 04/04/2003 For a list of World Bank news releases on projects and reports, click here sEARCH - [ FEaDRAC - -- TE MAP AHAA;.E