Documentof The World Bank ReportNo: T7649-A0 APPENDIXES TO THE TECHNICAL ANNEX ONA PROPOSEDCREDIT INTHE AMOUNT OFSDR 16.3 MILLIONFORPHASE1 (US$24.9 MILLIONEQUIVALENT) AND A PROPOSEDGRANT INTHE AMOUNT OF SDR 16.9 MILLION(US$25.8 MILLIONEQUIVALENT) REPUBLIC OFANGOLA FOR THE EMERGENCY MULTISECTORRECOVERYPROGRAM PHASE 1 January 17,2005 Transport Group Country Department 2 Africa Regional Office CURRENCY EQUIVALENTS SDR 1.00 =US$1.53208 US$1.OO =Angolan kwanza (AOA) 86.78 December 5,2004 FISCALYEAR January 1to December 31 ABBREVIATIONS AND ACRONYMS ADB African Development Bank ECP EstratCgiade Combate a Pobreza(Poverty ReductionStrategy) EU EuropeanUnion EMRP Emergency Multisector Recovery Project FA0 Food and Agriculture Organization FMR Financial Monitoring Report HIPC Highly IndebtedPoor Countries Initiative ICB InternationalCompetitive Bidding IDA InternationalDevelopment Association IBRD InternationalBank for Reconstruction and Development IMF InternationalMonetary Fund LIB Limitedinternationalbidding NCB National competitivebidding MRRP Multisector Rehabilitationand Reconstruction Program PMlU Projectmanagement and implementationunit PPMRRP Priority PhaseMultisector Rehabilitation and Reconstruction Program NGO Nongovernmentalorganization EPAL Empresa PQblicade Aguas de Luanda (Luanda Public Water Company) INEA Instituto nacional de Estradasde Angola (Angola NationalInstitute of Roads) ENE Empresa Nacionalde Electricidade (National Power Company) EDEL Empresa de DistribuigHo de Electricidade de Luanda(Luanda Power Supply Company) CFB Caminho de Ferro de Benguela (Railways ofProvince of Benguela) CFL Caminho de Ferro de Luanda (Railways of Province of Luanda) CFM Caminho de Ferro de Moqamedes (Railways of Province ofMoqamedes) TSS Transitional support strategy UNDP UnitedNations Development Program UNICEF UnitedNations Children's Fund UNITA UniHo Nacional para Independencia Total de Angola (National Union for Total Independence of Angola) WHO World Health Organization Vice President: GobindNankani Country Director: Michael Baxter Sector Manager: C. Sanjivi Rajasingham Task Team Leader: Abdelmoula Ghzala REPUBLICOFANGOLA: EmergencyMultisectorRecoveryProgram Phase1 APPENDIXESTO THE TECHNICAL ANNEX Contents Appendix 1: ProjectCostsandFinancing............................................................................................. 1 Appendix 2: RuralDevelopment........................................................................................................ 12 Appendix 3:Health............................................................................................................................. 37 Appendix 4: Education........................................................................................................................ 70 Appendix 5: Decentralizationand Supportto Local Development..................................................... 77 Appendix 6: MonitoringandEvaluationofthe Water SupplyComponent........................................ 82 Appendix 7:ProcurementAssessmentandProposedArrangements.................................................. 87 Appendix 8: FinancialManagementAssessment andProposedArrangements ................................ 95 Appendix 9: Environmentaland SocialManagementAspects......................................................... 134 Appendix 10:Terms ofReferencefor EnvironmentalandSocial safeguardManagementServices 142 Appendix 11: SummaryProfileofthe TargetProvinces................................................................. 166 Appendix 12: Summaryofthe DeminingAspects........................................................................... 174 Appendix 13:ProcurementPlan........................................................................................................ 176 Appendix 1:ProjectCosts and Financing Table A Republic ofAngola ProposedPhase 1EmergencyMuhisector RecoveryProject Components Project costs Summary (US$ million) Proleet Comanents % %Total Foreign Base Local Foreign Total Exchange Costs A. Ruraldevelopment anddeliveryof SocialServices 7 11 18 62 22 B. Rehabilitationandreconstructionof critical infrastructure 16 29 44 64 55 C. Sector development strategies andstrengtheningofhumanand institutionalcapacities 2 5 7 6 6 9 D. Management,monitoring,evaluationPhase 1& PreparationofPhase 2 ----- 4 8 12 64 15 Total Baseline Costs -----29 52 81 64 100 PhysicalContingencies 2 4 6 65 I Price Contingencies ----- 2 3 5 6 4 6 Total Project Costs -----33 59 92 62 113 Note: Figuresmaynot add up to totaldue to rounding 1 Table B Republic of Angola ProposedPhase 1EmergencyMultisector Recovery Project Components Project detailed costs Local Foreign Total Project Cost by Component (US% million) A. Rural development and delivery ofSocialServices 1. RuralDevelopment 1 4 5 2. Healthservices 2 5 7 3. Educationservices 3 2 5 Subtotal Rural development and delivery of Social Services I 11 18 B. Rehabilitation and reconstructionofcritical infrastructure 1. Water supply 16 29 44 Subtotal Rehabilitation and reconstruction ofcritical infrastructure 16 29 44 C. Sector development strategies and strengthening o f humanand institutional capacities 1. Assistance for sector developmentstrategies formulation 1 1 2 2. Technicalassistance to the sectors & Environmentalmanagement 1 2 3 3. Trainingfor the sector ministries and agencies 0 0 1 4. Decentralization& support to localdevelopment 1 1 2 Subtotal Sector development strategies and strengthening of humanand institutional capacities 2 5 I D. Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 1. Technicalassistance for project management& monitoring 0 1 1 2. Support toproject managementand training 0 I 1 3. Operatingexpenses for ProjectManagement 1 0 1 4. Expertise& supportto demining 0 0 1 "":I 5. Preparationof the Second Phase 3 5 8 Subtotal Management, monitoring, evaluation Phase 1 & Preparation ofPhase 2 4 8 12 -- rota1 Baseline Costs 29 PhysicalContmgencies 2 4 Price Contingencies -- 2 3 5 rota1 Project Costs 33 59 92 Note:Figures maynot add upto total due to rounding 2 Table C Republic ofAngola ProposedPhase 1 EmergencyMultisector Recovery Project Components Project detailed costs Local Foreign Total Project Cost by Component (Kzbillion)- A. Rural development and delivery ofSocial Services 1. RuralDevelopment 0.1 0.3 0.4 2. Healthservices 0.2 0.4 0.6 3. Education services 0.3 0.2 0.5 Subtotal Rural development and deliveryofSocial Services 0.6 0.9 1.5 B. Rehabilitationand reconstruction ofcritical inkastructure 1. Water supply 1.3 2.4 3.8 Subtotal Rehabilitationand reconstruction ofcritical infrastructure 1.3 2.4 3.8 C. Sector development strategies and strengthening ofhuman and institutional capacities 1. Assistance for sector developmentstrategies formulation 0.0 0.1 0.1 2. Technicalassistance to the sectors & Environmentalmanagement 0.1 0.2 0.2 3. Training for the sector ministriesand agencies 0.0 0.0 0.0 4. Decentralization & supportto localdevelopment 0.1 0.1 0.2 Subtotal Sector development strategies and strengtheningof human and institutional capacities 0.2 0.4 0.6 D. Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 1.Technical assistance for project management& monitoring 0.0 0.1 0.1 2. Supportto projectmanagementand training 0.0 0.1 0.1 3. Operating expenses for ProjectManagement 0.1 0.0 0.1 4. Expertise & support to demining 0.0 0.0 0.0 5. Preparation of the Second Phase 0.2 0.5 0.7 Subtotal Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 -- 0.4 0.7 1.o rota1Baseline Costs -- 2.5 4.4 6.9 PhysicalContingencies 0.2 0.3 0.5 Price Contingencies -- 0.2 0.3 0.4 rota1Project Costs 2.8 5.0 7.8 Note: Figuresmaynot add up to total due to rounding 3 Table D Republic ofAngola ProposedPhase 1Emergency Muhector Recovery Project Components Project costs and financing Local Foreign Total Program Cost by Component US$ minion A. Rural development and delivery ofSocial Services 7 11 i a 62 22 1.RuralDevelopment 1 4 5 73 6 2. Healthservices 2 5 7 70 9 3. Education services 3 2 5 42 7 B. Rehabilitation and reconstruction o fcritical infmstructure 16 29 44 64 55 1. Water supply 16 29 44 64 55 C. Sector developmcnt strategies and strengthening ofhuman and institutional capac 2 5 I 66 9 1. Assistance for sector developmentstrategies formulation 1 1 2 64 2 2. Technical assistance to the sectors & Environmentalmanagement 1 2 3 74 3 3. Training for the sector d t k s and agencies 0 0 1 64 1 4. Decentralization & supprt to local development 1 1 2 58 3 D. Management, monitoring, evaluation Phase 1 & Preparation ofphase 2 4 8 12 64 15 I.Technicalassistanceforprojectmanagement&monitoring 0 1 1 75 2 2, Supportto project mnagement and training 0 1 1 79 1 3. Operating expenses for Project Management I 0 1 9 1 4. Expertise & support to d e h g 0 0 1 64 1 5. Preparation of the Second Phase 3 5 8 68 10 Total Baseline Costs 29 52 81 64 100 PhysicalContingencies 2 4 6 65 7 Price Contingencies 2 3 5 64 6 Tofal Project Costs 33 59 92 62 1131 Total Financing, ofwhich 33 59 92 100% Government 24 7 32 35% ._ IDA. 6 45 51 56% Other Financiers (EU,UNDPNNCDF, FrenchCwperatioo) 3 6 a 10% Note: Figures may not add up to total due to rounding 4 3 % w w " 0 p oP a- . S a o P t W N P o m m P W l n t- N m N Table F Republic ofAngola ProposedPhase 1Emergency Multisector Recovery Project FinancialSummary (InUS$millionequivalent) Project Costs Investment Costs 11 33 33 14 100% Other Investment Costs GOA Budget Recurrent Costs Total Project Costs 11 33 33 14 100% .Total Financing 11 33 33 14 100% Financing Government 3 9 15 5 32 35% ProposedIDA contribution 2 21 19 8 50 55% Other Financiers 5 3 1 9 10% Total Project Financing 11 34 34 141 6 6. Operating costs 1 2 3 (0.7) (0.7) Total 43 1 27 20 92 (31) (1) (19) (51) 7 SubprojectA (InUS$d o n equivalent) Total Cost Expenditure Category Procurement Method (including ICB I KCB I Other* I N.B.F Contingencies) 1. Works 2 0 3 (2) (0) (2) 2. Goods & Equipments 9 1 2 12 (6) (1) (2) (9) 3. Consultant & EngineeringServices 6 6 (4) (4) 4. Training 3 3 (2) (2) 5. Service Contracts 6. Operating costs Total 11 1 11 23 (8) (11 (8) (17) Projeet Costs by Procurement Arrangements ~1.Works 32 16 48 I (23) (23) 2. Goods & Equipments 0 0 (0) (0) 3. Consultant & EngineeringServices 14 3 17 (10) (10) 4. Training 0 0 (0) (0) 5. Service Contracts 6. Operating costs 1 1.8 3 (0.7) (0.7) Total 32 16 20 69 (23) (11) (34) 8 Table H Republic ofAngola Proposed Phase 1EmergencyMultisector Recovery Project Disbursemeutbyyear (inUS$million) World Bank FY- 1July-30 June Fy2005 :July 1,2004-June 30,2005 GOA Disbursemeut* WBFY 2005 2006 2007 '2008 Annual 3 9 15 5 Cumulative 3 12 27 32 Percentage 10% 38% 84% 100% WBFY 2005 2006 '2007 2008 Annual 2 21 19 8 Cumulative 2 24 43 51 Percentage 5% 47% 84% 100% Annual 5% 42% 37% 16% WBFY 2005 2006 2007 2008 Annual 11 33 33 14 Cumulative 11 44 77 92 Percentage 12% 48% 84% 100% Annual 12% 36% 36% 16% Note: Figures maynot add up to total due to rounding (1) The difference is other donors (EU,UNDP, FrenchCooperation) disbursements 9 m m - m w C Y - - - " rr 0 0 0 rr 0 0 0 0 0 o o o o o r r i - - o - m 0 0 0 0 - c l - - O H 0 o o o o w Q \ v) 0 ."u> v) Y 0 52 Y %au I .I .-'E Y 'c 0 0E .I Y 0e Ym E i 0 P9 Table J Republic ofAngola Proposed Phase 1Emergency Multisector Recovery Project Procurement Accounts byYear -- Totals Including Taxes & Contingencies (US$ million) Program Cost by Category 2005 2006 2007 2008 I Total A. Works I 1. Subproject A 2 0 0 3 2. Subproject B 3 20 20 4 48 Subtota1Works 3 23 21 4 51 B. Equipment & Goods 1. Subproject A 4 6 3 12 2. Subproject B 0 0 0 0 0 Subtotal Equipment & Goods 4 6 3 0 12 C. Consultant & Engineering Services 1.Subproject A 1 3 1 0 6 2. Subproject B 1 11 3 1 17 Subtotal Consultant & Engineering Services 3 14 4 2 23 D. Training 1. Subproject A 1 1 1 0 3 2. Subproject B 0 0 0 0 Subtotal Training 1 1 1 1 3 E. Service contracts 1. Subproject A F. Operating costs 0 1 1 0 3 Total Project 11 45 30 7 1 92I Total by Subproject 2005 2006 2007 2008 Total 1. Subproject A 5 13 4 1 23 2. Subproject B 5 32 25 6 68 11 Appendix 2: RuralDevelopment Table 1:Productionof basicseedand vegetative material I.I.A. - lnvestimentos para a ProduGao de Semente Basica 1 E.E.A. CHIANGAIHUAMBO - EspecificaC6es Period0 Actividades Custo total 1.1) Reabiiitapao de dois (2) ediflcios com 600m2 DE AREA A serem definidas segundo os criterios 180,000 TOTAL. 2005 estabelecidos pel0 projeto tecnico descrito nos TORS anexo 1.2) ConstrupBo de um edificio com Area de 450 m2 para abrigar a A serem definidas segundo os criterios 225,000 Unidade de processamento e de estocagem de sementes. 2005 eslabelecidos pelo projeto tecnico descrito nos TORS anexo. 1.3) AquisipBo de 3 apareihos de ar condicionado 2006 Tip0 Split 3,600 1.4) AquisipBo de uma central de teief6nica com linhas ,nnR Equipamentos para comunicapBo interna 4,000 1.5) AquisiGao de 3 computadores e perifericos. 2008 Para trabalhos de investigaGBo 5,100 1.6) Equipamentos: quadro de pureza, iupas manuais com aumento de ate 1OX. balanca analitica, divisor de amostras tip0 Gamet, soprador de sementes tip0 Dakota do SUI,microscopio estereoscopico com aumento de 10 a 45x, quadro de contagem de 2o06 Ewipamentos Para um mini laborai6rio 16,000 sementes. testador de misturas do tip0 eietronico e eletrico. de andlise de sementes basicas. germinador simples corn bandeija plana, computador e fotocopiadora + material de consumo necessario. 1.7) Motobomba diesel - 2006 irrigaGBo do campo de palentio 15,000 1.6) Aquisipao de mobiiihrio para escritorio 2006 Mesas, cadeiras. armarios 7,000 1.9)Maquina de pre limpeza, caiibrador. maquina de costura. balanpa ensacadora, elevadores Trieur. mesa densimetrica e SEED. 2005 sementes Equipamento de Processamento de 120,000 MIX,etc, para uma capacidade minima de 20 t/hora l o de veicuios 12 IDA lnvestimentos para Fortalecimento do Apoio a MultiplicaCio de Sementes - 1 ReablltaGSodas EDAs IDNBIE - - EspecificaGaes Periodo Actividades Custo total USD 1.I) ReabilitapSo de edificio paraabrigar os servipos A serem definidas segundo os da EDNIDA, SENSE, IIA, com gabinetes e sala para 2o05/06 criterios estabelecidos peio laboratdrio de apoio e armazem anexo com area total projeto tecnico descrito nos 120,000 de 300 m2 no KUITO/Bie TORs anexo 1.2) ReabilitaqSoda EDA de KatabolaiBie com 300m2 A serem definidas segundo os contendo duas salas, duas casas de banho dois 2o05 criterios estabelecidos pelo projeto tecnico descrito nos 100,000 -~ gabinetes e urn armazem em anexo TORs anexo A serem definidas segundo os ~~ 1.3) ReabilitaMo da EDA de Camacupa/Bie com 3001112 contendo duas salas, duas casas de banho 2o05 criterios estabelecidos peio 110,000 dois gabinetes e um armazem em anexo projeto tecnico descrito nos TORs do item 5.6 1.4) ReabilitaqSoda EDA de NharealBie com 300m2 A serem definidas segundo os sendo duas salas, duas casas de banho dois gabinetes 2005 criterios estabelecidospelo 120,000 e um armazem em anexo. projeto tecnico descrito nos TORs anexo 1.5) ReabilitapBoda EDA de ChinguadBie com 3001112 A serem definidas segundo os sendo duas salas, duas casas de banho dois gabinetes 2005 criterioS estabeiecidos 110,000 e um armazem em anexo. projeto tecnico descrito nos TORs anexo 1.6) ReabilitapBoda EDA de AnduloiBie com 300m2 A serem definidas segundo os sendo duas saias, duas casas de banho dois gabinetes 2005 estabelecidos 120,000 e um armazem em anexo. projeto tecnico descrito nos TORs anexo 1.7) AquisiqBo de 6 unidades fixas de processamento 2005/06 Maquinas combinadas tipo 72,000 de sementes a ser instalada nos armazens das EDAs CLIPPER pequenas com capacidade de processamento de 10 tonlhora. 1.a) AquisipSo de computadores para as 6 EDAs 2006 Computadores, acessbrios e 15,000 perifericos 1.9) AquisiqSo de material de escritdrios para as 6 2006 Mobilihrio, de escritdrlos e 12,000 EDAs aloiamento dos tecnicos 1. I O- 6 Equipamentos de comunicaCBo ComunicaCSovia Radio 6,000 1.I 1) AquisiqSo de meios de transporte. 2005/06 6 Pick-up 4x4 cabine dupia (6x23.000.00) 2 CaminhBes4x4 7 ton (2~47,000) 250,OOC II 12 Motorizadas Dara as EDAs ~(12~1500.00)' II 13 Table3: Multiplicationof seeds and vegetative material(Institute of AgricultureDevelopment, Malange) IDA lnvestimentos para Fortaleci ento do Apoio a Multiplica@io de Sementes - 2 ReabiltagBc as EDAs IDNMALANGE - - Y EspecificaGaes Perlodo I Actividades 2.1) Reabiiitapaoda EDA de Cacusocoin 300m2 IA serem definidas seaundoos I I Custototal USDII sendoduas salas, duas casas de banho,dois gabinetese um armazem em anexo ~~ 2.2) ReabilitaHo da EDAde Calanduiacom 300m2 sendo duas salas, duas casas de banho,dois gabinetese um armazem em anexo 2.3) ReabiiitapBoda EDA de Caculamacom 300m2 sendo duas salas. duas casas de banho,dois gabinetes e um armazem em anexo to tecnico descrito nos 2.4) ReabiiitapBoda EDA de Cangandaiacom 300m2 sendoduas salas, duas casas de banho,dois I gabinetese um armazem em anexo 2.5) ReabilitapBoda EDAde Kwaba-Nzoguicorn 300m2 sendoduas saias, duas casas de banho,dois gabinetese um armazem em anexo 2.6) ReabilitapBoda EDA de Malangecom300m2 sendo duas saias, duas casas de banho. dois gabinetese um armazem em anexo 2.7) Aquisieo de 2 unidadesfixas de processamento de sementesa ser instaladanos armazensdas EDAs 2.6) AquisipBo de computadores paraas 6 EDAs 2.9) AquisiMo de material de escritbriospara as 6 EDAS 1.10 6 Equipamentosde comunicaplo - 2.11) AquisicBo de meios de transporte. 2.11) Custos operacionais Malangee Bie - Total dos lnvestimentospara o IDA1 2,012,0001 14 Table 4: Multiplication of seeds and vegetative material (SENSE) EspecificaG6es 1 Periodo 1 Actlvldades Custo total USD 1.1) ReabiiltapBode um escritorioem Maiangecom 55 A serem aeriniaas segunaoos cnterios m2 para abrigar as instalpbesdo SENSE 2005 estabelecidos pelo projetotecnico 35,000 ,-I.=.& Tnnr 12)ConstrupBode urn edificio para a instalapaodo laboratoriocentral do SENSEem Luandacom 200m2 2o05 A seremdefinidas segundoos criterios para anaiise, certificapBoe postode quarentenapara estabelecidos peloprojetotecnlco materiasimoortados descritonosTORSanexo 1.3)AquisipBode equipamentospara 0 laboratorio 2005106 Equipamentospara teste de pureza, 150,000 central em Luandae o posto de quarentena germinaGlo, sanidade tetrazolium, humidade reagents e acessorios 1.4 AquisipBode computadorespara Luanda, Malange 2006 Computadores, acesdrios e perifericos 15,OOC e Bie 1.5)AquisiGBo de materialde escritbrios para Luanda 2006 Mobiliario,de escritoriose alojamentodos 12,ooc Malanqee Bie tecnicos 1.6)AquisicBo de 2 CBmaras Fria 2006 ConservacBode produtosde anaiises 4.000 1.7) AquisiGBo de materialde certificap8o 2006 Materialde recoiha de amostras, 15,000 etiquetas 1.8)AquisipBode meios de transporte. 2005/06 2 viaturas stationwagon 113,000 4~412~32.000.001 2 Pick-up4x4 cabine dupla para apoio em Bie e Maianje(2~23.000.00) 2 motorizadas(2x1500.00) 2o05/2007 Combustiveis,lubrificantes, manuten$Bo ticks, materialadministrativo,etc 484,000 2 CapacitaGPo e Treinamento - Total1 EspecificaGees 1Periodo I Activldades ICusto total I Il.lCAPACITACA0 de curb duracBo para! 160,OOC CapacitaGLoe treinamento para os tbcnicoos 1.OCAPACiTACAOde curta durapBo para 160.00 do SENSE inspectoresde campo e produtoresde sementes na tecnoiogiade produpBoe processamentoconservapBo e t I Total dos lnvestimentos no SENSEI 904,000 15 Table 5: Consultancy services Serviposde Consultoria Especifica@3es Period0 Actividades Custo total Assistif tecnicamentetodos os l.l)Assist@nciaTCcnicaparaapoio das instituiqaes 2006107 OrgaOSdo Mistbrioque eSta0 270,000 envolvidos nos projecto 1.2)Consultor individual de curta dura@opara Desenvoivimentode tecnologias para a muitipiicaGaode sementesem desenvolvimentode tecnolgias 2006107 40,OOC funp2o das condiqdes iocais II I ISuoervisaodostrabaihosoue estao I II 1.3Consultor individual de para supervisilodos dos sendo desenvolvidospor parceiros trabalhos tecnicos 2006'07 dentrodo projectoe integraCaodas 90,000 acpes(0NGs) 1.4)Consultor individual de curta dura@o para Fiscalizagio das obras de fiscalizacaodas obras *Oo5 I ,reabilita@odas Edase Das EEA 32,000 I I Total para Consultoriasll 4 3 2 m 16 Table 1. Productionof Basic Seed andVegetativeMaterial I.I.A. -Investmentsfor the 'reduction ofBasicSeed 1. .E.A. CHI. VGA/HUAMBO Specifications Period Activities Total Cost inUS$ 1.1 Rehabilitationo f two (2) 2005 To be defined according to the 180,000 buildingswith a total floor areao f criteria established bythe 600 m2 technical project described in the attached TORs 1.2 Construction o f abuilding 2005 To be defined according to the 225,000 with a floor area o f450 m2to house criteria establishedby the the seed-processingand storage technical project described in unit. the attached TORs 1.3 Purchase o f 3 air 2006 Split type 3,600 conditioners 1.4 Purchaseo f atelephone 2006 Equipmentfor internaland 4,000 exchange with lines external communication to be installed 1.5 Purchaseo f 3 computers 2006 For researchwork 5,100 and PeriPherals 1.6 Purity frame, hand magnifiers giving magnification up to lox, analytical balance, Gamet- type sample divider, South Dakota- type seed blower, stereoscopic Equipmentfor amini- 16,000 microscope with magnification 2006 laboratory for analysis o fbasic from 10to 45x, seed-counting seed frame, electronic and electrical mixture tester, simple germinator with flat tray, computer and photocopier + necessary consumables 1.7 Diesel motor DumD 2006 Irrigation o fplanting field 15,000 1.8 Purchaseo f office furniture 2006 Tables. chairs. cabinets 7.000 1.9 Precleaning machine, 2005 Seed-processingequipment 120,000 calibrator, sewingmachine, baggingbalance, Trieur elevators, densimetric and seedmix table, etc. for aminimumcapacity of 20 thour 1.10 185-hptractor (4x4) fitted 2005 For use inproductiono fbasic 124,000 with a hllset of agricultural gear seed 2 Station Wagons (4x4) (1 64,000 being for project general mgmt) 1.11 Vehicle procurement 2005/06 1Double-cab 4x4 pick-up 23,000 8 112-tontruck 40.000 1.12 Motorcycle procurement 2005/06 3 motorcycles for field work 4,500 1.13 Purchaseof agricultural 2005/06 Tents, hoes, gloves, watering 4,000 equipment cans, machetes, rakes, knapsack, sprayers, face masks 1.14 Operating costs 2005/2007 Fuel, lubricants, ticks 50,000 maintenance, office material, 1.15 Inputs 51,450 40 ha (year 1) Compoundfertilizer (350 kg/ha) 5 1,450 70 ha (year 2) Compoundfertilizer (350 k o a ) 18,900 100ha (year 3) 30,000 Straight fertilizer (150 kgha) 210 ha-3 years Starter seed 40,000 Pesticides Total ChiangaEEA - 1,035,550 9 Table2. Multiplicationof Seeds andVegetativeMaterial(Instituteof Agriculture Development,BiC) IDA-Investmentsfor StrengtheningSeedMultiplicationSupport 1. Rehabilitationof the EDAs-IDA/BIE Specifications Period Activities TotalCost inUS$ 1.1 Rehabilitationo fbuilding 2005/06 To be defined according to the 120,000 to house the EDNIDA, SENSE criteria established by the and IIA staffwith offices and a technical project described inthe room for the support laboratory attached TORs and adjoiningwarehouse with total floor area o f 300 m2in Kuito/Bit 1.2 Rehabilitationo fthe 2005 To be definedaccording to the 100,000 CatabolalBiC EDAwith total floor criteria established bythe area o f 300 m2containing two technical project described inthe rooms, two bathrooms, two attached TORs offices and an adjoining warehouse 1.3 Rehabilitationo fthe 2005 To be definedaccording to the 110,000 CamacupdBit EDAwith total criteria established by the floor area o f 300 m2containing technical project described inthe two rooms, two bathrooms, two attachedTORs offices and an adjoining warehouse 1.4 Rehabilitationo f the 2005 To be definedaccording to the 120,000 NharealBiC EDA with total floor criteria established by the areao f 300 m2with two rooms, technical project described inthe two bathrooms, two offices and attachedTORs an adjoiningwarehouse 1.5 Rehabilitationo fthe 2005 To be definedaccording to the 110,000 Chinguar/Bie EDA with total ;riteria established by the floor area o f 300 m2with two technical project described inthe rooms, two bathrooms, two 3ttached TORs offices and an adjoining warehouse 1.6 Rehabilitationo fthe 2005 To be definedaccording to the 120,000 AnduloA3it with total floor area :riteria established by the of 30 m2with two rooms, two ;ethnicalproject described inthe bathrooms, two offices and an ittachedTORs adioining warehouse 1.7 Purchaseo f 6 fixed seed- !005/06 Small Clipper-type combined 72,000 processingunitsto be installed in nachines with processing the EDA warehouses :aDacitv o f 1.O t/hour 1.8 Purchaseo f comtmters for !006 zomputers, accessories and 15.000 10 I the6EDAs peripherals 1.9 Purchaseof office Office furniture and 12,000 equipment for the 6 EDAs I 2o06 accommodationfor the technicians 1.1o Six sets ofcommunication 1 Communicationbyradio 6,000 equipment I transportation 1.11 Procurementofmeans of 2005106 6 Pick-ups 4x4 double-cab (6~23,000) 2 7-ton trucks 4x4 (2~47,000) 250,000 12motorcycles for the EDAs L (12x1,500) Total BE EDAs 1,035,000 11 Table 3. Multiplicationof Seeds andVegetativeMaterial(Instituteof Agriculture Development,Malange) IDA-Investments )rStrengtheningSeed MultiplicationSupport 2. Rehr Iilitationof the EDAs-IDA/Malange Specifications Period Activities TotalCost in US$ 2.1 Rehabilitationo fthe 2005 To be definedaccording to 90,000 Cacuso EDAwith total floor area the criteria established by the o f 300 m2with two rooms, two technical project described in bathrooms, two offices and an the attached TORs adioininn warehouse 2.2 Rehabilitationo fthe 2005 To be definedaccording to 90,000 Calandula EDA with total floor the criteria established by the areao f 300 m2with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.3 Rehabilitationo f the 2005 To be definedaccording to 90,000 Calculama EDA with total floor the criteria established by the area o f 300 m2with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.4 Rehabilitationo fthe 2005/06 To be definedaccording to 120,000 Cangandala EDAwith total floor the criteria established by the area o f 300 m2 with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.5 Rehabilitationo f the 2006/07 To bedefinedaccording to 120,000 Kwaba-NzoguiEDA with total the criteria established bythe floor areao f 300 m2with two technical project described in rooms, two bathrooms, two the attached TORs offices and an adjoining warehouse 2.6 Rehabilitationo fthe 2006/07 To be definedaccording to 90,000 MalangeEDA with total floor the criteria established by the are o f 300 m2with two rooms, technical project described in two bathrooms, two offices and the attached TORs an adjoining warehouse 2.7 Purchase of 2 fixed seed- 2005/06 Small Clipper-type combined 24,000 processingunits to be installedin machines with processing the EDA warehouses capacity o f 1thour 2.8 Purchaseo f computers 2006 Computers, accessories and 15,000 for the 6 EDAs peripherals 2.9 Purchaseo f office 2006 Office furniture and 12,000 material for the 6 EDAs accommodation for the technicians 12 _ _ ~ 2.10 Communication byradio 6,000 ~Six sets of communication eauiDment 2.11 Procurement ofmeans o f 2005/06 6 Pickups 4x4 double-cab transportation (6~23,000) 2 7-tontrucks 4x4 250,000 (2~47,000) 12motorcycles for the EDAs (12x1,500) 2.12 Operating costs - 2005/07 Fuel, lubricants, ticks 70,000 Malange maintenance, office materials, etc. Total MalangeEDAs 977.000 Total Investments for the IDA 2,012,000 13 Table 4. Multiplication of Seeds and Vegetative Material (SENSE) SENSE-Investments for Supportfor Seed andVegetative MaterialMultiplication 1. Infi structure Specifications Period Activities Total Cost in US$ 1.1 Rehabilitationof an office 2005 To be definedaccording to 35,000 inMalangewith 55 m2floor space the criteria establishedby the to housethe SENSEfacilities technical project described inthe attachedTORs 1.2 Construction o f abuilding 2005 To be defined according to 120,000 to house the SENSE central the criteria established by the Laboratory inLuanda, with 200 technical project described m2 floor area, for analysis, inthe attachedTORs certification and quarantine station for imported materials 1.3 Procurement o f equipment 2005/06 Equipment for puritytesting, 150,000 for the central laboratory and germination, health quarantine station inLuanda tetrazolium, humidity, rearrentsand accessories 1.4 Purchaseo f computers for 2006 Computers, accessoriesand 15,000 Luanda. Malanrre and Bie periphera1s 1.5 Purchaseo f office material 2006 Office furniture and 12,000 for Luanda, Malange and Bie accommodation for the technicians 1.6 Purchaseo f 2 Cold 2006 Preservation ofproducts o f 4,000 Chambers analvses 1.7 Purchaseo f certification 2006 Equipmentfor collecting 15,000 equipment samples and labeling 1.8 Procurement o fmeanso f 2005/06 2 station wagons 4x4 113,000 transportation (2~32,000) 2 Pick-ups 4x4 double-cab for support inBiC and Malange (2~23,000) 2 Motorcycles (2x1300) 1.9 Operating costs - SENSE 2005/2007 Fuel, lubricants, ticks 20,000 maintenance, office materials, etc. Total 484.0 00 2. Training 14 Specifications Period Activities Total Cost Training for the SENSE 1.1 Short-duration 160,000 technicians training for 20 SENSE technicians I 2005/06 1.2 Short-duration 160,000 training for 20 SENSE technicians 1.3 Training o f 50,000 laboratory workers, field inspectors and seed producers inseed production andprocessing, preservation andstoragetechnology Training o f extension agents 50,000 Total Training 420.000 Total Investments in SENSE 1 904,000 15 Consultan v Services Activities Total Cost Provide technical assistanceto 270,000 support the institutions all Ministryagencies involved inthe Droiect 1.2 Short-term individual I2006/07 Developmento ftechnologies 40,000 consultant for technology I for seed multiplicationadapted to local conditions 1.3 Individualconsultant to 2006/07 Supervision o fthe work being 90,000 supervise technica1work done bypartners as part o fthe project andintegrationo f activities RJGOs) 1.4 Short-term individual 2005 Inspectiono f EDA and EEA 32,000 consultant to inspect works rehabilitation works Total for Consultants 432.000 16 Table6: Summa1 of the ruraldevelop ent subcomponent I Obiective M a i n activity Specific Activities Location Year Help small farmers 1) Producebasic and Enhance productive capacity o f Malange Year 1,2 and 3 to restart their prebasic seeds and Malange and Huambo (Province o f agricultural vegetative planting ResearchCenters) Malange) productionand materials. improve food Scale-up production o fbasic Chianga security levels seeds and vegetative planting (Province o f materials Huambo) 2) Multiplyseeds and Establishment o f multiplication Malange Years 2,3 and 4 vegetative planting fields materials. Bit. Diffusion o fbasic material to multipliers Diffusion o fplantingmaterials to farmers Buildcapacity o f Provision o f capacity Training and capacity building Malange, Year 1,2 and 3 the research and buildingand training. o f technicians from IDA,IIA Bie, Chianga extension services and SENSE and intemational centers. Trigger Establishment o f At central level, creationof a Center level, Year 1,2 and 3 institutional coordination structures policy committee, composed Malange and development o f the among seed activities by the national directors and BiC. Ministry o f inside the chaired by the vice minister o f Agriculture, by ministry. Agriculture. enhancing its capacity o f At provincial level, operational coordination and working groups will be strategy established in eachprovince. formulationfor agricultural and rural development. Facilitate Rehabilitate rural road Detaileddesign for the 3 I J I C i i I I,WU1IL.L marketing network. rehabilitation o f 750 kilometers kilometers foreseen for o f feeder roads inMalange. Years 2 and 3, depending o f I 375 1availability o f t;lnmpfprcfinancing in Bit. I 17 Table 7: Expected outputs from subcomponent Objective Main Activities Results Target beneficiaries Help small farmers 1) Produce o fbasic and Production o f around 400 tons to restart their pre-basic seeds and o fbasic seed o f maize inthree agricultural vegetative planting years. production and materials. improve food Productionof around security levels. 15,000,000 basic stemcuts o f cassava inthree years. Production o f around 11,000,000 basic stem cuts o f sweet potato inthree years. 2) Multiplyseeds and Production o f 1,800 tons o f 70,000 families of small farmers. vegetative planting improved seeds o fmaize in materials. three years. 30,000 families of small farmers. Production o f 150,000,000 stem cuts o f cassava planting materials inthree years. 3,200 families o f small farmers. Production o f 37,000,000 stem cuts of sweet potato planting materials inthree years. Buildcapacity o f Buildcapacity for the Capacity buildingo f around 60 Multipliers, small farmers, seed the research and production, technicians companies. extension services. multiplication and certification o f seeds. Training o f 70 technicians. 18 Terms ofReferencefor the rehabilitationof physical infrastructure(AgriculturalDevelopmentStations [EstacGes de Desenvolvimento Agdcola -EDAs],laboratoriesand offices) TERMS OFREFERENCEFORHIRINGANINDIVIDUALCONSULTANT TO PREPAREDETAILEDDESIGNSFORCONSTRUCTIONAND RESTORATIONOFRURALINFRASTRUCTURE DRAFT-JULY/2004 1. Background Almost three decades o f conflict in Angola have left the country's infrastructure in a serious state o f disrepair. The majority o f roads are impassable or unsafe; in addition, some 5-7 million landmines are still in place and pose a threat to the lives and well-being o f the people. The provinces most severely affected include Bie, Huambo, Moxico, Lunda Norte and Lunda SUI, Uige, Cuando Cubango and Malanje. Aggravated by adverse climatic situations, conditions are worst inthe rural areas, while lack o f seed coupled with the limited availability o f fertilizers and other agricultural inputs mean that many people have to struggle with severe shortages, go hungryand, as a result, suffer from malnutrition. 2. Context The EMRP includes a component for development o f local agriculture which considers it important to restructure and strengthen the SNS (National Seed System), involving IIA in research andproduction o f improved pre-basic and basic seed, SENSE with supervision o f policy concerning production, certification, quality, importation and exportation o f seed inAngola, and the IDNEDAswith technology transfer through use o f seed produced by public or private seed producers. Since all the physical infrastructure for the fimctioning o f the system has been destroyed, the first step will have to be constructing andrestoring farms and facilities for housing the above- mentioned entities. 3. Objective The task o f the consultant to be retained will be to prepare detailed designs for construction and rehabilitation o f rural infrastructure in the provinces o f Malanje, Bi6 and Huambo, where the facilities in question comprise basically buildings to house the laboratories, offices, warehouses and depots. 4. Scope o f the work The consultant will conduct a field survey and inventory of technical documents existing ingovernment agencies and preparethe detailed designs and the respective bidding documents for new construction and rehabilitationo fbuildings as describedbelow. (Annex 2) 4.1.1 E.E.A. Chianga Rehabilitation o f two (2) buildings totaling 600 m2floor area and comprising repair and painting o f walls, floor, roof, doors and windows; and installation o f the electrical system and basic sanitation. Setting up of the internal and external communication system and of the cooling (air conditioning) system and preparation o f a 70-m2room for installation o f the analysis laboratory for basic seed. 4.1.2 Construction o f abuilding inChianga Construction o f a 400-m2 floor area building to house the fixed seed-processing and storage unit; ceiling height-9 m. 4.1.3 Construction o f abuildinginCacusoMalanje Construction o f a building with 200 m2floor area to serve as office space for technical staff, a room for processing manioc and sweet potato vegetative material, an area for storing vegetative material and seed, a room for a mini-analysis laboratory, and a room for storing inputs andresearchinstruments. SEEANNEX 3: Infrastructurefacilities SENSE 4.1.4 Rehabilitationo f an office and o f the central laboratory in Luanda for SENSE, where the quality-control and analyses for seed certification will be done and the quarantine post will be located. The total floor area will be 400 m2. 4.1.5 Rehabilitationo f an office inMalanje Rehabilitationo f a 55-m2office inMalanje to house the SENSE facilities. IDA-BIE 4.1.6 Rehabilitationo f abuilding inKuito 2 Rehabilitation o f a building to house the EDNIDA, SENSE and IIA staff, with offices and a support room for the laboratory and an adjoining warehouse, the whole total floor area o f 300 m2. 4.1.7 Rehabilitation o f the Catabola EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoiningwarehouse. 4.1.8 Rehabilitationo f the Camacupa EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoiningwarehouse. 4.1.9 Rehabilitation o f the N'harea EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoiningwarehouse. 4.1.10 Rehabilitationo f the Chinguar EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoiningwarehouse. IDA-MALANJE 4.1.11 Rehabilitation o f the Cacuso EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoiningwarehouse. 4.1.12 Rehabilitationo f the Calandula EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoiningwarehouse. 4.1.13 Rehabilitationo f the Caculama EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoiningwarehouse. 4.1.14 Rehabilitation o f the Cangandala EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse. 4.1.15 Rehabilitationof the Kwaba-Nzogui EDA, with 300 m2floor area, containing two rooms, two bathrooms, two offices and an adjoining warehouse. 5. Documents to be produced: The consultant will develop and deliver the following documents separately for each unit to bebuilt: 0 Ground plans and detailed designs for the architectural work, structural work and the electrical and waterhanitation systems; 0 Descriptive memoranda; 0 Technical specifications; 0 Basic budgets; 3 0 Biddingdocuments inaccordancewith the World Bank Guidelines for Procurement. The ground plans and designs are to be produced in AUTO CAD and delivered in five CD ROMunits and five copies on sulphitepaper. The texts are to be written inTimes New Roman, font size 12, inMicrosoft Word andthe budgetsinExcel. 6. Sources to be consulted and standards to be followed Inpreparing the projects the consultant will follow the most recent standardsineffect in the Republic o fAngola or, where there are none, internationally accepted standards; however, in the latter case, such standardsmustbe approved inadvancebythe contracting authority. 7. Reporting to Client For all technical matters, the consultant will report to MINADER through the technical specialist specifically designated for supervision o f the provision o fthe services. 8. Deadline The time period allowed for the preparation o f the detailed designs and the respective biddingdocuments, as described inparagraph 5, is 120 calendar days, including the field survey andthepreparation o fan inventoryo fdocuments available ingovernment agencies. 9. Cost and payment schedule The cost i s estimated at US$50,000.00 (fifty thousand U.S. dollars) and payment will be made as follows: 20% as advanceupon signature o f contract; 40% upon submission o f the draft detailed designs for evaluation by the contracting authority; 40% after delivery o f the completed documents, as described inparagraph 5. 10. Consultant profile Licenciado [university graduate] inCivil Engineeringwith at least ten years experience in designingbuildingssimilar to those described inparagraph 4. 4 MODELCONTRACT PROVISION OF SERVICES BY INDIVIDUALCONSULTANT THIS CONTRACT ("Contract") is hereby concluded on the -day of ? 200-9 between ("the Contracting Authority"), with headquarters in , and ("the Consultant"), with head office in Whereas the Contracting Authority needs to contract out the performance o f the Services forming the subject o f this contract, and whereas the Consultant proposes to provide said Services, the parties hereby agree to the clauses set forth below: 1. The Services The Consultant undertakes to perform services related to the preparation o f the detailed designs for the buildings specified in paragraph 4 o f the "Terms o f Reference" which form an integral part o f this Contract. 2. Deadline Unless the parties subsequently and expressly agree otherwise, the Consultant will perform the Services inthe period between and ?as stipulated inparagraph 8 o f the Terms o f Reference. 3. Payment The Contracting Authority, in acknowledgement o f the performance o f the Services specified inthe Terms o f Reference, hereby undertakes to pay to the Consultant the agreed sum, in the amount of US$. .. . The payment shall be made in accordance with the terms and . conditions laid down inparagraph 9 8 o f the Terms ofReference, 4. Performance Standards The Consultant hereby undertakes to perform the Services in accordance with the highest standards o f competence, professional integrity and ethics. In the event that the Contracting Authority finds the services forming the subject o f this Contract unsatisfactory, it will notify the Consultant and will be entitled to rescind the contract immediately, without the Consultant being entitled to any compensation. 5. ForceMajeure Neither o f the parties shall be deemed to have failed to meet their contractual obligations ifperformance ofsaid obligations hasbeenhinderedby a case offorce majeure confirmed after the date o f the Contract or after the date on which the Contract first became effective, whichever occurs first. 5 Force majeure i s understood to mean occurrences o f natural forces, strikes or other labor disputes, wars or epidemics. 6. Secrecy The Consultant will not, during the term o f this Contract and for two (2) years after its expiration, divulge any confidential or private information o f the Contracting Authority relating to the Services, this Contract or to the business or operations o f the Contracting Authority, without said Authority's prior written consent. 7. Ownership o fthe Material All studies, reports or other materials, together with designs, plans, graphics, etc., produced by the Consultant for the Contracting Authority, under this Contract, shall belong to the Contracting Authority. The Consultant can retain a copy o f such documents. 8. Conflicts o f Interest The Consultant hereby agrees that, during the term of this Contract, he shall be barred from providing goods, works or services (other than the Services, or any continuation thereof, forming the subject o f this Contract) for any project resulting from or connected with the Services for whichhewas retained. 10. Insurance The Consultant shall be responsible for taking out any insurance that is deemed necessary. 11. Assignment The Consultant i s hereby prohibited from assigning the subject matter o f this Contract without the prior written consent o f the Contracting Authority. 12. Applicable Law and Language The laws o f the Republic o f Angola shall be applicable to this Contract and the language governing it shall be Portuguese. 13. Conflict Resolution Any dispute arisingout of this Contract that cannot be amicably resolved by the parties shall be submittedto arbitration inaccordance with the rules and laws inforce inthe Republic o f Angola. 6 FOR THE CONTRACTINGAUTHORITY FOR THE CONSULTANT Signature: Signature: Title: 7 Terms of Referencefor the rehabilitationof physicalinfrastructure(Estaqgode Desenvolvimento Agricolas, laboratoriesand offices) TERMOS DEREFERI~NCIA PARA CONTRATACAO DECONSULTOR INDIVIDUAL PARA ELABORAR PROJECTOSEXECUTIVOS PARA CONSTRUCAOERECUPERACAO DE INFRAESTRURAS RURAIS DRAFT-JULH012004 1. Antecedentes Quase tr&s d C c a u de conflito em Angola deixaram a infra-estrutura da naglo em situagiio deriorada. A maioria de estradas estiio intransitheis ou inseguras, altm disso, cerca de 5 - 7 milhties de minas terrestres estzo implantadas no terreno e ameaga vidas e bem-estar da populaglo. As provincias mais afectadas incluem Bit, Huambo, Moxico, Lunda Norte e Lunda Sul, Uige, Cuando Cubango e Malanje. Agravadas por situacoes climaticas adversas as condigijes nas Areas rurais slo as piores, a falta de sementes e a disponibilidade limitada de fertilizantes e outras necessidades agricolas combinadas fazem com que muitas pessoas sofram severas escassez, passem fome e como conseqiiencia a desnutriglo. 2. Contexto: Dentro do EMRP esta previsto uma componente para desenvolvimento da agricultura local que considera importante reestruturar e fortalecer o SNS - Sistema Nacional de Sementes, envolvendo IIA na investigagiio e produgiio de sementes genCtica, prt-basica e bhsica, o SENSE com o controlo da politica de produgiio, certificaqiio, qualidade, importagiio e exportagiio de sementes em Angola e o IDNEDAs com a transferencia das tecnologias atraves do us0 das Sementesproduzidas pelos produtores de sementes p6blicos ouprivados. Como todas as infra-estruturas fisicas para o funcionamento do Sistema foram destruidas, 15 necessario, antes de tudo, construir e recuperar prkdios e instalagties para abrigar as entidades relacionadas acima. 3. Objectivo: A contrataggo do consultor tem por objectivo a elaboraglo dos projectos executivos para construggo e recuperagiio das infra-estruturas da zona rural nas provincias de Malange, Bit e Huambo, que compreendem basicamente edificagties para abrigar o funcionamento de laboratbrios, escritbrios, armaztns e depbsitos. 4. Escopo do Trabalho: 0Consultor devera fazer umlevantamentode campo ede documentos ttcnicos existentesnosbrgiiosdo Govemo e elaborar os projectos executivos e respectivos documentos de concurso para novas construgties e reabilitagdes de edificagties conforme descritos abaixoO(Anexo 2) 4.1 1E.E.A. Chianga Reabilitaglo de dois (2) edificios com 600m2 compreendendo reparagiio e pintura de paredes, piso, telhado, portas, janelas; rede eltctrica e de saneamento bhsico; Montagemde sistema de comunicagiio intemo e extemo e do sistema de refrigeragiio (ar condicionado) e preparo de uma sala com 70m2 para instalaggo do laboratbrio de analise de sementes bhsicas; 19 4.1.2 ConstruqBo de umedificio em Chianga. Construqgo de umedificio com Area de 400 m2 para abrigar a Unidade fixa de processamento e de estocagem de sementes. Definir umedificio com 9m de pC-direito. 4.1.3 Construqgo de umedificio em CacusoMalanje Construggo de umedificio com &-eade 200m2 contendo sala para escritdrio de tCcnicos sala para processamento do material vegetativo de mandioca e batata-doce ire, para estocagem do material vegetativo e de sementes sala para umminilaboratdrio de anhlises, sala para estocar os insumos e instrumentos de trabalho de Investigaqgo. VER ANEXO 3: Infraestruturas SENSE 4.1.4 Reabilitacao de umescritorio e do laboratorio central em Luanda para o SENSE onde sera0 feitas as analises para control0 de qualidade para certificacao das sementes e posto de quarentena. A area total e de 400m2. 4.1.5 Reabilitacao de umescritorio em Malanje. Reabilitacao de umescritorio com 55m2 em Malanje para abrigar as instalacoes do SENSE. IDA-BIE 4.1.6 Reabilitacao de umedificio em Kuito. Reabilitacao de edificio para abrigar os serviqos da EDNIDA,SENSE, IIA, com gabinetes e sala de apoio para Laboratdrio e armazCm anexo com Area de 300 m2; 4.1.7.Reabilitacao da EDA de Catabola com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umarmazem em anexo. 4.1.8 Reabilitacao da EDA de Camacupa com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umannazem em anexo. 4.1.9 Reabilitacao da EDA de Nharea com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umannazem em anexo. 4.1.10 Reabilitacao da EDA de Chinguar com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umarmazem em anexo. IDA-MALA" 4.1.11Reabilitacao da EDAde Cacuso com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umarmazem em anexo. 4.1.12 Reabilitacao da EDA de Calandula com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umarmazem em anexo. 4.1.13 Reabilitacao da EDA de Caculama com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umannazem em anexo. 20 4.1.14 Reabilitacao da EDA de Cangandala com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e umarrnazem em anexo. 4.1.15 Reabilitacao da EDA de Kwaba-Nzogui com 300m2 contendo duas salas, duas casas de banho ,dois gabinetes e um annazem em anexo 5. Documentos a serem produzidos: 0consultor deverhdesenvolver eentregar osseguintesdocumentos separadamenteparacadaunidadede edificaqlio: 0 Plantas e desenhos detalhados referentes a projecto arquitetdnico, projecto estrutural, projecto de instalaqdes elktricas e hidro-sanithrias; 0 Memoriais descritivos; 0 Especificaqdes tkcnicas. 0 Orqamentosbhsicos 0 Documentos de concurso segundo as Normas do Banco Mundial As plantas e desenhos deverlo ser desenvolvidas emAUTO CAD e entregues em5 unidades de CD ROMse cinco exemplares empapel sulfite. Os textos deverlo ser escritos emTimes New Roman, corpo 12, do Microsoft Word e os orqamentos em Exel. 6.Fontes de Consultae Normase serem seguidas. 0consultordeverhnaelaboraqlodosprojectosseguirasNormasmaisrecentesvigentesnaRepGblicade Angola, ouna faltas dessas, normas intemacionalmenteaceitas, porimneste cas0previamente aprovadas pelo contratante. 7.Relacionamento com o Cliente. 0consultor, paratodos oscasostkcnicos, deverhsereportar aoMINADERatravksdotkcnico especificamente nomeadopara a fiscalizaqZo daprestaqlo dos serviqos. 8. Prazo 0prazoparaaelaboraqlodosprojectos executivos erespectivosdocumentos deconcurso,conforme descritos no item 5, k de 120dias de calendhrio, incluindo o levantamento de campo e de documentos existentes nos drglos do govemo. 9. Custos e forma depagamento Eestimado o custo de US$50,000.00 (cinquenta milddlares) coma seguinte forma depagamento: 20% como adiantamento na assinatura do contrato; 40% na apresentaqlo dos drafts dos projectos executivos para avaliaqlo do contratante; 40% apds a entrega dos documentos completos, conforme descrito no item5.. 10.Perfil do Consultor Licenciado emEngenharia Civil compelo menos dez anos de experiencia em elaboraqlo de projectos de edificaqdes similares aos descritos no item4. 21 MODEL0DECONTRATO PRESTACAO DE SERVICOS CONSULTOR INDIVIDUAL ESTE CONTRATO ("Contrato") C celebrado no dia de de 200-, entre ("0 Contratante"), com sede em ,e ("0Consultor"), com sede em Considerando a necessidade do Contratante contratar a execuqgo dos Serviqos objecto do presente contrato, e considerando que o Consultor se propde prestar esses Serviqos, acordam as partes com as Clhusulas que se seguem: 1. Dos Serviqos 0Consultor obriga-se a executar serviqos referentesa elaboraq5odosprojectosexecutivosdas edificaqdes especificados no item4 dos "Termos de Referencia" que faz parte integrante deste Contrato. 2. D o Prazo A menos que as partes subsequente e expressamente acordem de modo diferente, o Consultor deverh executar os Serviqos no period0 compreendido entre e ,conforme previstonoitem8dos Termos de Referencia 3. D o Pagamento pagar ao Consultor o montante acordado, no valor de US$ ......... Obriga-se o Contratante, em face da execuqHo dos Serviqos especificados nos Termos de Referencia, a 0pagamentoserhfeitonosprazosecondiqdes estabelecidas noitem9 8 dosTermos de Referencia 4. Padrdes de Desempenho 0 Consultor obriga-se a executar os Serviqos de acordo comosmais elevados padrdesde competencia, integndade profissional e Ctica. N a hip6tese do Contratante provar serem insatisfatoriosos serviGos objecto deste Contrato, notificarao Consultor e podera rescindir, de imediato, o Contrato, sem que haja direito a qualquer indemnizaqao. 5. ForqaMaior Nenhuma das partes serh considerada como tendo faltado i s suas obrigaqdes contratuais se o cumprimento de tais obrigaqaes tiver sido impedido por qualquer cas0 de forqa maior verificado depois da data do Contrato ou da data em que este tiver comeqado a produzir efeitos, conforme o que ocorrer primeiro. Entenda-se por forqa maior acqdes das forqas naturais, greves ou outros conflitos laborais, guerras, epidemias. 6. Sigilo 0Consultor ngodeverh, nodecorrer desteContratoepor (2) dois anoscontadosapartirdoseutCrmino, divulgar qualquer infomlaqHo confidencial ouparticular do Contratante relativa ao Serviqo, este Contrato ou aos neg6cios ou operaqdes do Contratante, sem o seu prCvio e escrito consentimento. 22 7. Propriedade do Material Todos os estudos, relat6rios ou outros materiais, como desenhos plantas grhficos, etc., elaborados pelo Consultor para o Contratante, sob este Contrato, pertencerzo ao Contratante. 0 Consultor poderh reter uma c6pia de tais documentos. 8. Incompatibilidades 0Consultor concorda que, nodecorrer desteContrato, estarhdesqualificadoparao fomecimento debens, obras ou serviqos (salvo os Serviqos, ou sua continuaqlo, objecto do Contrato) para qualquer project0 resultante ou vinculado aos Serviqos para o qual foi contratado. 10 Seguro 0Consultor responsabilizar-se-8pelacontrataqlo de quaisquer seguros que sejulgaremnecessirios. 11. CessTio Evedado ao Consultor ceder o objecto deste Contrato sem o prCvio consentimento do Contratante, por escrito. 12. Legislaggo Aplichvel e Idioma A o Contrato serTio aplichveis as leis da Repfiblica de Angola e o idioma que o rege serh o Portugds. 13 Soluglo de Conflitos Qualquer conflito resultante deste Contrato, n5o solucionado amigavelmente pelas Partes, deveri ser submetido iarbitragem de acordo com as regras e leis vigentes na Repfiblica de Angola. PELO CONTRATANTE PELOCONSULTOR Assinatura: Assinatura: Cargo: 23 Terms of Reference for the Design of Basic Projects to recover about 748 kilometers of Feeder Roads inthe provinces of Malange and BiC. 1. Background. After nearly thirty years o fconflict, Angola's infrastructure i s today badly wrecked. Most o f the highways are impassable or unsafe; besides, about 5-7 million explosive mines were laid inthe ground and threaten peoples' lives and populationwelfare. Bik, Huambo, Moxico, LundaNorte, Lunda Sul, Uige, Cuando, Cubango and Malanje are the most affected provinces. Inrural areas, life quality is the worst conceivable. A recent droughtrenderedthe situationevenworse. The rural population can't get to have any productive activity for lack o f seeds, fertilizers and highways to send out the production. These needs, combined with other agricultural difficulties, are the causes o f the rural exodus and suffering for a lot o fpeople due to a severe shortage, famine and malnutrition. Angola Government intends to start an infrastructure recovering programcapable to enable the supply o f basic social services to the peasants, especially by improving the transport infrastructure, which will help the free movement o f people and goods, combined with measures to foster the rural economy through direct investments inagriculture and small rural industries. T o implement this process, EMRP includes a component for the development o f agriculture according to which the first thing is to restructure and strengthen the national seed production and control systems and also to recover the feeder roads network intwo provinces: Malange and BiC. 2. Context Within the scope o f the country infrastructure, feeder roads represented the most affected segment during the 25-year war. They didn't receive any maintenance, many were mined and bridges were destroyed in others Because no regular maintenance was possible duringthe years o fwar, rural roads are severely damaged. Inmanylocations, evenduringtheperiodofdryweather, trafficinsuchhighwaysisverydifficult, affects significantly any negatively any plannedagriculturalproductionprogram, simply because o f the lack o f safety for production outlet. The Provincial Governments are today responsible for the conservation o f feeder roads; however, due to the shortage o fresources, the governments can do very little inthe short runto implement effective rehabilitationand maintenance programs. The example o f punctual rehabilitation interventions carriedout by foreign aid agencies, United Nations agencies and NGOsattest the success o f EMRP proposal o f investinginthe recovery o f feeder roads. Such actions show that the re-establishment o f vehicle circulation allowed a significant improvement in the quality o f life for the rural populationliving near the recoveredroutes. 3. Objective of Consultancy Contract The purpose of this consultancy i s the contracting o f specialized company to design the projects necessary for the implementation of works to recover about 748 Kmo f feeder roads inthe provinces o fMalange and BiC, includingmaps, ground plans, detailed drawings, descriptive memorandum, material and 24 services technical specifications, budgets, work implementation timetables, roadmaintenance training manual and biddingdocuments. Projects must be designed for the following stretches: I Stretch I Cities Served Province I Distances (Km) /I The stretches are indicatedinthe Map, item 10. 4. Scope of Work As describedinthe Context above, the services to be suppliedby the consultant are locatedinrural areas where explosive mines were laid inmany fields and roads. Therefore, regarding safety aspects, all works mustbe implemented inclose consultation withthe NationalAgency for Explosive Mines Removal, which i s the Angola Government agency in charge o fthe mine dismantlingprocesses. Regardingthe technical aspects, all local standards andprocedures must be complied with, and the works mustbe executed inclose collaborationwiththe Ministryo fPublic Works andUrbanization, which is the Angola Government agency incharge o f all engineering works. With the goal o f achieving the objective o fthis Termo fReference, the consultant must take into account the following phases inthe development o fthe works: 4.1 Firstphase Preliminary studies: 4.1.1 Review and updating o f the informationand the documentation includedinthe appendices to this TOR, and field data collection, includingupdatingabout the mine dismantlingprocess; 4.1.2 Updating on the road stretches referred to inthe table included initem 3, and identification o f any alternative routes that may be used; 4.1.3 Physical recognition and survey o f all road stretches referredto intable initem 3 and inthe map initem 10, byusinga smartmeasurementequipment (pedometer), flaggingboththe startingpoint andthe end point ineach stretch with concrete landmarks, besides determining the corresponding coordinates and true heights by GPS. 4.1.4 Identificationof all critical points along the roads, such as: ravines originating from erosions, undefinedlanes, interruptions and points requiringmore extensive intervention and detailed technical evaluation or whose solutionrequires the study o faltemative action. Besides the identification o f the 25 corresponding kilometers inthe road, the coordinates and the true heights o f such points must also be determined by GPS; 4.1.5 General survey o f drainage general conditions: e Surface drainage - identification and assessment o f interventions to be carried out in side trenches, roadsides, water outlets, embankment protection, etc. e Thalweg drainage - identificationand assessment o f interventions to be carried out instandard engineering works (water body crossings) as well as inspecial art works (bridges and pontoons). The survey must be illustrated with photographs for technical assessment inorder to allow a decision on whether the remaining structures will be used or not. 4.1.6 Identification o f locations with availability o f workers and assessmento f possible application o f labor-intensive rehabilitation works, with indicationo f the most suitable technology and management system; 4.1.7 Identificationo f local buildingsupplies and assessmento f possible use o f such materials inthe works, such as wood for bridges, sand, rocks, soil beds for embankments andpavingmaterial, etc. 4.1.8 Preliminary cos" estimates, includingeither the rehabilitationor the buildingo fnew lanes, taking present conditions into account, as well as the sites, the means o f access, the distances from supplying centers, the availability o f materials, equipment, local and importedlabor, etc. 4.1.9 Estimate budget for rehabilitationor construction o f new surface drainage and thalwegs (water body crossings, bridges and pontoons) taking present conditions into account, as well as the sites, the means of access, the distances from supplyingcenters, the availability o fmaterials, equipment, local and imported labor, etc. 4.2 Secondphase Phase 2 will be characterized by the analysis o fthe preliminary studies, discussions with the contracting party, selection o f work methodologies and technical definitions that will be applied indesigning the basic projects. 4.2.1 Submission o f the preliminary studies generated inthe first phase, analysis and discussion with the contracting party on the methodologies that will be adopted to design the basic projects; 4.2.2 Submission and proposition o f technical alternatives or more appropriate and cost-effective options for the execution o frehabilitationworks inreplacement of traditional, costly methods; 4.2.3 Proposition of standardizedmodels for such works as drainage, bridges over water bodies and roadpaving, talung into account the availability o f local materials andhumanresources. 4.2.4 Submission o f a draft Feeder RoadMaintenance and Preservation Manual and training program to be providedby the contractor incharge o f implementing the works. It should also include the estimate size o f the maintenance squads to be nominated by the provinces. 4.3 Thirdphase The thirdphase will be characterized by the preparation o f technical documentation, as described initem 5, and will include the following: 4.3.1 Descriptive memorandumincludingjustifications for all technical,solutions adopted and calculation records when applicable; 4.3.2 Basic projects for rehabilitationor new constructions, inview o f the results o f the technical discussions described initem4.2, which must include text, maps, ground plans, drawings, etc. 4.3.3 Technical specifications o fmaterials and services as well as recommendations regardingbuilding procedures and work implementation; 4.3.4 Budget for the works including quantities o f materials and services, unitprices and works lump sumprice. 26 4.4 Fourthphase. Fourthphase will be characterized by the preparation o f following documents: 4.4.1 Training Manual: The Training Manual designed for the preservation and maintenance squads must include provisions stating that the implementation o f such services will be under the contractor's responsibilityafter the completion o fthe works and parallel to the preservation andmaintenance one-year period under contractor's responsibility. 4.4.2 BiddingDocuments: Prior to the preparation of biddingdocuments, the consultant must define, together with the government agencies, the work LotsPackages according to the implementation strategies and the payment schedule for each component. 5. DocumentsandReportsby PhaseandMonthly The consultant will generate the draft reports describedbelow, according to the Timeframes defined inthe Timetable included initem 7 o f this Terms o fReference. 5.1 InPhase 1,andinfunctionofthe assessmentofexistingconditions andaccordingto the surveys carried out inthe preliminary studies, as described initem4.1, the consultant will generate the Consultant's Report, reflectingthe results o f the activities carried out, includingthe propositions o f technical criteria to be adoptedinhis basic projectproposal; 5.2 InPhase2, the consultant willpresent seminars to discuss withthe contractingparty's technicians his preliminary report and the many different ways to implement the works, especially in relation to the definition o f implementation methods, standardized projects, buildingtechniques, etc., as described insub-items from 4.2.1 to 4.2.3 and, inwill eventually provide a report on the conclusions arrived at. 5.3 At completionofphase three, the consultant will submit the basic projects as described insub- items 4.3.1 to 4.3.4, taking into account boththe conclusions arrived at inphase two discussions and the minimumtechnical conditions described initem6 o fthisTerms o fReference, as follows: 0 For those stretches requiring only small interventions and where no changes to road geometric plan are required, the basic project will consist o f a descriptive text inwhich critical points are identified for interventions and works, complemented by groundplans, maps, detailed drawings, etc., clearly defining how roadbeds, slopes, roadsides, surface and thalweg drainage, etc. will be rebuilt. e For those stretches requiring more extensive interventions, including earthmoving works to allow rebuilding road lanes or recovering damages caused by erosion, and where changes to the road geometric plan are required, geological and geotechnical studies are to be carried out inorder to support earthmoving works, with definition o fborrow pits, average transport distances, volume o f cuts or embankments, buildingmethods, soil quality, drawings show cross-sections that will be used, etc. 27 5.3.1 For those stretches requiring changes to the geometric plan or where a complete road rebuilding is required, a full project i s to be designed, as definedinthe MinimumTechnical Conditions described in item 6. 5.4 InPhaseFour, the consultantwillprepare boththe TrainingManual andthe documentation necessary for the internationalbiddingprocess, dividingthe works inLotsFackages, based on the availability o fresources as defined inthe Credit agreement executed between the Angolan Government and the World Bank, as described in subitems 4.4.1 and 4.4.2. 5.5 Inthe course o fProject implementation, the consultant will submit amonthly work progress report to the contractingparty and to the World Bank, briefly describing the results achieved inthe report reference month, a summary o f the activities scheduled to be implemented inthe next month, any difficulties/problems encountered duringthe implementation o f the Project, solutions and corrective actions proposedor implementedto solve such difficulties; All reports requested above will be generated initially indraft format untila feedback / reaction is returnedfrom the contractingparty and from the World Bank. The final reports will thenbe generated takmg into account the comments from the contracting party and from the World Bank 6. MinimumTechnical Conditions 6.1 Hydrology Studies All data required for a study about the flow rate yield o f special engineering works and drainage devices, regarded as critical duringinspection and data collection (1st Phase) mustbe provided. The determination o f project flow rate regarding all drainage devices proposed will be made according to the conventional methods usually adopted, taking into account the following recurrence times. I Surface Drainage I 10 I F w e gCrossing 25 and 50 I Deet, Drainage II 01 II Drainage o f Pavement 01 Special Art Works 100 Hydrology studies must include: 0 Descriptivetext providing ajustification o f the method applied; 0 Drawingand ground plans showinghydrologicalbasins, supplied by the contractingparty; 0 Drawing and histograms o f rainfall, number o f rainfall days, Thiessen polygons, intensity x duration x frequency curves, to be generated based on existing data or on data used in previous projects; e Chart including flow rate calculations, as well as the characterization o fbasins. 6.2 Geological-geotechnical studies Geological-geotechnical studies will support earthmovingprojects, paving and other project activities. 28 6.2.1 Geological studies e Identification and marking-off, as per segment and with compatible accuracy, o f all geologically critical spots, interms o f sensibility o f shoulders ingeneral. 0 List o f measures to be taken in the field, for each segment, in order to identify, confirm and optimally mark off such geologically critical spots, based on the assessment and background o f previous geotechnical accidents. 0 Identification o fplaces likely to provide appropriate materials for work implementation. 0 Recommendations regarding features to be emphasized and features to be avoided duringproject implementation. 0 All pieces o f information requested will be marked off on the available cartographic sheets and linked to the kilometer they belongto inthe road. 6.2.2 Geotechnical studies The guidelines below mustbe taken into account inthe geotechnical studies: The boundaries of all homogeneous segment, bore holes, paving inventory or evaluation areas, data collection segments, etc., must be linked to the kilometer of the road they belong to and must be GPS determined. The Technical Proposal must define clearly all procedures to be adopted by the Bidder, regarding work items and quantities estimated. Inthose segments where the current roadroute willbekept sample mustbe collected incompliance with a boring plan previously submitted to the contracting party, including all critical points identified in the preliminary studies described inthe first phase of the work Scope. Inthose segmentswheretheroadroutewillbechanged(altemateroutes, criticalpoints, etc.) borings must be carried out inthe cuts and inthe segments throughembankments with a maximumheight o f 1.O m(one meter) alongthe axis assigned, at every 200 meters at least. Inthe caseo fvariationinthe subgrade material, a shorter spacing must be applied, insuch a way as to allow a perfect characterization of the subgrade studied. Inthecaseofsegments throughembankmentswithamaximumheightof1.O m(one meter), boringsmust reach the depthof 1.O m(one meter) below the natural ground with a 200-m spacing. Studies o f embankments higher than 1.0 m (one meter) must be performed with borings in the lowest points o f the thalwegs up to the depth o f 1.O m (one meter). Insuch points, materials must be classified in an expedite way. The survey report must include the kilometers, the bore position, heights at beginning and at end o f sampled material, expedite classification o f the material. Inthose places where lateralborrows are expected, boreholesmustbelocated, inprinciple, intheborrow axis, and the longitudinaldistance betweenbore holes must be equal to 100.0 m(one hundredmeters), and the depth equal to borrow expected depth. Concentrated borrow pits must have at least 05 (five) bore holes, with a maximum spacing o f 60.0 m (sixty meters). Samples will be collected from all bores inthe several horizons; samples will be submitted to expedite evaluation for use inthe road lane paving. Survey report must include the kilometers, the bore position, heights at beginning and at end of sampled horizon, and the expedite classification o f the material. 29 Inthe studies offar offborrow pits, informationmustbeprovidedregarding the distance from the axis of the road, access and exploration conditions, estimate o f available volume, existing vegetation and any further information that may be relevant to the project. 6.3 Route Studies Because the stretches where road rehabilitationis due to follow the existingroad route do not include Route Studies, such studies will only be carried out inthe cases o f alternate routes or inthe studies o f different alternatives, and afterjudicious problem analysis and if so authorizedby the Inspection. When necessary, Route Study must include the implementation o f the following activities: 0 Collect, analysis and study o f existing data, such as maps, contour maps and previous projects, targeting the indication o f new opportunities to improve the route; b Study o f new opportunities to improve the existing route, including field inspection for characterization o f crossing points and critical segments, whenever any deficiencies are detected inthe route; 0 Route Study mustbe submitted as follows: b Descriptive text providing ajustification o fthe studies carriedout; 0 Recommendations regarding the performance o f topographical studies inthe strip to be surveyed; 0 Presentation o f the route over an existingtopographic map. 6.4 Topographical Studies 6.4.1 Inthose segmentswhere the currentroadroutewillbekept, requiringonly smallinterventions, as described in item 5.3.1, the preliminary surveys described in the first phase will be applied, including a simple description of the activities that must be implemented along the road stretches, and the GPS- determined coordinates and true heights o f interventions. 6.4.2 . Inthose critical points and stretches where route alteration i s requested, the topographical studies will include, basically, the implementationo f a polygonal with anchorage inthe vertexes, geometric leveling and counter leveling, implementation o f benchmarks, survey of study strip and corresponding drawings, complying by the following recommendations: Implementation o f one basic polygonal along the strike defined by the route studies, by usingthe total station type electronic equipment. This polygonal must be closed and be 5.0 (five) kilometer long at most. Closure mistake tolerances will be: Linear closure: 20 mm, Angular closure: OO"OO'30" and Altimetrical closure: 20 mm In order to control both the polygonal location and the leveling base, also in this case GPS- determined coordinates and true heights must be established at every 5.0 (five) kilometers, or at least 2 (two) observations, one in the beginning and the other in the end o f the polygonal, including the implantation o f (two) concrete landmarks in each determination site, provided with metallic pins. The survey o f study strip will be carried out by the total station by applying the point chainage process, with minimumdensity o f 300 points per kilometer. Survey strip minimumwidth mustbe 15 (fifteen) meters to each side o fthe polygonal. The survey must generate ground plan drawings in the 01:02 AM.000 scale, including entire strip planimetry and altimetry. Contour lines must be represented in the drawing with a I-meter contour interval. 30 6.4.3 Topographical studies data must be presented in proper AUTO CAD format files. Any modification in the specifications listed above may only be made upon express authorization by the Inspection. 6.5 Geometric project. 6.5.1 For those segments where the current roadroute will be kept, the geometric project will consist o f descriptive text with location o f all critical points were interventions and works will be carried out to rebuild lanes, roadsides, side trenches, slopes, erosions, with indication o f borrow pits, average transport distances, and drawing including all cross-sections that will be used along the stretches, all marked o f f according to the surveys carried out inPhase 1. 6.5.2 For those stretches including critical points and where route changes are required, as described in item 5.3.3, the road buildinggeometry detailed buildingwill be basedon: 0 Definition o ftraverse section, type o froadlane, together with the Inspection; e Definition o f boundary characteristics, such as, curvature minimum radius in the map, profile maximumramp; 0 Definition of project axis based on the results o f the topographical studies phase, including definition o f geometric elements necessary to the implementation; 0 The presentation o f the geometric project will consist of: 0 A text includingprojectjustification; 0 Drawing in A1 format, including both the ground plan and the profile, in the following scales: H=01:02 AM.000 and V=1:200, and drawing o f transverse sections type in0150 AM scale. 6.5.3 The road lane heightline (grade) to be presented mustrefer to the finished lane paving and must be represented inrelationto the natural ground line. Services must be developed by using AUTO C A D software, so that at completion o fthe works, the drawings may be presented inmagnetic file format, besides the conventional presentationinthe format o f drawings and reports. 6.6 Earthmoving;project e Any earthmoving project that becomes necessarymustinclude: 0 Analysis o f geotechnical profile and Geotechnical Studies' recommendations regarding the categories o f materials to dig, replacements o f subgrade material, removals o f soils, location o f borrow pits, etc.; Definition and study o f slopes and contention works stability; Project for embankment foundations insoft soils; Calculationo f earthmoving volumes; Distribution o f earthmoving volumes, including the corresponding definition o f origin and destiny o f materials with respective transport distances; Definition o fborrow pits and waste tips areas; Generation o f earthmoving service data sheets; Quantificationand specification o fthe services to be performed; and, Calculation of volumes and earthmoving service data sheets must be generated by electronic processing. The earthmoving project will be presented as follows: 0 A text includingproject description; e Charts includingvolume calculations; 0 Earthmoving distribution and orientation charts; 31 0 Earthmoving summary chart; 0 Maps including the locationo fborrow pits and waste tips, 0 Drawings o f cross-sections type incut and embankment, showing slope inclinations; 0 Drawings o f buildingdetails and indicationo f technical specifications and buildingmethods to be applied, includingwaste tips. 6.7 Drainage Proiect 6.7.1 Inthose segmentswherethe current roadroutewillbekept. Thedrainage projectwill includethe rebuilding o f roadsides and lateral trenches, prolongation or reconstruction o f works and or existing facilities, provided that there are not indications o f inadequate flow rate, in which case they must be resized. 6.7.2 Inthose stretches including critical points and where route changes are required, the drainage project will include: 0 Project for water body crossings and mouths-flow sections, location, type, class, project-type, length; 0 Surface drainage project-roadsides, longitudinal trenches, devices, location, indication o f project-types and length; 0 Deep drainage project-drains, location and indication o fproject-types and lengths; 0 Special engineering works project: study o f flow rate adequacy, minimumspan, maximum floods and air cushion. The presentationofthe drainage project will include: 0 Descriptive text providing ajustification o fthe solutions designed; 0 Drawings of roadlane surface drainage (Project-type); 0 Drawings o f deep drainage (Project-type); 0 Designedworks summary charts including the location, type, diameters, lengths, skewings, etc.; 0 Indications o f specifications and buildingmethods to be applied. 6.7 Paving-Project The paving project to be designed will include only the surface course or the base course o f the road, with indication of thickness, cross-sections, and materials to be used in function o f occurrence, technical specifications and budget. 6.8 Signaling- project and safetv devices This project will include the study and development o f the following activities: 0 Definitiono f speedto allow the development o f the signalingproject; 0 Vertical signaling project: type, message, symbol, sizing, location and materials to be used; 0 Fender project-type and location thereof; and, 0 Project for other safety devices as required. The presentation o f the signaling and safety devices project will consist of: 0 Descriptive text providing a projectjustification; 0 Drawingsincludingthe location o fexisting signaling inthe stretch; 0 Drawings showing details o f signaling implementation; 0 Summary charts including the location, model, type and quantity o f designed devices; 32 0 Technical specifications to be applied inthe implementation o f the project. 6.9 Complementaryworks proiect This project must propose solutions for fences, crossing gates and cattle guards, conventional retentions: bolsters, gravity retainingwalls, curtains, stone ripraps and other. The presentationo fthe complementary works project will include: 0 Descriptive text providing ajustification o fthe solutions designed; 0 Drawings including project-type and details; 0 Summary chart including the quantity o f designed solutions; and, 0 Indication o f technical specifications to be applied. 6.10 Rehabilitation works budget 6.10.1 The project must define the quantities o f materials and services and present such quantities in a Table o f Quantities for each segment. The general budget will be prepared based on such quantities o f materials and services and will include: 0 A list of all services to beto implemented; 0 Unitprice and lump sumprice for all works 0 List o fequipment, materials and labor to be applied inthe implementationo f services; 0 Provision for the maintenance o f rehabilitated roads over a one-year period after the completion o f the works, parallel to the "on-site" trainingto the provincial squads to be nominated, as defined inthe maintenance manual. 6.10.2 The Inspection may require the presentation o f estimated quantities for analysis prior to the completion o f the projects. Specific partial budgets may also be required for economic-financial evaluation o fthe different technical solutions. 7. Project DesignTimeframe and Work Schedule The timeframe for project design and biddingdocuments preparation i s 6 months, including the times for approval o freports/documents by the contractingparty. 33 7.1 Im 7.2 Time allocated to the consultant's team 8. Staff Profile and Team Formation 8.1 Senior civil engineer Engineeringdegree holder with at least 15 years of experience as a project engineer in similar projects. 34 8.2 Junior Civil Engineer Engineering degree holder with at least 3 years o f experience as a project engineer insimilar projects. 8.3 Surveyor Field-experience Surveyor with electronic equipment, Total Station type and GPS, having the ability to work inthe office and Auto-CAD software skilled. Must possess a minimum10years experience in similar projects. 8.4 M a i n Office Besides the administrative staff (Errand boy, secretary, typists, etc.) and the necessary equipment (computers, plotters, copiers, etc.) to generate the documents (plans, maps, drawings, memoranda, calculations, technical specifications, budgets, manuals, biddingdocuments, etc.) and the analyses described inthis Term o fReference, the Main Office team must include the following technicians: One Auto-CAD technician with at least 5 years of experience; One high-school or equivalent technician with at least 5 years o f experience inthe generationo f road budgets 0 A high-schoolor equivalent educationbilingual assistant (English-Portuguese) with at least 5 years o f experience inthe generation o f technical translations 8.5 Field Technical team. The field technical team, besides assistants experienced insoil collectionand lab geological analyses operation, must include the following technicians: One high-school or equivalent technician with at least 5 years o f experience inlab analysis and soil analysis; One high-school or equivalent technicianwith at least 5 years o f experience infield work related to geological-geotechnical studies; One high-school or equivalent field assistant with experience inlabor-intensive works related to data collectionregardingthe possibility o f developing such activities with the local population. 8.6 Field Support Team The field support team will include all assistants, support equipment and vehicles necessary to carry out such activities as people and equipment transportation, food supply, safety and occupational health, team lodging, etc. 9. Budgets -inUS$ The anticipated budget has been estimated to some US$730,000 (or some 7.5% o f the feeder roads rehabilitation works estimate), 35 10. Map: Feeder roadstargetedfor rehabilitationunder the projectinMalangeand BiC. 36 Appendix 3: Health Healthsector assessment Angola has a very young population, with about 50 percent under the age 15 and 93 percent under the age of 50. Its total fertility remains high(7 in2001). The prolongedarmed conflict has promptedmassive movements o fpopulation and produced about 4 million internallydisplaced people, most o f whom have found refuge inthe costal provinces. The living conditions o f the refugees and internally displaced people are very poor. Healthstatus The healthsituation inAngola is one o fthe worst inthe world. Atjust 40.2 years, Angola also has one o f the lowest life expectancies inthe world. Malnutrition i s acute; about 45 percent o f children under age 5 suffer from stunting (low height-for-age) and 31percent are underweight. This puts Angola inthe very highlevelo fstuntingandwillhave enormous social andeconomic implicationsinthe foreseeable future. With 6 percentprevalence, the severity o fwasting among Angolan childrenis mediumaccording to WHO threshold levels. Nevertheless there is growing evidence that from 2002 untilthe end o f 2003 the health status has improved all over the country and sever malnutrition i s occurringinonly some areas. The under-five mortality rate, estimated at 250 per 1,000 live births inthe 2001 multiple indicator survey and the infant mortality rate at 150per 1,000 live births (compared with 91 for Sub-Saharan Africa as a whole) are among the worst inthe world. Ininfants, the main causes of death are related to malaria, diarrhea, respiratory infections, anemia and measles, and, incertain areas, malnutrition. The country has notpassedthrough the demographic transition like some o fthe southem African countries. It still has a highfertility rate o f 7. Sexual activity begins at a young age, and due to a very low contraceptive prevalence rate (less than 2.8 percent o f couples use a modem contraceptive method), some 27 percent o f women aged 15-19 years old are already mothers. This situation has implications interms o freproductive healthand maternal mortality. The maternal mortality rate stands at 1,500 matemal deaths per 100,000 live births in 1994 compared to 600 in 1992, according to institutional data. The main causes o f death for women are malaria, hemorrhage, eclampsia, and complications o f abortion and prolongedlabor. These causes are commonly associated to poverty and to the lack o f access to adequate reproductive health services that are neither expensive nor technically demanding. For example inMalange increasedaccess and limited trainingprovided inthe provincial capital helped to reduce the matemal mortality rate from 3,007 per 100,000 in 2000 to 1,085 per 100,000 in2003 (Malange Directorate o f Public Health2003 draft annual report). Epidemiologicalsituation Angola's epidemiological profile i s characterized by still having a high burden o f disease related to nutritional deficiencies and infectious and parasitic diseases, including malaria, tuberculosis, and HIV/AIDS. The epidemiological surveillance systemis poor, although a network o f sentinel sites, basedon a system of radio transmissions, has recently been established with support o f WHO and UNICEFcovering almost all the provinces. The most common causes for visits to healthcare facilities in2001 were malaria, acute respiratory infections, diarrhea, and typhoid fever. Of transmissible diseases, tuberculosis was the sixth cause for visits to health care facilities and measles was the tenth. Malaria and diarrhea were the most important causes o f death followed by tuberculosis andrespiratory infections. 37 Malaria alone accounts for more than 60 percent of all outpatient visits and death by transmissible diseases reported in2001. According to the National Malaria Control Program, every Angolan typically experiences 3 to 5 malaria episodes per year. The multiple indicator cluster survey 2 usingthe prevalence o f fever as a proxy for malaria showed that 25 percent o f the childrenhad fever inthe previous 2 weeks. Only 10percent o f householdsusebed netsto prevent transmissiono fmalaria. Diarrhea prevalence among the under-five year olds stands at 25 percent (multiple indicator cluster survey 2) but only 7 percent of these cases were treated with more fluids and continued feeding. Only 40 percent o f such cases were treated with oral rehydrationsalts. Measles was the fifth cause o f deathby infectious diseases. A recent measles immunizationcampaign conducted by the government with support from UNICEFwas a success covering 7.3 million children, 93 percent o f the target population o f children between 6 months and 14 years. Duringthe last 4 5 years outbreaks o f meningitis and cholera inLuanda and some southem and central provinces have put an addedburden on an already weakened health system. One o f the most important diseases that are highly prevalent inthe northem areas o f the country i s trypanosomiasis (sleeping siclaess). There i s a specialized autonomous institute set up to deal with the disease and actions related to this disease should be includedinany basic healthcare interventioninthe endemic areas. Tuberculosis prevalence i s increasing. Studies from 1990 estimate the annual infectionriskto be between 1.2-1.9 and the incidence to be o f 120 cases per 100,000 inhabitants. Data from the tuberculosis program for 2001(tuberculosis program annual report) reports more than 21,000 tuberculosis patients. Since 1996, the country has adoptedthe DOTS strategy for treatment but it only covers 44 o f 163 municipalities inthe countryandlessthen 43 percento fthe population. AIDS epidemic HIV/AIDS i s a major health problem inAngola. The existingdata basedon surveys done by the National Institute o f Healthand the Italian Cooperation shows a trend o f increasingprevalence inpregnant women especially inLuanda and among sex workers. The National Program against A D S has developed a new strategic plan for three years and i s inthe process o f launchingprojects basedon the plan. The National Committee against AIDS has been approved inthe parliament and i s waiting for the approval o f the regulation and the creation o f the secretariat. The HIV/AIDS pandemic has beenneglected and there are clear signs that the epidemic i s well established inthe population and that incertain areas, such as Luanda, it is already inan explosive phase. The most common ways of HIV transmission are heterosexual (55 percent o f all casesregistered by the National Aids Program), mother to child transmission (14 percent), and bloodtransfusions (8 percent). Local surveys done in2001 showed that almost 9 percent o fpregnant women inthe mainmatemity ward inLuandahospitalwere HIVpositive. Thenumbers are evenworse inthe caseofsexuallytransmitted infections, especially o f syphilis. Recent studies conducted by GOAL in2001 and by KPMP in2002 (two international NGOs), showed that at voluntary counseling and testing clinics, 80.6 percent o fthe attendees tested positive for syphilis. Tuberculosis and HIV/AIDSare associated. InAngola, 19percent o f tuberculosis cases inthe maintuberculosis hospital test HIVpositive. Knowledge o f HIV/AIDS and how to prevent it is low, and people continue to engage inrisky behaviors that contribute to spreading the disease. The use of condoms is low even among sex workers who are aware o fthe risks o f contracting sexually transmitted infections. According to the 2001 survey on knowledge, attitudes and practice done by Population Services InternationalinLuanda only 43 percent o f 38 males and 40 percent of females aged 15 to 25 years useda condom duringtheir most recent sexual encounter. Stigma associated with the disease i s high. Some 31percent o frespondents believed that to avoid spread of the disease one should avoid social contacts with people living with aids. The Ministryo f Healthwith support from the US.Center for Disease Control has recently begun a national serologic prevalence study that will be finished by the end o f 2004 which i s expected to significantly improve knowledge o fthe characteristics o f the pandemic inAngola. Health sector organization and management The govemment has made many attempts to elaborate a sound policy framework, decentralize decision making, and deconcentrate health service delivery. Muchremains to be done to (a) adjust the institutional and legal framework to the new roles and responsibilities o fthe different administrative levels (central, intermediary, and local); (b) further decentralize decision malung; and (c) strengthen the capabilities o f the healthprovincial and municipal healthdistricts to properlymanage human, financial, and other categories o f resources. The national directorates, especially the ones linked to disease control, are organized by diseases lines and are supportedvertically by donors and still need to elaborate sound strategies o f intervention and actionplans. The healthsystem The health system includes a public system under the oversight o f the Ministry o fHealth that has a networkof facilities inall the provinces witha three tier system of facilities: (a) the primary levelwith healthposts, health centers and municipalhospitals; (b) a secondary level withprovincial hospitals providing specialized assistance; and (c) a national tertiary levelwith specialized hospitals. There i s also a military health subsystem with a central hospital and some regional hospitals. The private sector i s characterized by the existence o f (a) a small but strong oil-related healthnetwork, limited to the oil productionregions and serving mainly oil company workers and their families; (b) an expanding network of not-for-profit NGO and church controlledhealthfacilities and systems; (c) a for-profit healthsystem that provides services inthe main urban areas with very different levels o f quality; and (d) the traditional health sector that is not regulated, but widely used inrural and urbanareas. The law o f 1992 loosely regulates all these service providers. The recently approved health facility regulationdefines and characterizes the health facility network at all levels, introduces the concept o fhealth area (municipality), and defines the functions and minimum package o f services and o fhumanresources requiredby each service level. Unfortunately the sector was not able untilnow to disseminate the regulationand support the provincial level services to apply it. Less than 35 percent of the population has access to a functioninghealth facility located within five kilometers from their home. Many public healthcenters lack equipment for diagnosis and treatment and transport and communications, essential drugs, and basic supplies. Healthproviders are often poorly trained, nor are incentives inplace to rewardgood performance. Salaries were increased in2002 but not by enough to boost productivity. During2003, the NationalDirectorate o fHuman Resources began offering refresher training to existing nurses either from the govemment or from UNITA, and also began to offer training to upgrade skills o f 1,200 o f 7,000 healthpromoters from UNITA and the govemment. According to the Ministryo f Health, Angola has about 40,000 healthworkers including some 700 medical doctors (more than 15,000 populationper doctor). The situation o f the healthpersonnel compares poorly with the situation incountries with similar income levels and i s compounded by geographical distributionproblems. For example, more than 70 percent o f the existing doctors are located inLuanda. 39 Budget process and sector financing The national budget i s managedby the Ministryo f Finance usingone instrument,the integrated state financial system. The Ministry of Health at the central level is classified as a budget unit and manages the budget o f the dependent unitssuch as the Directorate o fDrugs and Equipmentand the Directorate o f Public Health. The provincial healthdirectorates depend on the budget o f the provincial governments that is directly allocated by the Ministryof Finance and that now comes with salary budget line earmarkedby sector. The Ministry o fHealth has little or no power to decide or influence the budgetallocationby province (or by other decentralized budgetedunits)and even less to influence the real use o f the budget. Expenditures inthe health sector have been increasing slightly since 2000. In2001, sector expenditures were estimated at about US$19.1 per capita, nearly twice the expenditure o f the average for African low income countries (about US$9.58 per capita). In2001,nearlyUS$13 millionwere spentondrugsandUS$16millioninthe controloftransmissible diseases; about what was spent on overseas medical care. In2003 the Ministryo fHealthhas received almost US$31millioninthe public investment program. Yet, differences inhealth expenditures by province are large, revealing inequities that must now be redressed. In2000, therelativecontributionof donorstothehealthsectorbudgetwas24percent, withonly 10 percent o f the contributions directed to the central level. Insome provinces-BiC, Bengo, Huambo, Kuando-Kubango, Malange, Uige-the donor contributionexceeded 50 percent o fthe provincial health expenditures and indeed seemed to have substituted for the government. Projectjustification and target population As a priority, the government intends to correct the limitedcoverage o f good-quality basic health services, particularly for mothers and children, particularly inthe provinces most affected by the war and among the internally displacedpeople. The provinces chosen are Luanda, Kwanza-Norte, Malange, Uige, Moxico and BiC. Because fundingis already available for healthinterventions inLuanda and Uige, the Ministryof Healthhas suggested focusing projectinterventions inthe remainingfour provinces. Some interventions-studies, training, and provision of essential drugsupplies-will be carried out nationwide. The targeted population comprises the poorest and most vulnerable groups inthe provinces and especially innewlyaccessible areas. Almost 3.7 millionpeoplelive inthe four provinces coveredbythe project, about half inthe 21 municipalities where project interventions will be concentrated. More then 700,000 are returnees recently arrived inthe communities. Program and project objectives and interventions The objectives o fthe proposedhealth subcomponent are to reduce the highmaternal and child mortality, and reduce the incidence o f HIV/AIDS and o f sexually transmitted diseases in selected areas o f the selected provinces. This will be achieved by increasing the coverage and improving the quality of essentialprimary health care services to pregnant women and children, particularlythose displaced by the war, byproviding a minimumpackage o f health care services inselected areas of the selected provinces, training o f health care providers, providing essential medicines and supplies, strengthening efforts to reduce the spread o f HIV/AIDS,and by strengthening the provincial and municipalhealthteams. 40 Components and subcomponents Increaseaccess to primaryhealthservices 0 Increase access and use o f Maternal and Child Healthservices 0 Increase access to treatment and prevention o f common illnesses Strengthen the qualityof healthcare services 0 Train human resources 0 Provide essential medicines and supplies Strengthen the control o f sexually transmitted infections and HIV/AIDS on targeted groups Strengthenthe healthsector institutions 0 Strengthenthe capacity o f municipal and provincial health teams 0 Support healthpolicy review. Phasingofimplementation The programwill be developed intwo phases that are interlinked, but the mix o fproposedactivities for Phase 1project, will ensure that significant impact would be achieved even ifPhase 2 i s delayed or financing does not materialize. Phase 1 Phase2 Total Project 0.38 10.12 10.5 ~~Increase access to basic health services Improve quality o f basic health services 5.55 9.99 15.5 Control and prevention o f sexually transmitted infections and HIV/AIDS 0.12 0.32 0.4 Institutional strengthening 0.67 2.07 2.7 Totalbase costs 6.72 22.50 29.22 Taxes (10 percent) 0.67 2.25 2.92 Contingencies (10 percent) 0.74 2.48 3.22 TOTAL 8.13 27.23 35.36 PHASE1PROJECT Component I:IncreaseAccess toprimary health services The overarching objective o fthis component i s to increase accessto primary health services by increasing the number and spatial distribution o f health facilities and by designingand implementing an essential health care package o f interventions. The experience from the recent MinimumHealth Care and NutritionPackage Project held incollaboration with WHO inthe emergency response period will be the reference to develop the essential health care package. These would be provided at community, primary and secondary healthlevels, supported by decentralized and strengthened administrative, logistics and management systems. The essential health care package addressesthe major causes o f diseases, morbidity and mortality among the population, but takes into special consideration and targets the poor and the most vulnerable: women and children. INCREASE ACCESS AND USEOF MATERNAL AND CHILD HEALTH SERVICES Itis expected that, the training inintegratedmanagement o fchildhood illnesses will help with nutritional surveillance (based inthe baseline surveys) and inthe routine use o f the national growth cards, cases of undernourished children will be detected as well as some cases o f wasted and stunting children. The 41 project i s not providing food supplies for nutritional rehabilitation and therapeutic feeding. Nevertheless the Ministry o fHealth at all levels will coordinate closely with the WFP, WHO, the Ministry o f Social Action and Reintegration, andNGOs to ensure that women and children inneed o f nutritional support receive it. DuringPhase 1no civil works are planned. The architectural studies neededfor construction ofhealth facilities planned for Phase 2 will be carried out through component C of the overallproject. A rapid assessment o f the health posts and system will be carried out inthe four provinces and 21municipalities covered by the project. The assessmentwill begin inMoxico incoordinationbetween the Ministry o f Health and WHO. Itwill provide the basis for a health facility and health system mappingtool that can be used by Ministry o f Health at provincial and central level for planning, monitoring, and decision making purposes. Ambulances, motorcycles, and bicycleswill be procuredto ensure that all four provincial capitals and selected municipalities have the means to send patients to referral units. INCREASEACCESS TO TREATMENTAND PREVENTIONOF COMMONILLNESSES This subcomponent will includesupport for malariacontrol, providingbednets, and antimalaria drugs in line with the recent guidelines from the malaria program; tse-tse fly traps and tests for early detection and treatment to combat trypanosomiasis; support to develop referral mechanisms to ensure that women facing complications ofpregnancy and childbirth receive the care they need; support to promote early and exclusive breast-feeding; and support for EPIactivities based on a strategy o f fixed post and routine activities complemented by outreach activities, mobile teams, and special immunization days for polio and measles. The project will support nutrition surveillance and education, therapeutic feeding, and access to micronutrients (vitamin A and iodized salt), promotion of deworming, and use o f the child growth card as an instrument for child healthand monitoring. Component 2: Improve the quality of health services The component will support the training o fhealth care providers and provision o fregular and adequate supplies o f essential drugs and equipment. Even though the drugs to be procured and distributed will benefit the target population, the quantity o f drugs to be procured will cover the needs of more beneficiaries and could be usedto supplement the needs o fUige or even Luanda. The component includes two subcomponents: training humanresources and providing essential medicines and supplies. T U N I N GHUMANRESOURCES The technical capacity requiredto provide good quality clinical andpreventiveservices will be improved through provision o frefresher courses that will be organized for health professionals and for health promoters who will be trained and promotedto auxiliary nurses. Because HIV/AIDS has permanently changed the service delivery environment, all health personnel includingmidwives or nurses mustknow how to counsel clients affected by A I D S and how to protect clients and themselves from infection. Essential skills incounseling on HIVIAIDS will be given to healthprofessionals duringtraining. DuringPhase 1anew curriculawill bepreparedfor the trainingo fnurses inemergency andessential obstetric care, inthe treatment of sexually transmitted infections, and inhealth surveillance, including epidemiological surveillance. Training will be carried out inthe four provinces using teams fiom the provincial nursingschools and monitors from the National Directorate o f HumanResources and from WHO. 42 Activities will include: 0 Through the contract of national consultants identify, adapt or produce, teaching materials for the training curricula for A I D S knowledge inpreservice and refresher training courses, on health surveillance and onEOC. 0 Training and promoting to auxiliary nurse 500 (1,700 over the 2 Phases) healthpromoters (out o f the expected 7,000) from UNITA and from the government. They will be trained in integrated management o f childhood illnesses, family planning, and reproductive health services, including basic skills on prenatal care and emergency obstetric care. The curricula for this training have already beenprepared and almost 1,200 were trained, inaddition to 30 trainers onintegrated management o f childhood illnesses. 0 Provide refresher training to the new health staff that has been recruited by the Ministry o fHealth on integrated management o f childhoodillnesses, family planning andreproductive healthto include basic essential and emergency obstetric care, and ensure accessto comprehensive emergency obstetric care inthe provincialhospitals. The EOC training will be carried out by specialized nurse-midwifes that the Ministry o fHealthhas already prepared. 0 Provide refresher training incommon diseases to include malaria and sexually transmitted infections case management. 0 Refresher training for laboratory and blood transfusion technicians inall the provinces. 0 Provide short-term (3 month) internships inthe national hospitals, ininternal medicine and other specialties for at least four doctors inall the provinces. The same approachwill be usedfor anesthesiology technicians and some specialized nurses. Table 1: Types of training and number of traineesfor Phases 1and 2 Increasing access to essential drugs and supplies Activities will include: 0 Providing kits o f essential drugs to healthposts, health centers, andmunicipal hospitals, to include reproductive healthhts, and trypanosomiasis drugs for specific endemic areas, 0 Providing children and pregnant women access to micronutrientsby acquiring ferrous sulfate, folic acid, vitamin A, and deworming drugs, 43 0 Providingantiretrovirals for control o f mother the child transmission o fAIDS inlimited health facilities inprovinces to be defined (this activity is conditioned on there being adequate facilities inthe provincialhospitalandonthe nationalguidelines). 0 Providing to the four provincial hospitals laboratory tests for detection o f sexually transmitted infections, and HIV/AIDS, tuberculosis, and malaria allowing a better and more precise diagnosis. The laboratory technicians will be trained on the use o f these new technologies. 0 The training on integrated management o f childhood illnesses, essential and emergency obstetric care, sexually transmitted infections, and HIV to ensure drugs are used appropriately. Table 2: Average needs per year of essential drugs kits for health posts and health centers inthe four provinces Population KitPost KitCenter Bib 1,016,000 749 521 Kwanza-Norte 551,000 405 283 Malange 824,000 607 423 Moxico 442,000 352 200 Totals 2,833,000 2113 1427 Component 3: Strengthen activities to control andprevent sexually transmitted infections, HIV/!DS,and tuberculosis The objective o f this component i s to implement the existingHIV/AIDS strategic plan and to ensure that HN/AIDS control activities are given highpriority throughout government. Early diagnosis and treatment for sexually transmitted infectionswill be improved and included inthe primary healthcare package. The primary focus o f the project will be to promote an intense set o f behavior change interventions targeted to specific vulnerable groups. The participationo f people livingwith AIDS will also be promotedas a means o f fighting stigma and to give a voice to those most affected by the epidemic. Special attention will be given to support the creation o f voluntary counseling and testing services, especially for pregnant women, and supporting the expansion o f the epidemiological surveillance network through sentinel sites. The project will have a strategy o f supporting the introductiono f interventions to prevent mother to child transmission ina phased manner and where technical conditions allow, but will not make it a priority. The project expects to implement the following activities: 0 A knowledge, attitude, andpractices study, focal group discussion, or key informant interviews mustbeheldwith targetedriskgroups (truck drivers, prostitutes) andkey stakeholders, such as religious and traditional leaders and local authorities, inthe four provinces. Based inthe results o f the study NGOs and the provincial offices o f the Ministry of Health will develop and adapted set of information, education, and communication messages and materials for the behavior change 44 interventions that will be carried out with those groups, especially alongthe Malange transportation corridor. Increase awareness about HIV/AIDS and sexually transmitted infections inthe periurban andrural areas, through information, education, and communication campaigns. The campaigns will be conductedby healthprofessionals o f the Ministryo f Health and also byNGOs operating inthe priority municipalities. Use o fradio and other media will be encouraged and annually local radios will be contracted to disseminate information, education, and communication messages and radio spots prepared with support from experts from Ministryo f Health andNGOs. Development o f education activities among risk groups such as commercial sex worker and long distance drivers. Training o f health professionals on sexually transmitted infectionsyndrome management and on interpersonal communicationskills. Improvement o f the blood transfusion security inall provincial hospitals and health facilities that provide blood transfusions, by providing bloodtransfusion materials and HIV rapid tests for 1,800 transfusions and specific training. Improvement o f the knowledge and practices o fhealth personnel on biosecurityto avoid nonsocial transmission. Usingexisting protocols inuse involuntary counseling and testing clinics inLuanda to support the training of two voluntary counseling and testing counselors per province and study the creation o f voluntary counseling and testing centers inat least the four provincial hospitals. Support of diagnosis and screening of sexually transmitted infections, especially syphilis, through use o f rapid tests. Component 4: Institutional strengthening The objectives o f this component are to improve the capacity o f the sector to manage the increased demand for services and to decentralize the analytical and decision making capacities to the provincial and municipallevels; to provide neededtechnical support to the weakened provincial and municipal health structures; and to revise and adapt the existing health policy, prepare a coherent health strategy and medium-term health development plan. STRENGTHENINGCAPACITY OF MUNICIPAL AND PROVINCIAL HEALTH TEAMS ON BASICHEALTH PLANNINGAND MANAGEMENT. One critical aspect o f the program i s to strengthen the management capacities of healthteams to plan and manage sector activities at the provincial and municipal levels. This will be achieved throughthe provision o f specific training on basic management, including planningtechniques and methodologies. The provincial and municipal teams will also receive training inthe use o fthe simplified information system, integrated inthe training on management and planning techniques. This will be achieved in Phase 1by: e Preparing terms o freference for and contracting primary health care teams or qualifiedNGOs for each province to provide support to the municipalities and provincial healthdirectorates. e Training o f at least 50 percent o f municipal healthteams inthe prioritized municipalitiesinbasic health management and planningtechniques to prepare the way for the decentralization process intended by the government, and allowing also a better participation o f the primary care level and the communities. e Developing, with the National Directorate o f Human Resources, National Directorate o f Public Health, and support from WHO, UNICEF, and UNFPA, supervision mechanisms and skills inthe provincial directorate and municipal health authorities, and ensuringregular supervision visits to the health facilities. 45 0 Reviewing and simplifyingthe existing healthinformation systemto make it easier to use at all levels, and to provide essential information for decision making. Duplicate and disseminate standard forms and ensure the flow o f information. 0 Collecting, processing, and analyzing, as well as providing feedback o f essential health information for decision making; and supporting the execution o fbaseline and evaluation surveys when needed. SUPPORT DEVELOPMENT OF A NATIONAL HEALTH POLICY AND HEALTHDEVELOPMENTPLAN The program will support the design through a participatory approach o f a national health policy and the medium-term health development plan (2007-12). This activity i s expected to help strengthen the capacities o f the Ministryof Health and the national directorates, and improve the relationship and lines of communicationwithinthe various directorates andbetween the central, provincial, and municipal health institutions. This will be achieved by: 0 Preparing terms o f reference and program o f activities to contract specialized technical assistance in healthpolicy andplanning to help the Ministry o f Healthcounterparts indesigning the revised health policy and strategic plan. 0 Preparing and implementing consultative meetings with partners such as nonprofit sector, churches, an the like for the redefinition o fthe nationalhealthpolicy and the design o f the national strategic healthplan. PHASE 2 Component 1:Increase access toprimary health services DuringPhase2, activities willprovide the resources to repair, rehabilitate, or rebuild65 healthposts, 13 health centers, and selected facilities inthe four provincial hospitals, such as operating theaters, based on standardratios between population andhealthfacilities definedby the Ministryo fHealth. Itwill also support limited rehabilitation o f the Malange healthschool that has teaching teams that will provide training to the region, includingKwanza Norte and Moxico. Finally, it will support rehabilitation o ftwo warehouses for drugs. The healthunits that will be rehabilitated with programresources will also needto be staffed with personnel that that i s beingrecruited and trained withinthe existingMinistry o fHealthprogram. The program will cover the costs of training this staff particularly the nurses andauxiliary nurses that will needrefresher training. Some of this training has begun inPhase 1, Based on existing ratios defined in the Regulamento das Unidades Sanitarias it i s estimated that to provide services for the almost 1.8 million direct beneficiaries o f the healthcomponent, 36 medical doctors, 360 nurses, 720 auxiliary nurses, 30 laboratorytechnicians, 30 pharmacists, and 10 administrative staff will needto be recruited. This numbers are indicative and will eventually change during the life o f the program. This intervention will be coordinated closely with the provincial governments to take into consideration the existing investment of the government inthe four provinces. INCREASE ACCESS TO AND USEOF MATERNAL AND CHILD HEALTH SERVICES DuringPhase 2, this subcomponent will continueproviding the essential drugs, andtrainingrelatedto integrated management of childhood illnesses and essential and emergency obstetric care. Specifically, it will: 46 Harmonize the interventionwith ongoing rehabilitationhealth facilities funded by the government, to avoid duplication. Use the existing standard type o f health facilities o f the MinistryofHealthas a reference fro rehabilitation. Rehabilitate, repair, or construct healthposts, health centers and municipalreference centers and some specific facilities inprovincial hospitals that will have impact inmaternal and child mortality such as surgicalwards, blood bank, emergency rooms. provide essential medical equipment and furniture to health facilities and ensure that they meet standards for clean water and sanitation. Prepare guidelines by the bureauo f planning o fMinistryo f Health or the organization (NGO or a contractor) contracted to do the rehabilitation, for minimal maintenanceto the repaired buildings. Contract teams o f specialists to include surgery, intemalmedicine and pediatrics that will guarantee access to quality services at referral level infour provincial hospitals for the life o f the EMRP(see paragraphon implementationstrategy). Provide vehicles for referral o fpatients and for logistics and supervision, adopting a policy aimed to involve local authorities and maximizing the use ofresources. INCREASEACCESS TO TREATMENTAND PREVENTIONOF COMMON ILLNESSES DuringPhase2, this subcomponent will continue withthe interventions initiatedduringPhase 1. Component 2: Improve the Quality of Health Care Services DuringPhase2, thiscomponent will continue to support improvements inthe quality o fhealth services through training o f health staff, and through provision o f regular and adequate supplies o f essential drugs and equipment. TRAINHUMANRESOURCES The technical capacity required to provide good quality clinical and preventive services will continue to be improved throughrefresher courses that where initiatedduringPhase 1. These include: Training and promotingto auxiliary nurse 1,200 healthpromoters (out of the expected 7,000) from UNITA and from the govemment. They will be trained inintegratedmanagement o f childhood illnesses, family planning, and reproductive health services, including basic skills on prenatal care and emergency obstetric care. Refresher training for laboratory technicians andblood transfusion providers inthe four provinces will continue as well as the internships for nurses and doctors and refresher training incommon diseases to include treatment for malaria and sexually transmitted infections. Supervision and on-the-job training o f the nurses trained inPhase 1will be carriedout regularly by teams comprising Ministryo fHealth officers andprovincial healthpersonnelwith the support o f WHO. The training on integrated management o f childhood illnesses, essential and emergency obstetric care, sexually transmitted infections, and HIV to ensure drugs are used appropriately. INCREASING ACCESS TO ESSENTIALDRUGS AND SUPPLIES DuringPhase2, this subcomponent will include: Provision o fkits o f essential drugs to healthposts, health centers and municipal hospitals, to include reproductive healthkits, tripanosomiasis drugs for specific endemic areas, as well as ferrous sulfate, folic acid, vitamin A and deworming drugs for children and women. 47 0 Assessment of potential o fproviding antiretrovirals to prevent mother to child transmission o f AIDS, assuming that the "3 by 5" initiative o f WHO has beenput into place inAngola. 0 Providing, laboratory tests to the four provincial hospitals for sexually transmitted infections, HIV/AIDS, tuberculosis, and malaria allowing better and more precise diagnosis. The laboratory technicians will be trained on the use o f these new technologies. Component 3: Strengthen activities to control andprevent sexually transmitted infections, HIVAIDS, and tuberculosis DuringPhase2, the interventions to preventthe spreado fHIV/AIDS will focus exclusivelyonthe information, education, and communication activities at the municipal and provincial levels through NGOsand the Ministry o fHealth, andthrough radio andother media. Specific training incase management o f sexually transmitted infections and the expansion o f voluntary counseling and testing activities will also be pursued as inPhase 1. Component 4: Institutional strengthening The objectives o f this component are: to improve the capacity o f the sector to manage the increased demand for services and to decentralize the analytical and decision making capacities to the provincial and municipal levels; to provide needed technical support to the weakened provincial and municipal health structures; and to revise and adapt the existinghealth policy, prepare a coherent health strategy and midtermhealthdevelopment plan for the consolidation phase. STRENGTHENING CAPACITY OF MUNICIPALAND PROVINCIAL HEALTH TEAMS ON BASIC HEALTH PLANNING AND MANAGEMENT Phase 2 will maintain the provision o f specific training on basic management, including planning techniques and methodologies. The provincial and municipal teams will also receive training inthe use of the simplified information system, integrated inthe management and planning train. SUPPORTREVIEWOF THE NATIONAL HEALTHPOLICY AND MEDIUM-TERM HEALTHPLAN The programwill support the finalization o f the nationalhealthpolicy and the medium-termhealth development plan (2007-12). The final policy and plan will be based on work carried out duringPhase 1, Implementation The PMrUwill be responsible for procurement and financial management. The planningbureau o f the Ministry o f Health will be responsible for coordinating activities among the participating entities: the national directorates of humanresources, public health, drugs and equipment, entities carrying out rehabilitationand health sector emergency program, and the provincial health directorates. The Ministry o f Health will nominate a focal point to follow-up to the activities and to participate in meetings and other coordination activities. The planningbureau will decide whether to appoint someone from within the ministryor to contract under project finance an independent consultant for this task. The technical directorates within the Ministryo f Health, will prepare the biddingdocuments and the terms o freferences for consultancies. The planningbureau will review and comment on the documents and provide them to the PMIUfor inclusioninthe tender documents. The ministrywill receive support and technical assistance from WHO, UNICEFand UNFPAfor training and procurement o f drugs, organizations with which it has several ongoing projects. Duringthe next 3-6 months the planning 48 bureau will draw on the expertise o fthe project implementation unit o fthe Bank-supported HIV/AIDS, Malaria, Sexually TransmittedInfections, and Tuberculosis Project to assist with procurement documents. Role of NGOs Given the limited capacity of the Ministryo f Health at the provincial level, the government i s considering partneringwith NGOsto execute some project activities. The participation o fNGOs or other partners will be regulated by appropriate norms laidout inoperating manuals and standard contracts to be developed under the Project Preparation Facility by the PMIU. NGOs could be involved inthe following components: Increase access toprimaly health sewices. NGOs have some experience inrehabilitationo fhealth facilities, but they normally use an emergency approach. With access to adequate funding, some will able to manage the rehabilitationof healthposts. Inmunicipalities where NGOs are present and the project will have activities it is highlyrecommended that the rehabilitation o fthe healthfacilities be undertaken bythe NGOunderthe norms defined bythe PIU. Strengthen the quality of health careservices. NGOs can be contractedto provide trainingto health professionals, using the manuals approved by the Ministry o f Health. To maximize the expertise o fthe NGO, they should work inclose relationship with the provincialDirectorate o f HumanResources andthe nursingschool of the province and provide training to all the healthpersonnel and promoters inthe province. It shouldbe possible for the NGO especially to contribute inthe following training: Management o f health services at primary health care; integrated management o f childhood illnesses; Common Diseases inadults with focus in STDs/HN/AIDS; Safe motherhood to include Emergency Obstetric. There i s competitive advantage to use the already well established procedure o f essential drug kits acquisition and distribution, by the Ministryof Healthprogram usingthe project PIU. Nevertheless NGOscould have a significant role insupporting the provincial and municipal authorities inmanaging the stock o f drugs and also in controlling the distribution and the management o f stocks inthe health facilities. Some o f the NGOs could even provide medical specialists inthe areas o f surgery, pediatrics, and gynecology and obstetrics to work inthe provincial hospitalsupporting the improvement o f the quality of care and helping inmanaging the institution. Strengthen activities to control sexually transmitted infections and HIWAIDS. This requires extensive use o f techniques and skills incommunicationand community organization and mobilization for behavior change. The Ministryo fHealth has limited expertise inthese areas and has inadequate capacity o f reaching the target groups o f truck drivers, sex workers, and road construction crews. Therefore, these interventions will be implemented by NGOs operating inthe provincethat will be contracted following the proceduresput inplace by the PMlU. Strengthen the health sector institutions. NGOscould provide the directorates with expertise onjob training and hands on experience inprogramming activities, managing the budget, preparingthe annual plan of activities and budget, develop supervision manuals and procedures, improving the HIMS and the epidemiological surveillance systems inplace and help inthe monitoring and quality assurance o f the services. A selected number o fNGOs acting inAngola (for example, Save the Children-UK; CARE; WorldVision; CCF; Africare) are capable and have experience inAfiica and elsewhere inproviding direct support to define priorities, policies, and strategies to support the healthreform process, and to develop teaching manuals for the healthteaching institutions. NGOs may also be key partners inthe process o fpreparingthe provincial healthplans by providing direct support to the provincial health directorate and to the central level Ministry o f Health team that are inthe process o fpreparingthe diagnosis for the 59 prioritizedmunicipalities. Implementation Strategy by component 49 Health facilities rehabilitation, repair, and construction PHASE1PROJECT A rapid inventory andneeds assessmentofthe health infrastructure ofprovinces is needed. The provinces and the Ministryof Healthprovideda first list o f healthfacilities to be rehabilitated. The provincialhospitals require primarily repairs o f specific facilities, upto an aggregate amount o f US$300,000. The healthposts inBiCand Moxico and some o fthe healthcenters are heavily damaged and extensive rehabilitation i s necessary, at an estimated cost o fUS$200,000 to US$300,000 each. The Ministryo f Health will contract, under the PPF, an architectural firmthat will provide the final evaluation, scope o f work and costs for the various healthfacilities, allowing for a final and accurate prioritization o f the rehabilitation to be carried out. This firmwill also produce the tender documents for the different lots to be presented inthe biddingprocess. PHASE2 Inmany cases firms willbe contractedto execute the works. Butother solutionswill also be considered, including the use o fNGOs and targeted support from the Social Action FundProject, which has significant experience inconstructing healthposts To ensure goodperformance o f the health staff, a minimal rehabilitationand equipment program will be implementedincombination with the establishment o fprovisional facilities using clear procurement procedures and supporting the use o f local contractors and involvement o f local resources and community capacities, wherever possible. The quality control of the rehabilitatedfacilities will be done inconjunctionby the provincial directorates o f health and civil works and construction. Procurement and distribution of drugs, health supplies, andfurniture PHASE1PROJECT A list o frequiredequipment and fumiture will be preparedbythe construction unitofthe Ministryo f Health and the Directorate o fDrugs and Equipment, based on the existing standard lists and providedto the Ministryo f Planning. The itemswill be procured either directly or included inthe tender documents for the rehabilitationo f health facilities. The Ministryo f Health Directorate o f Drugswill also prepare the lists and technical documents for the acquisition o f the various drugkits and laboratory materials and will work inclose collaborationwith the PMIUto preparetender documents and evaluate bids. The first procurement o f drugs will be done duringPhase 1and simultaneously there will be a drugs needs assessment done by an external consultant that will also provide expertise infinalizing the tender documents for the ICB. PHASE2 The procurement o f the kits of drugs will preferably be done inone single bid, which will then be delivered to the country annually. The selected contractors will be obligated to deliver the essential drug kits, equipment, and furniture will be obligated to deliver the goods to at least to the provincial capitals and, ifpossible, to the municipalities. To ensure that the drugs reach the municipalities and the health posts and health centers, the cost incurredby the municipalities or communities to pick up the kits will be reimbursedby the project as part o f the operating costs. It is recommended that some kits o f drugs and medical supplies, such as the ones related to reproductive healthbe procureddirectly through the 50 UNIPACand UNFPAsystems and that there is coordination withthese organizations to use their logistical system to distribute the drugs to all the targeted areas, or at least to the provincial capitals. The equipment to be purchased is not complex and the Ministry o fHealth can guarantee basic preventive maintenance and cleaning. For any equipment requiringspecializedmaintenance (such as electric equipment) the Ministryo fHealthwill underwrite contracts with firms located inAngola that normally provide this kindo f services to the Ministryo f Health. Human resources developnient and training The Ministry o f Health i s inthe initial phases o f implementing a program that will increase the number o f healthprofessionals inthe public health systemto respond to the increasedneed o f staffing the newly accessible areas. This program will recruit more than 3,000 nurses and auxiliary nurses that are now outside the system and upgrade to the level o f auxiliary nurses more than 6,000 promoters from UNITA and from the govemment. The project will support this effort. The refresher training i s expected to be carried out inthe provinces or at the regional level. Courses will last no more than two weeks for each group o f trainees. The refresher training will use the existing technical protocols for integrated management o f childhood illnesses, reproductive health, sexually transmitted infections and HIV/AIDS to improve the capacities o f the recruited staff for case management. NGOs may be contracted to provide the training. With the expansion of the training in integrated management o f childhood illnesses and common diseases, the need for specific training on rational use o f drugs should be revised and instead the programshould focus on supervising and supporting drugmanagement. Training materials and norms will be produced inadequate quantities to cover all the training needs duringthe two phases. The cost o fmaterials is includedinthe unitcost for training eachperson. Other learningmaterials such as the information, education, and communicationmaterials will be duplicated and distributed for all the provinces. Institutional strengthening The govemment recognizes that to rapidly increase the provision o fhealth services will require innovative approaches and partnerships with NGOs. NGOs with experience inproviding health services will be contracted under results-based contract agreements. Some o fthese organizations could eventually contract nationals (nurses, doctors, auxiliary nurses) to ensure sustainability o f service provision. The NGOs that will work with thisprogram will be encouraged to have their community volunteers, including traditional birthattendants, trained as educators and behavior change agents on maternal health and able to recognize danger signs relatedto pregnancy and delivery and to organize prompt referrals. Special efforts will also be made to expand the coverage o f primary healthcare inthe provinces through the establishment o f one primary care healthteam ineach province. Eachteam will be chargedwith providing the teams with the basic healthcare package based on the minimumhealth andnutrition care package that the Ministry o f Health identifiedjointly withWHO, UNFPAand UNICEFinJune 2002. In addition, the primaryhealthcare team will be responsible for ensuring that health staff intheir geographic areas are trained and supervised and for assisting the municipal andprovincial teams inplanning, supervising, and monitoring their healthactivities. The personnel assigned to the primary health care team will rely on the technical back-up by medical specialists who will be basedinregional hospitals and charged with the responsibilityfor providing referrals to people inneed o f hospital care. Procurement for the primary health care teams that will provide support to the provincial and municipal Ministryo f Health teams will allow for NGOs or individual consultants to provide the service. 51 The primary health care teams and the municipal and provincialhealth authorities are expected to have a planningmeeting annually to evaluate the work done and prepare plans for the next year. These provincial programs will be thenpresented and discussed inan interprovincial meetingwith the central level o f the Ministryof Healthto ensure strategic coordination. Monitoringand evaluation PHASE1PROJECT Duringproject implementation regular monitoringwillbe carriedout. PHASE2 The sector must define clear monitoring and evaluation mechanisms, procedures, and techniques to improve the quality and quantity o f data for decision making. The process will entail regular, at least quarterly, visits from the central level teams to the provinces where the advances and constraints inthe process o f implementationwill be analyzed and appropriate solutions discussed and adopted. Plans for next period will be designed with the provincial and municipal authorities. It is expected that the provincial primary health care teams will visit the municipalities under their responsibility at least once a month. Duringthe visits, the teams will monitor what has been and the constraints, and guide the staff in ways to overcome the constraints. The existing health infomation systemwith all its components o f epidemiology and disease surveillance, service utilization data, financial management, human resources management would be reviewed and adapted to the specific situation and to the fact that there will be the needo f more timely informationover a larger area and with anew health staff. The Ministryo f Health in coordination with the WorldBank-supported HAMSET Project will prepare a hospitalhealth facility waste management strategy and programthat will help indefining solutions for the management o f waste inthe health facilitiesrepairedrehabilitated. These solutions must be simple inexpensive and cost effective. The Ministryo f Healthmust draw on the experience collected inthe recent supervision process developed under the minimumhealthcare and nutrition package to develop a routine supervision system for the four priority provinces. The supervision must be done at least once every four months and shouldbe analytical and supportive to the provincial directorate. At the provincial level the Directorate o f Public Health must prepare a similar program to provide regular educational supervision to the staff o fmunicipal healthfacilities, eventually inpartnership with the NGOspecialist involved with clinical specialists from the provincial hospital. This i s crucial to support the implementation o f the integrated management o f childhood illnesses strategies. The Ministry o f Healthwill also make regular use o f complementary information gathered through surveys such as health facility surveys; knowledge, practices and coverage surveys, or the multiple indicator cluster survey 2, and other methods. The results o f these studies can be used to support the detailed planning o f actions at provincial and municipal levels. Because this task requires time and qualifiedpeople, the Ministryo f Health should coordinate closely with NGOsworking inthe provinces. Ongoinghealthsector support by internationaland nationalstakeholders The government has begun to provide a special budgetary allocation o f almost US$20 million to the provinces most affected by war to allow preparation and implementation o f activities during2003-04. In BiC,the local authorities plan to allocate about 20 percent o fthis amount to improve andrehabilitate the health infrastructure. Delays infunds disbursement are hampering the implementation o f the activities. The Ministry o f Healthhas receivedUS$36.5 million for central level operations inthe public investment program for 2003. Nearly U S 6 million of this has been allocated to rehabilitate the Malange hospital, 52 and provide equipment to municipal health facilities inMalange, Moxico, Uige and three other provinces. The Social Action Fundis launchingits thirdphase, with a total estimated amount o f US$200 million that can support the coverage o f some o fthe healthrehabilitation interventions inselected municipalities, depending on community demand and on beinginone o f their prioritizedprovinces. WHO i s providing a total o fUS$17 million for healthinterventions intheir regular annual operational plan that will cover some o f the activities programmed for the priority phase. About US$10-11 million o f the reources are earmarked for health services and prevention interventions and US$6 million for water and sanitation to support interventions duringthe emergency and reintegration period. UNFPA is ina transition period and for 2004 will only have US$1 million to develop on going operations but expects for the period 2005-08 to have US$8 million for human resources to include clearer interventionfor control o f HIV/AIDS especially dedicated to youth. UNICEF i s providing support to the sector mainly inthe EPI program and polio eradicationinitiative and i s preparing to provide further support to the reactivation o f the EPIroutine vaccination activities and a special program to significantly diminishthe burdeno f measles inchildren. UNICEFhas US$8 million for 2002-03 to implement the measles campaign inthe country which has been a success, and i s applying US$3.5 million &om the EuropeanUnion for health interventions, including nutrition. The limitations on emergency funds to the UNagencies such as WHO, UNICEF,UNFPA, that inthe recent years were directly involved inhealthinterventions inselected provinces and at times inall the territory, will make continuation o f the programs difficult. The EuropeanUnion i s also giving, under the eighthEuropeanDevelopment Fund,more than 30 million euros for healthinterventionsinHuambo, Huila, Bie and Benguela. A special program totaling E 60 million has beenpreparedto support the reconstruction process and its use will be decentralized to the provinces and to priority municipalities to reactivated services such as education, health and administrative services. The ninthEDF is already being prepared for a horizon o f 2007 and beyond. USAJDhas beenproviding humanitarian aid to Angola through multilateral organizations or directly through international NGOs. USAID i s directing its interventions on populationresettlement and reintegration for a period o f24 months, to include food security, agriculture, health, HIV/AIDS and democratic development. It i s providing about US$lO million for health interventions focusing on HIV/AIDS diagnosis (with the Center for Disease Control as the implementingagency) and on social marketing o f condoms (with PopulationServices International). USAID i s targeting the provinces o f BiC, Malange, Huila, Kuanza-Sul, Huambo and Benguela. USAID is now refocusing their fundingpriorities, and has budgeted for the next fiscal year, US$2.5 million for HIV/AIDS, US$1millionfor family planning, US$1.25 millionfor maternal and child health, US$2.3 million for polio and US$l million for malaria. USAID i s also providing 20 million condoms annually for prevention o f sexually transmitted infections, including four million that are given to the FAA medical service. The African Development Bank has already begun a US$6.5 million, three-year healthproject, focusing mainly in the province o f Uige and can eventually support the HIV/AIDS program with US$1 million more. SIDA is financing reproductivehealthwith US$4million inthree years, mainly inLuanda andHuila. Belgium provides US$4 million to control tripanosomiases. Japan i s financing a US$39 million rehabilitation project inLuanda. Italy i s preparing a US$10 million project to finance health interventions inHuilaand Uige andto providetechnical assistanceto the bureauo fplanning. The project will directly support interventions at the provincial level inmalaria control, tuberculosis and sexually transmitted infections and HIV/AIDS and technical assistance to the provincial health director inhealthmanagement and planning. 53 Key PerformanceIndicators TargetValues Dats Dllectionanc .eporting PHASE 2 OutputIndicators PHASE Frequency Data Responsibility 1project of Reports Collection Data Collection [nstruments 13 Yearly Monitoring Supervision firm rehabilitated and equipped. visits and and supervision DNME t--- reports Number o f essential kits 1260 795 Yearly Reports o f Directorates o f distributed. I Directorates Public Health of Public and of Drugs Health and and Equipment. o f Drugs and Equipment. Number o f promoters from 500 400 Yearly Course demobilized armies trained reports. and promoted to auxiliary 970 677 Yearly Course Directorate of professionals receiving reports and Public Health, refresher training. project Directorate of reports. Human Resources. 25 25 Yearly Reports o f Directorate of produce by the project. the Public Health. drectorate of Public Health and o f the project. Endofthe Project Planning bureau. sector produced. project report and I policy document. 54 ANNEX PROGRAM COSTS BYPHASE PHASE 1PROJECT HEALTHSECTOR EMRP PHASE 1PROJECT - - Unit cost Total Costs Component: IncreaseAccess to BasicHealthCare US$ Units Phase1 Rapid Assessment o f Needs 55,000 3 165,000 Healthneeds and resources assessment inMoxico province 55,000 1 55,000 Total 220,000 Equipmentand Furniturefor H.FacilitiesincludingLab material Drugs Warehouse Furniture and Equipment Furniture and Computers 20,000 2 40,000 ManualFork Lifts 1,500 4 6,000 Malange Health School Teaching sets and Furniture 100,000 0 0 Maternal Health EOCteaching Kits - 10,000 5 50,000 KITde Apoio ao Enfermeiro 60 1,000 60,000 Total 156,000 Component: ImproveQualityof BasicHealthCare Medicines and Supplies HealthPosts Type A 2,100 1,000 2,100,000 HealthCenters (municipal level) 6,400 250 1,600,000 Referral Centers (municipal and provincial) 30,350 10 303,500 Transportation Equipment 0 Bicycles for HP staff 150 10 1,500 Motorcycles for provincial/Municipal staff 850 10 8,500 Vehicles (4 x 4 and ambulance) 36,000 10 360,000 Total 4,373,500 Training Refresher training Basic primary health care management 830 175 145,250 Training on drug management and logistics 830 20 16,600 Integrated management o f childhood illnesses training 830 250 207,500 Training inadult common diseases/DTS/AIDS 830 250 207,500 Emergency obstetric care training 830 150 124,500 Healthsurveillance 830 15 12,450 Refresher training for Laboratory technicians 1,580 30 47,400 Training inBlood Safety and Transfbsions 1,580 10 15,800 Trainingfor Health Promoters 0 Upgrade training for UNITA and GOA promoters 980 500 490,000 Short-term Internship 0 Internship inLuanda National Hospital for M D s 1,280 15 19,200 Internship for anesthesiology technicians 880 10 8,800 Training o f Trainers inteaching techniques 730 20 14,600 Intemeship for specialized nurses 1,280 25 32,000 55 Inservice Training 1,000 3 3,000 1.344.600 Total I , Component: STIs/HIV Aids Prevention Social Communication Campaigns (includes KAP study) K A P Study with NGO support 7,500 4 30,000 Posters and written materials 100 100 10,000 Radio advertisement 2,000 25 50,000 Outreachprograms for sex workers 10,000 3 30,000 road brigades and truckers Total 120,000 Component: Institutional Strengthening Mediumand Long-Term Policy Development Technical Assistance 10,000 6 60,000 Assistance to the planning bureau for project implementation 6,000 12 72,000 TA for drugs needs assessment 10,000 4 40,000 Technical Support to ProvincialHealthTeams Technical Assistance (health specialists) 1,800 96 172,800 Technical Support to MunicipalHealthTeams Technical Assistance (health specialists/NGOs) 1,500 96 144,000 CivilConstruction design and Fiscalization 2,500 Prepare the training curricula to integrate AIDS inthe pre-service training 10,000 3 30,000 Prepare The training Curricula for EOC 10,000 3 30,000 Prepare the training curricula for Health surveillance 10,000 4 40,000 Program Coordination 80,000 668,800 Total 56 PHASE2 HEALTHSECTOR EMRP PHASE 2 - - Component: Increase Access to Basic Health Care Unit Cost Units Phase 2 costs US% Total Total Rapid Assessment o fNeeds Health needs andresources assessment inMoxico province Civil Works Health Facilities BIE Health Posts 55,000 16 880,000 Health Centers 200,000 2 400,000 ProvincialHospital 200,000 1 200,000 Doctors House 40,000 3 120,000 MALANGE 0 Health Posts 40,000 14 560,000 UrbanHealth Centers 30,000 4 120,000 Municipal Hospital 200,000 2 400,000 ProvincialHospital 200,000 1 200,000 Doctors House 40,000 2 80,000 MOXICO 0 HealthPosts 55,000 16 880,000 Health Centers 200,000 5 1,000,000 ProvincialHospital 150,000 1 150,000 Doctors House 40,000 3 120,000 KUANZA NORTE 0 Health Posts 40,000 13 520,000 Health Centers 100,000 4 400,000 ProvincialHospital 150,000 1 150,000 Doctors House 40,000 1 40,000 Civil Works other Facilties 0 Malange Health School 350,000 2 700,000 DrugsWarehouse Repair 200,000 2 300,000 Total 7,220,000 Unit Cost US$ Total Total Equipment and Furniture for H.Facilities including Lab material I 1,170,OO HealthPosts 18,000 65 0 Health Centers (municipal level) 65,000 13 845,000 Referral Centers (municipal and provincial)* 120,000 4 480,000 Furniture and Computers 20,000 2 40,000 Manual Fork Lifts 1,500 2 3,000 Malange Health School Teaching sets and Furniture 100,000 1 100,000 MaternalHealth - EOC teaching Kits 10,000 0 0 KIT de Apoio ao Enfermeiro 60 2,300 138,000 2,776,OO Subtotal Investments 0 Equipment Maintenance (5%) 125,800 57 2,901,80 Total 0 Component: ImproveQuality ofBasicHealthCare Medicines and Supplies 4,305,OO Health Posts Type A 2,100 2,050 0 1,696,OO Health Centers (municipal level) 6,400 265 0 ReferralCenters (municipal and provincial) 30,350 16 485,600 Transportation Equipment Bicycles for HP staff 150 62 9,300 Motorcycles for provinciaVMunicipa1 staff 850 24 20,400 Vehicles (4 x 4 and ambulance) 36,000 12 432,000 6,948,30 Total 0 Training Refresher training Basic PHC Management 830 280 232,400 Training on DrugManagement and Logistics 830 57 47,310 IMCItraining 830 600 498,000 Training inAdult commonDiseasesiDTSIAIDS 830 600 498,000 Emergency Obstetric Care training 830 300 249,000 Health Surveillance 830 110 91,300 Refresher training for Laboratory technicians 1,580 100 158,000 Training inBlood Safety and Transfusions 1,580 35 55,300 Trainingfor Health Promoters 0 1,080,OO Upgrade training for UNITA and GOA promoters 900 1,200 0 Short term Internship 0 Internship inLuanda National Hospital for M D s 1,280 45 57,600 Internship for Anesthesiology technicians 880 25 22,000 Training o f Trainers inteaching techniques 730 10 7,300 Intemeship for specialized nurses 1,280 35 44,800 Inservice training 1000 84 84000 3,125,Ol Total 0 Component: STIs/HIVAids Prevention Social Communication Campaigns (includes KAP study) KAP Study withNGO support Posters and written materials 100 300 30,000 Radio advertisement 2,000 75 150,000 Outreach programs for sex workers and truckers 10,000 14 140,000 Total 320,000 Component: InstitutionalStrengthening Medium and Long-Term Policy Development Technical Assistance 10,000 10 100,000 Assistance to the GP for project implementation 5,000 36 216,000 TA for Drugsneeds assessment 10,000 0 0 Technical Support to ProvincialHealth T e a m 0 Technical Assistance (health specialists) 1,800 288 518,400 Technical Support to Municipal Health T e a m 0 Technical Assistance (health specialistshIGOs) 1,500 288 432,000 Civil Construction design and Fiscalization 2,500 104 260,000 58 Monitoring evaluation (all levels) 200,000 ProgramCoordination 260,000 2,626,40 Health Facilitv RehabilitationPlan Location Health facility 1 Characteristics of the intervention ~~ Health Provincia Municipio Provincial Hospital CenteriMunic Health Post Other ipal hospital Chivahule The Rehabilitation Andulo Cassumbe o f the HealthPosts Calucinga will be Major rehabilitation and in Ringoma the majority o f Camacwa Umpulo cases will require Kwanza rebuildingthe facility. Kutato Cangote will need Chinmar Cangote to be rebuilt but Cangala IIKutato will be a major rehabilitation The Rehabilitation DoctorsNurse o f the HealthPosts House (will will be Major rehabilitation and in Kuemba allow to have a the majority of Kuemba Munhango MDinsite or cases will require Missao Catolica coming frequently rebuilding the from facility. The Camacupa) doctors house in Kuemba has to be rebuilt. I The intervention in the Provincial hospital must be coordinated with the EUproject to be Operating complementary to Room, Trumba their interventions. Emergency Kunje MCH Chicala The Laboratory department center Cambamdua intervention will be and Surgical Cangote mainly focusing in Ward and providing minimal Laboratory repairs and essential equipment to support the maternity, surgery and pediatric wards and outpatient 59 Maua Camabatelal Luinga Ambaca) Camabatela Bindu Camabatela There is no detailed Tango information about the level of rehabilitation for this Health Facilities. The information Kwanza- coy0 Lucala gathered estimates that on Norte Lucala Lucala Pambo average there will be small to Kiamgombe medium sized rehabilitation Repairs in ~ interventions inthe health the doors, Camundai centers and health posts and the needto equi them at their level. Cazenpo Windows, N'Zavula Laundry Cazengo Caculo and Cazengo painting Finishingthe rehabilitation o f Pungo- the mainbuilding, kitchen and Cacusso Cacusso Andongo Doctors the doctors House, Quinzenga House Rehabilitation o f 2 health Soqueco posts that will be major rehabilitation intervention. Kalandula- The MunicipalMaternity needs Missao repairs to include roofing, Kateco- windows, doors, electricity, Calnndula Calandula Kangola Doctors water and sewage andpainting. Malange Cuale House The General Hospitalneeds Kinge similar intervention and also Terra Nova structure repair. The Health Kingingo posts need major rehabilitation. The HealthCenters inthe city Carreira de Lau need repairs inthe roof, Tiro Cintura Verde painting and expand the waiting Malanae Roofand Kessua Nurse area for women and children. Maternity Maxinde Cahala N'Gola Luige school The Nurse school has begunto Ritondo Cssenda be intervened but there has no enough funds to finishthe project. Roofing, waiting area, water Alto Luena Moxico Velho (A)BigRehabilitation for the Moxico sewage, Lucusse(A) health center. The HP inthe operating Bomba capital also need major Theater and Bundas rehabilitation. emergency room Tchiena Luao Cafungo The municipal HC needs deep Luao Camuxito rehabilitation. Also there are Maternity Post0 major rehabilitation inthe H.P fronteiriqo except for 2 of them. Luanga I1 60 Camanonme Camanongue Mazemba Camanongue The Health centers and Health Mucolongo Posts are badly damaged and i need major rehabilitation. Luacano Luacano ~ I 61 Health Facility Health Post Health Center Referral Facilities Procur ement packa QTY/ ge by 4 QTY/ type QTY/4 Unit year 4 Unit of years Cost S Unit Cost years Cost goods Type of Kit Essential Drugs and medical supplies M O H MOH Referral health post Center 10,000 MOHHealth 150,000 pers./3mont Center 20,000 pers.13 h 3,300 $330 persJ3month 400 $417 month 166 $940 Reproducti Reproducti ve Health Reproductive ve Health Kit 10,000 Health Kit Kit150,000 pers./3 $1,1 30,000 pers.13 pers./3 month 3,300 00 month 400 $1,100 month 166 $1,100 Regimen to prevent MTCT 1 regimed5 53,4 birth 06 $5 Tripanoso Tse-Tse miasis traps for Regimens endemic 1pernew 7,50 areas 40,000 $6 case 0 $12 Tuberculos i s DOTS Mosquito Regimens bed-nets 333,OO 1pernew 45,O 1/15 pers. 0 $9 case 00 $25 General Supplies M O H list for targeted areas in General Reference Unitsat MOH $5,0 provincial $90,00 ModelHP 100 00 MOHmodel HC 24 $60,000 level 5 0 MOH list UNFPA for MCH SupliesIEquipm at ent for maternal provincial $37,63 care 24 $4,688 level 5 9 62 Generators for cold chain and blood $10,00 Laboratoy Siiplies Blood Procurement package by Health Facilitv 63 TERMOS DEREFERENCIA PARAUMA CONSULTORIAA DIRECCAONACIONAL DEMEDICAMENTOSEEQTJIPAMENTOS Termsof referencefor consultancyto the NationalDirectorateofDrugsandMedicalEquipment Name of the Post: Technical assistance to identify and to quantify o f the drugs needs at national level, and assist the DNRHinthe preparation o fthe ICBtender documents o f the first phase o f the EMRP Location: The study will be developed inLuanda and in6 more provinces including provinces with big provincial hospitals and other 3 random chosen Dates: Itis expected that the consultant will take 45 days to complete the assignment including 30 days in country. Objectives: The consultant must identify, quantify and define a cost table o f the medicines inthe central level hospitals including specialty hospitals and also for Regional/Provincial Hospitals and Municipal Hospitals with more then 1 clinical specialty. It must prepare a training manual with procedures and methodologies to help Angolan pharmaceutical professionals indefining the needs on drugs in the above referredhealth facilities. The Consultant is expected to carry on at least the following activities. Activities: 0 The consultancy i s expected to be also held as an in-service training action and the DNME will include 2 Pharmaceutical graduates as counterparts to the consultant. These counterparts will participate in the definition o f methodologies data collection and analyses and in the revision o f the results andrecommendations. 0 Using instruments and procedures internationally accepted and easy to duplicate, the consultant will capture the needed information and data to calculate the needs in medicines for a period o f one year in the health facilities accorded with the DNME. The estimate must also include the desegregation by clinical hospital specialty including the laboratory area. 0 He/She must aggregate the calculations o f the needs by provincial andNational Levels 0 He/She must help in defining the methodologies to estimate the needs for complementary kits o f essential drugs for secondary and tertiary levels specifically inthe following areas: 1. Complementary Kits for the essential drug kits for municipal Hospitals and Specialty medical centers 2. Kits for Opportunistic Infectionrelatedto HYAIDS infections 0 Establish a cost estimate of the drugs. 0 Define a decision making algorithm that taking into account the quantity o f drugs and the existing budget could help the DNME and the Hospitals and Provincial Directorates to adjust their needs plan and to define the minimumand security stocks for drugs at the different levels. 0 Support the DNME and the DNRH in the definition o f the national training curricula for pharmaceutical technician and on calculation and budgeting o f drugs. The consultant should also include methods to integrate the needs assessmentinthe management and logistics process. 0 The consultant will provide assistance to the DNRH in the final steps o f preparing the L C B tender documents for the acquisition o f drugs duringthe first phase o f the EMRP The consultant must at least present the followingresults: 0 Present a report were the methodology, the perceptions, the tables with the needs and the budget by referral health unit at national and provincial level and the aggregate estimate by province at least inthe visitedprovinces. 64 0 A draft training manualwith the methodology, procedures, models andtools to calculate the drug needs to be used as guide inthe training o f Angolan Pharmacists. 0 Inputs to the LCB and tender documents presentedas written recommendations Qualification: Graduate in Pharmacy, with a master degree in drug management and logistics or equivalent experience specifically more then 10 years o f experience in similar assignments inAfrican countries. A good control o f Portuguese is essential. Knowledge o f the World Bank Tender procedures for drug acquisition is a must. 65 Termsof Reference A) Consultancvonarchitectureandcivil works The government has received financing from IDA towards the implantationo f the health component o f the EMRP. The component will rehabilitated a certainnumbero fhealthfacilities in4 provinces-Bit, Kwanza Norte, Malange, and Moxico. The facilities include certain prioritized areas o f the provincial hospital, municipal hospitals, healthcenters and health posts at municipal and communal level, in accessible areas, and also 2 warehouses for drugs one inMalange and the other inBenguela, and an health school inMalange; The Consultant will develop its activities for a period o f 4 month including visits to the prioritized provinces and the preparation of the detailed description o f works and o f tender documents. It i s expected that at least the consultant could develop the following activities: The consultant that may be a firm must present capacities as quantity surveyor, and on electric, and water and sewage systems as well as architecture o fhealth facilities and a specialist on medical equipments; Itmust visit the locations o f the health facilities ineachprovince, andbased onthe list that will be agreed with the MOH-GP and the provincial and do the assessment o f the condition o f the infrastructure o f each health facility, identifying the structural rehabilitationneeds and proposing remedies Identifying the needs for water, sewage and electrical systems inthe health facilities and integrating detailed designs or appropriate engendering solutions, for this networks, inthe proposedrehabilitation ; Propose the repair, rehabilitation o f the health facilities based inthe "Regulamento das Unidades Sanitarias" and also according with the existing standard designs o fhealthposts and health centers inuse inthe MOH- Construction sector. Propose for each level o f health facility a model o f sanitary waste incinerator or other acceptable system, easy to use and to maintain and not to expensive. Define the technical specification for eachrehabilitation including the ones needed for the warehouses. Inthis last case the consultant can propose prefabricated solutions; Review the existing drawings and specifications for the Malange Health school rehabilitation proposing a detailed scoop o f wok and complementary architectural. Andcivil engineering projects; Defining, based inthe existing lists o fthe MOH-DNME,the lists of equipment for each facilities according to their level and function. The same activity will be done for the rehabilitationo f the Health School inMalange and the 2 warehouses for drugs. A detailedrehabilitationprogram for eachprovince with a schedule mustbe prepared discussed and approved by the GOA -MOHat provincial and central level and included inthe TORSfor the international and national Bids. Prepare, based inthe technical documents that he prepared, the tender documents as per WB - SBD and according to recognized buildingstandards such as the B S ,accounting for the particular case of the Angolan market and for the budget limitations. Always considering security and minimumquality standards. The consultant must aggregate the rehabilitationinterventions inLots by geographical (provincial level) area and type/complexity of rehabilitation, and will also secure the support to the PIUinthe technical evaluation o f the bids and insurveying o f the works. 66 B) Consultancvon drugsneeds assessment Nameof the Post: Technical assistance to identify andto quantify o fthe drugsneeds at national level Location:The study will be developed inLuanda andin6 more provinces includingprovinces withbig provincial hospitals and other 3 random chosen Dates: It is expected that the consultant will take 60 days to complete the assignment including30 days in country. Objectives: The consultant must identify, quantify and define a cost table o fthe medicines inthe central level hospitals including specialty hospitals and also for Regional/Provincial Hospitals and Municipal Hospitals with more then 1clinical specialty. It mustprepare a training manual with procedures and methodologies to help Angolan pharmaceuticalprofessionals indefining the needs on drugs inthe above referred health facilities. The consultant i s expected to carry on at least the following activities. Activities: 0 The consultancy i s expected to be also held as an in-service training action and the DNMEwill include 2 Pharmaceutical graduates as counterparts to the consultant. These counterparts will participate inthe definition o f methodologies data collectionand analyses and inthe revisiono f theresults andrecommendations. 0 Usinginstruments andprocedures internationally acceptedand easy to duplicate, the consultant will capture the needed information and data to calculate the needs inmedicines for a periodo f one year inthe health facilities accorded with the DNME. The estimate must also include the desegregationby clinical hospital specialty includingthe laboratory area. 0 He/She must aggregate the calculations o fthe needs by provincial and National Levels 0 He/She must help indefiningthe methodologies to estimate the needs for complementary kits o f essential drugs for secondary and tertiary levels specifically inthe following areas: 3. Complementary Kits for the essential drugkits for municipal Hospitals and Specialty medical centers 4. Kits for Opportunistic Infection relatedto HN/AIDS infections 0 Establish a cost estimate o f the drugs. 0 Define a decision making algorithm that taking into account the quantity o f drugs and the existing budget could help the DNMEand the Hospitals and Provincial Directorates to adjust their needs plan and to define the minimumand security stocks for drugs at the different levels. 0 Support the DNMEand the DNRHinthe definition o fthe national training curricula for pharmaceutical technician and on calculation and budgeting o f drugs. The consultant should also include methods to integrate the needs assessment inthe management and logisticsprocess. The consultant must at least present the following results: 0 Present a report were the methodology, the perceptions, the tables with the needs and the budget byrefen-a1healthunitat national andprovinciallevel andthe aggregate estimate byprovince at least inthe visited provinces. 0 A draft trainingmanualwith the methodology, procedures, models and tools to calculate the drug needs to be used as guide inthe training o f Angolan Pharmacists. 0 Inputsto the LCB and tender documents presented as written recommendations to be introduced inthe specific areasofthe Bank SBDs. Qualification: Graduate inPharmacy, with a master degree indrugmanagement and logistics or equivalent experience specifically more then 10years o f experience insimilar assignments inAfrican countries. A good control o f Portuguese is essential. 67 C) Minimal reuuirements for NGOsto support the MOHat provincial and municipallevel The NGO will have the capacity to develop on an integrated form the activities described inthe Technical Annex o f PAD inthe implementation section. Only organized NGOs would be eligible to apply for the funds inthe HIV/AIDS component and for the IS component. At least the NGOmusthave the following conditions: e Be a legal national or international organization registered or holding a permit to work inAngola; e Have the ability to enter into a legal agreement with the PMIUeither inits own right or through a pre-qualified surrogate; e Have experience incarrying out community subprojects nationally or internationally; e Be an organized group with a formal management structure including full-time financial, procurement, and social development personnel. Personnel havingexperience inHIV/AIDSor basic health care initiatives would be an added advantage; e Have representation and acceptability o f the communities where they want to implement the interventions; e Have a clear idea about what they can deliver relatedto HIV/AIDS and /or related to the support on health management, supervision and inservice training for the municipal and also for the provincial level. e Have experience indeveloping KAP studies and usingthe results to design appropriate behavior change interventions e Prove confirmed access to assets which may include use o f office facilities, personnel, means o f transport, audio and video equipment; e Have field offices inAngola e Have an ongoing operation- either inthe health sector or inanother sector -inthe province and be able to mobilize ifneeded a specialist on health a to carry out the proposedproject activities. D) Health needs and resources assessmentinMoxico province The government has received a grant from the IDA to implement the EMRP, and intends to use those funds towards the preparation o fthe interventiono fthe subcomponent "Increased access to Health services". This requires conducting a health facility assessment and basic inventory. An HealthFacilities Assessment is focused onthe collection o frelevant informationonthe location name, type and status o f the health facility, number ofhealthworkers available and other key indicators such as access to the facility, availability of essential drugs. This informationhas to be integrated ina set o f tables and its better use i s when it can be plotted ina Map and compared with information about resources and for example roads and locationo f villages. Therefore, it is neededto develop innovative tools to identify the priority areas where new health facilities could be established or the existing rehabilitated. The WHO i s ina process of developing a case study on the use o f the healthmapper GIS developed by WHO that will be use for this purpose Itis expectedthat the informationgatheredwill helpthe MOHat provinciallevelto have accessto the tool that will help inthe planning, management and supervision process. Besides the intervention will provide basic information about the healthnetwork inthe municipalities were the EMRPwill conduct rehabilitations and contribute to the capacity buildingo f the MOH. 68 The intervention will be focusinginMoxico and in4 o fits municipalities and will be executedbythe MOHwith direct support o f WHO. Usingsystemic Problem Solving Approach (PSA) and causal analysis to design realistic health action Indicators will structure the entire architecture o f the programplanningprocess. The interventionwill buildupa data base withrelevantindicators with: 9 The situation analysis (demographic, socio-economic.. .)withinapredetermined geographical area 9 TheidentificationofPriority ProblemandExistingResources 9 Theselection ofrelevant interventions The implementation and evaluation o f selected Health actions, geared towards priority problem solving. The project i s assumed to have a total o f three months period. Enough time has to be dedicated for the assessment and collection o f the existing relevant data that are already available in Luanda or inthe provincial level before conducting the data collection to the field. Potential organizations, both govemment and non govemment, could be Ministry o f Health (Angola), OCHA, INE, WHO (various unitsmust be consulted), UNHCR, UNDP, UNSECOORD, UNICEF, UNAIDS. Training will be organized inLuena for the selected staffbased on the WHOMOH criteria. The training includes on how to use GPS for collecting the location o f the health facility, downloading the collected data into a computer and organizing the database. Finally, the collected data will be processed and made available to all interested usinghealthmapper software. It i s recommended to organize a final workshop for field operators including govemment institutions to informthe outcomes and the benefitsto the province. Data will be centralized at DPS but processed through the three focal points-MOH-GP;WHO and the provincial govemment. Before the action occurs a detailed agreement must be signed between WHO and the MOH-GP to cany out the interventions and to mobilize the resources from the EMRP and from they province. The assessment will be carried out duringthe second semester o f 2004 and a report describing the results, and the process utilized and proposing next steps for scaling up the experience must be prepared and approved by the MOH. 69 Appendix 4: Education Educationactivities Inthe context ofthe EMRPthe following criteriawere appliedto select interventions inthe education sector: (a) a focus on severely underserved provinces; (b) assurancethat the project finances a complete package o f educational inputs and services inthe selected provinces (classrooms, teacher preparation, educational materials, and training); (c) consistent with guidance from the Ministries o fPlanningand Finance and sector authorities; and (d) promotion o f linkages with parallel interventions inhealth, rural development, water, and sanitation. Based on these criteria, the activities to improve education will take place inthe provinces o f Malanje, Moxico, Uige, Bie and Kuanza Norte. The EMRPcontribution for education is expectedto be around US$41.5 million, equivalent to about 23 percent o f the overall cost o fthe education interventions inthe PPMRRP (US$176 million).' The objectives o fthe proposed education interventions are to: (a) improve the quality o f education; (b) increase access to and completion o f grades 1-6; and (c) strengthen institutional capacity to improve data collection, analysis and planning, and school level management. The education component will be executed intwo phases with the first phase expected to cost US$7 million (US$5 million from IDA and US$1.8 million from government) andthe second phase expected to cost US$34 million (US$25 million from IDA and US$9 million from government). Table 1summarizes the design and cost estimates o f the EMRPeducation activities. Cost (US$ millions) Phase 1Project I Phase2 I Total I I Increase access to primary I 24.0 I 24.0 school Improve quality o f education 4.6 4.6 III I I Buildinstitutionalcapacity 0.5 2.5 3.0 Engineering services 0.7 1.7 2.4 Total base costs 5.8 1I1 28.2 34.0 Taxes (10 percent) 0.6 2.8 3.4 Contingencies (10 percent) 0.6 3.5 4.1 TOTAL 7.0 34.5 41.5 Phase 1Project (total cost US$7 million, to be implemented betweenApril 1,2005 and December 31, 2007) The project component o fUS$7 million will finance all activities to improve quality o f education, and a small proportionof the activities to buildinstitutional capacity. Specifically, the first phase will support (a) the procurement o f student textbooks, teacher guides, and other didactic materials for all primary schools inthe five provinces, (b) teacher training, and (c) studies for the preparation o fPhase 2 and implementation. Table 2 details the design and costs for the project. ' All estimatedcosts include taxes (10 percent) and contingencies (10 percent). 70 Table 2: EducationPhase 1Projectcost estimates(US$ million) ImproveQuality of Education 0.13 0.2 0.2 0.5 0.6 0.7 7% 0.1 0.3 0.3 0.73 0.8 0.9 7% 2.8 1.5 1.5 5.8 6.4 7.0 100% Phase I Project Activity I:Improving the quality of education (total Cost, US$5.6million, of whichIDA will contribute US$4 million) Duringthe first phaseproject activities will cover providing textbooks, teacher guides and other didactic materials including student and teacher kits and classroomposters to allprimary school students and teachers inthe five provinces. The textbooks and teacher guides will focus on the core subjects including mathematics and Portuguese, and integrated sciences. These materials are expectedto last three years. HIV/AIDSprevention informationmaterials would also be distributedto allthe primary classrooms. The project will also initiate training for about 1,379 new teachers who will be posted inthe new schools, usingmodules and materials developedandtested withthe support fromUNICEF and other agencies. Providing pedagogical materials. The programwill support the provisionand distribution o fteacher and student guides to assist the main areas ofthe curriculum, including Mathematics, Portuguese, and Integrated Sciences. It should be notedthat most materials for grades 1to 6 have already been developed, therefore, financing will only be required for printingand distribution. These materials will be distributed to all primary school students and teachers inthe five provinces duringthe first year o f program implementation. It i s expected that these materials would last three years. Basic pedagogical materials for each classroom would also be distributed, among these, HIV/AIDSprevention information materials would be distributed. Providing didactic materials. The programwill provide and distribution an essential package o f didactic materials for students inthe proposednew schools including pens, pencils, erasers, and notebooks, chalk, paper. Kits will be distributed to all primary school students and teachers annually for the three year period inthe five selected provinces. Providing teacher training. Teacher development courses for new teachers as well as for those teachers currently displaced who planned to be resettled innew areas will be conducted. It shouldbe noted that during2001/2002 the EuropeanUnionandUNICEFhavebeen deliveringtraining courses to upgrade primary school teachers (240 hours o ftraining over 3 months with a unit cost o f 280 euros per trained teacher plus administration and overhead). The component will provide financing for teacher developmentlupgrading courses for an additional 1,379 new teachers who will be posted inthe new schools. The training will rely on modules and materials developed and tested with the support from UNICEFand other agencies, thus complementinginter-agency efforts. 71 Table3: Proposedlearningmaterialsfor teachersandstudents(number) Grade 1 hjz;t 1 Basic 1 z;ic Teacher 1 Classroom 1 materials* materials materials** I First I 95,743 I Second 80,823 Third 54,076 I Fourth 30,736 Fifth 17,915 56,503 448 1, 1,413 Sixth 10,856 1I 35,326 271 1 883 Phase I Project Activity 2: Build institutional capacity (Total Cost, US$0.4 million, of whichIDA will contribute US$O.28million) Phase 1of the project will also finance technical assistance to establish minimumimplementation capacity. Specifically, it will finance the recruitment of a local consultant as the education project officer to assist the Director of Planninginthe generalmanagementof EMRPeducation component. Itwill also finance a consultancy to assess training needs for primary school teachers and school principals, and develop atraining plan to address them. Phase I Project Activity 3: Itwill also finance the studies for the preparation of the Phase 2, including (a) consultant for the preparation ofbidding documents for textbooks and teacher guides, andprocurement of other didactic materials, and (b) engineering studies to design andprepare tender documents for primary school construction, Phase 2 (total cost US$30million, anticipatedto be implementedbetween January 1,2006and December 31,2009) The secondphase estimated at some US$34.5 million will finance all activities to increase accessto primary education and a large proportionof activities aimed at buildinginstitutional capacity. Duringthe secondphase, activitieswill support the construction (including supervision) and hrnishingabout 690 newclassrooms (accommodating 55,000 students). Many o fthe schools will be builtwhere no functioning school currently exists. Phase 2 will contribute financing related infrastructure, such as teachers' houses, latrines, water and sanitation facilities, and an administrative office. The new schools are expectedto operate intwo shifts with a capacity of 40 students per classroom, per shift. Finally, activitieswill help to (a) provide training intended to strengthen school administration, managementand leadership of school directors; (b) improve data collection, analysis and planningpayingparticular attention to enhancing the management information systemusedto track teachers, student flows, and resources; (c) support selectedstudiesto assess the quality and usefulness of financed interventions, and (d) support central andprovincial directorates for implementationof activities. Table 4 presentsthe cost estimates for Phase 2. 72 Table 4: Education Phase 2 cost estimates(US$ million) IOtal base cost 01/01/06 01/01/07 01/01/08 01/01/09 Total Total with tax, - - - - Base basecost contin- % o f 12/31/06 12/31/07 12/31/08 12/31/09 Cost with tax gencies total Primary school construction 4.5 7.0 7.0 5.5 24.0 26.4 29.0 84% Institutional strengthening 0.7 0.6 0.6 0.5 2.4 2.6 2.9 8% Engineering services 0.4 0.6 0.6 0.6 2.1 2.3 2.6 7% TOTAL 5.6 8.2 8.2 6.6 28.5 31.4 34.5 100% Classroom construction. Construction of about 690 new classrooms (equivalent to 55,162 spaces) which would implyeither opening new schools where none existedbefore or extremely dilapidated andnon- functioning sites. It i s envisagedthat rural schoolswill have either three or six classrooms, while those located inor close to the municipal capital will have between six and 12classrooms. The school construction programwill include relatedamenities suchas latrines, water and sanitation facilities, and an administrative office. The new schools are expectedto operate intwo shifts witha capacity of 40 students per classroom, per shift. Construction of teachers'houses: The programwill provide a teacher's house for every new schools in rural areas to facilitate rapid deployment of school directors to ensure quality teaching begins promptly. Procuring schoolfurniture. The programwill provide school furniture for all the new classrooms (school desks, blackboard and teacher desk and chair). Uige p i j K ~ ~ p ? q - - G F Moxico 7I I711 ~~~~~~~ Kwanza Node I 55,162 I 690 115 1 1,379 I 13,790 1 690 690 Phase 2 Activity 2: Strengthening institutional capacity (US$3 million, of which IDA will contribute about US$2 million) 73 Strengthening school level administration and management. The programwill support capacity building activities to strengthen school administration, managementand leadershipamong school directors. Improving data collection, analysis andplanning. Support willbe givento capacity building activities at central, provincial and local levelto improve the management and administration of the system. Particular attention will be given to the enhancementof the Management Information Systemon teachers, student flows andresource management. Providing basic ofice equipment. Assistancewill be provided to enable minimumconditions at central andprovincial levels to collect and manage information. Computers andoffice equipment will be providedat the central and provincial levels. Monitoring and evaluatingthe interventions. Support will be providedto conduct selectedstudies to assess the quality and usefulnessof interventions supportedunder the emergencyprogram. Coordinating the activities in support of education. Support will beprovided for central and provincial directorates to ensure adequate programimplementation. Phase 2Activity 3: Engineeringservicesfor the supervision of worksfor the classrooms constructions and additional works envisaged. Implementationarrangements The PMIUinthe Ministryof Planningwill beresponsible for procurement and financial managementof the overallproject. The Ministryo f Education will ingeneral handle all other aspects ofthe project, including preparingthe terms o f reference for the consultancies and biddingdocuments for the works, and beresponsible for executing thempreparing the projectmonitoring reports. The role ofresponsibilities of the PMIUinrelation to the line ministries and other government entities involved with the project will be specified ina memorandum o f understanding signed by the parties to the agreement. The Director of Planninginthe Ministryof Education will be the focal person for the education component. The relevant departmentsof education--the Department of Studies and Planning, the Department of School Infrastructure, the National Institute o f EducationDevelopment and Research, and the Department of Teacher Training, and the provincial and municipal education officers-will be responsible for implementing the various activities. Due to weak capacity within education and the expectedlarge volume of work under the project, a full- time education project officer will berecruitedto support the Director ofPlanning. Further,short-term consultants will be hired to assist with specific areas o f implementationincluding (a) finalization of school design andpreparation o f biddingdocuments for primary school construction, and (b)preparation of specifications for procurement o f textbooks and other didactic materials andpreparation of bidding documents, The provincial Director o f Education and Culture will beresponsible for coordinating site selection, and for synchronizing the PMlU's procurement plans with those of the provincial directorate to ensure smooth distribution of materials and deployment ofteachers. Civil works during Phase 2. Constructionandrehabilitation o f classrooms and sanitary facilities, and procurement of furniture will be carriedout through separate contracts, due to the large number of classrooms required. Constructiono f classrooms, administrativeoffice, teachers' houses, and latrines (VIP type), andprovision of water (boreholes) will bepart ofthe same contract. School constructionwill be procured predominantly through ICB. This methodi s expected to expedite construction and to help 74 reduce unitprices. About 115 schools will be constructedaltogether inthe five provinces covered by the program. Eachprovince will offer one tender comprising 1to 3 lots, giving a total of 5 tenders. Eachlot will comprise 11to 16 schools. To encouragea goodresponsefrom enterprises, andto ensure that procurement i s administrativelyfeasible for the PMIUand Ministryof Education, tenders will be launched inthree phasesat six-month intervals. Dependingon final selection of school sites, the current distributiono f schools by province would make itpossible to phase the construction by the ratio of 40:40:20 ina twelve-month period. Works supervision will be carried out by architectural or engineering consulting firms. The firm will be responsible for the design work, site adjustment, preparation o fbiddocuments, and to supervision (fiscalizacao). The PMIUwill processthe procurement while Ministry of Education's Department of Infrastructure within its bureau ofplanning and statistics and the provincialDirectorate of Education will monitor progress with contract managementon behalfof the beneficiary. School water supply. The programwill provide potable water to all school being constructed. This would be ina form o f boreholes or protectedshallow wells with hand-pumps. The execution of this work will beincludedinthe construction contract. Inadditionto site investigation anddrilling, the contractors will berequiredto train school communities inthe proper use andmaintenanceofthe equipment. Schoolfurniture. Desks, teachers' tables, and chairs will be procured through ICB. Five tenders will be preparedinline with the tenderingfor school construction. Iti s expectedthat atotal of 13,790 desks will have to beprocuredand distributedinproportionto schoolsineachprovince. Eachtender will be for desks equal to the requirements o f one province. These will be tenderedinthree phasesbeginning six months after the initial tender for school construction. The same ratio of 40:40:20 would be followed. Eachtender will have a number of desks equal to the number o f lots as per the school construction schedule. This meansthat lots will contain between 1,320 and 1,920 desks. Firmswill be allowedto tender for as many lots as they may possiblybid for. School materials (learning and teachina). School materials have already beenprepared and the credit will finance only reprintingand distribution. The Ministryo f Education owns the copyright o fthe materials inquestion. Giventhe economieso f scale associatedwith printing, it would be advisable that same firmbe awarded the contract for printingthe same types ofmaterial (book). Materials will be deliveredintwo batches, oneper year, duringthe first two years ofthe project. The Ministryo f Educationinconjunction with the provincial Directorate of Educationwill prepare the technical specifications and schedule of delivery of materials. Iftenders include delivery to the school, then allowing for firms to bidfor more than one lot would be advantageous interms o f delivery. Firmswill be invitedto bidfor to printone or moremanuals invarious quantities for grades 1to 6; and inaddition to printteachers' educational materials. The PMIUwillprepare suchtendersto includedelivery to schools. Didactic materials. Once the school kits are definedand quantities per class determined, procurement and distribution willbe handledthroughthe UNICEF system. Computers and ofice equipment. Given the numbersrequired, it would be prudent that these be purchasedjointly with the central procurement (PMIU of other similar equipment inthe project. The MinistryofEducation andthe provincialDirectorateofEducationwill preparethe technical specifications and agree on quantities required at eachlevel. Teacher recruitment and training. Remuneration of 1,379 new teachers will needto be includedinthe budget duringthe three-years of Phase 1(equivalent to about US4.8 million for the period inreference). Theprovincial directorates would publicizethe list ofvacancies andit is expectedthat there wouldbe sufficient number of teachersresponding to the demand, due to the recent significant increaseinteacher 75 salaries(from US$60-US$70 to US$135 per monthas of October 2002). Hiredteachers would receive three months of training before startingclasses, through the training programmodel supportedby UNICEF. Training of teachers, schoolprincipals, and of staffresponsible for education statistics. Teacher training will beprovided throughan international firmthat will providetraining to all teachers under the program. Requests for proposals will be preparedfor this service. Training of school principals and staff responsible for education statistics will be organized internally at the ministerial level through short courses and seminars at headquartersand at provincial level. Iti s expectedthat training sessions will take place inprovincial capitals where school principalsor municipalandprovincial staffwill gather. Arrangements will needto be madeby the PMIUto transfer financialresourcesto theprovincial directorates for payment of daily subsistenceallowances and transport costs to principals and municipal and provincial staff. Monitoring o fprogramactivities would be carried out at all levels. The Ministryof Education at the central level, with provincial and municipal authorities will develop a simple form to carry out monitoring of the program. Municipal education staff will visit schools periodically (at least once per quarter) to monitor the status of construction, presenceof teachers, and availability o f didactic materials. Provincial staff will visit schools, on a randombasis, for the same purpose and to resolve issues that arise, and central level staffwill visit eachprovincetwice a year to monitor the status of the programand recommend improvements inprocessesandprocedures. The PMIUwill arrangeto transfer financial resources to the various levels to cover costs of transportation and daily subsistenceallowances. Duringthe projectimplementationperiod, studies wouldbe carried out bythe Ministryof Educationto ensurethat quantitative and qualitativetargets are met, including a study on use of didactic materials in the classroom, and/or applicationof learned knowledge and methodologies during training couldbe conducted. Studies will be carriedout not earlier than the secondyear of project implementation. Terms of reference would bepreparedby specialists contracted for that purpose. Programmonitoringindicators 0 Increaseof at least 25 percent inenrollment of childrenbetween 6-12 years old inthe provinces coveredunder the project. 0 290,000 student guides distributedto schools andbeingused, according to randomchecks. 1,379 trained teachers deployed innewlycreatedclassroomsor schools. 76 Appendix5: Decentralizationand Supportto LocalDevelopment Angola i s an enormous country with aprofoundethnic, socioeconomic, cultural, andlinguistic diversity. Angola i s still a centralized State vertically organized. There i s a needto set up an institutional governance framework to respond to that heterogeneity. Policiesandnationalstrategies: Decentralization is a central issue inthe public and institutional agenda inAngola as shown inmany publicpolicies andnationalstrategies. Policies and nationalstrategies Decentralization has been at the central theme in the public and institutional agenda in Angola as have been shown by manypublic policies andnationalstrategies. Publicpoliciedlegalframework. The processhas gained enthusiasmsince 2001 with the approval ofthe fundamental principles for the future Constitutionof Angola. The Local Administration Act (Decree Law 17/99) assigns more functions to the municipaland communal administration, as well as creating aninclusive andparticipatory consultative organ made up of eachtiers of the local Government. In1999, the Government ofAngola putinplace anintergovernmental transfer systemthat guides the allocationoffinds from the centralto theprovincial Government, which on itsturnhaveto distributethe funds to the municipalities(Executive Decree 80/99). The Executive Decreehas never been fully implemented. The financial resourcesare always transferred with delays to the subnationalgovernment affectingtheir planningandimplementationexercise. According to the ProvincialProgramme for the Improvementof Basic Social Services (PPIBSS), the Council of Ministers, inaddition to the funds included inthe public investment program (PIP), allocated US$20millionto eachprovince for arapid upscaling ofbasic social services delivery to the population, such as health, education, water andelectricity su ply, basic sanitation, roads and the recovery of the private sector (Resolug5o 16/02, 19 July). The P addendum contribution was allocated without any objective criteria such as density population, development indicators andrevenue performance. Despite satisfactory disbursement,provincial governments failed inthe presentation of monthly financial and executing report. Nationalstrategies. At the end of 2001, the Council o fMinisters approved a Strategic Planthat puts forward a comprehensive vision and strategy for de-concentration anddecentralization reforms, which foresees a deeper fiscal deconcentration and a tentative fiscal decentralization. This requires the establishment o f anew mechanismo f intergovernmental fiscaltransfer andan improvedrole ofthe municipalities inthe collecting o f taxes. Furthermore, a UNDP study on decentralization realizedon 2003 recommends such local fiscal policy. The government approved the recommendations made bythe study. Besides the "regulation ofjkanqas locais" i s considered one o f the main area of intervention o fthe September ECPPRSP as well as of the National Long-Term Development Strategy and the Medium-Term Development Plan. The existing legal and institutional framework andpolicy enable experimentation of deconcentration and decentralization as fiscal decentralization with a gradual strategy. 77 Objectives The main objective of the first phaseproject i s to carry out a feasibility study meantto: i)diagnose the needs, constraints, risk-assumptions to be overcome, ii)define the nature, mechanismand modality of fiscal transfer from the State Budgetto the targetedmunicipalities, iii)define the strategy, management, disbursingandreportingarrangements,policy objectives, possible impactandreplicationas well as an exit strategy. Italso intends, throughthe implementation ofthe study, to: i)define andapprove the institutionaland legal framework, implementation arrangements,ii)provide technical assistance, iii)buildcapacity at provincial and municipal level to plan, budget, implementand monitor economic and social small-scale rural infrastructure, iv) find out the mechanisms for investment programming, budgeting, implementation, assets management, accounting, v) create amechanism and practical tools for regular auditing, monitoringand financial reportingrequirements, vi) start up the pilot fiscal transfer, vii) purchaserelevant equipment. The main objective of the foreseen secondphase i s to pilot a mechanism of fiscal transfer from the central Government to the targeted municipalities. Italso intendsenable to (a) define anholistic approachto the implementationof decentralizationreforms; (b) establish a model for financing the sub national administrations' development budget; (c); increasecapacity at provincial and municipal levels to plan, budget, and implementandmonitor economic and social small-scalerural infrastructure; (d) provide technical assistance. The transfers, administered by the Ministryof Finance, would enablemunicipalities to articulate their own local development policies and invest inlocal infrastructures, urban development, and services delivery, protectionof the environment and promotionof local economic development. Geographic focus area The sub component will be carried out inthe following municipalities: Kilamba Kiaxi (Luanda province), Kamacupa (BiC province), Calandula (Malange province), and Sanza Pombo (Uige province). The target provinces/municipalities were selectedon the follo.wingcriteria: (a) target provinces selected bythe government to benefit from the EMRP, (b) most war affectedversuslesswar affected provinces andmunicipalities; (c), most populated versus less populated municipalities; (d) rural versus urban municipalities, (e) interior versus coastalprovinces; (0 existing of a local development partnership dynamismand negotiation. Activities Phase 1(theproject) Activity 1:MunicipalJinancingfor recovely, rehabilitation and local development. This refers to the define, throughthe feasibility study, the nature of the fiscal transfer (for example, the municipal development fund) to finance municipal budgets rather than predefined projects to set up eligibility criteria for the allocationo f the fund; to the set up a mechanism for fiscal transfers to finance municipal budgetsrather than predefined projects; andprovidingmunicipalities with aminimumofregular and locally predictable and programmable resources (for bothrecurrent and capital spending inproportions that could be earmarkedifnecessary) for development spending. Activity 2: Municipal planning and budgeting. This refers to (a) the definition of technical procedures and mechanisms for the local public expenditures, suchplanning, management, investment programming, annual budgeting, implementation, reporting and accounting; (b) training of local officers inthe managementof the fiscal transfer; (c) conduct arevenue generation feasibility study to investigate 78 opportunities for municipalities to generate as well as mobilize income; (d) draft, adoption and dissemination of the managementand operational proceduresfor disbursement, including the eligibility and performance criteria for access to the fiscal transfer (for example, the municipaldevelopment fund). Activity 3: Statesupport and supervision of the municipal sector. This refers to strengththe capacity of the both central and local government to support, supervise andmonitor the managemento fthe transferred funds. A first pilot fiscal transfer (about US$1million) to four selectedmunicipalitieswill be executedto test the mechanismand proceduresand carefully monitoredto review the operational proceduresproposed. Phase 2 Activity I:Municipalfinancingfor recovery, rehabilitation, and local development. Thisrefers to the a core pilot fiscal transfer (for example, the municipal development fund) to finance municipalbudgets rather than pre-defined projects; provide municipalitieswith aminimumof regular and locally predictable and programmable resources(for bothrecurrent and capital spendinginproportions that couldbe earmarkedifnecessary) for development spending. Activity 2: Municipal planning and budgeting. This refers to (a) increase capacity buildingofthe municipal administration to plan, budget, implement, manage and monitor the deliveryof sustainable public services; (b) refine of the fiscal decentralization mechanisms, (c) evaluate the fiscal transfer mechanisminview of their institutionalizationwithinthe national finance managementand monitoring system and design ofa strategy for the replication; (d) establish ofaprovincial government fiscal data bank to the municipalities (e) develop o f an improvedprocedures for municipal level strategic planning, budgeting,implementation, accounting, monitoring andevaluation, (0facilitatemunicipalities to carry out participatorymulti-year investment programmingand annual budgetingexercise; (g) assist municipalities inthe implementationof selectedactions. Activity 3: Statesupport and supervision of the municipal sector. This refers to strengthening the capacity of (a) provincial government to providetechnical assistance and supervision to municipalitiesas well as managenecessaryand appropriate procedural controls for the transferred funds; and (b)the central government to ensure it can perform its overall regulatoryand monitoring role. Synergies. The subcomponent will develop close links and harmonize its activitieswith anumber of relatednationalprogrammes inthe area o fpoverty reduction, rural development andpublic sector capacity building, municipal planning implementedby the government, UNand cooperation agenciesand variety ofNGOs civil society organizations (intemational andnational). These include programs that follow similar methodologies to the municipal development fund, such as the European Union Support Reconstruction Program, and the Social Action Fund. Inparticular the first phaserelies onthe participatorydynamism put inplace inthe targeted municipalities by the above mentionedprojects with the aimto use this budget aid on a driven prioritybase. Inaddition, the project will influence broader policy and legislative development at national level, particularly with respect to budgetreform and changes inthe current system o f intergovemmentalfiscal transfer, as well as with the bothcomponent A and component Bof the EMRF'. Institutional arrangements. The UNDPwill draft the terms o freference for the feasibility study and share themwiththe government andthe major stakeholdersinterveninginthe decentralization area. The follow upofthe first phasewillbe ensuredbya steering committee comprisingUNDP, MinistryofFinance, MinistryofTerritorial Administration, targeted provinces andmunicipalities. 79 The pilot fiscal transfers during Phase 1projectandthen Phase2 willbemanagedbythe targeted municipal administrations supportedbythe project technical assistance, inclosecollaboration with the community inwhich concems the identificationof municipal priorities. The municipal administration will act under the supervision ofthe provincial departmentof the MinistryofFinance. The latter andthe provincialbureau o f studies, planning, and statisticswill assist the municipalitiesinthe implementation of the fund. The supervision is the duty ofthe directors ofprovincial departmentofthe MinistryofFinance andthe provincial bureau o f studies, planning, and statistics. A provincial supervisor committee will be established to ensure effective coordination. This committee will comprise representativesofkey provincial directorates involvedinthe activities of the project at local level andthe administrator o f targeted municipalities. The project will be accountableto the govemment, especially through the MinistryofFinancenationaldirector for budgetandaccounting. Basedon its prior field experienceindecentralization, UNDP will assistthe govemment (Ministryof Territorial Administration) and selectedprovincial governments and municipalitiesinthe implementation of this component. The UNCDFwill beresponsible for technical backstopping and monitoringof the implementationo fthe municipal development fundthrough periodic technical review missions, provision of technical inputs, activities to measurepolicy impact andpotentialfor replication, and fielding the midtermand final evaluation missions. A memorandum of understanding will guide this partnership. Monitoring indicators. Inorder to monitor the impact o fthe pilot, measurableandtangible indicators will be established. These may include (a) percentageofmunicipalities with access to sustainable resources of funds for local development plans after project support ends; (b) access to economic and social infrastructure by percentageinthe targeted municipalities; (c) degree to which project i s replicated inother municipalities; (d) numberofmunicipalitieswithsustainableplanningsystems andprocessesin place; (e) number o fplans produced withinbudget and on time; (f) number of local staff technically trained inplanning, budgeting, monitoring, accounting and audit. 80 Detailed Costs Phase 1 Recommendations of the study implemented (simplifiedprocedures, guidelines and mechanism for expenment pohcy in Pilot fiscal transfer Total Phase 1 Phase2 municipal system for public gsystem anddesign of a resourcesmanagement broduce Strategic Plan 2ddressingsocial -eintegration and economic -ecoveryissues, linkthem to Investmentprograms and innualbudgets) 81 Appendix 6: MonitoringandEvaluationoftheWater Supply Component Objectives of the M&E System An effective M&Esystemwillbeput inplace as ameans of assessingthe progressand impact ofthe EMRP, as well as generating informationandlessonsto informandguide the future programto rehabilitate and develop the various urban andrural water supply systems. The M&Esystemwill be sufficiently comprehensive to meet the requirementsofthe different stakeholders, while at the same time beingrelatively simple to implementgiventhe capacity constraints faced inthe field. Inaddition, theM&E systemfor the water supplycomponentofthe EMRPprojectwill havethe following specific objectives: 0 To provide the GOAand the World Bank with regular monitoring informationregarding project performance andprogress, thus enabling themto account for funduse andto take corrective actionwhen necessary. 0 To provideproject managementand support teams at the nationaland provincial levels with timely and accurate information to assist inthe ongoing management, planning and review o fthe component. 0 To track progress againstKey Performance Indicators as defined inthe project logical framework. To specify a community-based monitoring systemthat provides key informationfor the exercise of community oversight ofproposed activities. Typesof Reporting and Monitoring performance monitoring and evaluation will assess the extent to which project activities are achieving their statedoutputs, outcomes andresults, as abasis for an effective ongoingprocess ofimplementation, supervision and review. This will require that effective systems and procedures are put inplace to document, measureand evaluate progress; to take corrective actionwhennecessary; to disseminate information, lessons and best practice to all key stakeholders; and to solicit feedback fromproject partners and beneficiaries. Two kindsof datawill beroutinely collected and presentedfor each component: 1) Progress(Activity) Reporting 2) Results (Output) Monitoring Results Monitoring Reports will be produced semi-annually and will track outputs against targets defined for eachKeyPerformance Indicator (KPI) and for eacho f the provinces inwhich the project i s financing activities. InstitutionalArrangementsfor M&E Giventhe range and volume of data to be collected andreported, a manageableand standardizedset of reporting and monitoring forms will be designed, together with instructionson how and when to complete 82 them. An individual at MINEA will be designated as beingresponsible for the collection andreportingof this information. Mechanisms and instruments will also be put inplace to validate the accuracy andreliability of the information providedinthe various ResultsMonitoringReports. These will take anumber of forms, including: 0 Regular field visits and spot-check visits to the provinces by the designatedM&Eofficial from MINEAand other project staff from DNA. 0 Community and beneficiary surveys (to be conducted as part ofthe qualitative monitoring program) 0 Specially commissioned external assessments, where there i s a particular cause for concern about the reliability of the information andreporting systems. 0 Bi-annual supervision missions by the World Bank, ledby the Task Team Leader. 0 Mid-termand other forms ofprojectevaluation 83 water supply component APPENDiX 8 -COST 65 US$ Million B. Component Three Provincial Capitals Annotated Budget - Works Phase 1 - 7 Malange, Provincial Capital Malange item I Services Description :ase Cost Govern 1. IReplacement Replacement 1.1 Urban Network 1.1.1 Network PVC. diam 60-100 mm 50 Km- 4.35 3.05 1.31 1.1.2 Valves, Spare connection, etc. 0.15 0.11 0.05 1.1.3 Pavement reconstruction 0.15 0.11 0.05 1.2 Household Supply 0.00 0.00 1.2.1 Home Connection 5,000 units 0.75 II 0.53 0.23 1.2.2 Community Standpipe 50 units 0.15 0.11 0.05 2. Rehabilitation 0.00 0.00 2.1 Elevated Reservoir - 50M3 0.25 0.18 0.08 2.2 Pumping Equipment 0.05 I 9::: 0.04 0.02 2.3 Electric transformer 315 KVA 15000 V - - 0.05 0.04 0.02 Basic Cost malange 5.90 4.13 1.77 0.00 0.00 Pius 10% taxes 0.59 0.16 0.65 0.45 0.19 Total Malanae It -.- - 7.14 2.14 Item IPrioritary Works N' Dalatando, Provincial Capital Kua.- ..-.... Services Description lase Cost I IDA I Govern 111. IRenlacement 111 Trgacment System of Mucarl River-70 ils 1.1.1 Civil works to Treatment Plant 0.85 0.60 0.26 1.1.3.2 1.I Civil works to Reservoir 700 M3 0.30 0.21 0.09 Electricaland Mechanics Equipment 0.65 0.46 0.20 1.1.4 Pipe Line 400mm 16 Km - 5.55 3.89 1.67 1.1.5 Reservoir6,000 M3 0.80 0.56 0.24 Basic Cost N'Dalatano - PriorityWorks 8.15 2.1 Plus 10% taxes 0.82 2.2 Plus 10% contingencies - 0.90 9.86 lase Cost intake Station Cussoia River - 1.1.2 Civil works 0.10 0.07 0.03 1.1.2 Pumping Equipment 0.15 0.11 0.05 1.2 Treatment Piant 115 IIs - 0.00 0.00 1.2.1 Civil works 1.20 0.84 0.36 1.2.2 Electrical and Mechanics Equipment 0.80 0.56 0.24 1.3 Intake Station Treated Water - 0.00 0.00 1.3.1 Civil works 0.10 0.07 0.03 1.3.2 Electrical and Mechanics Equipment 0.30 0.21 0.09 1.3.3 - 3 Km 0.85 0.60 0.26 1.4 Reservoirs Pipe Line -300xmm - 2 3.000 M3 0.00 0.00 I.4.1 Civil works 1.45 1.02 0.44 1.4.2 Electrical and Mechanics Equipment 0.15 0.11 0.05 1.2 Urban Network 0.00 0.00 12.1 Network PVC, diam 60-100 mm 40 Km- 4.05 2.64 1.22 1.2.2 Valves, Spare connection, etc. 0.15 0.11 0.05 1.2.3 Pavement reconstruction 0.15 0.11 0.05 1.3 Handhoid Supply 0.00 0.00 1.3.1 Home Connection 4,000 units 0.60 0.42 0.16 1.3.2 Community Standpipe 40 units 0.12 0.08 0.04 2. Rehabilitation 0.00 0.00 2.1 Water intake Cussola River - 0.00 0.00 2.1.1 Civil works 0.65 0.46 0.20 2.1.2 Electrical and Mechanics Equipment 0.05 0.04 0.02 Basic Cost Kuito 10.87 7.61 3.26 3 Other 0.00 0.00 3.1 Plus 10% taxes 1.09 0.76 0.33 3.2 Pus 10% - contingencies 1.20 0.84 0.36 Tatal Kuito .- - .. - - - 13.15 9.21 I 3.95 National Diretorate of Watei INAI ..... Item I Services Description lase Cost IDA Govern 1 I Suports 1.1 Works Supervision for three provinces 1.16 0.83 0.35 1.2 Vehicles and office equipments 0.07 0.05 0.02 Basic Cost DNA 1.25 0.86 0.38 2 Other 0.00 0.00 21 Pius 10% taxes 0.13 0.09 0.04 II2.2 Pus 10% 0.14 0.10 0.04 ITotal - DNA - continaencies 1.51 I.06 0.45 84 Water SupplyComponent APPENDIX 8 -COST 65 US$ Million Luanda Water - Phase 1 ItemI Services Description lBase Cost IDA I Govern I U t 1 ITruck Tanker Distribution Points I I i 1.1 Civilworks 1.10 1.2 IElectricaland Mechanics Equipment 0.94 BaseCost 2.04 2 Pipelines System 2.1 RehabilitationSystem 2 - 1200mm 1.55 2.2 Electricaland MechanicsEquipment L 1.75 Base Cost I 3.30 3 Network 3.1 Repair in critical points 2.00 3.2 Installationof 85 standpipes 1.65 3.3 Rehabilitatedof 120standpipes 0.30 g Base Cost 3.95 3.95 4 Studies & Consultancies 4.1 ExectiveProjects for Truck Tanker 0.23 4.2 Studiesand Consuitanciesfor Pipelines 0.35 643 Consultanciesfor Repair Network 0.25 Base Cost 0.83 Total BaseCost Govern 10.12 10.12 5. Other 5.1 Plus 10%taxes 1.01 1 5.2 Pus 10% - contingencies I 1.01 1.11 Total Govern 12.25 6 Rehabilitation MulembaDistrlbuition Center 6.1 OperationalCosts 0.20 0.20 6.2 Civilworks 0.20 0.20 6.3 Electricaland Mechanics Equipment 2.40 2.40 6.4 Network Replacement I 3.10 3.10 6.5 CommunityStandpipe Total U E ~ Base Cost Govern 10,12 Water Supply Component APPENDIX 8 -COST i 5 US$ Million 8. Component-Three Provincial CapitalsAnnotated Budget Works - Phase2 N'Dalatando, Provincial Capital Kuanza North Item I ServicesDescription Base Cost IDA Govern 1.2 IUrbanNetwork II 1.2.1 Network PVC, diam 60-100 mm 35 Km - 3.65 2.56 1.10 1.2.2 Valves, Spare connection,etc. 0.15 0.11 0.05 1.2.3 Pavement reconstruction 0.15 0.11 0.05 Reservoir 10.000 M3 1.20 0.84 0.36 1.3 Handhold Supply 0.00 0.00 1.3.1 HomeConnection, 3,500 units 0.55 0.39 0.17 1.3.2 Community Standpipe,50 units 0.10 0.07 0.03 2. Rehabilitation 0.00 0.00 2.1 IntakeStation Captation 0.15 0.11 0.05 2.2 Reservoirof TreatmentPlant 0.57 0.40 0.17 Base Cost N'Dalando -Phase 2 6.52 4.56 1.96 3 Other 0.00 0.00 3.1 Plus 10%taxes 0.65 0.46 0.20 l ~ u 10%-contingencies s 0.72 0.50 0.22 Total N' Dalatano Phase 2 - II 7.89 5.52 2.37 85 . Water Supply Component ~ ~~ APPENDIX 8 COST 65 US$ Million - RuralWater implemented by UNICEF Works Phase 2 - Services Description cost IDA Govern 1. Community Supply Water II II 1.1 Borehole and Shadow Wells, 70 units 1.26 0.88 0.38 1.2 Small Scale Systems Rehabilitated,5 units 1.75 1.23 0.53 1.3 Water Points Rehabilitated,50 units 0.25 0.18 0.08 Total works 3.26 2.28 0.98 2. Studies & Consultancies 0.00 0.00 2.1 Sdudies for Borehole and Shadow Wells 0.10 0.07 0.03 2.2 Consultancies on Sities 0.17 0.12 0.05 Total Consultancies 0.27 0.19 0.08 Base Cost RuralWater 3.53 2.47 1.06 2 Other 2.1 Plus 10%taxes I 0.35 I 0.25 I 0.11 11 2.2 Pus 10% contingencies - 0.39 0.27 u.14 0.32 I I Total RuralWater Phase 2 - I I 4.27 I 2.99 I Item Services Description BaseCost IDA Govern 1.11. Consultancies Set up publicenterpriseinthree Provinces 0.50 0.35 0.15 1.2 TA for DNA andWater sector 1.10 0.77 0.33 BasicCost 1.60 1.12 0.48 3 Other 3.1 Plus 10%taxes 0.16 0.11 0.05 86 Appendix7: ProcurementAssessmentandProposedArrangements A. ProcurementArrangements General Procurement for the project would be carried out inaccordancewith the World Bank's Guidelines: Procurement Under IBRDLoans andIDA Credits datedMay 2004; and Guidelines: Selection and Employment of Consultants by WorldBank Borrowers datedMay 2004; and the provisionsstipulated in the Development Credit Agreement for the project. The items inthe differentprocurement categoriesare briefly describedbelow. The procurement proceduresand StandardBiddingDocuments for National Competitive Bidding(NCB) will be the same as for International Competitive Bidding(ICB), except for (a) advertising may be limited to the nationalpress or official gazette, or a free and open website; and (b) the biddingdocuments may be only inPortuguese(paragraph3.4 of the Guidelinesfor Procurement). A Country Procurement Assessment Review(CPAR) that was carried out inOctober 2002 foundthat the existingnationalregulations are inadequatefor usebyIDA-financedprojects (see below for details). An actionplanto implementthe agreedrecommendations of the CPAR i s being implemented through the IDA-assistedEconomic Management Technical Assistance project. A procurementplan for theproject was prepared, covering the entire implementation periodofthe project. For every contract that would be financed out ofthe Credit, the plan specifies the procurement method or consultant selection methodto be used, whether there i s a need for prequalification, the estimated cost, prior reviewrequirements, and a time frame (see appendix 13 ). The procurement plan i s to be agreedon by the Borrower and the Bankproject team and will be updated once a year or more often as needed, to reflect the evolving project implementation needs and improvements ininstitutional capacity (see below). A General ProcurementNotice will bepublishedinUNDevelopment BusinessandDevelopment Gateway Market (dgMarket) and will show all InternationalCompetitive Bidding(ICB) for goods and works and major consulting service requirements. Specific Procurement Notices will be issued in Development Business and dg Market and at least one newspaperwithnationwide circulation for ICB contracts and before preparation of shortlists withrespectto consultingcontracts aboveUS$200,000, in accordance with the Guidelines. Procurement o fWorks Works procured under thisproject would include the rehabilitation, reconstruction, or expansion ofroads, electric power supply, schools, health facilities, water and sanitation, and urban works. Works with a total estimatedtotal value per contract of US$500,000 or more will beprocuredon the basis of ICB. Prequalificationwill be done for works contracts o f US$10 millionor more. Works with an estimated value per contract of less than US$500,000 may be procuredon the basis ofNCB inaccordance with the provisionsofparagraphs 3.1,3.3, 3.4,3.14, and 3.15 ofthe Guidelines. Works estimated to cost lessthan US$30,000 per contract may be procuredon the basis of Shopping inaccordancewith the provisionsof paragraphs3.1 and 3.5 of the Guidelines. Shoppingprocedures involve at least three quotations from suppliers or contractors. 87 Procurement o f Goods Goods procuredunder this project would include drugs, medical kits and equipment, school furniture and equipment,books, vehicles, trucks, motorbikes, computerhardware and software, office equipment, pumpsandother water relatedequipment, agricultural equipment, etc. To the extent possible and practicable, equipment and supplies to be purchasedfor eacho fthe componentswould be grouped into bidpackagesto take advantage ofbulkpurchase. Eachcontract for goodsestimatedto cost the equivalent of US$200,000 or more would beprocuredunder ICB procedures. Goods with a total estimatedvalue per contract of less than US$200,000 may beprocured onthe basis ofNCB inaccordance with the provisions of paragraphs3.1, 3.3,3.4,3.14, and 3.15 of the Guidelines. Goods estimatedto cost less than US$30,000per contract may be procured on the basis of Shopping inaccordancewiththe provisions of paragraphs 3.1 and 3.5 ofthe Guidelines. Procurement o fNon-Consulting Services Procurement from UnitedNations agencies for supplies and works carried out under their own procedures may includeUNICEF, WHO, UNDP, UNCDF andor the InternationalAgency Procurement Services Organization (IAPSO). The standardform of contract with UNagencieswill be usedfor such procurement. The items to be procuredfrom UNagencieswouldbe agreedon inthe procurement plan and would originally include (a) three contracts for the stagedsupply of student kits, teacher kits, and classroom materials with an estimated value of US$l.O million for the largest of the three contracts ;and (b) implementationofthe studies andcapacity buildingfor the pilot decentralization activitythrough UNDP and UNCDF. Selection of Consultants Consultant services will berequiredfor the designs ofmost of the civil works includedinPhase 2, construction supervision, studies, and technical assistance for project implementation. Consultant * serviceswill be procuredthrough a Quality-and-Cost-Based Selection (QCBS) or other appropriate methods as specified inthe procurement plans. Consultant assignments estimated to cost US$200,000 or more would be advertised inUNDevelopment Business and dgMarket to invite expressions of interest, as specified inparagraph 2.5 ofthe Consultants Guidelines. Small consultingassignmentsmay be procured through Consultant Qualification Selection (CQS) or Least Cost Selection (LCS), inaccordancewith paragraphs3.2, 3.3, 3.4, and 3.6 o f the Consultants Guidelines and for the items specified inthe procurement plan. Technical assistance to Municipal HealthTeams would be provided in4 provinces through a QCBS procedure with a short list consisting only o f qualifiedNGOs. Single-Source Selection (SSS) may be usedinexceptional cases, where the provisionsofparagraphs 3.9 to 3.13 of the Consultants Guidelines are met. These itemswould include construction supervision for water supply inone of the 3 target towns to allow the construction to start without delay, and a rapid healthneeds assessmentand a healthneeds resourcesassessmentto be done byWHO. Specialized advisory services would be procured through Individual Consultants Selection (ICs), based on the qualifications o f individual consultants for the assignmentinaccordance with the provisionsof paragraphs 5.1 through 5.3 o f the Consultant Guidelines. Other Procedures Trainin& workshops and study tours will be conducted according to annual trainingprograms that will be submittedto IDA for review prior to initiatingthe training. The programwill specify the type oftraining (courses, study tours, workshops, on thejob, etc.), subjects, number of trainees, duration of training, staff 88 months, timing, estimated cost, etc. The procurement of any training activities that involve the hiring of consultants will follow the ConsultantsGuidelinesby usingthe QCBS, CQS or LCS for firms and ICs for individuals. The appropriate methods will be specified inthe procurement plans. ODeratina Costs financed through the project would beprocured usingthe implementingagency's administrative procedures, which were reviewedand found acceptableto the Bank. Direct Contractingfor works and goods maybe usedinexceptional cases, suchas for the extension of an existingcontract, standardization,proprietary items, spareparts for existing equipment, and urgentrepairs and emergency situations, according to paragraphs 3.6 and 3.7 of the Guidelines. The items to be procuredthroughDirect Contracting would be agreedon inthe procurement plans. BiddingDocuments andForms of Contract The Bank's standardbiddingdocuments, includingthose for evaluation reports, will beusedfor all procurement under ICB andNCB procedures. An electronic systemmay be used, acceptableby IDA,to (a) distributethe biddingdocuments andreceivebids or quotations for works and goods, and (b) distributethe RFP andreceive proposals for consulting services, inaccordancewith paragraphs2.11, 2.44, and 3.5 of the Guidelines and paragraphs 2.9 and 2.13 of the Consultants Guidelines. The languageofthe procurement documentsand forms of contract willbe as follows: 0 ICB-Prequalificationandbiddingdocuments inEnglishor French, withPortuguesetranslations if desired; contract for ICB inEnglishErenchor Portuguese, i.e. the same language as that of the bid, according to paragraph 2.15 of the Guidelines; 0 NCB and Shopping -The documentsmay beprepared only inPortuguese; 0 Consultants -Request for proposals inEnglishor French, with Portuguesetranslations ifdesired; contract for ICB inEnglishor Portuguese, according to paragraph 1.20 of the Consultants Guidelines. Reviewbvthe Bank of Procurement Decisions The thresholds for prior reviewbyBank are specified inthe procurement plans. Table 1shows (a) the thresholds for the different procurement methods, and (b) the initially-agreedthresholds for priorreview bythe Bank. The Bankwillpreviewprocurement arrangementsproposedbythe Borrower for the items specified inthe procurement plans for their conformity with the Development Credit Agreement and the applicable Guidelines. Any procurement itemnot specified for prior review may be subjected to a post- review ofthe procurementprocess. 89 Table 1:Thresholdsfor ProcurementMethodsandPriorReview ExpenditureCategory ContractValue Procurement Subject to Prior Review Threshold (US$) Method Works 500,000 or more ICB All 30,000 or more and NCB First 3 contracts less than 500,000 Less than 30,000 Shopping First3 contracts Goods 200,000 or more ICB All 30,000 or more and NCB First3 contracts less than 500,000 Less than 30,000 Shopping First3 contracts ConsultantServices - QCBS/CQS/LCS 100,000 or more: all Firms Less than 100,000: first 3 contracts ConsultantServices - ICs 50,000 or more: all Individuals Less than 50,000: first 3 contracts Notes: "Prior review ofthe firsts 3 contracts" appliesto eachphaseof the project. ICB International Competitive Bidding NCB National Competitive Bidding QCBS Quality and Cost Based Selection CQS Selection Basedon Consultants' Qualifications LCS Lest Cost Selection I C IndividualConsultants Procurement Section ofthe Proiect ImplementationPlan Manuals on procurement procedures have beenwritten under other Bank-assisted projects, namely for consultants and goods for the Economic Management Technical Assistance Project and for works for the ThirdSocial Action FundProject(FAS3). Thesewill beusedto preparethe procurement section ofthe project implementation plan for this project. 90 Table 2: Project costs byprocurementarrangements Republic ofAngola ProposedPhase 1EmergencyMultisectorRecoveryProject ProjectCosts by ProcurementArrangements 1.Works 35 0 16 51 (24) (0) (25) 2. Goods & Equipments 9 1 3 12 (6) (1) (2) (9) 3. Consultant & EngineeringServices 20 3 23 (14) (14) 4. Training 3 3 (2) (2) 5. Service Contracts 6. Operating costs 1 2 3 (0.7) (0.7) Total 43 1 27 20 92 (31) (11 (19) (51) B. ProcurementPlan A procurement plan for project implementation was preparedduring appraisal, which will govern the choice of the procurement methods usedfor all the contracts. It covers the project that would be financed from the IDA 13 allocation. This planhasbeen agreedonbetweenthe Borrower andthe Project Team at negotiations. It i s attachedto this report as Appendix 13. The approved procurement planwill be posted on the Bank's public website after the credit has been approved by the Board. Furthermore, the award results for the procurement of individual contracts will be publicly disclosed according the proceduresprescribedby the Bank. The procurementplanwill be updatedannually, or sooner as required, to reflect the project implementationneeds and improvements inthe institutionalcapacity. Any proposed revisions to the agreedprocurement planwill be submittedto the Bank for its prior approval. For the project, the aggregate value of goods and works contracts subject to prior review isUS$41.4 million and that of consultants services i s US$12.7 million (see Appendix 13). C. Assessmentof ProcurementCaDacitv Institutional Arrangements for Procurement A Project Management and ImplementationUnit (PMIU), will be established inthe MinistryofPlanning and will managethe procurement and implementationactivities of the whole multi-sector project. Itwill work inclose collaborationwith the sector ministries and agencies that are participatinginthe project, but 91 retains the ultimate responsibility for procurement and contract management for the Borrower. The main procurement functions o fthe PMIUare to (a) coordinate the preparation and updating o f the procurement plans ina timely manner and submit them to the Bank for review; (b) monitor the preparations o f the technical aspects o fprocurement (terms o f reference, bills o f quantities, technical specifications, andthe like) by the participatingministries and agencies and assist them inthe preparation as necessary; (c) cany out the procurement according to the Bank's Guidelines and the provisions o f the Development Credit Agreement; and (d) monitor the procurement processes and the management o f the contracts by the participatingministriesand agencies and assist them with contract management as necessary. The participatingministries and agencies will be responsible for preparing the initial requirements for procurement, including the terms o freference, bills o fquantities, specifications, and the like, and providing them to PMIU. The PMIUwill conduct the procurement process up to the award o f contract. The ministries andagencies will participate inthe preparation o f short lists and the evaluation o fbids and proposals under the direction o fPMIU. The contracts will be signedby the ministers or heads o f agencies concerned, who will then be responsible for the management o f the contracts. The PMIUwill monitor contract management and assist the ministriesand agencies inthis task as needed. Payments for contracts will be madebythe PMIUagainst certificationreceived from the ministry/agency responsible for the particular contract. The PMIUwill contain a procurement section, headed by an internationally recruited chief procurement officer ad staffed with at least 2 procurement officers, recruitednationally. Ithas been agreed that until the procurement group of PMIUi s adequately staffed, the project implementation unito f Economic Management Technical Assistance project, which i s also located inthe Ministryo f Planning, will perform the essentialprocurement functions. An assessmento fthe procurement capacity o fthe Ministryo fPlanningandthe ministriesandagencies participating inthis project was carried out by a procurement specialist o fthe Bank duringpreappraisal in M a y 2004. The specialist reviewed the organizational structure for implementingthe project and the availability inthe country o fprocurement specialists for Bank-assistedproject implementation. The assessmentrevealed a severe scarcity o f qualified specialists locally and a dearth o f experience with procurement according to accepted principles o f international procurement. These findings corroborate those o f the CPAR o f 2002. Procurement RiskAssessment and RiskMitigation The CPAR o f 2002 covered a wide range o fprocurement aspects, including (a) the degree to which the government promotes a culture o f accountability; (b) the status o fprocurement staff, including salary structure and capabilities; (c) the degree to which procurement i s free from political interference; (d) the existence o f clearly written standards andprocedures; and (e) the degree o f efficiency, transparency and value-for-money. Ineach o f these areas, the CPAR found that the Angolan procurement system needs major improvements, and, consequently, i s considered a highrisk. The brief assessmentscarriedout duringpreappraisal and appraisal found that very little hadchangedsince the publicationo fthe reportin this regard. Three major problems were identified: transparency, enforcement, and lack o f capacity. Specifically: 0 Weaknessesof the legalframework and lack of enforcement. While there are laws pertaining to public procurement matters that are written but not adequately publicized or enforced (Decrees no 7/96 and 22-A/92 regulate the mainprocurement aspects), some procurement practices have no legal basis but are vigorously enforced. Even when they are familiar with its rules, civil servants seem to ignoreprocurement law without beingpenalized, and enforcing o f the law is erratic. 92 Procurement regulations are not enforcedbecause control mechanisms, either intemal (within procurement entities) or external are missingat all levels. Inaddition, none o f the state-owned enterprises visited duringthe CPAR had written internal procurement rules, describing methods and levels o f authorization for spendingpublic funds. The government Gazette does not seemto contribute to transparency and to the dissemination o f regulations, as it i s relatively expensive and apparently not widely distributed within the government itself. Inefficientand costlyprocedures and practices. The Angolan government acquires goods, works and services, butnot ina consistent manner or according to rules generally recognized as binding. A number o fprocurement procedures andpractices are neither economic nor efficient, and are not incompliance withrecommendedprocurement best practices. Although nearly all goods are imported, most o f them are procured through local suppliers. The two areas where practices need to be changed inorder to enhance fairness and transparency inthe procurement process are (a) adoption o f open competitive biddingas the primary method o fprocurement, and (b)establishmento fa transparent procurement system. There is currentlynoeffective mechanism to lodge complaints inrelationto the biddingprocess. The lack o f oversight, transparency, and audit, has created many opportunities for corruption. Weak procurementorganizationand capacity, There is a lack o fprocurement capacity at all levels, bothinLuanda and inthe provinces, includingpoor record keepinginthe ministries. This deficit incapacity i s due to (a) very little importance given to public procurement ingeneral; and (b) lack o fadequatelytrained personnel inthe full range o factivities linked to procurement functions. Weak audit and anti-corruptionmechanisms. There is no oversight mechanismto ensure regular application o f procurement regulations and no procurement audits. Procurement regulations are not enforced because intemal control mechanisms inthe procurement entities are lackingat all levels, as is the case for external mechanisms. Paymentdelays result inhigher award prices. Iti s a commonpractice for government ministries and other agencies to delay payments by more than 90 days to suppliers and contractors, while the internationally acceptedpractice is 30 to 45 days. Most payment delays are due to poor planning, especially inrelation to the budgetingprocess and the actual funding available to pay against commitments. Although allowed by existingregulations, price adjustment clauses are not used, and the risko f inflation and the effects o f devaluation o f the local currency are passed on to suppliers and contractors. The expectation o f slow payment has two damaging consequences. It imposes on the government's contract partners the burdento pre-finance contract payments for several months and therefore discourages participation o f qualified businesses with limited liquidfunds, particularly newly establishedAngolan businesses, and it encourages bidders to factor the cost o f late payments into their bids, resulting inhigher thannecessary award prices. Highconstruction prices inAngola may be explained, inpart, by very slow payments. The review o f the capacity of individual entities involved inthe implementationo f the Economic Management Technical Assistance project confirmed the above general observations. However, it was notedthat where large value contracts were handled, the ministry/agency hadresorted to the use o f external consultants to conduct the mainprocurement activities on its behalf. Consequently, there i s no adequate intemally retainedcapacity even insuch ministriedagencies to conduct procurement on their Own. 93 Inconsideration ofthe presentprocurement situation andthe needfor arapidimplementation ofthe emergency project, it was agreedthat all the procurement for the project will be carried out centrally in the Ministryof Planning. Other measuresthat will be taken to minimize the risks ofprocurement problems to occur are (a) provision of training inprocurement to all local staff involved inthe project, (b) preparation of aprocurement planwith the participationof all the relevant ministriedagencies; (c) creation of a monitoring and filing systemfor procurement actions by the PMIU; (d) setting up of an procurement section inthe PMIU, staffed with international andnationalprocurement experts, (e) the large majority of contracts to be subject to prior review by Bank, particularly inthe first year, (0 preparation and use of appropriate procurement and other manuals, and (g) carryingout ofregular procurement audits. The implementationofthe agreedaction planthat resulted fromthe CPARis includedinEconomic Management Technical Assistanceproject. The procurement of the consulting services for these measureshas however only reachedthe terms-of-reference preparation stage. Various complementary forms o fprocurement training would beprovidedthrough EMW to increasethe procurement capacity in the country. The overall project risk for procurement is high. D. FreauencvofProcurementSuDervision The frequency ofprocurement supervision i s proposed to be once every 4 months inthe first year and once every 6 months insubsequentyears. Every supervision mission should include apost-review of procurement decisions. 94 Appendix 8: FinancialManagementAssessment andProposedArrangements Introduction The objective ofthe FinancialManagement Assessment is to determinewhether the entities implementing the Phase 1Emergency Multisector Recovery Project have acceptable financial management arrangementsinplace. The arrangementsincludethe entities' systems of accounting, reporting, auditing and internal controls. The entities' arrangementsare acceptableifthey are considered capable of recordingcorrectly all transactionsand balances, supporting the preparation ofregular andreliable financial statements, safeguardingthe entities' assets, and are subjectto auditingarrangements acceptable to the Bank. The assessmentwas conducted at the MinistryofPlanning. Assessment questionnaireswere completed bythe Ministry ofPlanning. Thisreport is a record ofthe results ofthe assessment oftheproposed financial managementarrangements for the EMW implementedbythe Project Management and ImplementationUnit(PMIU) under the Ministry of Planning(MOP). Executivesummary The conclusion of the assessment is that the country risk i s high. However, the overall financial managementriskfor the project i s considered moderate subject to the implementationofriskmitigation measuresidentified inthe table below; and the conditions and datedcovenantspresentedinthe financial management action plan. Withthe implementationof the action plan, the project will be capable of having an adequate financial managementsystems andhandling the financial managementand disbursement ofthe Credit. The Public Expenditure Management and Financial Accountability Review (PEMFAR) carried out by IDAinMarch2004 incollaborationwiththe government indicatedthat there is notyet satisfactory measureshave been taken to ensure transparency and good governanceof Bank-financedprojects. There has not been any Bank diagnostic work on corruption inAngola. The existingo fmany off-budget accounts, anot-yet fully implementedfinancial managementinformation system, inadequate systemsof internal control and financial reporting ,and inadequateexternal auditing, might indeed cast serious doubts about the transparency and good governance of financial managementofpublic resources. Under these circumstances, a "ring fences" financial management strategy, with dedicated bank accounts, and project financial managementmanualwill be established. Actions outlined inthe FinancialManagement Action Plan will be undertaken by the project to strengthen the financial managementsystems. Three main actions are necessary: (a) appointment of an international financial managementadvisor, an internal auditor, and a project accountant for the PMIU (three months following effectiveness of the project); (b) adoption of a fully documented Financial Management Manual which covers financial policies andprocedures, accounting and internal control system, financial reporting, flow of funds and auditing arrangements(three months following effectiveness of the project); and (c) installationof an integrated accounting software, including data testing (four months following effectiveness ofthe project). ). Inaddition, the appointment of an external auditor under terms of reference and experience satisfactory to the Bank (four months following project effectiveness) i s also important. A Bank financial management specialist will undertake, duringthe first year ofproject implementation, areview of PMIU capacity to ensure that it has adequate financial staff capable of establishing the necessaryprocedures and internal controls over the use ofproject funds. The financial management specialist will also familiarize the PMIUwith IDA'Sprocurement and disbursements procedures,requirements of adequate accounting and submission of quarterly FMRs.The government may retain for a short period the services of a specialized firmto install, within the PMIU, the financial 95 managementsystem, prepare the manual of proceduresand provide initialtraining to the staff of the financial section of the PMIU. Inorder to ensure that the projectiseffectivelyimplemented, the Government will ensure that appropriate staffing arrangements aremaintained throughout the life of the project. Summary of the project The overall purpose ofthe EMRPis to helpto buildthe foundation for long-termo freconstruction, economic rehabilitation, andthe reestablishment of state administration throughout the country. The specific objectives o fthe project are to assist the government to (a) improve rural incomes and enhance food security, especially inthe provinces most affectedby the conflict; (b) deliver essentialeducation and health services, (c) restore critical transportation links, and (d) strengthen capacity of government at all levels to formulate, prepare, implement, andmanagemediumand long-term development programs. These objectives are consistentwith those of the ECP. They are also consistent with the priority phaseof the government's multi-sector rehabilitationandreconstruction program. The EMRPwill be implementedintwo phases. The Phase 1project ofUS$50.7 millionis fully funded with support of IDA 13resources ofwhich US$24.9 million inthe form of a credit andUS$25.8 million the form of a grant, and will be implemented over four years. The foreseensecondphase could amount to some US$l50 million and could be funded under IDA 14, subject to timely and full availability of resources. Theproject will focus onsupporting activities that address the most urgent needsand canbeimplemented quickly. These include (a) activities to restart agriculture (particularly production and multiplication of seeds and planting material), (b) provision of drugs, logstical support, andrefresher courses for nurses and auxiliary nurses to improve healthservices, (c) provision of teaching and learningmaterials and assistance to initiate teachers' training, and (d) support to restore water services inLuanda and three provincial capitals. Itwill also support (a) technical assistance for sector ministries and agencies involved inimplementingtheproject, (b) initialtrainingprograms, and(c) technical assistance to buildlocal capacity to prepare for decentralization, and (d) preparation of the environmental and social impact assessmentfor the project and the social and environmental managementplan for Phase 1. Finally, it will finance the management, monitoring and evaluation of the implementationof the project, support for implementationo fthe national demining strategy and actionplan which are beingupdated, defining actions critical for successful implementationof the project activities, andengineering studies (detailed design, tender documents) and preparatory activities for an eventual Phase 2 investments. Program and Project components The proposedprogramcomprises four components: (a) rural development and delivery of social services; (b) rehabilitationandreconstructionof critical infrastructure (roads andbridges, electricity, water supply, and urban infrastructure); (c) capacity building, institutional strengthening and development of sector strategies; and (d) managementand monitoring of the programandproject, and preparationo f the next steps. The programhas been designed basedon free-standing subprojects that fit within the programbut that are not integrally linked to other activities and that facilitate parallel financing arrangements. IDA'S contribution, duringPhase 1, to these four components constitutes the IDA financed project. Country issues Recent developments seemto indicate that the authorities are now fully committedto enhance their managementof the economy. The last few months have seen an intensification of the dialogue with the 96 IMF, as well as a demonstration, onthepart ofthe authorities, of the increasing willingness to publicly acknowledge the macroeconomic and transparencyissues that affect the country. Important inroads have been made ingranting public accessto sensitive documentsand reports, and addressingthe issues of quasi-fiscal and extra-budgetary spending inthe revisionof the 2003 budget. Nevertheless, focused efforts on improvingpublic financial managementsystems and practices, as well as on strengtheningthe "agencies ofrestraint" are still incipient. The PEMFARexercise follows-up on these questions. Yet, it wouldnot undertake a full review of corruptionissues inthe country. This couldpotentially be the object of an eventual Institutional and Govemance Review (IGR) inthe future. Summary risk analysis The objectives of the project's financial managementsystemare: 0 to ensurethat funds are usedonly for their intendedpurposesinan efficient and economical way; 0 to ensurethat funds areproperly managedand flow smoothly, adequately, regularly and predictably inorder to meet the objectives o fthe project; 0 to enable the preparation of accurate and timely financial reports; 0 to enableproject managementto monitor the efficient implementation of the project; and 0 to safeguardthe project assets andresources. Furthermore, the following arenecessaryfeatures of a strong financial managementsystem: 0 the PMIU should have an adequate number and mix of skilled and experienced staff; 0 the intemal control system should ensurethe conduct of an orderly and efficient payment and procurement process, andproper recording; 0 the accounting systemshould support the project's requests for funding andmeet itsreporting obligations to fundproviders includingGovernment o f Angola, IDA, and other donors; 0 the system should be capable ofprovidingfinancial data to measureperformance when linked to the output of the project; and 0 an independent, qualified auditor should be appointed to review the Project's financial statements and intemal controls. Risks and risk mitigation measures. The table below identifies the keyrisks that project coordinationand implementationunitmay face inachieving these objectives due to the weak control environment, and provides a basis for determining how managementshould address these risks. Risk Risk Risk MitigationMeasures Rating Corruption (Funds may not be used in M P Appropriately qualifiedandexperienced staff willbe an efficient and economical way and appointed. exclusively for purposes intended) > Intemal control procedures willbe documented inthe form o fmanuals and guidelines and are substantially being adhered to. Need to improve on the linkages M 0 This is being addressedandthe management o fPMIUis betweenphysical progress and setting upprocedures to ensure that there is a reconciliation financial outcomes betweenthe physicalprogress and financial outcomes. This shallbe followed up during the supervision missions to ensure ithas beenresolved. 97 fovernment may be unable to meet S rhis i s a big problem given that the approved amounts are not its funding obligations due to Fullypaidandthe timeliness o fthe payments is not conducive in budgetary constraints facilitating the project given that the payments are received late. [t is proposed that a significant proportion o f the counterpart hnds should bepaidbefore credit effectiveness inorder to Ensure the successful implementation o f the project. The amount to be paid shallbe agreedbetween IDA andthe government. Implementing Entity: S PMIUstaffwillbegivenappropriate training inBankFM The PMIUis to be established and proceduresandrequirements. may not have experience inIDA financial management and disbursementprocedures that are necessaryfor implementing the project. Funds Flow: S The PMIUwill establish clear procedure and services standards Delays intransfer o f funds from IDA for finds transfer that meet necessaryrequirements, andmonitor to PMIU and to the sub-components. compliance withthe procedures and services standards. Staffing: H 0 Shortage o f professionally 9 A professional qualified accountant willbeappointed. qualified accountants. He/she will have academic andprofessional 0 No knowledge o f Bank background acceptableto IDA. procedures by the PMIUstaff. 9 StaffwellqualifiedinAccounting andexperienced in Nobasic knowledge of computer WorldBank projects required. necessaryto use the FMS being designed. 9 Trainingandcapacitybuildingactivities to enable implementationaccording to IDAprocedures has been provided during preparationand will continue to be provided. Accounting Policies andProcedures: M 9 Controlprocedureswillbedocumented intheFinancial Adequacy o f controls over the ProceduresManual(FPM). preparationand approval o f 9 FPMwillberegularlyupdatedbytheFinancial transactions, payments, basis of Manager. accounting, accounting standards, cash 9 Cashbasisofaccounting willbeused. andbank transactions, project assets, ... Intemal Audit: S 9 Theproject willhiretheir owninternalauditor whose Shortage o fprofessionally function i s to carry out and review o f the internal qualified internal auditor. control system. Positiono f head o f internal audit 9 RegularBanksupervision missions, includingSOE at the PMIUis vacant. reviews. 9 PMIUstaffwillbegivenrelevanttraining. External Audit: M 9 Annual external audit willbeundertakenonTORS Timely independento fproject acceptableto the bank. accounts andrecords. 9 Relevantqualifiedexternal auditors willbeappointed > bythe PMIU. Annual audit reports on the financial statementswill be submitted to the Bank within six months after year-end. 9 Timelyfollow uponmanagementletterissues. I Reporting and Monitoring: 1s 9 Annualandauarterlv financial statementswillbe 98 Management report not prepared produced. timely. > Financial statementswill be producedina timely D Bankreconciliation statements not manner fro planning, control and decision-making prepared timely. purposes. Budget monitoring: comparison o f > Financialmanagement Technical Support Consultant actual withbudget not carriedout willberetainedto advise onthe selection and on a regular basis. > installation o f the FMS fro PMIU. The new systemwill have the capability oflinking > physical and financial data. Quarterly reporting arrangements, including contents > o freports, will be documented inthe FPM. Bank reconciliation statementswill be prepared on a > monthly basis. Reports comparing budget with actual expenditures will be prepared on a monthly basis and reviewed regularly. Information Systems: Uniformaccounting system will be develop andused The entities' FMsystems are manual for the project. andfinancial statementsare not timely New system will be installed at PMIUand will beused produced. for maintaining accounting records and other project relatedinformation. PMIUwill be usingaccounting software which can produce FMRs. Appropriate training will be given to staff. I I Overall Control Risk S Risk Rating -H (HighRisk), S (Substank Risk), h!l(Modest Risk), N (Negligible Risk) The overall project risk from a financial management perspective i s consideredhigh. To mitigate the risk, the financial management arrangements will include the features described inthe summary risk analysis. Strengths and weaknesses The project financial management will be strengthenedby the following salient features:- 0 the financial management and accounting will be handled by the qualified and experienced staff. International advisors will be recruited to support the project implementation; 0 PMIUwill be usingan accounting software which canproduce the FinancialMonitoring Reports; and facilitate monitoringo f the project activities by providing the linkage between physicalprogress and financial outcomes; 0 PMIUwill have an adequate FinancialManagement Manual. The project financial management i s weakenedby the following salient features:- 0 lack o f government strong commitment; 0 weak administrative capacity which could leave control systems weakened and delay implementation; 0 delay from government to provide the counterpart funding; 0 diversification o fthe activities due to the emergency nature o f the project involving several line ministries and multiple entities; 0 level of staffing inthe P M I U i s inadequate for the level o fresponsibilities; 0 contracts registers not properly maintained. 99 Institutionalandimplementationarrangements The project's activities will be managedby the Project Management and ImplementationUnit (PMIU) under the Ministryof Planning. The PMIUi s headedby the Project Coordinator Vice-Minister of - Planning, assistedby the Project Administrator (a highlevel senior officer). The PMIUwill be assisted bythe internationalconsultantsfor projectmonitoring, financial managementandprocurement. An internal auditor, a financial manager (senior accountant), one or two accountant assistants will be appointed to support the project implementation activities, as needed. Prior to staffing, adoption of an acceptablefinancial managementsystem and manual ofproceduresby PMIUbeinginplace, interim financial managementandprocurement support will bemade through the project unitof FAS 111,also in MOP. Duringproject execution, PMIUestablishedbyMOP shall coordinate projectimplementation and manage: (a) procurement, includingpurchasesof goods, works, and consultingservices; (b) financial managementandrecordkeeping, accounts and disbursements; (c) project monitoring, reportingand evaluation; (d) contractual relationships with IDAand other donors. The accounting unitwill be computerized usingan accounting systemsoftware. A draft financial managementmanual will be establishedby effectiveness of the project and it documents all the accounting and internal control proceduresusedfor the project. The project's financial statementswill be audited inaccordance with statutory requirements, and suitable terms ofreference. The PMIUwill ensure efficient coordinationamong differentagencies andministries that participate in the project, including, butnot limited, to Apculture and Rural Development, Health, Education, Transportation, Electricity, Water Supply, Urban Services. The PMIUwill also constitute the operational linkto the IDAandother donorsonmattersrelatedtothe implementationoftheproject. Flow of funds Bank Accounts The following bank accountswill be maintained for the purposeso f implementingthe project: 0 Special Accounts: Denominated inUS dollars, disbursements from the IDA Credit will be deposited inSpecial Account A, disbursementsfrom the IDA Grant in Special Account B. 0 PMIU Proiect Account: This will be denominated inlocal currency. Counterpart funds will be deposited onthis account inaccordancewith project objectives. These bank accounts shallbe openedat the Banco PoupancaCredit0 (BPC) by effectiveness date. Initial cashflow forecasts upon which the advance disbursement will be made from the IDACredit and Grant should also bepreparedby the same date. The authorized signatories will benominatedby the Minister of Planningand will be documented inthe Financial Management Manual. 100 Funds flow arrangements for the project(through the two bank accounts above) are as follows: 0 IDAwill make an initial advance fromthe proceeds o fthe Creditbydepositing into a Borrower-operated Special Accounts held at the BPC (commercial bank) and denominated inUSDollars. 0 Actual expenditures will be reimbursed through submission o f withdrawal applications and against summary sheet or statements o f expenditures which will be approved inaccordance with internal control measures applied inPMIU. 0 While the activities are implemented inprovinces, the payments will be done centrally from the PMIUoffice inLuanda. 0 Counterpart funds will be deposited inthe Project Account inaccordance with project objectives. The Government will allocate and pay over counterpart funds for the projectby bank transfer. Counterpart funds are allocated throughthe normal central govemment budgetary process. Counterpart funds i s accessedthrough compliance with the country specific FinancialRegulations. PMIUhas a Finance Department headedbythe financialmanager (or senior accountant) who directs and guides the financial management operations o f the implemented project. The Financial Management Advisor (FM Advisor) reports to the PMIUCoordinator. The FinancialManager i s incharge o f maintaining the books and records o f the projects financed by donors as well as supervisory responsibilities over the other accountants that includetwo accountants (one o f which shall commence working after project effectiveness). The newly recruited staff (financial manager, accountants) will be trained as appropriate, inthe following areas: (a) financial management, including internalcontrols, information systems and computer applications; and (b)proceduresrelating to procurement, financial management and disbursement guidelines and govemment regulations. Coaching will be providedby the financial management advisor. The staff inPMIU's Finance Department i s experienced and qualified. This i s illustrated below: 0 the financial manager shouldbe a professional accountant with a CPA. He/she also holds a Masters degree inManagement, with at least ten years o f experience inaccounting and finance, preferably with the Bankprojects;. 0 the accountant shouldhas a Masters degree inBusiness Administration or a Bachelor's degree inCommerce (Accounting) with at least nine years o f experience inaccounting and finance, preferably with the Bank projects. Financialmanagement arrangements Internal Controls and Financial Management Manual The project's internalcontrols are documented ina FinancialManagement Manual. The PMIUwill update the manual regularly to take into account any changes inprocedures. The procedures usedby the project to maintainits records will be documented inits Financial Management Manual. These will include the requirement for cross references to supporting documentation inthe SOE inorder to facilitate the audit o f these expenditures and improve the maintenance o f the project's records. 101 TheFMManualwill describefor the accounting system: the major transaction cycles o ftheproject; funds flow processes; the accounting records, supporting documents, computer files and specific accounts inthe financial statementsinvolved inthe processing of transactions; the list o f accounting codes usedto group transactions (chart of accounts); the accounting processes fkom the initiation of a transaction to its inclusioninthe financial statements; authorization proceduresfor transactions; the financial reporting process usedto preparethe financial statements, including significant accounting estimatesand disclosures; financial and accounting policies for the project; budgetingprocedures; financial forecasting procedures; procurement and contract administration monitoringprocedures; procedures undertakenfor the replenishment ofthe Special Account; and auditingarrangements. Planningand Budgeting Cashbudget preparation will follow the government procedures. Detailedprocedures for planningand budgetingwill be documented inthe FinancialManagement Manual. Financialprojections or forecasts for the life of the projects (analyze by year). will beprepared. On an annual basis, the project accountantswill prepare the cash budget for the comingperiodbasedon the work program. The cash budget should includethe figures for the year, analyzebyquarter. The cashbudget for eachquarterwill reflect the detailed specifications for project activities, schedules(including procurementplan), and expenditure on project activities scheduledrespectively for the quarter. The annual cashbudgetwill be sent to the TTL at least two months before the beginningof the project fiscal year. Book of Accounts and Chart of Accounts IDA and counterpart funds will be accountedfor bythe project on a cashbasis. This will be augmented with appropriate records andproceduresto track commitments and to safeguardassets. The accounting records will be maintained indual currencies on a computerized system. The books of accounts will include a cashbook, ledgers,journal vouchers, fixed asset register and a contracts register. The chart of accounts will facilitate the preparation ofrelevant monthly, quarterly and annual financial statements, including information onthe following: 0 total project expenditures 0 total financial contribution from eachfinancier 0 total expenditure on eachproject component/ activity, and 0 analysis of that total expenditure into civil works, various categories of goods, training, consultants and other procurement and disbursementcategories Thebooks of Accounts to be usedfor the projectwill be openedand a Chart ofAccounts will be completedbyproject negotiation. Annual financial statementswill be prepared inaccordancewith InternationalAccounting standard(IASs). All accounting and control procedureswill be documented in the financial managementmanual, and will beregularlyupdatedby the PMIU. Audit arrangements InternalAudit Considering the overall risk environment there is a needto put inplace a strong internal control mechanism and quality assurance at all levels involved inthe project. The Internal Auditor needs to be certified accountantwith relevant experience inthe development area. 102 The termofreference should bedetailedinthe financial managementmanualthat will beputinplace. The responsibility of the audit will include, but not limitedto: (a) control ofthe fulfilment ofprocedures; (b) spot check ofthe subproject to ensure consistencybetweenphysical and financialprogressof subprojects; and (c) ex post audits of subprojects. Regular internal audit reports will be submitted to the Project Coordinator and the Steering Committee. ExternalAudit The government will recruit external auditors under TORSacceptable to IDA. Any firm of auditors contractedto carry out the audit should meet the IDA'Srequirements interms of independence, qualifications and experience. Iti s recommendedthat arrangements for the external audit of the financial statements of the project should be communicated to IDAthrough agreedterms of reference. The external audit will cover all Bank funds and counterpart funds. Consolidated Audited Project Accounts, taking into consideration the newAudit Policy Guidelines of the World Bank, shouldbe produced. The format to be adoptedwill be documented inthe financial managementmanual. Besides expressing aprimary opinion on the audited financial statementsincompliance with an International Accounting Standards, the audit report shouldbe submittedto IDAwithin six months after endof each financial year. The auditor will be requiredto prepare a separate Management letter givingobservations and comments, and providing recommendations for improvements o f accounting records, systems, controls and compliance with financial covenants inthe Credit Agreement. Reporting and monitoring Formats of the various periodic financial monitoringreports to be generatedfromthe financial management systemwill be developed. There will be clear linkages between the informationinthese reports and the Chart o f Accounts. The financial reports will be designedto provide quality and timely information to project management, implementingagencies, and various stakeholderson project performance. The following quarterly FMRswill beproducedby the PMIU. They are:- 0 Financial Reports: JSources and Uses of Fundsby FundingSource JUses o fFundsby Project Activity/Component 0 PhysicalProgress (Output Monitoring) Report 0 Procurement Report The formats will be defined and agreedby negotiationand the project mustbe capable of producing FMRs. The project may later become eligible to use the report-based disbursementmethod, provided that during project implementation, it (a) sustains satisfactory financial managementratingduringproject supervision; (b) submits FMRsconsistent withthe agreedform and content as explained below; and (c) submitsProject Audit Reports bythe due dates. The project is thenrequiredto submit to the Bankthe following informationinorder to support report-baseddisbursement: 0 Financial Monitoring Report (FMR) 103 Special Account (SA) activity statement SA Bank statements e Summary Sheet o f expenditures under SA for contracts subject to prior review Statement o f Expenditure o f expenditures under SA for contracts not subject to prior review. The financial statements shouldbe prepared inaccordance with International Accounting Standards. The IDA Credit Agreement willrequire the submission o faudited financial statements to the Bankwithin six months after the year-end. Inaddition to the monthly reconciliations and quarterly FMR's, PMIUwill produce the Project Financial Statements for analytical and audit purposes. These Project Financial Statements will compose of: 1. A Statement of Sources and Uses ofFunds/ CashReceiptsandPayments for each funded phase which recognizes all cashreceipts, cashpayments and cashbalances controlledby the entity; and separately identifies payments by thirdparties on behalf o f the entity. 2. The Accounting Policies Adopted and ExplanatoryNotes. The explanatory notes should be presentedina systematic manner with items on the Statement o f CashReceipts and Payments being cross referencedto any related information inthe notes for eachfunded phase. Examples of this informationinclude a summary o f fixed assets by category o f assets, and a summary o f SOE Withdrawal Schedule, listingindividual withdrawal applications; and 3. A ManagementAssertion that Bank fundshavebeenexpendedinaccordancewiththe intended purposes as specified inthe relevant World Bank legalagreement for each funded phase. Indicative formats o fthese statements will be developed inaccordance with IDA requirements. Information systems P M I Uwill select and install a computerized accountingpackage to be usedby EMRP, and train staff in the use o f the software incompliance with the financial management manual. The accounting software shouldbe able to produce FinancialMonitoring Reports andto linkbetweenphysical progress and financial outcomes. Procurement arrangements A BankProcurement Specialist (PS) has carriedout an assessmento fthe procurement capacity o fthe PMIU. Procurement by the PMIU will be under the management o f the Procurement Specialist. There are no specific Procurement arrangements that specifically impactthe FMarrangements. For IDA funds, the project will observe procurement procedures outlined inthe Guidelines: "Procurement under IBRDand IDA Credits and guidelines for the Use o f Consultants by the borrowers and by the world Bank as executing agency The financial manager, accountants, internal auditor and support staff mustbe conversant withthe Bank's procurement procedures, as internalcontrol issues andthe incurring o f liabilities will be matters o f concern to the financial management function. 104 Disbursementarrangements All costs are inclusive of taxes andduties. government will finance 100percent of: (i) and duties taxes (estimated at arate of 10%); (ii) expenditures for maintenance services; (iii) operating costs; and (iv) recurrent costs. Inaddition, government will finance: (i) percent of counterpart funding for works and 15 goods undercomponent A; (ii) 20 percent of counterpart fundingfor works and goods under component Brehabilitationandreconstruction ofcritical infrastructure; and (iii) percent ofcounterpart funding for 20 technical assistance and engineering and consultant services. The disbursement schedule i s expectedto be as follows: US$2 million (5 percent) i s expectedto be disbursed during IDA fiscal 2005, US$21 million (421 percent) duringfiscal 2006, U S 1 9 million (37 percent) during fiscal 2007, andUS$8 million (167 percent) during fiscal 2008. When project implementationbegins, the quarterly financial MonitoringReports (FMRs) produced by the project will be reviewed. Strengthening its accounting and financial managementcapacity will enable PMIUto establish effective financial managementand accounting systems, which should facilitate the produce the FinancialMonitoring Report (FMR). While the first years disbursementswill bemadethrough the "transaction baseddisbursements" method, it is expectedthat thereafter the projectwill disbursethrough the "Report-based disbursements". Inthis method, disbursementswill take place basedon the submission to the World Bank of quarterly Project Monitoring Reports (PMRs). Where the borrower requestsconversion to report-based disbursements, a reviewwill be undertaken to determine whether the project has inplace an adequate accounting and reporting system, includingprocurement/ contract managementsystemthat can provide the appropriate data on major procurement and contracts as well as full financial and output monitoring indicators produced quarterly as requiredby the Bank. The adoption of report-based disbursementsby the project will enable itto move away fromtime consumingvoucher by voucher. SpecialAccounts Itis anticipatedthat the project will have two SpecialAccounts. These SpecialAccounts openedina commercial bank acceptableto IDA, will be operatedinaccordance with the Bank's operational guidelines. Special Account A i s for the proceedsof the IDA Credit. Special Account B i s for the proceedsof the IDA Grant. Disbursementsfrom IDA would be initiallymade on the basis of incurredeligible expenditures (transaction baseddisbursements). IDAwould thenmake advance disbursement from the proceedsof the Credit and o f Grant by depositing into a Borrower-operated Special Accounts to expedite Program implementation. The advance to the Special Accounts would be usedby the Borrower to finance IDA'S share o fprogramexpenditures. Another acceptablemethodof withdrawing funds from the Credit i s the direct payment method, involving direct payments from the Credit to a thirdpartyfor works, goods and servicesuponthe Borrower's request. Paymentsmay also bemade to a commercialbank for expenditures against IDA special commitments covering a commercialbank's Letter of Credit. IDA'S Disbursement Letter stipulates a minimumapplication value for direct payment and special commitment procedures. To facilitate disbursements for eligible expenditures for goods, work and services, uponproject effectiveness, the PMIUwould be requiredto submit a withdrawal applicationfor an initialdeposit to the Special Account, drawn from the IDA Credit. Uponeffectiveness, IDA would deposit the amount o f US$0.5 million into the Special Account A. The authorized allocation is US$2.5 million for both Special Account A and Special Account Bbut during interim implementationarrangements only an amount of 105 US$0.5 million would be available for Special Account A. Special Account B would have no initial deposit duringinterim implementation arrangements. Direct payments o fup to US$2 million could be made from the Grant Account. Replenishment o f funds from IDA to the Special Accounts will be made upon evidence o f satisfactory utilization o f the advance, reflected instatements o fexpenditure andor on fulldocumentationfor paymentsabove thresholds for statements ofexpenditure. The SpecialAccounts would be usedfor all payments inferior to 20 percent o f the authorized allocationand replenishment applications would be requiredto be submitted regularly on a monthly basis. Ifineligible expenditures are found to have been made from the Special Accounts, the Borrower will be obligated to refundthe same. Ifthe Special Accounts remains inactive for more than six months, the Borrower may be requested to refundto IDA amounts advanced to the Special Accounts. IDA will have the right, as reflected inthe Development Financing Agreement, to suspend disbursement o f the funds, ifreportingrequirements are not complied with. Use of Statements of Expenditures(SOEs) All applicationfor the withdrawal o fproceeds fromthe credit willbe fully documented, except for: (a) contracts withan estimatedvalue o f less than US$500,000 for work packages; (b) contracts with an estimated value o f less thanUS$200,000 for equipment and goods; (c) contracts with an estimatedvalue o f less than US100,OOO for consulting firms, and less than US$50,000 for individual consultants; as well as training and incremental operating which may be claimed on the basis o f statement o f expenditures (SOEs). Documentationsupporting all expenditures claimed against SOEs will be retained by PMIU, and willbe available for review when requestedby IDA supervision missions and auditors. All disbursements are subject to the condition o f the DevelopmentFinancingCredit Agreement and the procedures defined inthe Disbursement letter. When project implementation begins, the quarterly financial Monitoring Reports (FMRs) producedby the project will be reviewed. Strengthening its accounting and financial management capacity will enable P M I Uto establish effective financial management and accounting systems, which should facilitate to produce the Financial Monitoring Report (FMR). Where the reports are adequate and produced on a timely basis, and a borrower requests conversion to report-based disbursements, a review will be undertakenby the task team leader (TTL),to determine ifthe project i s eligible. The adoption o freport- baseddisbursements by the project will enable it to move away from time consuming voucher by voucher. Overall policyguidance An interministerialsteering committee overseas the operations o fPMIU. Itdeals with overallpolicy guidance matters, including those for donor funded projects. Iti s chaired by Minister o f Planning. The members consists o fthe line ministriesinvolved inthe project's activities (Planning, Finances, Health, Education, Public Work, Energy, Agriculture, Transportation and Environment). 106 Financial management action plan The action plan below indicates the actions to be taken by the project to strengthen the financial management systems, and the dates that they are due to be completed. Action Date due bv ResDonsible 1 Appointment o f an internationalThree months MOP&IDA financial management advisor, anfollowing intemal auditor and a project accountantEffectiveness at the PMIU. 2 Adoption o f fully documented Financial Three months PMlU& IDA Management Manual which covers following financial policies and procedures, Effectiveness accounting and internal control system, financial reporting, flow o f funds and auditing arrangements. 3 Installationo f an integratedaccounting Four months PMlU software, including data testing. following Effectiveness 4 Appointment o f an extemal auditor Four months PMlU& IDA under terms o f reference and experience following satisfactory to the Bank. effectiveness Conclusion of the assessment A description ofthe project's financialmanagementarrangements above indicates that the projectdoesn't satisfy the Bank's minimumrequirements under OPh3P10.02. Inorder to establish an acceptable control environment and to mitigate financial managementrisks the various measures should be taken by the due date as detailed inthe Financial Management Action Plan. The project financial management riski s assessedas beingmoderate providedthat the financial management arrangements are properly implementedand the Financial Management Action Planwill be implemented satisfactorily. Effectiveness conditions andfinancial covenant The conditions and financial covenant are listed infinancial management action presentedabove. Supervision plan A supervision missionwillbe conductedat least every six months. The mission's objectives will include that o f ensuring that strong financial management systems are maintained for the project throughout its life. A review will be carried out regularly to ensure that expenditures incurredby the project remain 107 eligible for IDA funding. The Project StatusReport (PSR) will include a financial managementrating for the component. Finally the FinancialManagement AssessmentReport for EMRPwas discussedwiththe Vice Ministerof Planningon April 14,2004 and on October 25,2004. 108 Appendix A FinancialManagementQuestionnaire Summary Risk Assessment Project: EmergencyMultisectorRecoveryProject SummaryRiskAssessmentpreparedby: Agnes, Albert-Loth Date: April 13,2004 ssment Commentsand Mitigation InherentRisk =P 1. Corruption(Fundsmaynot be usedinan The team of appropriately qualifiedand efficient andeconomicalway and exclusively experiencedstaff and the strongintemal for purposes intended) controlproceduresin placemay reduce this risk. 2. Needto improveonthe linkagesbetween This is beingaddressedandthe physicalprogressand financialoutcomes managementof PMIUis setting up proceduresto ensurethat there is a reconciliationbetweenthe physical progressand financialoutcomes. 3. the government maybeunableto meet its This is a big problemgiven that the fundingobligationsdue to budgetaryconstraints approved amounts are not fully paid and the timeliness of the paymentsis not conducive in facilitatingthe project given that the payments are receivedlate. It is proposedthat a significantproportionof the counterpartfunds shouldbe paidbefore credit effectiveness in order to ensurethe successfulimplementationof the project. The amount to bepaid shall be agreed betweenIDA and;he government. OverallInherentRisk ControlRisk b. FundsFlow Staffwell aualifiedinAccountingand experiencedin World Bank required. d. AccountingPoliciesandProcedures ExistingFM systemand Manualswill be e. IntemalAudit l\I The projectuses its own intemalauditor I whose functionis to reviewthe internal controlsystem andcarriedout expenditures control. f. ExtemalAudit Betterfollow-up ofFinancialManagement Reportsrequired. Timely reportingwithin PMIU. PMIUis usingAccountingsoftwarewhich can produceFMRs. The staffare trainedir H-High S - Substantial M-Moderate N-NegligibleorLow 109 Abbreviations: DCA Development Credit Agreement Government Government of Angola MOP MinistryofPlanning PMIU Project Management and ImplementationUnit 110 Appendix B TERMS OF REFERENCE FINANCIAL MANAGEMENT ADVISOR A. Projectbackground The Government ofAngola (government ) hasreceivedfinancing fromthe InternationalDevelopment Association (IDA) equivalent to US$ 50.7 million for the Phase 1Emergency Multisector Recovery Project. The total project cost i s estimatedat US$91million. The project will be implemented bythe MinistryofPlanning. Theproject isexpectedto start from about April 2005 for about 3 years. The Project Management and ImplementationUnit (PMIU) intends to appoint a findindividual financial managementconsultant (called FinancialManagement Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial managementsystem, and to provide training servicesto the PMIU. ProjectComponents:The proposed project comprisesfour components: (a) rural development and delivery of social services; (b) rehabilitationandreconstruction of critical infiastructure(water supply); (c) capacity building, institutional strengtheningand development of sector strategies; and (d) managementand monitoring of the project. ImplementationArrangements:The project's activities will be managedunderthe Project Management and ImplementationUnit(PMIU) under the MinistryofPlanning. The PMIU i s headedbythe Project Coordinator who i s the Vice-Minister of Planning, assistedbythe Project Administrator andthree internationalconsultants for project monitoring, financial managementandprocurement. A financial manager(senior accountant), one or two accountantsand one or two procurement staffwillbe appointed to support the project implementationactivities. ThePMIUwill ensure efficient coordinationamongdifferentagenciesandministriesthat participate in the project, including, butnot limited, to Rural development, Health, Education, Transportation, Electricity, Water Supply, Urban Services. The PMTUwill also constitute the operational linkto the IDA and other donors on matters relatedto the implementation of the project. 11. SCOPE OF WORK The scope of services could be modified based on mutual agreement between the Client and the Consultants with a view to better achieving the overall objectives. Keeping inview the overall objectives and scope of work, the Consultants would outline the specific steps which would be carried out and their approach, early on duringtheir assignment (intheir InceptionReport -to be providedwithin45 days after commencement of their assignment). The overall objectives o fthe assignment i s to assistthe PMIUto: > develop accounting and budgeting capabilities for the project through the design of a comprehensive and reliable financial management system (FMS), commensurate with the size > and scope of the project; preparethe Financial Management Manual; 9 drafttheTORSfor computerization ofthe FinancialManagement andInformationSystems. 111 The Financial Management and Information Systems would be integrated and a common set of policies and procedures would apply to the entire project, and a consolidated set of financial reports for the project would beprepared from the FinancialManagement System. FinancialManagementSystem(FMS): To ensure that all financial managementaspects (including necessary financial and accounting aspects) ofthe Project are satisfactorily handled. A common financial management system for the whole project has to be designedand a computerized financial management systemhas to be developed. The financial managementsystemi s to be documentedina Project Financial Management Manual. The FinancialManagement Advisor wouldprovide the requiredtechnical support to project financial staff, including hands-onoperational support, and beresponsible to ensure that the service standards for financial managementactivities indicatedinthe Project FinancialManagement Manual are met. The financial managementsystemto be designedwill include the following aspects: 1. FundsFlow Mechanism:Designof a systemfor flow of funds fromIDAto theprojectand subcomponents. The major factors to be taken into account indeveloping the systemfor flow of funds are: (i) ensure smooth flow o f funds; and (ii) ensure adequateinternal control arrangements for to to proper utilization, managementand accounting of funds. This would include development of policies, procedures and arrangements for receipt of funds fromvarious sources to the project and for disbursement to the various parties. The following bank accounts will be maintainedfor the purposesof implementing the project: > Special Accounts: Denominated inU S dollars, disbursementsfromthe IDACredit and the IDA Grant will be deposited onaccount for activities financed under the project. 9 PMIUProiectAccount: Thiswillbedenominatedinlocalcurrency. Counterpart fundswillbe deposited onthis account inaccordancewith the project objectives. These bank accounts shall be openedat the Banco PoupancaCredit0 (BPC) by credit effectiveness date. Initialcashflow forecasts uponwhich the advance disbursement will be made from the IDA Credit and from the IDA Grant should also be preparedby the same date. The account signatories will benominated bythe MinisterofPlanningand documentedinthe FinancialManagement Manual. 2. AccountingSystem:The accounting systemshould cover the entire project, i.e. all sources of funds for the project andutilizationof funds bythe project. The accounting systemwould bebasedon principals of double-entry bookkeeping. The design of the accounting systemwould include among others the following aspects: That the overall operation ofthe project financial management systemare satisfactory. This shall include the following aspects: (i) a satisfactory unifiedfinancial and accounting system i s installedand that operational; (ii) that the service standardsfor financial management aspects indicatedinthe Project Financial Management Manual are met. Accounting books and records should be up-to-date and satisfactorily maintained; (iii) that flow of funds to the project and to the various componentsi s smooth; (iv) financial policies andprocedures outlinedinthe Project FinancialManagement Manualare adhered to; (v) the internal control system, including aspects suchas internal checks, reconciliations, verification of assets, etc i s satisfactory, and commensuratewith the size and scope ofthe project; (vi) the budgeting system and forecasting system i s satisfactory. Budgetsand work plans should be satisfactory and satisfactory short-term forecasts should beprepared. a) Developmentof Chartof Accounts: The Chart of Accounts would be usedto capture financial data under appropriate headings, and classify and group financial data for the various financial reports. The structure o fthe Chart of Accounts shouldcater for data to be capturedby: (i) project components and sub-components; (ii) categories of expenditures; and (iii) disbursement categories. The structure of the Chart of Accounts shouldconform closely with the project cost 112 tables to enable comparison of actual project costs with those estimatedduringthe project preparation. b) DevelopmentofFinancialandAccountingPolicies: Simple, clear andtransparentfinancial and accounting policies, whichwould govern financial managementof, and accounting for the project should be developed. These would includeboth: accounting policies for accounting and financial reporting for the project; and (ii) financial policies andprocedures e.g. policies andprocedures for transfer of funds and accounting for expenditures(including advancepayments, recoveryof amounts); policiesregarding expenditureswhich canbe treated as project expenditures, and the classificationofthese expendituresunder appropriate headings inthe Chart of Accounts. c) Format of Books andRecords: Formats of the various accounting books, records and statements e.g. cashand bankbooks,journals, various ledgers, trial balance, vouchers, control books should bedesigned. d) Identification and establishmentof linkagesbetweenprojectexpenditures and physical activities: Importantitems on whichphysical data, which would be captured, andwhich would beincludedinthe financial reports shouldbeidentified. Methods of capturing thephysical data, and linkages with financial reports should be identified. .e) Developmentof Financialand AccountingProceduresfor various types of transactions: The most important considerations indesigning the various procedures are to ensure: (i)satisfactory a systemof internalcontrols; and (ii) smooth working/operationof the financial systemincluding appropriate delegation of powers. Theseprocedures shouldincorporate standardinternal check/. ContSrols such As delegation and separationof duties, authorization of transactions, physical custody o f assets, periodic and regular reconciliation, independentverification, conformity to project procurement policies andprocedures. Giventhat the systemwould be a computerized system, internal controls should also include aspects such as controls over data integrity, etc. f ) That Annual Project Financial Statementsare satisfactorily and are prepared inatimely manner. It i s expected that the project financial statementsare prepared within 3 months ofthe end of each FiscalYear andpresentedto the project auditors for audit. The audited annual project financial statements shouldbeprepared within 6 months of the endof the FiscalYear as agreed inthe financing agreementswith the World Bank. 3. BudgetingSystem: The budgetingsystem should be integratedwith the accounting systemto enable comparison of actual performance withbudget/ targets (quarterly, annual and cumulative for the project). 4. System for Preparation of Financial Forecasts: Financial forecasts should be based on projected work programs and actual performance. Forecasts should include both short-term forecasts (two quarters) and longer-termforecasts. 5. Procurementand Contract AdministrationMonitoring System: This system isneeded for monitoringprocurement processing of all major contracts; for recordingcommitments, expenditures and performance of these contracts; for generating procurement source data of all major contracts; and for monitoring procurement according to various procurement methods. This system should be linkedto the financial accounting systemwherever needed(e.g. for recordingexpenditure on major contracts). 6. FinancialReporting:Formats ofthe various periodic financial reports to be generatedshouldbe developed. The financial reports should be substantially generatedfrom the computerized FMS. Therefore these should be clear linkage between the information intheses reports andthe Chart of accounts. The financial reports shouldprovide quality and timely informationto project management and various stakeholders onproject performance. Consolidated financial reports for the whole project should 113 be generated. The financialreports should includeamong others: (i) fro preparation ofwithdrawal data applicationto be submittedto the world bank for reimbursementof expenditures; (ii) annual financial statements; and (iii)all the financial monitoringreports to be usedto monitor project performance. These reports include financial statements: cashflow statements, expenditures classified byproject components, disbursement categories, and comparison with budgets, as well as short-term forecasts ofexpenditures. Project FinancialManagement Reports of satisfactory quality should beprepared on a timely basis; and disseminated to the various project stakeholders. It i s expectedthat quarterly reports willbeprepared within 15 days ofthe endofthe reportingperiod. Analysis and summariesofthe various reports to facilitate decision makingbyproject managementwould bepreparedas appropriate. These reports would include informationon sourcesand application of funds classified by project componentsand expenditure types; reports showing comparisons ofphysical outputs and financial figures; comparisons withbudgets and variance analysis; information on procurement and contract administration; financial forecasts; etc. Periodic project financial plans or projections (upto the endof the project) should be prepared annually. 7. Training: The need for the FMAdvisor arises from the absence of qualified financial management staffwith training and experienceinthe operation of computerized financial management systems. The intemationalconsultant would fillthis gap byprovidingtraining to project financial staff and enhance skills ofproject financial staff inimproved financial managementpractices; and develop their skills for operatingthe improvedcomputerizedprojectfinancialmanagementsystem. The consultants shouldprovide continuous training to project financial staffincluding through appropriate classroom courses, and hands-ontraining and technical support. The consultants would also assist in identifyingsuitable outside training coursesfor project financial staff. 8. To liaise with andprovidenecessary informationto the auditors and financial review consultants to ensure that the annual audit and the concurrent financial revieware satisfactory and timely. The consultants would follow-up and take necessaryactionbasedon the audit reports, review reports and managementletters. 9. The financial managementi s operatedsatisfactorily as to enable conversion of the World Bank's transaction baseddisbursementsmechanismto the report-baseddisbursements system by the target date. The financing agreement with the World Bank indicates that the World Bank would change the disbursement mechanismfrom its traditional disbursementmechanisms (against Statements of Expenditures,direct payments andreimbursements) to quarterly disbursements made onthe basis of Financial Management Reports and financial forecasts, after the satisfactory operation o fthe financial managementsystemhas been demonstratedto be satisfactory. The target date for this conversion i s no later than January, 2006. 111. OUTPUT FinancialProcedures Manual: The main output relating to the design of the FMS would be a Financial ProceduresManual (FPM) for the project, which will be finalized after discussions with IDA. The FPM would comprehensively document the operation of the FMS and would serve as a reference document for all project staff inoperating the FMS. The following aspects would be covered inthe FPM: o Institutional Arrangements o Chart ofAccounts o Basisofaccountingadopted i.e. cashversus accruals o Financialand accounting policies for the project o Accounting system (including Chart of Accounts, formats of books and records, accounting and financialprocedures) -Computerized and Manual Accounting systems o Flow offunds 114 0 Banlung activities-operation of bank accounts; invoice approval and payment procedures; check signatories; monthly bankreconciliation; transfer 0 Disbursements -compliance with Govemment, IDA and other cooperating partners requirements, as appropriate 0 Planningand BudgetingsystemincludingCashflow Management 0 Financial forecasting system 0 Procurement and contract administration monitoring system 0 Financial reporting (including frequency of reporting, standard formats o f reports and linkages with Chart ofAccounts, andvarious analysis) 0 Auditing, internaland external auditors 0 Legal covenants 0 Records Managemenufiling system 0 Humanresourcesaspects Training: The consultant would provide initial support and training to the finance and accounting staff bothonthe operation of the FMS itself and on operation of the computerized system. IV. INPUTS The consultant would be responsible for: 9 DesignandimplementationoftheFMSandtheFinancialManagementManual 9 Hands-onimplementationassistanceandtrainingto the finance staff V. PROJECTREPORTINGREQUIREMENTS The FinancialManagement Advisor will submit the following reports: J aninceptionreport45 daysafter commencementofthe assignment; J aninterimreportatthe endofmonththree specifyingthe system, software, andreportingformats, to be submittedto boththe Ministryof Planning and IDA, for final approval; J adraft final reportatthe endofmontheightcoveringimplementationandthe finalreport VI. QUALIFICATION The serviceprovided by the consultant i s expectedto be full-timefor the initial 12 months of the contract. For the next 12months, the inputsof the consultant would be between 6 and 12person-months &e., part- time or full-time). This would be determinedby mutual agreementbetweenthe consultant and the client before the end of the initial 12monthperiod. The consultant would have the following qualification. a) FinancialManagement: Chartered Accountant with at least 10years internationalpost- qualification experience. b) InformationTechnology: Goodworking knowledge ofthe operation ofcomputerized financial management systems; andbeproficient inusage o f electronic spreadsheets, word processors, computer Applications, with at least 3 years of working experience. The person should have experienceinproviding technical support; andbeproficient indatabasemanagement, programming, software development andmaintenance. VII. TERM Periodofthe Assignment:The assignmentwould be for aperiod of24 months. This periodcouldbe subsequentlyextendedfor a further periodbasedonmutualagreementbetween the client andthe consultant. 115 VIII. GENERAL The Consultant would be given access to all documents, correspondence, and any other information relating to the project and deemed necessaryby the Consultant. The Consultant should become familiar with and stay updated on the project, and with the relevant policies and guidelines of the State Government and the World Bank (including those relating to disbursements, procurement and financial management and reporting). The Consultant would be provided copies of the Project Implementation Plan; Technical Annex of the World Bank; Development Credit Agreement (including agreedMinutes of negotiations); guidelines, policies and procedures issued by project management and implementing agencies; andrelevant World Bankpolicies and guidelines (such as World Bank's Guidelines on Financial Reporting and Auditing, Financial Accounting and Reporting Handbook, Financial Monitoring Reports, Disbursements Handbook, Project financial Management Manual, Procurement Guidelines, and other such guidelinesor policy documents). The financial consultant or any ofhisassociates (includingassociatesofthe firmpartners) would notbe eligible to carry out any financial review or audit or other similar assignmento f the project to prevent conflict of interest. 116 Appendix C TERMS OF REFERENCE AUDIT OFTHE FINANCIAL STATEMENTS 1. BACKGROUND The Government ofAngola (government )hasreceived financing from the InternationalDevelopment Association(IDA) equivalent to US$50.7 million for the Phase 1Emergency Multisector Recovery Project. The total project cost i s estimatedat US$91million. The project will be implemented bythe MinistryofPlanning. Theprojectisexpectedto start from about April2005 for about 3 years. The managementconsultant (called FinancialManagement Technical Support Consultant - FMTSC) to ProjectManagement and Implementation Unit(PMIU) intends to appoint a findindividual financial provide technical support for the operation ofthe project financial managementsystem, and to provide training services to the PMIU. Project Components: The proposed project comprises four components: (a) rural development and delivery of social services; (b) rehabilitation and reconstruction of critical infrastructure (water supply); (c) capacity building, institutional strengthening and development of sector strategies; and (d) managementand monitoringof the project. The main clients are agencies and ministries that participate in the project, including, but not limited, to Rural development, Health, Education, Water Supply.. 2. OBJECTIVE The objective of the audit of the Project Financial Statements (PFSs) as outlined in Section 4 below, shouldbe to enable the auditor to express professional opinions on the PFSs at the end of each fiscal year and the PPF at the end of the first yea. The Project accounts (books of account) will provide the basis for preparation o f the PFSs and will be established to reflect the financial transactionsinrespect of the Project. 3 SCOPE General The annual audit should be carried out in accordance with International Standards on Auditing, as promulgated by the International Federation of Accountants (PAC), and will include such tests and auditing procedures as the auditor considersnecessaryunder the circumstances. Special attention should be paidby the auditor as to whether: (i) Donor Funds (both from IDA and parallel financing from other Donors) have beenprovided and usedinaccordance with the conditions of the relevant financing agreements, with due attention to economy and efficiency, and only for the purposesfor which the fundingwas provided. (ii) Counterpart Fundshavebeen providedand usedinaccordance with the relevant financing agreements, with due attention to economy and efficiency, and only for the purposes for which they were provided. 117 Goods and services have been procured in accordance with the relevant financing agreements. All necessary supporting documents, records and accounts have been kept inrespect of all Project activities, with clear linkages between the books o f account and reports presented to the Government and Donors. Special Accounts have been maintained in accordance with the provisions o f the relevant financing agreements. The PFSs have beenprepared inaccordance with IntemationalPublic Sector Accounting Standards (under the CashBasis o f Accounting), as promulgated by the (IFAC), and give a true and.fair view of the financial position o f the Project at [date] and o fresources and expenditures for the year ended on that date. Bank accounts The PMIUwill maintain three bank accounts, as follows: > Special Accounts with Banco Poupanca Credito (BPC) inUSD to receive advances for activities > financed by the IDA Credit and the IDA Grant; Project Account in Kwanza with Banco Poupanca Credito (BPC) to which Counterpart Funding will be deposited 4. PROJECT FINANCIAL STATEMENTS (PFSs) The Project Financial Statements (PFSs) should include: A Consolidated Statement o f Sources andUsesof Fundscomprising: a. a summary o f funds received i.e. showing funds fkom IDA and Counterpart Funds separately; b. a summary o f expenditures, shown under the main project headings and by main categories o f expenditures, both for the current fiscal year and accumulated to date; A Statement reconciling the balances on the various Bank Accounts (including the IDA Special Accounts) to the bank balances on the Statement o f Sources and Applications o f Funds. A Schedule listing the withdrawal applications using the Summary Sheet and Statement of Expenditure (SOEs) procedures by specific reference number and amount. The total Summary Sheets and SOE withdrawals should be part of the overall reconciliation of disbursements. A Balance Sheet; and The Accounting Policies adopted and any other information deemed necessary for the presentation o f a "true and fair view". 5 AUDIT REPORT Besides a primary opinion on the PFSs (including the Special Accounts), the annual audit report should include a separate paragraph confirming that Donor and Counterpart Funds have been used inaccordance with the conditions o fthe relevant financing agreements. 118 The audit report shall also include an opinion on the compliance with Bank`s procedures and the balance of the Special Accounts, at the fiscal year end. Inadditionto expressing aprimary opiniononthe PFSs, the auditor shouldincludea separateparagraph commenting on the accuracy and propriety o f expenditures withdrawn under SOEprocedures, if appropriate, and the extent to which these can be reliedupon as a basis for loan disbursements. The review o fthe SOEs should: (i) determine that the projecthas maintained adequate supporting documentation to support claims for Bankreimbursement o f expenditures incurred; (ii) assess the adequacy o f accounting and internal control systems to monitor expenditures and their validity; (iii) verify that expenditures are eligible for financing under the DevelopmentCredit Agreement; and (iv) identify any ineligible expenditures, and where identified, these should be specifically noted by the auditors. 6 MANAGEMENTLETTER Inadditionto the audit report, the auditor shouldprepare a"Management Letter", inwhichthe auditor should: (i) Identify and discuss, ifappropriate, any differences between the Financial Monitoring Reports (FMRs) and the annual financial statements for the year concerned, including any . impact that these differences may have on subsequent FMRs; (ii) Give comments and observations on the accounting records, systems and controls that were examined duringthe course o f the audit; (ii) Identify specific deficiencies or areas of weakness insystems and controls and make recommendations for their improvement; (iv) Report on the degree o f compliance with each o fthe financial agreements and give comments, ifany, on internal and external matters affecting such compliance; (v) Communicate matters that have come to attention duringthe audit which might have a significant impact on the implementationo fthe Project; and (vi) Any other matters that the auditor considers pertinent. 7 DEADLINES The deadline for the completion o f the audit and the delivery o f the final Audit Report and the Management Letter to the Project Management and ImplementationUnit (PMIU) should be 15 June each following audited year. 119 8 GENERAL The auditor shouldbe given accessto alllegaldocuments, correspondenceand any other information associatedwiththe Project that may reasonablybe deemednecessaryto enablehimherto undertakethe audit. The auditors should obtain direct confirmation of amounts disbursed and outstanding at the World Bank. The Task Team Leader can assist inobtaining these confirmations. 9 AUDITOR'S QUALIFICATIONS The auditing firm appointed as the Project ExternalAuditor should: (a) have an internationallyrecognized professional accounting qualificationi.e. the key staffappointed by the auditing firm shouldbe either a certified public accountant, a charteredaccountant or should be the holder of an equivalent professional accounting qualification; (b)be amember ingood standing of a body of accountantsaffiliatedto the InternationalFederation of Accountants (IFAC); and (c) have experience andknowledgeof the World Bank's current financial managementrequirements and disbursementprocedures. Inordertoavoidpotentialconflictsofinterest,theauditingfirmappointedasauditorwillnotbeallowed to advise on the establishment of the Project's financial managementsystem. 10 DURATIONOF ENGAGEMENT The audit engagementwill be for an initialperiodof 3 years, subject to annual review. Thereafter, the engagementmay be extended. The annual audit should be planned so as to ensure the receipt by the World Bank of the audited PFSsbefore June 30 of eachyear. Audit 2004 Beingthe year 2004 still under PPF, the auditors arerequiredto audit the PPF accountsmanagedby the Project Coordination Unit at the Ministryof Planning. 11 AUDITOR'S EFFORT AND KEY STAFF The expectedprofessional key staffrequiredandthe indicative consultant's effort for the assignment is shown below: For the year 2004 A total of 20person-days For the years 2005 and 2007, on yearly basis: A total of 60 person-days Inadditionto the qualificationsonitem9 abovethe proposedkey staffshouldpossesswiththe following qualifications: Senior Partner:morethan 10years inauditing, accounting, managementinformation systems, internal control systems; good working knowledge of PortugueseLanguage Audit Managermore than 7 years inauditing, accounting, managementinformation systems, internal control systems; good working knowledge o f PortugueseLanguage Senior Auditor:more than 7 years inauditing and accounting; good command ofPortugueseLanguage Assistant Auditors:more than 3 years inauditing and accounting; fluency inPortugueseLanguage. 120 Appendix D TERMS OF REFERENCE INTERNAL AUDITOR I. BACKGROUND The Government of Angola (government )hasreceived financing fromthe InternationalDevelopment Association(IDA) equivalent to US$50.7 millionfor the Phase 1Emergency Multisector Recovery Project. The total project cost i s estimatedat US$91million. The project will be implemented by the MinistryofPlanning. Theprojectisexpectedto start fromabout April 2005 for about 3 years. The Project Management and ImplementationUnit(PMIU) intends to appoint a fidindividual financial management consultant (called FinancialManagement Technical Support Consultant - FMTSC) to provide technical support for the operation ofthe project financial managementsystem, and to provide training services to the PMIU. Project Components: The proposedproject comprises four components: (a) rural development and delivery o f social services; (b)rehabilitationandreconstruction of critical infrastructure (water supply); (c) capacity building,institutional strengthening and development of sector strategies; and (d) management and monitoring of the project. 11. OBJECTIVE The InternalAuditor will beresponsible for financial managementof the Emergency Multisector Recovery Project, accounting and internalcontrol and coordinationwith the line ministries. Internal controls for the project should comprise of policies and procedures adoptedby managementto assist it in achieving its objectives of ensuring, as far as possible, the orderly and efficient conduct of its operations, including: 9 adherenttomanagementpolicies, lawsandregulations; 9 safeguardingofassets,prevention anddetection offraudandserror; > promoting orderly, economic, efficient and effective operations consistent withprogram objectives, accuracy and completeness of the accountingrecords; and 9 timely preparationoffinancialinformation.. Tasks: The InternalAuditor should specificallyensure that: J everytransaction, that shouldhavebeenentered, wasrecorded; J nounauthorizedtransactionswererecorded; J thosetransactionsthat wereenteredwere analyzedandpostedcorrectly; J sourceprograms,whichcontrolthe operationofthe accountingsystem(original entry and subsequent analysis and posting), cannot be tampered with; J Unauthorizedaccessisdenied; J Assets ofthe entityareneithermisappropriatednorusedinanuneconomicalor inefficient fashion; J Management policies (inbudgets, long-range forecasts) arecompliedwith; J Deviationfromplanarenoted, investigatedandtimelyresponsesmade; J Financialinformationiscommunicatedinthemosteffective way sothat thoseentitledto itmay maximize their use of it; and the financial statements show a true and fair view; J Ensurethat properlyauthorizeddisbursementsfromtheFundaremadeonatimelybasis; J Assist indeveloping theaccountingandfinancialmanagementpoliciesandproceduresinthe Financial Management Manual (FMM); J ensureimplementationofthe FMMprovisionsthroughout the Project; 121 J ensurethat Project assetsareproperlycontrolledandaccountedfor; J ensurethe maintenanceofup-to-date Fundfinancialaccounts; J advisethe ProjectCoordinator onallfinancialandcontrolconsiderations oftheproject 111. REPORTING The Financial Controller will reportto the Project Coordinator, PMIU. He/ She will work closely with the PMIU, line ministries, and other entities responsible for the Project activities. IV. QUALIFICATIONS The applicant shall have an internationallyrecognized accounting qualification (e.g., Chartered Accountant, CertifiedPublic Accountant) and at least a Bachelor's degree inone o fthe following: Accounting, Finance and/or Business Administration. Having aMasters degreewould be an added advantage. He/she must have at least 15 years ofpost-qualificationexperience as incomplex, multisectoral environments, including: J 5 yearsindonor fundedprojects, J 6yearsmanaginganaccounting departmentofatleast5 staff, and J 4yearsofauditingexperience. Provencompetenceinthe design, installationand use of computerized accounting systemsi s required. In addition, he/she must have the ability to clearly define, resolve andpresent issues to bothsenior government officials and the Project Coordinator. V. TERM The Internal Auditor i s expectedto work inthe EMRP,PMIUoffice inLuanda for a period of at least 3 years. 122 Appendix E TERMSOFREFERENCE FINANCIAL MANAGER I. BACKGROUND The Government of Angola (government ) hasreceived financing from the InternationalDevelopment Association (IDA) equivalent to US$50.7 millionfor the Phase 1Emergency MultisectorRecovery Project. The total project cost i s estimated at US$91million. The project will be implemented by the MinistryofPlanning. Theprojectis expectedto start fromabout April2005 for about 3 years. The Project Management and ImplementationUnit (PMIU) intendsto appoint a fidindividual financial managementconsultant (called FinancialManagement Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial management system, and to provide training servicesto the PMIU. ProjectComponents:Theproposedproject comprisesfour components: (a) rural development and delivery of social services; (b)rehabilitation andreconstruction of critical infrastructure (water supply); (c) capacity building,institutional strengthening and development o f sector strategies; and (d) managementand monitoring o f the project. The main implementingagenciesandministries that participate inthe project are Agriculture andRural Development, Health, Education, Water Supply. 11. OBJECTIVE The FinancialManager will beresponsible for all accounting, internal control and other financial managementwithin the PMIU, the lineministries, as well as supervision of the finance unit staff, Tasks: 1. Liaise withappropriate Government officesand donors inoverseeing andmanagingthe special and project bank accountsestablished for the implementation o f activitiesunder the Project; Establish andmaintainall financial mechanisms(e.g., financial books, ledgers, files) for the appropriate managementand control of financial resourcesmade available to the Project; 2. Develop accounting and financial managementpolicies andprocedures inthe FinancialManagement Manual (FMM); 3. Ensurecompliance with the FMMthroughout the Project; 4. Supervise andconduct in-house financial managementand accounting training for Project staff; 5. Providenecessarysupport for the line ministries incarrying out their responsibilities; 6. Establish the PMIU central accounting filing system, and ensure all relateddocuments are includedin the respective files. 7. Link,analyze and consolidate reports (on a regular basis) of the Project's physical and financial performance; 123 8. Establishand implementproceduresto review financial reports, includingrandomaudits on a sample basis; 9. Prepareproject financialreports, includingwithdrawal applications for the replenishment ofthe Special Accounts, for submissionto the Project Coordinator and the Bank; 10. Manage the Project's cash flow requirements; 11. Supervisethe activities ofthe PMIUfinance unit; 12. Ensure the maintenance ofup-to-date project financial accounts; 13. Facilitate timelyreviewsby Government, Bank missions and auditors; 14. Advise the Project Coordinator on all financial and control considerations of the project 15. Carry out any other periodic duties that may be assignedby the Project Coordinator. 111. REPORTING The Financial Manager will report to Project Coordinator, PMIU. He/ She will work closely with the FinancialAdvisor, line ministries and other entities responsible for the Project activities. IV. QUALIFICATIONS The applicant shall have an internationally recognized accounting qualification (e.g., Chartered Accountant, Certified Public Accountant) and also holds a Masters degree inManagement. He/she musthave at least 9 years ofpost-qualificationexperience as incomplex, multisectoral, including: J 5 years indonor fundedprojects, J 4 yearsmanaginganaccountingdepartmentofat least 10staff, andauditingexperience. Provencompetenceinthe design, installationand use of computerized accounting systemsis required. In addition, he/she must have the ability to (a) clearly define, resolve and present issues to senior government officials, (b) develop reporting formats and prepare reports for a variety of users on a timely basis, (c) leadthe PMIUteam inlinkingthe financial results to the project's results and physicalprogress. V. TERM: The Financial Manager i s expectedto work inthe PMIU office inLuanda for a periodof at least 3 years. 124 Appendix F TERMS OF REFERENCE SENIORACCOUNTANT I. BACKGROUND The Government o f Angola (government ) has received financing from the IntemationalDevelopment Association (IDA) equivalent to US$ 50.7 million for the Phase 1Emergency Multisector Recovery Project. The total project cost i s estimated at US$91million. The project will be implemented by the MinistryofPlanning. Theprojectis expectedto start fromabout April 2005 for about 3 years. The Project Management and ImplementationUnit(PMIU) intends to appoint a fidindividual financial management consultant (called FinancialManagement Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financialmanagement system, and to provide training services to the PMIU. ProjectComponents:The proposedprojectcomprises four components: (a) rural development and delivery o f social services; (b) rehabilitationandreconstruction o f critical infrastructure (water supply); (c) capacity building, institutional strengthening and development o f sector strategies; and (d) management and monitoring o f the project.. The main implementing agencies and ministriesthat participate inthe project are Agriculture and Rural Development, Health, Education, Water Supply. 11. SCOPE OFWORK 1. The scope o fthe assignment is to carry out implementation o f the general ledger, which includes analysis, classification, recording and reporting financial transactions and events o f the project. The detailed scope o f work envisaged the following: 9 Enteringofallfinancial transactionsintothegeneralledger system 9 Generatingfinancial andother statementsasrequiredbythemanagementoftheproject. a. For entering all financial transactions inthe general ledger system the scope o f work was as follows: o To prepare all types o fvouchers o To enter the vouchers into subsidiary books andGeneralLedger o To generatethe monthlytrail balance fromthe systeminorder to ensurethe arithmetical accuracy o fthe entries made inthe GeneralLedger. o To receive, recordandenter budgetsas well as actual results o To reconcile accounts withthe accountingrecords o fsub-consultants o Torecordreceiptsandpayments onbehalfoftheproject o Generatingfinancial andother statements' b. For generating the resources and expenditures account from the general ledger on a semi- annual basis. 2. To ensure the completeness o fbank transactions, prepares bank reconciliation on a monthly basis. 125 3. To prepare reports showing comparison of budget with the actual results on a quarterly basis. 4. The scope of work includes that the Senior Accountant be present and participate towards coordinationwith the external auditors at the time of annual audit of the project 5. It was agreed that the follow up and submission of accounting information will be done by the Financial Manager and will not fall withinthe scope of work. 111. QUALIFICATIONS The Senior Accountant should has a Masters degree inBusiness Administration or a Bachelor's degree in Commerce (Accounting). He/she must have at least 9 years o f post-qualificationexperience as incomplex, multisectoral, including 5 years indonor funded projects. Provencompetenceinthe use of computerized accounting systems i s required IV. TERM: The Senior Accountant i s expectedto work inthe PMIU office inLuanda for aperiodof at least 3 years. 126 Appendix G TERMS OF REFERENCE FINANCIALMANAGEMENT APPLICATION SOFTWARE I. OverviewofEmergencyMultisectorRecoveryProject Background:The Government ofAngola (government ) hasreceived financing fromthe International Development Association (IDA) equivalent to US$ 50.7 million for the Phase 1Emergency Multisector Recovery Project. The total project cost i s estimated at US$91 million. The project will be implemented by the MinistryofPlanning. The projectis expectedto start fromabout April 2005 for about 3 years. The Project Management and ImplementationUnit (PMIU) intends to appoint a fidindividual financial managementconsultant (called FinancialManagement Technical Support Consultant - FMTSC) to provide technical support for the operation of the project financial managementsystem, and to provide training services to the PMIU. ProjectComponents:Theproposedproject comprises four components: (a) ruraldevelopment and delivery of social services; (b) rehabilitation andreconstruction of critical infrastructure (water supply); (c) capacity building,institutional strengthening and development of sector strategies; and (d) managementand monitoring of the project. ImplementationArrangements:The project's activities will bemanagedunderthe ProjectManagement and ImplementationUnit (PMIU) under the Ministryo fPlanning. The PMIUi s headedby the Project Coordinator who is the Vice-Minister of Planning, assistedby three international consultants for project monitoring, financial managementand procurement. A financial manager, one or two accountantsand one or two procurement staffwill be appointed to support the project implementation activities. The PMIU will ensure efficient coordination among different agencies and ministries that participate in the project, including, but not limited, to Rural development, Health, Education, Transportation, Electricity, Water Supply, Urban Services. The PMIU will also constitute the operational link to the IDA and other donors on mattersrelated to the implementationof the project. 11. Tender objectives 1. Informationsystems: PMIUwill be usingan Accounting software. The staff will be trained in usingthe software that canproduce FinancialMonitoring Reports and linkagebetweenphysical progress and financial outcomes. 2. AccountingSystem: A common financial management systemfor the whole project has to be designedand acomputerized financial management systemhasto be developed. The financial management system is to be documented ina Project FinancialManagement Manual. The computerized financial management wouldhave facility to produce the various financial books and records, financial reports; and to consolidate the records andreports for the whole project. Thebooks ofaccountsto bemaintainedspecifically for EMRPshould thusbe set upand should include: a CashBook, ledgers,journal vouchers, fixed asset register and a contracts register. The books o f accounts will be maintainedon a computerized system. A list of accountscodes (Chart of Accounts) for the project shouldbe drawn up. This should matchwith the classification of expenditures and sourcesand application of funds indicatedinthe Credit Agreement. The Chart of accounts should be developed ina way that allows project costs to be directly relatedto specific work activities and outputs of the project. 3. Reportingandmonitoring:Formats of the various periodic financial monitoring reports to be generatedfrom the financial management system will be developed. There will be clear linkages 127 betweenthe information inthese reports and the Chart of Accounts. The financial reports will be designedto provide quality andtimely information to project management, implementing agencies, and various stakeholders on projectperformance. The following quarterly FMRswill beproducedbythe PMIU. They are:- o FinancialReports: J SourcesandUsesof FundsbyFundingSource J Uses ofFundsbyProject Activity/Component o PhysicalProgress(OutputMonitoring) Report o Procurement Report III. Financialmanagementvision The financial managementvision is that all managersacross the organization can access financial information from their desk tops, supporting their ability to make resource allocationdecisions and to understandthe financial performance of the operations for which they are responsible. Managers should have the confidence that the financial informationthey use i s accurate, complete and consistent across time. They should be able to reachbeyond the boundaries oftheir own responsibility to obtain the informationnecessaryto support their decisions. Insome cases, they should be able to exchange financial data directly from customers and suppliers. Consolidated views o f various kindsof financial information, for example by expenditure or resourcetype, by geographic region andby cost center mustbe obtainable. Managers shouldbe able to relate financial information to other information, where necessary, includingprogram, policy and human resource information. The financial information systemmust also be efficient, inthat it gathers, moves and stores data electronically, with as little needas possible for manualdata entry, error correction or reconciliation. The abovevision impliesthat the following key elements areto besupportedby the financial managementapplicationsoftware: o A single enterprise-wide, integrated financial informationsystem for the organization, usinga common chart of accounts and controlled sharing of data and information. o Consolidation, drill downdecision support functionality. o Work flow and electronic commerce tools to manage financial data internallyandto interact electronically with suppliers and customers. o A linkage between financial information andrelated operational information, so that decision makers can understandthe impact o fpolicy, programdesign andprogramdelivery alternatives. o A sharedservices financial transaction processing organization structure, to achieve the greatest degree of consistency inthe way inwhich financial data i s recorded, and also to achieve economies of scale. o Streamlined financial policies and business processes that enable smooth processing of reliable financial data while avoidingunnecessarychecks and approvals. o Flexibility to accommodate future IV. Approachto the tender andthe requirementspecificationinAnnex A The EMRP intends to procure and implementreliable"off-the-shelf" financial managementapplication software to support its operations. Itintendsto contract with a single developer, of financial managementapplicationsoftware, for all implementation aspects of the final solution (hereafter referredto as "the Contractor"). It i s acknowledged that the chosen Contractor may have to engage other suppliers for certainelements o fthe 128 solution, such as hardware and networks, but EMRPwould wish to transfer the risks for effective implementation and initial functioningo f those components to the chosen Contractor. To facilitate this arrangement the Contractor will have to investigate and recommend to EMRPall components requiredfor successful implementationtogether with draft tenders and indicative costs for each component, the latter which should separately specify the management fee to be charged by the Contractor, ifany. After evaluation and approval by EMRP o f the draft tenders and the Contractor's management fee for each component, the Contractor will issue the tenders, for consensus evaluation and decision together with EMRP. Finalcontracts withchosen suppliers will bebetween the Contractor and the component suppliers. EMRP will pay the Contractor for the cost o f each additional component, plus the agreed management fee. After successful implementation separate contracts will be establishedbetween EMRPand all suppliers involved inthe project for the maintenance o f each component - i.e separate maintenance contracts for the financial management application software, operating system, hardware, networks, etc. Thistender request therefore only specifies inh e x A the keyrequirements for the financial management applicationsoftware and does not contain detailed specifications for all components o f the final solution. Inspecifyingthe requirements for the financialmanagementapplicationsoftware, itisacknowledgedthat most "off-the-shelf' solutions have fairly common functionality, based on general financial management functions and conventional accrual-based double entry accounting functions. The approachto the specification was not to provide a detailed description o f such general financial management and accounting functions, but to rather identify the key requirements to support the operations o fthe EMRP. Annex A deals with these key requirements, which will also form the basis o fthe evaluation o fthe tender responses, together with pricing. 129 SPECIFICATIONOFKEY REQUIREMENT FORFINANCIAL MANAGEMENT APPLICATION SOFTWARE 1. Keyfinancial managementandaccountingrequirements o General Ledger 9 Thesystemmustbeabletomaintainmultiplesetsofbooks, eachwithitsownchart of accounts. Access to the project and their related functions to bepasswordprotected. Ability to copy chart of accountsand tables from one company to another, simplifying the company setup procedure. 9 The systemshould alsobeableto consolidatethe generalledgersofa group of companies/ business units. 9 Datedrivenpostingoftransactionsto anyopenperiodat anytime. 9 Ability to classify double entry accountingtransactionsby: J objective J branch/ departmentIcostcenter/ responsibility J fundingsource J budgetI appropriation I estimate J categoryItype, e.g. cash,journals, invoice, commitment, etc. J accountingclassification-asset, liability, resources,expenses, J economic classification J project J user 9 Classification systemto allow for creationofaconsolidation hierarchyinabove > dimensions. Capturing, reviewing, authorizing, freezing, unfreezing, re-allocation, re-estimation of budgetsacross dimensions incontrolledcircumstances. o CashBook 9 Abilityto maintainatleast3 bankaccountspergeneralledger. 9 Ability to electronicallyinterface andreconcile bankreceipt andpayment data. o Accounts Receivable andPayable 9 Instantaccessto customer andsupplierbalances,overduetotals andsaleslpurchases history. 9 Confirmationofdeliveryrequirements, sellingprices, discounts andavailable customer credit. 9 Drill-downfeaturesandreports areavailable whenyouneedamoredetailed analysisof customerlsupplier transactions. 9 Maintainunlimitedaddressesfor eachcustomer/supplier record. o IntegratedWarehousing, Inventory Control, BillofMaterials and Import Cost Allocation 9 Managemultiple warehousesor stores, andrecordmovementofitemsbetweenthese stores. 130 9 SerialNumberTrackingserializesindividualinventoryitemsandkeeps trackofthemby their history. The systemfollows their purchase,intemalmovement inthe company, sale andpossible retumfor repair or refund. 9 BillofMaterialsallows youtomanufactureor assembleitemsfromcomponents. The system takes the component materials out of stock and creates finisheditems ready for > you to sell. Processingof additional import costs at the same time as the goods received voucher in order to facilitate timely and correct cost calculation of items. o Project Tracking 9 Flagincome or expensetransactionstoparticular projects, supportedbyreporting functionality to filter items specifically related to aproject. o Purchaseand Sales Orders 9 Process, maintainandcontrolmulti-currency outstanding orders, commitments, processedorders andback orders for Inventory, Accounts Receivables and Accounts Payable. 9 Automaticpurchaseordersgenerationbasedoninventoryre-order levels. o FixedAssets 9 Unlimitednumber ofassetsbybranch/ department/ costcenter/ responsibility 9 MultipleAssetTypes 9 BudgetsandOrders o Payroll 9 Seamlessintegrationandpostingtothegeneralledger andjob costing system 9 Unlimiteduserdefinedeamingsanddeductions. 9 Completehistoryofinformationmaintained; 9 Storedocumentsandinformationrelatingto specific employees-trackleave, promotions, letters ofwarnings. o Job Costing 9 Allocatecostsandmeasuretheprofitability ofjobs. 9 Unlimitednumber ofjob cardsandtheabilityto archivethese for futureestimates. 9 Track laborcosts frompayrolltimesheets. o ReportWriter & Stationery Customization 9 Changelayouts, addandremovefields, andperformadditionalcalculations or subtotals byuser for standardreports and stationery 9 Script for advancedfunctionality. 2. Systemadministrationrequirements Ability to controlthe systemenvironmentandsetup, on-line help, multi-level accessrules for eachuser or user-group to provide: 131 o A consistent user interfaceno matter which moduleyou are currently using, i.e. FixedAssets, Payroll, Accounting all share the same commoninterface. o Navigationtools suchas menus, ahierarchical systemtree, toolbars, and favorites. o Powerful tools for maintaining, sorting, searchingand groupingyour lists of data. o The ability to customize the interface (per user) to suit eachuser's requirements. 3. Database requirements o Business data inone central database. o Ability to scale support to anunlimitednumber of concurrent users. o Ability to provide data protection andintegrityby ensuringthat users will never have incomplete entries or corrupt files, even ifthey suffer a power failure while a transaction is inprocess. o On-line realtime recordingof transactions across integrated applicationcomponents. o Realtime mirroring of database. 4. Data storage requirements o The General Ledger and subsidiary ledgers must store at least 3 years of data. o Ability to block accountingperiods to preventtransactions beingprocessedto those periods that have been closed. 5. Transaction drill down requirement o Drilldown functionality for users from summarized information, to detailedtransactions, right down to source documents. 6. Requirement to integratewith Microsoft Office o Seamless integrationwith MS Office meansto e-mail any report, inany format (HTML, XML etc.). Data can also be exported to Word or Excel where you can performyour own complex data manipulations. 7. Key technical design requirements o Scalability o Modular o Parameterdriven; o Common interface platform o Internetcompatibility o ED1capability 8. Profileof bidder, software and project approach o Proventrack recordofproposed financial managementapplicationsoftware 9 Development support 9 Existinguserbase 9 User supportmeasures o Provenproject implementationcapability o Track recordinprovision ofrelevant training andknowledge transfer o Financial stability 132 o Track record insupply, implementation of andmigrationto integratedfinancial management application software, employing quality management approaches and techniques o Overview ofthe key members ofthe bidders projectteam 133 Appendix9: Environmentaland SocialManagementAspects Environmentaland socialconditions Angola possesses enormous environmental potential, from itsrichbiodiversity, the richness of its subsoil, to the dazzling landscapesinalmost everywhere inthe country. The current knowledge on the country's biodiversity i s poor andrepresentsonly part of all the existingecosystems. However, some of the major environmental issuesAngola i s facing are desertification, the overuse o fpastures (a result ofthe country's increasingpopulation), and the resulting soil erosion. Soil erosion complicates matters further by contributing to water pollution and the build-upof dams and rivers. Angola's tropical rain forests are also being deforestedinorder to satisfy the international demandfor tropical timber and the domestic need for fuel. Such deforestation, occurring at a rate of440 square kilometers ayear, leads to the loss of biodiversity. Poaching inwoodland areas and tree bumingare serious concerns. Inaddition, many of Angola's endemic species are beingover huntedandreceive no protection, while its protected area system i s failing. Food security, water supply and sanitation, and housingshortagesand inadequatewaste managementare also key issues. The country hasratifiedafew international environmental conventions, which stillneedto be fully implemented. Many ofthese problems or conditions have resulted fiom decades of armed conflict aggravatedby highlevel o fpoverty among the majority of the population inthe country. This was mainly due to massive internal migration, highlevels of unemployment, which hadenormous bearing on the natural resourcesbase, almost drivingsome of the biological resources, bothflora and fauna, to extinction. Policy,legaland regulatoryframework Thebasic environmental law, whichwas approved bytheNationalAssembly in 1998defines the main environmental legal framework inthe country. These include, among others, regulations on: (i) accessto biologicalresourcesand community rights; (ii) environmental impacts assessments; (iii) managementof protected areas; (iv) protected species; (v) pollutionpreventionand abatement; sustainableuse and managemento fnaturalresources; (vi) land use, mining,and water resourcesmanagementand protection. Theregulations governing implementationofthisbasic environmental lawhavebeenprepared, butare yet to be approved by the Parliament The Convention on BiologicalDiversity (CBD) was ratifiedbygovernment in 1998 and other conventions are inthe processo fbeingratified. On that premise, the government i s preparing a national biodiversity strategy and actionplan. Institutional capacityof the governmentto manage environmentaland socialissues inprojects There i s a general weaknesso finstitutionalandhumanresourcescapacity to effectively address and mitigate environmental and social aspects, as they relate to development assistance programs and projects. This can be ascribed to a number of factors raging from the general instability inthe country, following decades of civil unrest, the perpetual restructuring of the department of environmental, which changedministries severaltimes inrecent years, precludingtime to reasonably settle down andreflecting on environmental issues, preparingand implementing environmental laws, regulations and strategies. Currently anchored inthe Ministry of Urbanism, Fisheryand Environment, the environmental brancwdepartment of the Ministry has only four staffwho bear responsibility to respond and address environmental issues inthe country. At present, the department i s not deconcentratedto the rest of country, a situation, which i s not conducive to fulfilling their mandate of ensuringdevelopment programs are executedincompliance with sustainableuse, managementand protectiono f environmental and 134 naturalresource base. The departmenthas no database systemon environment andnatural resourcesin the country and will be unable to deploy themselves for enforcement o f environmental policies or even for regular field trip to inquireon the state of protected areas, nationalparks and other things of that nature. They severely lack financial and human resources support, equipment and logisticsto engage in any meaningful environmental work. The strengthening of this department would be invaluable both for the project and the country of Angola. Project Category As an emergencyrecovery operation, the Angola EMRPi sprocessedunderWorldBankOperation Policy (OP) 8.50. As such, it i s NOTrequiredto haveproject safeguardinstruments approved and disclosed in- country and at InfoShop prior to appraisal. The EMRPi s categorized as B, as decidedby the ROC meeting and i s set out to focus on rehabilitationandreconstruction of existing infrastructure, as itrelate to the transport, roads and bridges, bothurban andrural, healthservices, electricity access, rural development, water supply and drainage and education. At present, the environmental policy (OP 4.01), the involuntaryresettlement policy (OP 4.12) -becauseo fthe potential for landacquisition and/or loss o f economic activities-and the pestmanagementpolicy (OP 4.09) appearto be triggered. The triggering o f the forestry and naturalhabitats will be determinedinthe context of the upcoming ESIA study. Notwithstanding the exemption ofthe EMRPto disclose project safeguarddocumentsbefore appraisal, butbecause ofthe variety andscale ofthese investmentschemes envisioned inthe context ofthe EMRP, there i s a keen sense of urgency and preparednesson the part of the project team to appoint areputable Environmental and Social Impact Assessment (ESIA) firm and get the ESIAunderway without delay. All individualESIAs, EMPs, PMP andRAPS,as they relate to the various sub-projects are scheduledto be completed within one year ofPhase 1project effectiveness. Although sufficient provision has already been earmarkedto conduct the above studies and implement mitigation measurespertainingto EMPs and PMP, the project team i s urgedto prepare all the required safeguard documents, including ESIAs,EMPs, PMP and RAPSand detailedcost outlays for implementing and monitoring mitigation measures before Board. The advantage of suchurgency i s to ensure that costs of mitigations measures that ought to be bome by the project are fully accountedfor. Dueto the multi-sectoral nature ofthe project, andbecause all the environmental and social impact characteristics of subprojects are not known insufficient detail at this time, a programmatic process or a strategic approach for environmental and social assessment (including screening and categorization, preparation, public consultation, disclosure, review, approval and monitoring) will beput into place and implementedover thethreeyear life ofthe project. Inaddition, a Resettlement Policy framework (RPF) will be prepared, addressingthe policy, principles,institutional arrangements andproceduresthat the Borrower will follow ineach subproject involving resettlement and/or loss of economic activities. Given uncertainties regardingthe locationof some of the activities, particularly inthe education component, and the complexity ofAngola's environmental andsocial situation, this approachis designedto ensure that the selection, design and implementationof all activities comply with World Bank SafeguardPolicies. Furthermore, a Pest Management Plan (PMP) will be prepared, as the project envisions to purchase pesticides, inthe context of seed production and multiplication designedto alleviate food shortage and its negative effects among needy populations. Because local capacity for environmental and social managementi s currently weak, it i s anticipatedthat an environmental consulting firm will be engagedfor a period of three years to manage and overseethe Environmentaland Social Management Process, while providing institutional strengthening and on-the- job training services throughout the projectperiod. Thisfirmwill work closely withthe Ministryof Planningand the implementationunits, the Bank, and the ministries and agenciesconcernedto develop procedures that will improve activity quality and sustainability through compliance withWorld Bank SafeguardPolicies, while at the same time, beingtime and cost-efficient, so as to facilitate subproject planning, approval and implementation. 135 The establishment of this processwill be implementedinthree broadtime-phased activities (as shown in Figure 1below): Activity 1:Establishmentof Environmentaland SocialManagementFramework. This is a Strategic or Programmatic Environmental Assessment (SEA) under which all projectrelatedEIAs are carried out duringprojectimplementation. This activity willbecarried out prior to credit effectiveness withinone year of project effectiveness and will involve: (i)public consultation onthe TOR for the Environmental and Social Management Framework (ESMF), the ResettlementPolicy Framework(RPF) and the Pest Management Plan (PMP); (ii) a summary review of environmental and social issues relatedto the concerned sectors; (iii) formulation of standardmethods and proceduresspecifyinghow all the subprojects will systematically address environmental and social issues inthe screening, siting, design, implementationand operational phases of the subproject lifecycle; (iv) the development of an implementationplan, includingcapacity building, to support the environmental andsocial management activities at each stage inthe subproject cycle; (v) consultation on the Draft ESMF, RPF, PMP and individual EMPsand RAPS;(vi) approval o f those instrumentsby the borrower and the Bank; (vii) disclosure of these documents incountry and at Bank InfoShop inWashington. Note that the RPFand RAPSare disclosed separatelyas stand-alonedocumentsandcannotbemixedwith the ESIAs and EMPs. The standardprocedureswill take account of the particularcharacteristics of eachof the sectors involved, and will be embodied inan Operations Manual. The basic principles andprocesses enunciated inthe Operational Manual will also be summarized inan Environmentaland Social Framework Agreement, in which the government of Angola andthe Bank agree to basic environmental and social safeguard principles andprocedures, and the country affirms its agreementto carry out all subproject activities in accordancewith these procedures. The requirement for the correct implementation of the ESMFwill be covenanted inthe DCA. The EnvironmentalConsulting Firmwill work closely with the PMIUand local stakeholdersto draft the Framework Agreement. Duringthe preparation of the Framework, the firmwill also work closely with the PMIUto develop a preliminary calendar for annual subproject screeningand categorization, assessments, implementation and monitoring arrangements,basedon an initial estimate of subproject flow. Activity2: OngoingSubprojectAssessment andImplementation.This activity includes the carrying out of subproject ESIAs, which willbe carriedout underthe umbrella of the ESMF and RPF. Once the Operational Manual and FrameworkAgreement are put inplace, the EnvironmentalConsulting Firmwill work hand-in-hand with local counterparts to plan and carry out the various safeguardinstruments requiredfor this project. This will includesubproject assessments (includingthe screening, categorization andrequiredstudies), preparation o f documentation, public consultation and disclosure and obtainingnecessary approvals by the Borrower and the Bank, depending on the categorization of each subproject. The programmingof these activities will be summarized inAnnual Work PlanReports and updatedquarterly. For subprojects which arebeingdesigned and implementedahead of the finalization of the ESMPF, and where specific details on the sitingscale and environmental and social impacts are available, anormal project ESIAwill be prepared, including which will follow standardBank SafeguardPolicy procedures, including public consultation and disclosure and which need to be approved by the borrower and the Bank. Activity3: InstitutionalCapacityBuilding. An important aspect ofthe EnvironmentalandSocial Management Processwill involve institutionalization of the procedures laidout inthe Operational Manual and Framework Agreements, and buildinglocal capacity to carry them out. To this end, the Environmental ConsultingFirmwill work closely with the PMlUand implementingagenciesto propose appropriate and efficient institutionalarrangements for sustainablemanagemento f environmental and 136 social issues. Insupport ofthese efforts, and inconjunction with the programof consultations and participation, the firmwill provide on-the-job training and conduct in-country workshops for staff inthe PMIU, implementing sector agencies, local communities, etc. Figure 1:OperationalFramework for Environmental and Social Management And Safeguard Compliance Process Public Consultation on Environmentaland TOR andDraft ESMF& RPF SocialIssues, by Sector Activitv I 1 Environmentaland and Social SocialFramework Agreement Process Framework 1 (Prior to effectivenes I OperationalManualfor Environmentaland SocialAssessment andManagementProcess I Roads & Water & Electricity Rural Health Education Transport Sanitation Developmt Services r 1 1 1 1 1 1 Activitv 2 OngoingSubprojectEnvironmentalandSocialAssessment andManagementProcess Ongoing Roads & Water & Electricity Rural Health Education Subproject Transport Sanitation Developmt Services Management I I I I 1 - I (Life of Project) Capacity Building On-theJob Training& CapacityBuilding To PMIU, EnvironmentalAgency andImplementing Withinthe above operational framework, Figure2 presentsanoverview of the major steps inthe Environmentaland Social Safeguard Management Process, withinterventions for Borrower andBank review and approvals. 137 Figure 2: Overview Of Environmental and Social Management Process c I Subproject Identification I Subproject Scoping & Screening Applicability of Safeguard Policies Subproject Categorization (A,B,C) Definition of appropriate studies in conformance with Category and applicable Safeguard Policies 4# Duringthe scoping and screeningphase, the scale and scope ofpotentialimpactswillbeassessedso as to categorize each subproject and determine whether particular SafeguardPoliciesare triggered inensuing studies. Scoping, Consultation and Disclosure for Actions 1and 2. A scoping and consultation process will be carried out as a means though which the government will reinforce its commitment to environmental and social managementand buildpublic confidence inthe anticipated programdesign and implementation. To this end, the Consulting Firmwill assist the government, through a series ofpublic consultations and meetings, to verify the scope o fissuesto be addressedwithrespect to the ESMPF and each subcomponent, and obtain the views of implementingagencies, local communities, NGOs and affected groups. These scoping sessions shouldoccur inLuanda and selectedregional/provinciallocations, so as to obtain a representative sample ofpoints of view throughout the country. The Environmentaland Social Assessment ProcessFramework Report and the subproject EAs will includean Appendix providing a record of these meetings, with a list o fparticipants and the proposals andrequests for informationmade inthe course o f the meetings. This would include comments from government agencies, affected parties and nationalAoca1non-governmental organizations. For the ESMPF and subproject Category A projects a public consultation will be heldon the TOR and on the Draft ESMF and RPFreports. For the subprojects Category B ESIAs andthe PMP, public consultation will beheld only onthe Draft ESIA and PMP reports. 138 Inaddition, the firmwillworkwiththeprojectmanagementtodesignaprojectcommunicationsand participatory program, whichwill lay out the subproject scoping and consultationprocess including the broadapproach, frequency and substantive issues to be discussed with electedofficials, NGOs and other community groups. All environmentaland social assessments, environmental and social managementframeworks andplans, will needto be disclosed incountry and at the InfoshopinWashington DC. As it is likely that the policy on Involuntary Resettlement (4.12) will be triggered because of landacquisition, the disclosure requirement will also includeresettlement frameworks, resettlement plans andprocess frameworks. Documents resulting fromthe ESMPFand the EAsprepared under the project, this means all documents which result from the Bank's SafeguardPolicies, such as an Indigenous PeoplePlan, need to be disclosed incountry andinthe Infoshop. Major issues: As noted, the overall environmental and social issuesassociatedwith eachsector will be identified duringthe development of the Environmentaland Social Management Framework. These will be divided into potential effects duringthe initialsitingldesigdconstruction periodand duringthe operational period o f eachtype of investment. Below is a preliminary identification ofpotentialissues. Component A: Support to Social Sectors and Ruraldevelopment. Rural Development. Restoration of Supply Response of Agricultural Produce: particularly food crops inrural areas mainly through distributing,producing and multiplyingseeds, distributingsmall farming tools andproviding animal health services and water for animal and human consumption. Underthis sub-project, the project i s setout to engage inprocurement ofpesticides for production and multiplication o fbasic seeds, so as to secure expectedyields andprotect, insome cases, production while instorage. This will entail the triggeringof the PestManagement policy and, on that premise, the project i s requiredto develop a Pest Management Plan. Inconsultation with the project team (TTL) and the Borrower, the Consultant firmwill prepare the PMP, addressing the following 4 major issues, namely: (i) Pest managementapproaches; (ii)Pesticide use and management; (iii) Policy, regulatoryFramework and institutional capacity; and (iv) Monitoring and evaluation. Rehabilitation of rural roads and access tracks foreseen for Phase 2 of theEMRP): Since all road improvements are expectedto be carriedout on existing alignments and first focus on spot improvements, the potential for major impacts relatedto landuse, hydrology andresettlement are considered minimal. Duringthe construction phase, direct impacts needto be considered, such as borrow sites, disposal sites, acceleratederosion, degradation of the naturalvegetation and social impacts of construction camps, includingthe risko fHIV/AIDS. Other social issuesmay involve the existence of refugeesand squatters on agricultural landbeing developed by the subproject, which would trigger OP 4.12 (Involuntary Resettlement). Duringthe maintenance/operations phase, potential impacts may include increasedaccident levels due to higher speeds andpotential impacts oftraffic on sensitive biological systems or protected areas, increasedpoachingo f bushmeat and increasedlogging o f tropical hardwood. Social benefits include employment duringthe construction and operations phases. Health services. Sitingofhealthcare facilities (foreseen to berehabilitatedinPhase 2) shouldtake into consideration proximity to populated areas, drainage considerations and sanitary facilities. Support should be givento facilities and educational programs aimed at reducingHIV/AIDSinfection. Utilization and disposal of medical waste should be explicitly plannedfor duringthe operational period. Handling, and disposal of medical wastes (hospital wastes) needa special environmental managementplan. 139 Education. Sitingo f educational facilities (foreseen to berehabilitated inPhase 2) should take into consideration drainage, erosion and safety factors, as well as adequate provisiono f safe sanitary facilities (water supply and adequate latrine systemaccompaniedby healtheducation how to use and maintain them, avoidance of factors that could contaminateboth groundwater and surface water). The design of latrines should take into account accidental factors (i.e., ovoidance of large holes that could let a children pass through). DeminingActivities. Landmine contamination inAngola is the result of armed conflicts that beset the country for over two decades. The scale and locations of the minefields is, by all accounts, widespread. Byand large there areno specific records ofwhere the minefieldsare, nor what types they are (i-e., high, mediumor low). To try to demine all thepotentialminiefieldswithinthe country isbeyondthe scope and the ability of the EMRP. However, the EMRP will provide support to the demining action initiatedby the government of Angola and other donors, suchas UNDP, and local deminingoperators, inits intervention zone, particularly when deminingactivities are regardedas a prelude, ablockage to or anecessary step to pursuebefore implementation ofagiven sub-project inproject interventionareas. Becausethisproject is bothemergency-basedand developmental, the consultant firm should liaise with borrower, UNDP, demining operatorsand assess environmental and social issues involved and identify mitigation measures to beput inplace to that effect. Again, as discussedabove, our interventionwill be strictly limitedto project area of influence andparticularly when demining i s viewed as aprelude or anecessarystep to take before implementation a particular sub-project i s carried out. Component B: Rehabilitation and reconstructionof critical infrastructure. Transport infrastructure. Similar to the rural roads and accesstracks, larger transport improvements (foreseen to berehabilitatedinPhase 2) are expectedon existing alignments, with minimal chance for resettlement. However, this will be verified on a case-by-casebasis during the initial screeningprocess. Duringthe construction phase, direct impacts shouldbeconsidered, suchas borrow sites, disposal sites, acceleratederosion, degradation o f the natural vegetation, temporary noise, dust and pollution levels from construction machinery, and social impacts, such as increasedrisk o f HIV/AIDS and other sexually transmitted diseases at construction camps. Other social issues could concern the presence o f squattersin areas affectedby the subproject. Duringthe maintenance/operationsphase, potential impacts may include increased accident levels due to higher speeds and potentialimpacts of traffic on sensitive ecosystemsor protected areas, increasedpoaching of bushmeat and increasedlogging o f tropical hardwood. Electricity services. Potential issues include the sitingofpower generation and distributionfacilities (foreseen to berehabilitated inPhase 2), proximity to populated areas and safety considerations. Rehabilitationmight produce hazardous chemicals, such as PolychlorinatedBiphenyls(PCBs) or polychlorinatedcontaminated oil etc. Other environmental issues concern right-of-way alignment, tower erection and creation of accessroads inotherwise inaccessible environmentally sensitive areas. Information should be providedregardingrights-of-way, their length,general locations and the borrower policies regarding the alignment o f these rights-of-way inrelation to the followingguidelines: Allrights-of-way shouldbe alignedtaking environmental factors into consideration, inamanner which will minimize, to the extent possible, the needfor physical alteration and the impact on sensitive naturalhabitats, cultural resources, agricultural lands, andresidentialand commercial areas; Land acquisitionmust be carriedout inaccordance with World Bankresettlement policy guidelines, whichrequire identification and quantificationo f any impacts on land-based livelihood, and compensation to landowners andpeople relyingon the landfor their livelihood; Where rights-of-way are to be established through remote and currently environmentally inaccessiblesensitive areas, the potential impacts onthe natural environment, population 140 immigration andnatural resourceexploitation must be assessedand measures adoptedto minimize these impacts; Other environmental mitigationmeasures should focus on erosion and sediment control during and after construction and use of low-impact maintenanceprocedures. Reclamation or recycling of waste materials where possible by the contractors or disposal of these materials inan environmentally-friendly manner andincompliance with local laws andregulations and World Bankpolicies. Disposal ofpotentialwaste materialshould be addressedduringthe construction and operational phases; the Inthe case of hydropower, impacts on surrounding flora and fauna, impacts on downstream users andpotential for landacquisition shouldbe taken into consideration duringthe siting, design and operational phases. Social issues ofparticular relevance would includepotentialland take and loss of agriculturallandinthe right of way of transmission and distribution lines, and potentialpresence of squattersinthe subproject areas. Other potential social impacts such as the increasedrisk of HN/ATDS and other sexually transmitted diseases at construction sites should beconsidered where applicable. Positive impacts ofrural electrificationmay includefacilitation of a wide range of development endeavors, including evening light for childrenreading, refrigeration for medicines andpower for agro-processing and small enterprises. Negative impacts ofrural electrificationmight be the increaseinmalaria prevalence, ifno adequate mitigation measures are taken (environmental healthissues). Water supply, sanitation and urban infrastructure. Potential issues include the siting of water supplies (foreseento berehabilitatedduringthe Phase 1project) and sanitation facilities (foreseen to be rehabilitated inPhase 2) inrelation to populated areas, needfor drainage and avoidance of stagnantwater and water-borne diseases (environmental health issues). Solid waste programs needto adequatelyplan for appropriate siting andprotection of disposal areas. Social impacts, such as potentialdisplacement resulting from urban infrastructure from construction sites, as well as the potential for interface with squatters, should be considered where applicable. Health and sanitation aspects of improvedwater supplies constitute apotentialbenefitwhichshouldbeexplicitly addressedinthe designofthe interventions. In all cases, social benefits include employment during the construction and operations phases, and improved access to basic services. 141 Appendix 10: Terms of Reference for Environmental and Social safeguard Management Services (Willbe adaptedto take into accountthe final projectphasingbefore the launching ofthe RFP) Objective and overview of services The overall objective of this assignment i s to ensurethat all investmentsand activities financed by IDA underthe EMRP filly comply with the World Bank's SafeguardPolicies. Becausethe project is multi- sectoral innature, and not all the subproject investments are knownat this time, a programmatic process for environmentaland social assessment (includingscreening and categorization), review, approval and monitoring will beput inplace and implementedover the three year life ofthe project. Given uncertainties regardingthe locationof many subprojects, and the complexity of Angola's environmental and social situation, this approachis designedto ensurethat the selection, design and implementation of all subprojects comply with World Bank SafeguardPolicies. Under this project, three safeguardpolicies appear triggered, including The Environmental Assessment Policy (OP 4.0 l), the Involuntary Resettlement Policy (OP 4.12) and the PestManagement Policy (OP 4.09). Onthat basis, the project team is requiredto prepare an Environmental and Social Management Framework(ESMF), a Resettlement Policy Framework(WF) and a PestManagement Plan (PMP). The triggering o f the remaining safeguardpolicieswill bedeterminedinthe context of forthcomingESMF study. Guidelines for each o fthe safeguard studies are provided below. Becauselocal capacity for environmental and social managementi s currentlyweak, an Environmental Consulting Firmwill be appointed to conduct all safeguardstudies citedabove and engagedinthe management and oversight of the Environmentaland Social Management Process, while providing institutional strengthening and on-the-job training services throughout the project period. This firm will work closely with the PMIU, the Bank and the implementing agenciesto develop procedures that will improve subproject quality and sustainability through compliance with Safeguards. This will be done in such a way as to facilitate time- and cost-efficient subproject planning, approval and implementation procedures. The establishment ofthis processwill beimplemented inthreebroadtime-phased activities (shown schematically inFigure 1): Activity 1:Establishment of Environmentaland Social Management Process Framework. The first activity will be carried out within one year ofproject effectiveness and will involve: (i)summary review a of environmental and social issuesrelatedto the concerned sectors; (ii) the formulation o f standard methods and procedures specifyinghow all subprojects will systematically address environmental and social issues inthe screeningand categorization, siting, design, implementation and operational phases o f the subproject lifecycle; and (iii) development of an implementationplan, including capacity building, the to support the environmental and social managementactivities at each stage inthe subproject cycle. The standardprocedures will take account o fthe particular characteristics of eachofthe sectors involved, and will be embodiedinan Operations Manual. The basic principles andprocesses enunciated inthe Operational Manual will also be summarized inan Environmental and Social FrameworkAgreement, in which Angola and the Bank agree to basic environmental and social safeguardprinciples and procedures, and the government affirms its agreementto carry out all subproject activities inaccordancewith these procedures. The Environmental ConsultingFirmwill work closely with the PMIUand local stakeholders to carry out the above tasks. Duringthe preparation o f the Framework, the firm will also work closely with the PMIU to develop apreliminary calendar for annual subproject screening and categorization, assessments, implementationand monitoring, basedon an initial estimate o f subproject flow. Activity 2: Ongoing Subproject Assessment andImplementation. Once the Operational Manual and Framework Agreement are inplace, the Environmental Consulting Firmwill work hand-in-hand with 142 local counterparts to plan andcarry out the overall Environmental and Social Management Processfor the overall project. This will include subproject assessments(including the screening, categorization and required studies), preparationof documentation, and obtaining necessaryapprovals by the Borrower and the Bank, depending on the categorization and Safeguardconcerns of eachsubproject. The programming o f these activities will be summarized inAnnual Work Plan Reports and updated quarterly. Activity 3: Institutional CapacityBuilding. An important aspect ofthe Environmentaland Social ManagementProcesswill involve institutionalizationof the procedureslaid out inthe Operational Manual and FrameworkAgreement. To this end, the Environmental Consulting Firmwill work closely withthe PMIUand implementingagenciesto propose appropriate and efficient institutional arrangements for sustainablemanagementof environmental and social issues. Insupport of these efforts, the firmwill provide on-the-job training and conduct in-country workshops for staff inthe PMIU, implementingsector agencies, localcommunities, etc. Figure 1: Operational Framework for Environmental and Social Management And Safeguard ComplianceProcess SummaryReviewof Environmentaland SocialIssues, by Sector Activitv 1 Environmer a1 Environmentaland & Social SocialFramework Manageme t Agreement Process Framework 1 Roads& Water & Electricity Rural Health Education Transport Sanitation Developmt Services r 1 1 1 1 1 Activitv 2 Ongoing Roads& Water & Electricity Rural Health Education Subproject Transport Sanitation Development Services (Life of I I I I 1 - I Project) 0 0 0 0 0 0 0 0 0 cloo oocl clclo Capacity Building On-theJob Training & CapacityBuilding To PMIU, EnvironmentalAgency andImplementing I (Life of I ' Project) - 143 Within the above operational framework, Figure 2 presents an overview of the major steps inthe Environmentaland Social SafeguardManagementProcess, with key interventionpoints for Borrower and Bankreview and approvals. Figure 2: Overview of Environmental and Social Management Process . Subproject Scoping& Screening Subproject Categorization (A,B,C) Definition of appropriate studies in conformance with Category and applicable Safeguard Policies 4 Subprojectksessment Implementation of Assessment Studies andformulation of I n Environmental and Social Management Plans I Review and Approval Subproject Implementation ImplementationofEnvironmentaland SocialManagementPlansduringthe constructionandoperational periods. Monitoring Duringthe scoping and screeningphase, the scale andscope ofpotentialimpacts willbeassessedso as to categorize each subproject and determine whether particular SafeguardPolicies are triggered inensuing studies. Scope of work Activity 1: Environmental and Social Assessment Process Framework Goal. Inthis first phase, the EnvironmentalConsultingFirmwill carry out a broadassessment of the environmental and social issues associatedwith eachsub-component o fthe project and develop a set of operational tools and procedures for systematically considering these issues inthe planningand implementation of the subprojects. The proposed operational tools will be applied for the screening, categorization, planningand implementingindividual subprojects and will be gearedtoward the particularities of the various sectors and subprojectsplanned under the project. The Firmwill be responsible for ensuringthat subproject screening and categorization includes explicit criteria to determine the presence ofpotential impacts that would trigger the applicationo f the Bank's Safeguard 144 Policies and thus the execution ofrequiredanalyses on individual subprojects. The proposed procedures willpropose an institutional framework for assuringconformance with SafeguardPoliciesandmeetsthe Bank's requirements for environmental and social review prior to subproject approval. This will include the specificationof an efficient system for regular documentation and informationflow at key points in the subproject lifecycle, withinthe project structure, the EnvironmentalConsulting Firmwith the World Bank. Task 1.1:Verification of proposedproject The consultant will verify the content, scope andphasing ofthe IDAproject andthe broader program. This will bebasedonthe project documents, complemented by fielddiscussionswithproject staff and additional information gatheredby the Consultant. The Consultant will collaborate with the Project Management Unitto develop a simple database listing of all types of subprojects, categorized by subprogram, component, sectoral subcomponentand subproject. The EnvironmentalConsultant will also design an implementingframework for incorporatingenvironmental and social managementinto the subproject lifecycle for eachof each subprogramand subcomponent. Task 1.2: Environmental scopingand consultationand subprojectscopingmethodology The scoping and consultation processwill be ameansthoughwhichthe government will reinforceits commitment to environmental and social managementand buildpublic confidence inthe anticipated program design and implementation. To this end, the Consultant will assist the government, through a series of consultations andmeetings, to verify the scope of issues to be addressedwithrespectto each subcomponent, and obtainthe views of implementing agencies, local communities, NGOs and affected groups. These scoping sessions should occur inKinshasa and selectedregionallocations, so as to obtain arepresentative sample o fpoints of view throughout the country. The Environmentaland Social Management FrameworkReport will include an Appendix providing arecord of these meetings, with a list of participants and the proposals andrequests for informationmade inthe course of the meetings. This would include comments from government agencies, affected parties andnationalAoca1non- governmental organizations. Inaddition, the firmwill work withthe projectmanagementto design aprojectcommunications and participatory program, which will lay out the subproject scoping and consultation process including the broad approach, frequency and substantive issues to be discussedwith elected officials, NGOs and other community groups. Duringimplementation, the Consultant will assistthe government inkeepingrecords of meetings and other activities, communications and comments and their disposition. Task 1.3: Assessment of policy,legaland administrativeframework The Consultant will review and assessthe most pertinentregulations and standards governing environmental quality, health, safety, protection o f endangeredspecies, siting, land use control, resettlement, landacquisition, etc, as they relate to the various sectors affectedby the project. Internationaltreaties to which the country is signatory will be summarized. The Consultant will also assess the institutional responsibilities and capabilities for environmental protectionandmanagementin Angola, as well as within the project's implementing agencies. Based onthis assessment, the Consultant shouldrecommend: (a) aproject institutional framework that will facilitate the efficient incorporationof environmental and social considerations into the subproject planning and implementation processes; (b) mediumandlongterm institutional strengthening to ensure that environmental protectionis integrated into sector management. These recommendations shouldbe embodied inthe Environmentaland Social Framework Agreements (as described inTask 1.9). 145 Task 1.4: National baseline environmental conditions and methodology for subproject baseline environmentalconditions Because o fthe broadnational scope and multi-sectoral breadth of the project, the Environmental Consulting Firmwill address the needto characterizebaseline environmental and social conditions at two levels: 1.4.1 Overview ofnationalbaselineconditions. This will includeabroaddescription ofthe national environmental situation, focusing on major regions, ecosystems, protected areas, special concernsand social issues, as they are likely to relate to the various categoriesof subprojects. The following general categories of conditions should, at a minimum, be addressed: e Landresources e Hydrology e Water quality e Biological (biodiversity, including forests) e Air quality e Socio-economic and cultural resources Because of the wide range of potentialissues, the Consultant should focus on synthesis of the key issues facing the country, with referencesto other sources for more detailed data and documentation. 1.4.2 Methodology for sector and site-specific baseline conditions. Withrespectto eachof the major sectors and subproject categories, the Consultant will lay out a generic set of key baseline conditions to be assessedon a site-specific basis, taking into consideration the particularecological or social conditions that could arise inparticular regions or zones. This would follow the same generalcategories as shown above, and couldbepresentedintabular/checklist format, with short explanations of the types and data and other informationto be collected (as well as referencesto data sources as noted inthe Overview of National Baseline Conditions). Task 1.5: Methodologyfor determiningpotentialprojectimpacts For eachof the major categoriesof sectors and subprojects, the Consultant will identify and assess the major potential environmental and social issues likely to occur, with respectto eacho f the general categoriesmentioned inthe baseline conditions. These impacts shouldbe assessedas they are expected to occur duringthe siting/design/construction period and the operational period. Also to be considered are potential cumulative effects withinthe sectors, bothdirect and indirect. Ofparticular concernwill be how to address the social dimensions of the subprojects, as they relate to refugees, squatters and displaced persons. For the programas a whole, the significance o fpotentialimpacts should be assessedinterms of risk,that is, their likelihood andintensity. Emphasis shouldbeplacedonidentifyingpotentially significant effects invarious parts of the country which are distinguished by topographic, ecological, socio-economic, culturalresourcesor other characteristics. The methodology for this assessmentwill providethe framework for the development of the programmatic environmental managementplan inTask 1.6 and the detailed assessmento f subprojects, as described inTask 1.8. Attachment 3 provides a preliminary summary of potential issues. Task 1.6: Programmaticenvironmentalmanagementplanto mitigateandmonitor potential impacts For eachof the major categories of sectors and subprojects, the Consultant will recommend a set of generic mitigation measures for the significant impacts (includingenhancement ofpositive impacts) identifiedinTask 1.5, to be implementedduringboththe siting/design/construction and operational periods. Also specified will be the responsibility for implementingand monitoring these measures, also 146 duringthe two periods. For mitigationrelatedto siting, design, construction andmaintenanceactivities, the Environmental Consulting Firmshould cite the appropriate clauses to be incorporated indesign and construction contracts. These specifications should be clear and concise and emphasize the responsibility of the performance output goals ofthe contractors. Particular attention will bepaidto the processto be followed for compensation where there i s potentialfor resettlement or land acquisition. The sector- specific EMP frameworks should be summarizedintabular format, similar to the outline shown in Attachment 2. The development of generic mitigationmeasures will providethe framework for developing sub-project EMPs, as detailedinTask 1.8. Task 1.7: Analysis of alternatives For the project as a whole, the EnvironmentalConsulting Firmwill consider alternatives for achieving project objectives. This will include a review of the "without project" or "no project" alternative. It will also assess alternative sector policies under consideration inthe Program and ifthere are any environmental implications. At asubproject level,the EnvironmentalConsulting Firmwill establish a standardframework that permits an explicit consideration of various alternatives to the specific subproject (including the "no project" alternative). This framework will be displayed ina table that presentsthe principal alternatives and a comparative analysis o f these options, including a description of the proposed alternatives, their capital and operational costs and their potentials for effective implementationunder local conditions. Task 1.8: Operational guidelinesfor subproject environmental and social safeguard management For eachof the major categoriesof sectors and subprojects, the EnvironmentalConsultingFirmwill, in collaborationwith the implementing agencies, formulate a set of guidelines on the systematic procedures for the incorporationof environmental and social considerations for all subprojects. This willbe produced inan Operational Manual and will include, butnot be limitedto: . 0 Scoping and assessmentofpotential impacts and screening for key impacts of individual sub-projects and triggersof various SafeguardPolicies; this will be an inputto the sub-project selection and design process; 0 Analyses requiredto establishbaseline conditions and assess the types and significance of impacts commensuratewith Safeguard Policy requirements; 0 Issuesto consider inanalysis of alternatives (such as alignments through sensitive areas andrural accessibility alternatives); 0 Incorporationofmitigation and monitoring measuresduringthe siting/design/constructionand operational phases; these would include standardformats, checklists and specifications; 0 Designo f environmental managementplans (mitigation and monitoring, as well as institutional arrangements); 0 Participatory, consultation andpublic disclosure processes; and 0 Documentation requirements and information flow for environmental review and approvals withinthe project structure and with the World Bank. Task 1.9: Environmental and Social FrameworkAgreement 147 The standardprocedures, methodsandapproaches for incorporationofenvironmental and social concerns into the selection, planning and implementation processes will be summarized inan Environmentaland SocialFramework Agreement, inwhich the government and the Bank agree to basic environmental and social Safeguardprinciples andprocedures, and Angola affirms its agreement to carry out all future project activities inaccordancewith these procedures. The Environmentaland Social Framework Agreement will specify the processby which environmental and social assessments for subprojects are carried out and sent to the World Bank for review. The EnvironmentalConsulting Firmwill work with the government andthe Bank to achieve a consensuson the content and format of these agreements and assist Angola to draft the agreements. Task 1.10: Environmental and socialmonitoringplan The environmental consulting firmwill preparea detailedplanfor monitoring the implementation of the project. This will specifyresponsibility for ensuringthat all sub-projects conform to the sub-project guidelines(includingmeans of verification andreporting), as well as monitoring overall or cumulative environmental issues at the sectoral level. Task 1.11: Preliminary calendarfor Environmentaland SocialManagementPlans Based on the anticipated flow of subprojectsidentifiedinTask 1.1, a preliminary schedule for annual subproject environmental and social assessmentswill be developed, including public consultations and implementationo f the environmental and social managementplans, over the life of the project. This plan will beadjusted, at least onan annual basis, to conformto the actual rate at which subprojectsare identified and screened. Activity 2: Ongoingprogram implementation Goal: Inthis activity, continuous support will be provided over the life ofthe projectthrough the annual programming and completion o f subproject assessments, timely submittal o f these assessments for Bank and Borrower review, implementationofmonitoring and auditing requirements and longterm planning and capacity-building. Activity 3: Institutional Capacity Building Goal: The goal ofthis activity is to institutionalizethe methods andprocessesfor environmental and social safeguardmanagement, as well as to establish a local network of experts and institutions capable o f pursuingessentialenvironmental and socialmanagementinthe sectors concerned. Task 3.1:Designinstitution-strengtheningprogram The environmental consultingfirmwill summarize organizational responsibilities for implementingthe environmental mitigationand monitoring measures, both at the programmatic and sub-project levels. Basedon this, the firmwill assesscapabilities and devise a programo f in-country and on-the-job training to strengtheninstitutions at all levels, includingthe national government, local government and professional organizations involved inthe project. Task 3.2: Knowledgetransfer throughon-the-job, in-countrytraining and consultations Duringthe course ofthe project, the EnvironmentalConsultingFirmwill carry out on-the-job training withdesignatedgovernment counterparts. The Firmwill also organize workshops and seminars with a broadrange of stakeholders, inconjunction with the program for consultation andparticipation. 148 Outputs and reports The consultant will be responsiblefor the following outputs andreports: Inception report. The purposeof this reporti s to summarizethe Consultant's initialverificationof the project and, basedon consultations with the Project ManagementUnit,present a detailed work plan and schedule for Tasks 1& 2 and an outline of activities over the life of the project, as well as all the required outputs andreports. Itwill be submitted within 30 days of starting work. Environmental and Social ManagementProcessFrameworkreport. This reportwill presentthe results of Task 1and the proposedinstitutional strengthening programinTask 3. Itwill contain the results of the Environmentaland Social Assessmentas described inTask 1,includingthe Operational Manual and the Environmentaland Social FrameworkAgreement. The Operational Manual will constitute the working document for operationalizing the systematic environmental and social assessment of all subprojects financed underthe IDA credit. Itwill be adoptedby the govemment and the World Bank through the Environmentaland Social Framework Agreement. Once adopted, it will bereviewed and updated on an annual basis. The report will be submitted indraft formwithin2 months ofmobilization. Followingconsultations and comments on the Draft, the Finalversion will bepresentedwithin 3 months ofmobilization. The final version should include an Executive Summary, with the Environmentaland Social Framework Agreement as an Annex, inFrench and English. The ExecutiveSummary will provide the basis for the Integrated SafeguardData Sheet (ISDS) and presentation to the World Bank Board of Directors. Quarterly and annualreports. Quarterly reports will report onprogressofthe annual work programs, with any alterations andrecommendedchanges inscheduleor outputs. The annualreports will summarize the cumulativework accomplished to date and propose a schedule for subproject assessments and submittal ofrequireddocumentation. Subprojectassessmentreports. These will be submittedaccording to anagreed schedule inthe Annual Work Plans, and as mutually modified with the Project Management Unitand the Bank. Suggestedformat for Environmentaland Social ManagementProcessFramework report. The Report shouldbe concise and focus on significant environmental issues as they relate to the project investments. The maintext should present findings, conclusions and recommended actions, supported by summaries of the data collected and citations for any references usedininterpretingthe data. The Report should be ina format similar to the following : Mainreport Executive summary (inFrench and English) 'Environmentaland social assessment process Policy, legal and administrative framework Description ofthe project Environmentaland social baseline data Environmentaland social impacts Analysis ofAlternatives Environmentaland social managementplan Mitigation Monitoring Institutional responsibilities and strengthening activities Budget Environmentaland social managementoperational manual Environmental and Social Framework Agreement 149 Guidelinesfor preparinga resettlementpolicyframework (RPF) Backgroundand rationale The World Bank's Operational Policy on Involuntary Resettlement (OP 4.12) must be applied to any project which displaces people from land or productive resources, and which results inrelocation, the loss o f shelter, the loss o f assets or access to assets importantto production, the loss o f income sources or means o f livelihood, or the loss o f access to locations that provide higher incomes or lower expenditures to businesses or persons. The policy applies whether or not the affected persons must move to another location*. The Bank describes all these processes and outcomes as "involuntary resettlement," or simply resettlement, even when people are not forced to move. Resettlementi s involuntary ifaffectedpeople do not have the option to retain the status quo that they have before the project begins. Many projects involve multiple subprojects that require landtakings, and for a wide range ofprojects the subprojects may not be known at the beginning o f a project because they will be selected at a later date. Examples o f such projects include those involving community-based development, social funds, financial intermediaries, sector-wide investments, and infrastructure projects and other projects entailing construction or land access changes where specific investment decisions will be made duringthe life o f the project. These projects normally require two types o fresettlement planning. Firsti s a Resettlement Policy Framework (RPF)that will guide and govern the project as subprojects are selected for inclusion. Second are the specific resettlement plans (RAPs, "resettlement action plans") that are done for each subproject where the displacement described above will take place. It i s the Borrower's responsibility to prepare these documents. The RPFmustbe prepared, accepted, and disclosed publicly before the Bank will appraise the project. Ifpart o f the investment program (normally the first year's investments) is decided before the project i s approved, then the individual RAPs for such subprojects must also be prepared, accepted, and disclosedby the Bankbefore appraisal. Provision mustbe made inthe RPF for the process for reviewing and accepting subsequent RAPsbefore any subproject is approved for inclusion inthe Bank-supported program. The RPFis a statement of the policy, principles, institutionalarrangementsand proceduresthat the Borrower will follow ineachsubproject involvingresettlement. It sets out the elements that will be common to all the subprojects. Preparing it allows the Bank and the Borrower to agree on principles and processes, so that these neednot be discussed for every subproject. It also allows project implementers, who may be inmany locations, agencies, or communities, to undertake specific subprojects without having to re-negotiate fundamental agreements. Where there i s an RPFinplace, the RAP i s a detailed actionplan for treating a given set o f people -- forexample, those who will lose land to the construction o f a school, those whose houses will be affected by the laying o f a water or sewage line, or those who will be excluded from land they occupy or enter for grazing resources or the operation o f their enterprise. The RPF and the individual RAPs are fully complementary to one another. The more that i s agreed inthe RPF, the lessthat needs to be discussed for eachcase. Where there will be dozens or hundreds of subprojects, therefore, it i s obviously muchmore efficient for the project to take the time to get the RPF as full as possible. For example, the cost o f compensation for h i ttrees can be calculated a number o f different ways: a decision on the method, or on the actual compensation for different kinds o f trees at different stages o f their maturity, that i s recorded inthe RPF, i s muchbetter than having each subproject make new decisions. The principles andrequirements underlying bothRPFsand RAPs are contained in OP 4.12. InOP 4.12, Annex A, the basic contents o fbothRPFs and RAPSare set out. 150 Attachedhere are suggested terms o freference (TOR)for writing an RPF. This TOR i s meant as a guide to Borrower teams, to enable them to prepare the ResettlementPolicy Framework. Normally each case i s somewhat different fi-om others, and so the drafting team mustbe carefulto ensure that the RPFi s as detailed as possible for the project beingprepared. A good TOR will provide the background for making the RPF as relevant as possible to the project under preparation, but it will also allow the team writingthe RPFthe flexibility to ensure that the RPFtakes fullaccount o fthe situation o fpotentiallyaffected people. Backgroundand basic objectives Project description. Providea briefdescription o fthe project, for readers ofthe RPFwho may not see other project documentation. Summarize all project components briefly. Be somewhat more specific with components and activities for which landacquisition andresettlement are required, showing the total "footprint" o f the project -all the locations that various facilities inthe project may touch. Objectivesand basicterms of preparationof the RFP. Set out the objectives o fthe task o fpreparing the RPF. State the basic conditions for the work, and the basic steps inproducing the eventual product. Specific requirementsfor the contents of the RFP. State that the consultantlpreparation team is to prepare an RPFthat meets the requirements elaborated below. The RPFwill specifically note that the RPFfollows the WB requirements as statedinthe World Bank's policy on InvoluntaryResettlement(OP 4.12). State that the RPFwill also be designed to meet the legal requirements of the government. Where there are gaps between Bank and government requirements, the team i s to set these out clearly and to generate, with other stakeholders as appropriate, decisions as to how to handle such gaps. Indicate that the RPF should have clear and fully elaborated sections on: Project description(see paras 1and 2 above, which should be repeatedand elaboratedinthe RPF) Impacts,land acquisition,and resettlement. Discuss the land acquisition, or restrictions o f access, that may be required. Given the nature o fthe project, describe why resettlement is necessary, and why there needs to be an RPF. State the reasons that a full resettlementplan (RAP) or a Process Framework (see OP 4.12 for details) cannot bepreparedbefore projectappraisal, and what the sequence o fRAP preparations may be duringthe life o f the project. Principlesand objectives governingresettlementpreparation andimplementation. Describe the basic principles and visiono fthe resettlement program. State that the resettlement objectives are to move (or deprive from resources) as few people as possible consistent with the requirements o f the project, and that general principles o f doing no harm, o f avoiding or minimizing resettlement are to be followed inall subprojects. Show why acquisitiono f land or resources is needed and resettlement cannot be avoided in every case. Demonstrate that the commitment i s to ensure that affected people are meaningfully consulted, compensated fully and fairly for their losses, and assisted intheir efforts to improve their livelihoods and standards o f living or at least to restore them. Describeany particular conditions inthe project and subprojects that may present special problems or opportunities, and show how the resettlement will be done, inprinciple, so as to overcome risks or take advantage o f such opportunities. RAPpreparation,review, and approval. Describethe relationship o fthe RPFto the individualRAPs that will be done later for each subproject where there i s resettlement. Show who will write future RAPs, and how the implementing agency or some other body (bodies) will be involved inreviewing and approvingthem. Recommendwhether some or all RAPSshould be reviewedby the Bank, and how this will happen. Estimatedpopulationdisplacementand categoriesof affectedpeople. There maybe some projects for which it i s impossible to estimate eventual displacement, but every effort should be made, inpartto estimate budgets, butalso to evaluate consultation requirements and potential challenges to the project 151 staff. Different categoriesof those displacedmay include, for example, those losing legal title andthose without it, those losing lands or those losinghousing or those losingboth, those losingtemporary access or those losingpermanent rights, businessor residential property. Discuss the unit of analysis, whether "cases" (such as properties or fields), or households or individuals. Discuss whether uniform approaches will be taken acrossall subprojects, andhowrecords will bekept. Legal frameworks for resettlement. Review the national laws governing the taking of land or other assets. Because suchlegal instruments may come from many sources -land and water law, customary law or sharia, land tenure legislation, urban construction regulations, constitutional guaranteesof compensation for takmgs for public utility, and so on-make this section as extensive as i s warranted by the case inquestion. Set out the requirements ofthe process for takings shouldbe set out. Discuss discrepancies among the various legalinstruments, iffound. Summarize what laws and regulations may apply to different categoriesof affected people. Next, set out any requirements of the Bank for resettlement that apply to the types of casesthat will arise inthe project. Analyze all gaps between national and Bank requirements, and say how such gaps may bebridged. Eligibility criteria for various categories of affected people. (a) Determine the method for setting a cut-off date [see OP 4.121 for eligibility for compensation. (b) Set out the different categoriesofpeople affectedbythe project, and show the types of losses suchpeople may suffer, whether to land, income, rightsof access, housing, water sources, proximity to work, and others, andincluding combinations (house and land, for example). Define the criteria that are to be usedto identify the eligibility for compensatory measuresfor eachcategory of affected people, whether lossesarepartial or total, whether peoplehave their own landor also rent land, what happenswhenbuildingsare occupiedby more than one businesstenant or household, for example. Make the criteria user-friendly,so that those applying the principles to subprojects "on the ground" will be able quicklyto identifywhether people affected there are eligible for compensatory measures, and how. Describe who willjudge eligibility indifficult cases, for example by the use of neighborhood or village committees, or outside experts, and how such processeswill work. Methods of valuing affected assets. Describe the borrower's methods of valuing those assets that it deems eligible for compensation, and those that must be compensatedunder the policyprinciples that meet the World Bank's requirements. Explain the methods for inventorying assets, assigning values to each type of asset, and coming to agreements with eachaffected person or group on the total profile of losses and compensation. Present, to the degree possible, an "entitlement matrix" which shows the types of affected people, the types of losses, and the forms and amounts of compensatory actions that will be taken for eachtype.3 Organizational elements and procedures for delivery of entitlements, including the responsibilities of each actor. Describe the process by which individual RAPSfor subprojects will be submitted to project authorities, considered and approved, andhow entitlements will be delivered. State who inthe overall project organization will be responsible for Resettlement, and what facilities the overall resettlement officials will have available to them. Ifthere is no unit or oficer(s) with the training andjob description to overseeresettlement issues, describe the way in whichsuch capacity will be developed, structured, and given authority. I n an annex,provide TORfor such a unit or oficer(s) and describe interim arrangements until such capacity isfunctioning. Describe how subprojects will bereviewedfor resettlement, how implementationwill be carriedout once a subproject i s accepted, and how the delivery of compensatory activities will take place. Generic aspects of the implementationschedule, includinghow resettlement will be linked to the civil works. Set out the schedule by which resettlement will arise and be treated, bothinterms o f the overall managemento f the project and the flow o f subprojects. One example of an "Entitlement Matrix" is attached as Annex 1 152 Grievance redress mechanisms. Describe the mechanismsavailable to affected people for complaints about aspects o ftheir treatment underthispolicy framework. Show how the mechanismwill be accessible(interms of language, distance, and cost) to affected people, and what recourse/appealfrom the local grievance mechanismmay be available. Budget, andfunding arrangements. Estimate the overall costs ofresettlement, including funds for general oversight and for implementation of subprojects. Show the sources of funds. For large subprojects, show the sources of and arrangementsbywhich funds for implementation will be made available, and either estimates for "off-the-shelf" (average) subprojectsor average subprojectsby type. For community and other small subprojects, estimatethe types and numbers of subprojects and a nominal resettlement budget basedon an estimate of how many subprojectsmay involve resettlement. Show that the overall budget estimateshave beenincludedinthe project budget. Methods for consultation with, and participationof, affected people. Consultation i s to be done for boththe Resettlement Policy Framework, which sets many of the parametersby which resettlement will be carriedout, and the individual RAPSwhich will be done for each subproject. For the RPF, show that meaningfulconsultation i s being carried out with abroad array of stakeholdersincludingbothborrower officials at every level, andthe types ofpeople who may be the beneficiaries of, and affected by, typical subprojects. Show that the draft RPFi s to be, or hasbeen, circulated to interested parties, andthat further consultations will take place before finalization. Insert a recordof all such consultations as an annex to the RPF. For the individual RAPS,show how the people affectedby the particular subprojectswill be consulted throughout the processof RAP formulation, as prescribedby OP 4.12. Monitoring arrangements. Provide an appropriate mechanismfor monitoring the effective implementationofresettlement, either as part of the overall monitoring of projectprogress, or separately to affirm the achievement o fresettlement goals of ensuring that all affected people are addressed. Describe how subproject and overall project achievements will be monitored, and at what frequency, by selectedreviews o f a sample of micro-projects, by formal supervision of larger subprojects, or by the use of independent monitoring agencies (NGOs,researchers, committees o f affectedpeople, or some combination o f actors). Show how the results ofmonitoring will be fedback into project implementation. Where appropriate, set up monitoring checklists or templates to focus the work of local monitors. Template for the design of subproject RAPS.Taking account ofthe degreeof detail achieved inthe RPFdesign, provideatemplate for, or description ofthe contentsof, individualRAPSfor those subprojects which will require them. Include inthe design the minimuminformationrequiredto complement what has already been decided at project level throughthe RPF. At aminimum, ensure that the individual RAP will include the nature o fthe subproject, the resettlement impact, the number of people affected, baseline census and socio-economic survey information (for larger subprojects) a matrix that shows -inthe same terms as the RPF-the entitlements of the categories of affectedpeople, a description ofresettlement sites and programs for improvement or restoration of livelihoods and standards of living, the subproject budgetand implementationschedule, and a commitment to follow the RPF guidance andrequirements inall general matters. Insofar as possible, show any further informationthat may beneededwhen the RPFhas notbeen fully developed before project approval, or where the general issues inthe RPFare inneed of supplementation on account of differing local laws, special situations or effects onpeople, or the additional contributions of specialists to the individualRAPpreparation. Conditions of the consultancy/task execution Duration of services. Determine the start date for the contract andor team mobilization, and the time durationo f the overall task. State the key dates that other related teams (engineering design, project preparation, nationalbudgetingcycle, etc.) may be followingto enable the team to visualize key milestones intheir own progress. 153 Linksto other initiativesor agencies. Specify any keylinkages, background initiatives, keydocuments or other agencieswith which the team should becomefully familiar. Identifyany agencies or other groups with which the team should regularly consult inthe execution of their work. Expertiserequired. Name the types of expertiserequiredfor producingthe RPFandthe estimated inputsfrom eachspecialist interms ofpersodmonths ofeffort, andthe total level of effort to begiven. Specify which specialist or other member ofthe team will direct the team andberesponsible for the outputs. Ifthere are different inputsrequiredfrom Guidelinesfor Preparinga PestManagementPlan(PMP) 1. Background Agricultural development projects supportedby the World Bank may involve agricultural diversification into new crops, intensificationof low-technologyproduction systems, expansion intonewhirgin areas and change o f cultivationpractices, irrigation development for agriculturalproduction, re-organization of agriculturalresearchand extension services, support for farmers organizations and similar programs, or procurement of pesticides. Although these agricultural programs are designedto assist farmers to boost agriculturalproduction and increase farm incomes, they can havemajor implications for the use of inputs such as pesticides and fertilizers. Similarly, public healthdevelopment projects may include the control of vectors of human and livestock diseases. Healthprojects generally include improvedtreatment of vector-borne diseases as well as environmental managementto keep disease vector populations incheck. However, sometimes the use of pesticides to reduce vector populations i s also includedinsuchprojects. The use ofpesticides may contribute to increasedagriculturalproductionand improvedhumanhealth. However, inappropriate or excessiveuse of pesticides often results ina reductiono f agricultural production or its sustainability, increasesindisease vectors, adverse environmental and healtheffects, and negative effects on other economic activities (e.g. fisheries, tourism). This, inturn, leadsto increased economic costs, bothat the farmer level and for the country as awhole. Adequate measures are therefore requiredat project/program development to promote the appropriate managemento fpests and pesticides. This i s to ensurethat increasedand sustainable agricultural production and farm incomes are achieved; that vector-borne diseases are managedinsustainablemanner, and that the risks to humanhealthand the environment associatedwithpesticide use are kept to an acceptableminimum. The WorldBank's PestManagement SafeguardPolicy (OP 4.09 and BP 4.01 Annex C) was established to address these concerns and to assist borrowersto managepests inan appropriate manner. A major provision o fthe SafeguardPolicy i s the preparation o f a comprehensive Pest Management Plan, or PMP, that will outline the various elements o f and actions neededto be taken to adequately address these concerns duringproject implementation. 2. Objectivesofthe PestManagementPlan Agricultural development projects supported by the World Bankmay involve agricultural diversification into new crops, intensificationo f low-technology production systems, expansion into new/virgin areas and change of cultivationpractices, irrigation development for agriculturalproduction, re-organization of agriculturalresearchand extension services, support for farmers organizations and similar programs, or procurement ofpesticides. Although these agricultural programs are designedto assist farmers to boost agriculturalproductionand increase farm incomes, they can have major implications for the use o f inputs such as pesticides and fertilizers. 154 Similarly, public health development projects may include the control o f vectors o f human and livestock diseases. Healthprojects generally include improvedtreatment o f vector-borne diseases as well as environmental management to keep disease vector populations incheck. However, sometimes the use o f pesticides to reduce vector populations i s also includedinsuch projects. The use o f pesticides may contribute to increased agricultural production and improvedhumanhealth. However, inappropriate or excessive use o fpesticides oftenresults ina reductiono f agricultural production or its sustainability, increases indisease vectors, adverse environmental and healtheffects, and negative effects on other economic activities (e.g. fisheries, tourism). This, intum, leads to increased economic costs, bothat the farmer level and for the country as a whole. Adequate measures are therefore requiredat project/program development to promote the appropriate management ofpests and pesticides. This i s to ensure that increased and sustainable agricultural production and farm incomes are achieved; that vector-borne diseases are managed insustainable manner, and that the risks to humanhealthand the environment associated with pesticide use are kept to an acceptable minimum. The World Bank's Pest Management Safeguard Policy (OP 4.09 and BP 4.01 Annex C) was established to address these concerns and to assist borrowers to manage pests inan appropriate manner. A major provision o f the SafeguardPolicy i s the preparation o f a comprehensive Pest ManagementPlan, or PMP, that will outline the various elements of and actions needed to be taken to adequately address these concerns duringproject implementation. 3. Profileofthe Consultant The consultant will be specialized inone or more o f the following fields: (a) agricultural pest management inthe tropics or subtropics, with particular experience in (participatory) integrated pest management (IPM). (b) Disease vector management inthe tropics or subtropics, with particular experience in (participatory) integrated vector management (IVM) (c) Pesticide management indevelopingcountries, with particular experience inpesticide legislation and regulation, pesticide risk assessment and registration, and the enforcementhmplementationo f pesticide regulations. (d) Pest management extension methods andor participatory integrated crop production, pest or vector management. (e) Agricultural policy development indeveloping countries, with particular experience inintegrated pest & vector management policies and the economic, trade and fiscal aspects o f agricultural input use (particularly pesticides). The consultant will have experience inthe identificationand the analysis o f technical andpolicy constraints with respect to agricultural or public healthprojects/programs in developing countries. Shehe should be capable o f working, using a strongly participatoryapproach, with the (potential) Borrower's technical and policy staff. [Notefor ASPEN: seledmodify appropriateprofiledependingonthe type of project/programfor which apestmanagementplanis to bedeveloped] 4. Contentsofthe pestmanagementplan Inconsultation withthe projectteamandthe Borrower, the consultant willpreparethe PMP, addressing the following 4 major issues, namely: 0 Pest management approaches 155 0 Pesticide use andmanagement 0 Policy, regulatory Framework and institutional capacity, and 0 Monitoringand evaluation 0 Details o f these componentsmay be elaborated upon as follows: Pest or vector management approaches Prepare an overview ofthe major crops cultivated and the key pest and diseases problems experienced, especially by small holder farmers. Provide estimates (preferably basedon local studies) ofthe crop/economic lossesthat canbe attributed to the keypests, diseases and weeds. Incase of a public healthproject, carry out a similar analysis for disease vectors. Assess the potential changes inpest or vector-borne diseaseproblems that canbe anticipated as a result of the project's activities. 5. Current and proposedpest managementpractices Describe the current methods for pest or vector managementpracticedinthe country. Describe the non- chemicalpest control methods, IPMor IVMapproachesthat are available inthe country. Assess the activities of the nationalplantprotection, public healthand extension servicesaimed at providingpest managementadvice to farmers. Evaluate to which extent the systemincludes integrated pest or vector management. Assess the extent to which pest managementinformation i s transmitted to farmers. Assess the agronomic, economic and environmental sustainability of the present andproposed pest or vector managementpractices. Take an inventory of the pest or vector control methods or approachesthat have been field-tested or introducedinthe past inthe country, butwhich havenot established themselvesas current practices. Evaluate the reasons for this lack o f success. Describe any new pest or vector control methods or approachesthat are beingtested or introduced into the country. Assess the potential changes inpest or vector managementthat can be anticipated as aresult o f the project activities. Relevant IPM/IVMexperience withinthe project area, country or region. Describe any IPMor IVMmethods locally available for the management of the major pests and diseases of crops that are the target o fthe project, and ifappropriate for other crops grown by local farmers. Assess the strengths and weaknesses of implementationo f IPMor IVMactivities inthe country to guide the choice of activities that couldbe carried out duringproject implementation. Identifyrelevant existing IPMor IVMprojects or programs which are operational inthe country and which should be approachedhncluded for collaboration. Reviewthe development and conduct ofIPMresearchprograms withinthe nationalagriculturalresearch institute, or inany regional or internationalagriculturalresearch centers, relevant to the project activities. Assessment ofproposed or current pest management approaches, andrecommendations for adjustment where necessary. 156 Where the current practices, or those proposed under the project, are not consistent with the principleso f IPMor IVM,the discrepancies shouldbediscussed. Either adetailedtechnicaljustificationshouldbe provided for this discrepancy, or a strategy should be proposedto bringpest or vector management activities under the project into line with IPMor IVM. 6. Pesticideuseandmanagement Review present, proposed and/or envisagedpesticide use Compile a list ofpesticides inuse inthe country and the crops or vectors for which they are used. Classify the (commercial formulations of the) pesticides according to the WHO classification o f pesticides by hazard. Describe the current pesticide use pattems inthe country and assess whether pesticides are usedinthe context o f IPM. Assess ifenvisagedpesticide use under the project i sjustified by (a) explaining the IPMapproach and the reason why pesticide use i s considered, (b) providing an economic assessmentdemonstrating that the proposedpesticide use would increase farmers' revenues, or, for public healthprojects, provide evidence that the proposedpesticide use isjustified from the best available (preferably WHO-supported) public health evidence. Indication o f type and quantity o f pesticides envisagedto be financed by the project andor assessmento f increase inpesticide use resulting from the project. Estimate the quantity (in volume and value) o f pesticides envisagedto be financed (either directly or indirectly, e.g. through credit provision) by the project. Ifpesticides are not financed by the project, identify project activities that may lead to increasedpesticide use, and estimate this increase. For both the above mentionedsituations, evaluate ifhigher pesticide use would also result inincreased farmer dependence on pesticides. Circumstances o fpesticide use and the capability and competence o f end-users to handle products within acceptable riskmargins Assess user accessto, and use of, protective gear and appropriate application equipment; levels o f knowledge and skills o f users to handle pesticides correctly; users' product knowledge and understanding of hazards and risks; appropriateness o f on-farm storage facilities for pesticides; Assess risks Evaluate the actual potentialenvironmental, occupational and public healthrisks associated with the transport, storage, distribution and use o f the proposedproducts under local circumstances, and the disposal o f empty containers. Assess to what extent the project's activities will increase or reduce such risks. Pre-requisites andlor measures required to reduce specific risks associated with envisaged pesticide use under the project. Identify the strengths andweaknesses inthe country for proper handlingo fpesticides andpropose the measures needed inthe project to guarantee judicious use o fpesticides. For example, outline details o f 157 training activities to buildcapacities inpesticide management, riskreduction, use o f appropriate applicationequipment and protective gear, and recognitiono f circumstances leadingto pesticide poisoning. Selectpesticides authorizedfor procurement under theproject If prepareprovisionallistsofpesticideswhichmaybeprocuredundertheprojecttakinginto required, consideration (a) the criteria inOP 4.09 on Pest Management, (b) the above hazards andrisks, and (c) the availability o fnewer and less hazardous products and techniques (such as, biopesticides, traps) 7. Policy, regulatoryframework andinstitutionalcapacity (a) Policies onplant protection: Assess the government policies on pest management (crop protection and vector control) and their consistency with IPMapproaches. Evaluate ifthere direct or indirect subsidies for pesticides, donatedpesticides that distort market prices, or other factors that may increase reliance on (unnecessary) pesticide use. Study ifa national IPWIVMPolicy exists and determine whether it i s integratedinto the national agricultural development policy/strategy. (b) Descriptionand assessmento fthe national capacity to develop and implement ecologically-based IPM Assess the quality o f public and private sector extension services, extension services providedby NGOs and researchinstitutions, and their practicalcapacity to develop and implement (participatory) IPMor IVM. (c) Assessment o f the country's regulatory framework for control o f the distribution and use o f pesticides. Take an inventory the presence and quality o f a plant protectionlegislationand a pesticide legislation. Assess ifa pesticide registration scheme has been set up and i s operational. Assess ifa pesticide distributor and/or user licensing scheme exists. Ifrelevant, evaluateiflocalpesticideproductionand/or formulation is appropriatelyregulated. (d) Assessment o f the institutional capacity for effective control o f the distribution anduse o f pesticides. Evaluate ifthe country has the institutional and financial capacity to enforce the above mentioned legislation. Indoing so, assess if: Sufficient trained personnel i s available for inspection and control tasks; Government actively monitors pesticide use and storage; Pesticide products are properly packaged and labeled; Effective measures can be taken to limit accessto Class I1pesticides to licensed users ifthe use o f such products i s proposed(a specific requirement OP in4.09); Government monitors the quality o f importedlocally produced pesticides (is there a quality control laboratory); Pesticide residues are being monitored on export crops and crops for the domestic market; Poisoning statistics are available, especially inrural areas; Medical staff at rural clinics are trained to recognize and treat pesticide poisoning, and are antidotes available inrural areas; 158 0 Any other relevant information. Assess the system for managing unwanted and obsoletepesticides; to what extent might the project activities contribute to the accumulation of obsoletepesticides? 8. Strengthening of nationalcapacities Onthe basis of the outcome of the abovereviews, and ifnecessary, propose an actionplan containing appropriate measures, inproject sub-components, to strengthenthe national capacitiesto improve the regulatory system for pesticides, and implementecologically soundmanagemento fpests and vectors. Identify which components shouldbecovered by the projecVprogram, and which may be fundedexecuted under other (existing) government or donor activities. Estimate the financial requirements and suggest fundingmechanisms for the implementation o fthe plan. 9. Monitoring and evaluation Description o f activitiesthat require local monitoringduringimplementationand during supervision missions Describe these activities andpropose realistic performance indicators that canbeusedto evaluate progress towards the implementation of sustainablepestmanagement, effectiveness o fmeasuresto mitigate pesticide risks, progressinstrengtheningregulatory framework and institutional capacity, etc. Monitoring and supervisionplan, implementationresponsibilities, requiredexpertise and cost coverage. Preparea monitoring and supervisionplan that would be adopted duringproject supervisory missions. For example, inthe plan includethe types of expertise requiredat different stages ofproject implementation, actual monitoring activities and detailed budget. 10. Process For the PestManagement Planto be acceptedas part ofthe project/program, it is essentialthat it is fully supported by the Borrower and other nationalkey actors. A lack of ownership bythe interestedparties will preclude effective implementationofthe plan. Therefore, the development ofthe PMP should, like the development o fthe rest o f the project, be a fully participatoryprocessinwhich the consultant acts as a facilitator and a technical resource person. The consultation processmay include severalor all ofthe stages discussedbelow. This will dependto a large extent on the level ofpolicy development and implementationof sound pest managementthat already exists inthe country. Itwill also depend onthe size of pest managementcomponent envisaged underthe project. (a) Desk-top review ofthe available information by the consultant. The consultant will review existing Bank documents regardingthe project/program (PCD, PID, EA, PAD, according to availability). Sheihewill also obtain background informationonpest and pesticide managementinthe country, and any existing relevant projects (e.g. through the World Bank, FAO, WHO, UNEP, UNITARweb sites; the web site of the national government; web sites ofrelevant CGIARinstitutes, etc.) (b) Firstinformationmeetingwith keyactors inthe country 159 A first meeting with the key actors inpest or vector managementi s heldat the start of the mission inthe country. The objective of the meeting is to inform about the goals of the mission; the Bank requirements with respect to pest management; the objectives of OP 4.09; the function of the PMP within the project appraisalprocess; the opportunities this mayprovide for the country to strengthen pest and vector management; any practicalissues pertaining to the organization of the mission. (c) In-depth interactions with all the relevant national actors inthe field o fpest or vector management. Such meetings should include, but are not limitedto: (i) Government institutionsdirectly or indirectly involvedinpest or vector management: a Ministry of Agriculture, Crop Production Services, Plant Protection Service, IrrigationDevelopment Authorities MinistryofEnvironment, Environmental ProtectionAgency MinistryofHealth, Vector Control Service NationalAgricultural ResearchInstitute NationalPesticide Residue/ Quality Control Laboratory National (agricultural) Statistics Service National MedicalResearchInstitute Ministryof(external) Commerce Customs service Interministerial pesticide / chemicals managementcommittee (ii) Farmer and producer organizations; agricultural exporters organizations (iii) Nongovernmentalorganizations,consumergroups (iv) Agrochemicals Industry;private crop protectionadvisory firms; food industry; producers ofbiological control agents (v) Bilateral and multilateraldevelopment partners. (d) Elaborationo fthe first phase of PMP Elaborationo fthe part o fthe PMP whichdescribes the present situation and the expected changes as a result of the project, and analyzes the constraints for the implementation of soundpest management (and possible non-compliance with OP 4.09). This part ofthe PMP i s elaboratedbythe Consultant, preferably inconjunctionwithone or more national-experts. (e) Stakeholders consultation A meetingi s organized withall the stakeholders, andthe TTL, to discuss the first phase PMP. The analysis of the Consultant is presentedandmodified where needed. Stakeholdersare also invited to submit first round of proposals for strengthening of nationalcapacities (ifrequired). (0 Elaboration o f the secondphase of the PMP The secondphase o fthe PMP describes the concrete activities that are proposed to be carried out under the project. It is elaboratedby the Consultant, preferably inconjunction 160 withnationalexperts. Resultsofthe stakeholdersconsultation onthe first phase of the PMP are explicitly included. Ofparticularimportance is that the proposedactivities are fully integratedinthe general development approachof the project/program. Relationships between the proposed activities and any national agricultural (or rural) development strategies, environmental protectionpolicies, povertyreduction strategies and economic and trade policies, needto be clearly defined. (g) Stakeholdersconsultation A meetingis organizedwith allthe stakeholders, andthe TTL, to discussthe second phaseo fthe PMP. The proposalsby the Consultant are presentedand modifiedwhere needed. The overallPMP i s adoptedby the meeting. (h) Finalizationof the PMP The consultant finalizes the PMP, basedonthe feedbackfromthe secondstakeholders meeting. Whenever explicit recommendations by the stakeholdersmeetingarenot included inthe final PMP, the Consultant will provide ajustification for this ina separate memo to the Bank. The Consultant will also identify the key elementsof the PMP that have to be includedinthe EA and/or the PAD. 11. Reporting The consultant will submit the following reports (depending on the organization ofthe mission): 1. The firstphasedraft PMP discussedduringthe 1ststakeholdersconsultation 2. The recommendations madebythe 1st stakeholdersconsultation 3. The secondphase draft PMPdiscussedduringthe 2ndstakeholdersconsultation 4. The recommendations madeby the 2nd stakeholdersmeeting 5. The final PMP 6. A memojustifying whichrecommendations ofthe stakeholdersmeeting were not included inthePMPbythe Consultant 7. Paragraphscontainingthe key elementsof the PMP that needto be includedinthe EA andor PAD 12. Reference materials World Bank Operational Manual: Operational Policies OP 4.09 - Pest Management (December World Bank Operational Manual: Bank ProceduresBP 4.01-Annex C - Application of EAto 1998) Projects InvolvingPestManagement (January 1999) World Bank Environmental Assessment Handbook - Chapter 8: Agriculture andrural World BankPest Management Guidebook (2002) (?) development Backgroundpaper to the objectives and implementationof OP 4.09 (to be developed as part of OP 4.09 tool kit ?) The WHO recommendedclassificationofpesticides by hazard (latest version) APPENDICES List of Report Preparers Bibliography 161 List of PersonsContacted Public Disclosure and Record of Scoping Sessions and Consultations Technical and Other Appendices Disclosure The Environmentaland Social Management ProcessFramework Reportwill bemade available for public comment inthe country and to the World Bank Info Shop. Note that the RPF i s disclosed separately as a stand-alone document, and so are the individual RAPS. Support from the government The govemment, through the PMIU, will ensure that the EnvironmentalConsultingFirmhas accessto all necessaryproject descriptions, data, drawings and other relevant documents. The govemment will ensure that counterpart personnel are assignedto work with the staff ofthe firm. The govemment will also ensure access to project areas andprovide the firm with all necessaryintroductions and letters requesting cooperation with all stakeholders, including govemment agencies, NGOs and researchorganizations. Expertise and estimated level of effort required The successfulenvironmental consulting firmwill have extensive experienceincarrying out awide range of environmental assessments inthe sectors for which subprojects are envisioned inthe EMRRP: agriculture, transport, electricity (withparticular emphasis on hydropower), water supply, sanitation, urban services, healthand education. Itwill preferably have experiencewith programmatic and strategic environmental assessments and experience inAfrica. The estimated expertise and level of effort i s as follows: Environmental and Social Management and SafeguardServices Estimated Expertise Requiredand Level o f Effort I 1 Person-Months I Item Initial Review, Operational On-going Manual & Management Total Framework & Training Agreement Team LeadedEnvironmental Planner 2 3x12 38 Social Scientist 2 2x10 22 Ecologist 1 6 7 Hydrogeologist/Soils/LandUse Spec 1 6 7 HydologistJWater resources and 1 6 7 Quality Spec. Environmental Specialized indemining 1 2x3 7 PestNector Management SDecialist 1 3 4 HumanHealth SDec. 1 3 4 - Other As Reauired II 1 II 10 II 11 1I Total P M (Intemational) 11 96 107 Total P M (National) 10 50 60 162 The teamleader and social scientist would form the core fulltime resident team, who would mobilize the other experts as requiredand agreed. The team leader should have demonstratedexperience insettingup procedures andprocessesfor incorporating environmental and social considerations into sectoralandor multi-sectoral programs. Contractingstructure Indefinite quantityllevel o f effort contract. The environmental consulting firmwillprovideperson-month servicesonawork-order basis. The contract will specify ceiling unitfee rates for the various experts and a maximumnumber of person- months. The Firmwould also bereimbursed a fixed monthly amount for its core team and support functions. The Firmwould work with the PMIUand the Bankto lay out a tentative annual work order program, which would be updated on aregular basis. Notethat all studies are the responsibilityof the consultantfirmto beappointed. BudgetSupport SUPPORT TO MillionofDollars (S) I Environmental and Social Impacts1 9 nn 1 Demining Activities 163 Attachment 1 WorldBank SafeguardPolicies EnvironmentalAssessment OP 4.01 Natural Habitats OP/GP4.04 Forestry OP 4.36 Pest Management OP 4.09 Cultural Property OPN 11.03 IndigenousPeoples OD4.20 Involuntary Resettlement OD 4.12 Safety ofDams OPBP 4.37 ProjectsinDisputedAreas OP/BP/GP 7.60 ProjectsinIntemationalWaterways OP/BP/GP 7.50 164 Attachment 2 Samplesummarytable of environmentaland socialmanagementplan Impact Mitigation Responsibility for example,contract Implementation Monitoring clause) 1. Air quality 2. LandResources (including forest lands, protected areas, natural habitats) 3. Hydrology 4. Water quality 5. Socioeconomic and cultural issues I Impact B. OperationalPeriod 1Mitigation I Responsibility 1 lfor example, regulations) Implementation Monitoring 1. Air Quality 2. LandResources 3. Hydrology 5. Socio-economic and cultural issues I 165 PopulationandreturnedIDPs 167 MOXICO PROVINCE The province of Moxico i s locatedinthe central eastern region of Angola, withborders with Zambia and DRC. With an area of 199,780 kilometers' it is the biggestprovince of Angola. The estimatedpopulation in2002 was of around 322.000 inhabitants, withavery lowdensityof 1.6inhabitantskilometers'. The percentageo f displaced populationduringthe war was estimated at 40 percent, including some 85,000 displaced inZambia and anunknownnumber displaced inDRC. According to data from UNOCHA, some 87,000 displaced personshadreturn to their origin by May 2003 (of which some 39,000 from Zambia and DRC). The returnedor returning internally displaced populationupto August 2003 i s estimated at 236,054 by Unidade TCcnica de Coordenaqgodas Ajudas Humanithias (UTCHA). Accessibility and transports. The main access to the province was providedbyrailway (CFB), with the road network havingonly a secondaryrole. The province development was historicallybasedinthe CFB railway. Withthe destruction of most ofroad andrailway bridges duringthe war, the access to the province was basically done by airplane. For instances, duringthe first quarter of 2002 Luenareceived almost 35,000 MT of air cargo. All fuel was airlifted from Luanda with the consequentvery highcosts. These highcosts almost paralyzed economic activity (duringthe first quarter of 2002 the air cargo out of Luena was 106MT). Only 560 kilometers ofroads out of 3,175 kilometers were asphalted. The road network included 134bridges all but2 destroyed during the war. These two bridges, plus one reconstructedmeanwhile, were the only ones that could be usedin2002. The reopening of the railway between BiC and Luena will be crucial for the restart and sustainability of most activities inthe province. Later on, the reopening of the 350 kilometersrailway between Luena and Luau(inthe border with DRC) will support the economic development. Social sectors. The very highlevels ofpopulationmigration due to war has anegative impact inall existing statistic data, which vary widely. Additionally, the ongoing return of IDSmakes the situation even more fluid and dynamic. Education. In2002 the number of children matriculated inlevels Iand 11 was around 49,000. The number of children out of the school systemwas estimated at more than 36 percent (around 30,000). According to the provincial government, 150 schools out of 177 of level Iare operating, and 27 mustbe totally reconstructed. Inlevel I,the number of studentsper school is 300 and the number of students per teacher is 37. Health. Also according to the provincial government, the health infrastructure mustbe extensively rehabilitated(4 out of 6 hospitals, 6 out o f 8 Health Centers, all 31 HealthPosts inoperation plus 86 that are not operative). The health human resourceso f the province were limitedto 5 physicians (64,400 inhabitantdphysician) all of them inLuena, and 543 nurses (85 percent o f theminthe municipality of Moxico). Agriculture andforests. Fiftyto seventy percent o fthe land has potential for livestockproduction and for agriculture, namelyrice, cassava, maize, potato, beans and peanuts. Nevertheless, inNovember 2002 the WFP was distributing1,246 MT to 17percent o fthe population. The forest has wood ofhighquality that inthe past was usedas raw materialby an industry that has been completely paralyzed since many years. Socialpartners. There are 58 NGO's as well as 4 churches and religious organizations operating inthe province. Infrastructure. The situation of transports was described above and it i s critical for any other activity. Electricity. Despite the significant hydroelectricpotential of the province, only one small hydraulic power plant existed (Luena) butit was destroyed duringthe war and is now beingreconstructed. All the electricity i s producedby generators with fuel transported to Luena by air at ahuge cost. The electricity supply is limitedto some hours per day andit dependsof fuel availability. The conditionofthe distributionnetwork i s quite poor. Fater. InLuenaa mainreservoir was rehabilitatedwith UNICEF support and has been functioning since May 2002, supplyingwater to the distribution network. This network supplies water to only part of Luenahouseholds and its condition i s very poor with significant losses and (it was inoperative during 8 years). Most o fLuena populationis supplied with raw water from Luena and Lumegirivers by trucks that charge 6 US$per cubic meter. The Luena and Camenongue water supply systems should be rehabilitatedinthe short term. Inall other municipalities new systems should be constructed once the old ones are insuch a condition that does not allow rehabilitation. Most of the rural populationuses raw water from rivers. Urban. The city o f Luena has serious erosion 168 problems as well as desertification ones. Additionally its sewerage system i s clogged inseveral portions of it andprobably shouldbe replaced. The general conditionofthe infrastructure ofLuena andother municipalities is very poor due to lack of maintenance. 169 BIB PROVINCE TheBidprovince is located inthe central regionof Angola, with an area of 70,3 14kilometers' anda population estimated at 1,8 million. The number of displacedpeople inthe province i s estimatedbetween 384,000 and 517,000, or 21 percentto 29 percent of the total population. The returned or returning internally displaced populationup to August 2003 is estimated at 231,000 by Uninade Tecnica de Coordenagaodas Ajudas Humanithias (UTCHA). Social sectors. Education. The number of childreninschooling age i s estimated at 506,000 and the number o f those out of the school systemi s estimatedas being 60 percent (more than the official number of 240,000). There are 1,278 classrooms, of which only some 900 are functioning, although most ofthem inprecariousconditions, and380mustberehabilitatedbefore they canbeusedagain. Dueto this classrooms situation, 329 classes are functioning withno facility to support them. The number of students per classroom is 204 for Level Iand 447 for Level 11. The number of students per teacher i s 33 for Level Iand 49 for Level II.Health. There are only 100healthfacilities inthe province (39 private ones, including 5 hospitals o freligious missions that are not operating due to serious damages or destruction). Fromthese one hundredfacilities, 10are hospitals, 13 Health Centers and 77 HealthPosts. Ofthose only 50 percent are functioning (4 hospitals, 6 Health Centersand 39 HealthPosts). The human resourcesinthe health sector available inthe province are limitedto 12physicians (150,000 inhabitants/physician), all of them inKuito, and 778 nurses (2,3 15 inhabitants/nurse). The under-five mortality rate is estimated at 540 per 1,000 livebirthsand maternal mortality at 1,481/100,000. Agriculture. Bik i s known for its highpotentialfor agriculture production and livestock. The traditional production included maize, beans, rice, cassava, arabica coffee and vegetables. The potentialfor maize production, for instance, i s estimated at more than 400 thousand tons. Most of the institutional infrastructures inthe agriculture activity (such as silos, stockhouses) were destroyed as well as tertiary roads and feeder roads connecting farms to the mainroadnetwork. Socialpartners. There are 24 NGO's operating inthe province as well as 3 churches and religious organizations. Infrastructure. Transports. Roads. The roadnetwork must berehabilitated. The rehabilitation should include 623 kilometers of primary roads and 413 and 800 o f secondaryand tertiary roads respectively. Severalroadbridges were destroyed and mustbereconstructed. Railways. The CFB crosses Bit from west to east andthe rail was the maintransport systemfor the commercializationof agriculture products towards the coast and towards Moxico and also for the transport ofproducts withinthe province itself. It i s estimated that some twenty-two railway bridges were destroyed and must be reconstructed at the same time the track is rehabilitated to reopenrailway service. Electricity. The hydropower plantthat existed near Kuito was destroyed. Seven generators, with atotal capacity of 3,7 MVA (3,O MVA inKuito) are the only source ofelectricity productionina province with 1.8 million inhabitants. Four municipalities have no electric power installedand it is estimated that only 2 percent of Kuito populationhas access to electricity. Water. InKuito water production was recently reestablished butthe condition of the distribution network i s very poor with losses estimated as highas 60 percent. The lack o f electric power also has anegative impact inwater production and distribution. Most o f the systems that were installedin the other municipalities and rural areas were notmaintainedor destroyed duringthe war. On average, the rural populationhas to walk 1kilometers to reachwater once inthe whole province it i s estimated that only 115 boreholes or wells are available. 170 KUANZA NORTE PROVINCE KuanzaNorte i s located inthe northemregionof Angola. Its area i s of 82,570 kilometers.2 The province i s dividedin 10municipalities and 3 1communes, with a total populationestimated at 575,000 and with a density o f 6.9 inhabitants/kilometers.2Thepopulationdistribution i s uneven throughout its 10 municipalities with almost 50 percent of it concentratedinthe three southem ones (Cazengo, Golungo Alto and Cambambe). The displaced populationduringthe war was estimated at 85,000. InAugust 2003 the total number of returned or returningIDSwas estimated at 45,000. Social sectors. Education. In2002 the number of children matriculated inlevels Iand I1was around 41,000. The populationinschooling age can be estimated around 175,000, which meansthat probably75 to 80 percent (134,000) o fthe children inschooling age were out of the system. According to the provincial government, the total number of schools was 525 of which 506 for level I,for level 11,6 for 8 levels I1and I11and 5 highschools. In2002, 55 percent (292) of these schools were not functioning (283 for level I, 4 for level 11,3 for levels I1and I11and 2 highschools) mainly due to the condition ofthe facilities that, insome cases, were totally destroyed. With few exceptions, most of the schools and classrooms should be rehabilitated or reconstructed. Health. Also according to the provincial government, only two thirds of healthfacilities were functioning (55 out of 88) in2002. The province healthinfrastructure, with 3 hospitals (2 functioning), 14Health Centers (11functioning), 66 HealthPosts (39 functioning) and 5 trypanosomiasis dispensaries (3 functioning) should be extensively rehabilitated or reconstructed. The provincehealthhumanresources inthe same year were limitedto 10physicians (almost 58,000 inhabitantsper physician) and 261nurses (around 2,200 inhabitants per nurse). Agriculture and livestockproduction. Traditionally these were the province most important economic activities. Maincultures were cassava, maize, beans, peanuts, and fruits. Livestock production was also a traditional activity, mainly of cattle, sheep and goats. Withpeace, the cultivated area has increasedbut the level of activity is yet very low andmost of it is for self-subsistenceand for local informalmarketing due to the limitedaccess to markets. Socialpartners. There are 25 NGO's as well as 4 churchesand religious organizations operating inthe province. Infrastructure. Transports. Roads. As inall other provinces the roadnetwork i s highlydeteriorated and must berehabilitated as a support to all other activities. The primaryroad from Luandato Malange crosses the south ofKwanzaNorte, through its capital Ndalatando, and at Lucalaanother primary road starts to the north of the province and to Uige. Theseroads connect three provinces (Kwanza Norte, Uige an Malange) to the mainport of Luanda. Besides this primary roads, rehabilitation o f secondary and tertiary roads will be critical to support economic activity, namely agriculture and livestock production. Railways. The CFL crosses the province ofKwanza Norte from west to east and, together with the roads for the north (Uige), it was one of the maintransport systems for the commercialization of products to and from the coast. The government started the rehabilitation of the CFL that shouldbereopened inthe short term upto Lucala. Electricity. Ndalatando receives electric power from a substation connectedto the Cambambehydroelectric power plant. The same applies to Dondo inthe municipality of Cambambe. The electricity distributionnetwork inNdalatando is deteriorated and shouldberehabilitated. The other municipalities inthe province hadno electricity. Water. KwanzaNorte has the same type of water problems as the other provinces, beingit inurbanwater or inrural water. 171 MALANGE PROVINCE Malange i s located inthe central northern regiono fAngola inthe border with the DRC. Its area i s of 82,570 kilometers' and has a highpotentialfor agriculture production. The province i s dividedin 14 municipalities with two of them (Malange and Kalandula) having around 43 percent of the total population. The estimated populationin2002 was of around 890.000 inhabitantswith a density of 10.7 inhabitantskilometers'. The percentage of displacedpopulationduringthe war was estimatedat 35 percent (3 lO,OOO), percentagethat by the endof 2002 was reducedto 14percent (121,000). InAugust 2003 the total number ofreturned or returningIDSwas estimatedat some 202,000. Social sectors. Education. In2002 the number of children matriculated inlevels Iand I1was around 78,000. The populationinschooling age was estimatedbetween 257,000 and 307,000, which means that 70 to 75 percent (170,000 to 230,000) ofthe children inschooling age were out ofthe system. The Gross Enrollment Rate i s estimated at 27 percent, and inrural areas it falls to 13 percent. According to the provincial government, the total numberof functioning classrooms was 733 of which 505 inurban areas and only 228 inrural ones. The averagenumber of students per teacher i s 47 buti s raisesto 108 to 288 in some municipalities which population is mostly rural (Quirima, Kangandala and Marimba). The large majority of schools are located inthe urbanareas (111out of 199) andthe averagenumber of students per classroom i s very high(112). The condition of classrooms i s below any acceptable standardsand they should berehabilitatedor reconstructed with few exceptions. Health. Also according to the provincial government, only 15 healthfacilities out of 146were functioning in2002. The province health infrastructure, with 13 hospitals, 36 Health Centers and 97 HealthPosts, should be extensively rehabilitated or reconstructed. The province health humanresources inthe same year were limited to 9 physicians (almost 100,000 inhabitants per physician) and 371nurses (around 2,400 inhabitantsper nurse). Agriculture and livestockproduction. Traditionally these were the province most important economic activities. Maincultures were cotton(Baixa de Kassanje), tobacco, rice, cassava, maize, beans, peanutsand fruits. Livestockproduction was also a traditional activity, mainly of cattle, sheep and goats. Withpeace, the cultivatedareahas doubled in2002/2003 comparedwith 200112002, butthe levelof activity i s yet very low andmost of it i s for self-subsistenceand for local informal marketingdue to the limited access to markets. Socialpartners. There are 20 NGO's as well as 4 churchesand religious organizations. Infrastructures. Transports. One o fthe biggestproblems of the province i s accessibility, being it to the province or within it. The war destroyed or severely damagedroadandrailways networks that also deteriorated due to lack o fmaintenance. The railway betweenLuandaandMalange (that once provided one of the main accesses to the province) i s inoperative with two bridgestotally destroyed and 31 partially destroyed and tracks inpoor condition. The road network included2,045 kilometers ofprimary ones (of which 325 kilometers were asphalted) and 1,073 kilometers and 647 kilometers of secondary and tertiary roads respectively. The condition of thisnetwork i s very poor making access to the province difficult as well as transport within the province. This situation i s even worse duringthe raining season. Electricity. Inthe city o f Malange four generators are the only source of power production but only one was operative by the end of 2002. The distribution network inMalange i s more than 50 years old, poorly maintained and must be replaced inmost of its length. Inother municipalities there i s no electricity. Water. The water production and distributionsystems inMalange are inpoor condition, mainly the last one. Inother municipalities the old systems were inoperative in2002. There are ongoing studies for the rehabilitation of water systems inthe municipalities of Malange, Cangandala, Lombe, Cacuso. 172 U~GE PROVINCE TheprovinceofUige is locatedinthe northernregionofAngola inthe border withthe DRC andits area i s of 56,698 lalometers' and with a highpotentialfor agriculture. The province i s divided in 16 municipalities and 46 communes. The estimatedpopulationin2002 was of around 986,000 inhabitants with a density of 17.3 inhabitants/kilometers2. The percentageofdisplacedpopulationduring the war was estimated at less than 20 percent (187,000). InAugust 2003 the total numberof returnedor retuming IDSwas estimatedat morethan 185,000. Social sectors. Education. In2002 the number of children matriculated inlevels Iand I1was around 93,000 and it was estimated that 60 percent ofthe children inschool age were out o f the education system. According to the provincial govemment, less than 23 percent of the total number of schools (1,045) was functioning in2002 and almost all of those were for level I(225 out of 238). The average number o f students per classroomwas 91 for level Iand 349 for level 11. The condition of functioning classrooms i s below acceptable standardsand they should berehabilitated or reconstructed with few exceptions. The averagenumber of studentsper teacher is 33 raising seriousconcems for the capacity of the systemto absorb the majority ofthe childrenout of school. Health. Also according to the provincial govemment, only 24 healthfacilities of the previous existing 280 were functioning in2002. The province healthinfrastructure, with6 hospitals, 28 HealthCenters, 182HealthPosts and 60 Rural Dispensaries, should be extensively rehabilitated or reconstructed. The healthhumanresourcesof the province, inthe same year, were limitedto 9 physicians (110,000 inhabitants per physician) and 442 nurses (around 2,200 inhabitants per nurse). Agriculture andforests. Traditionally these were the province most important economic activities. Maincultures were robusta coffee, palmoil, cassava, maize, rice, beans, peanuts, vegetables and fruits. The forest has wood of very good quality and an industrywas once functioning basedinthis raw material. With peace, the cultivated area has increasedbut the level of activity i s yet very low andmost ofiti s for self-subsistenceandfor local informalmarketingdueto the limited access to markets. Socialpartners. There are 20 NGO's as well as 4 churches andreligious organizations. Infrastructures. Transports. The war destroyed or severely damagedthe road network that was also deteriorated due to lack of maintenance. The roadnetwork had 6,000 kilometers, o f those 4,13 1 Kilometers (69 percent) should be rehabilitated or reconstructed, including 233 roadbridges. The poor condition of this network results indifficult accessto the province as well as transports within the province. This situa~oni s evenworse during the raining season. Electricity. Only the towns o fUige and Negage have generatorsto produce electricity, with a total capacity o f 1MVA and 24 KVA respectively. All other municipalitieshave no electric power. Water. There are water productionsystems inUige, Negage and inthe mainlocality of Songo. All these systems are functioning but should berehabilitated as well as the distribution networks. 173 Appendix 12: Summaryof the DeminingAspects As aresult of almost thirtyyears ofcivilwar, Angola is one ofthe most landmine-contaminated countries intheworld. ThesuccessiveAngolan wars, from 1961to 2002, haveleftanestimatedsixto seven million landmines scatteredthroughout the country. Since the first peace accords, inJuly 1991, the government starteddemining activitieswith the support of the internationalcommunity. Dueto the restart of war in 1992andlater again in 1998the demining activity was not organized ina sustainedway at the national level. The peaceaccord o f April 2002, seen as the beginning of a lastingpeace, was a turningpoint inthe deminingactivity that was sharply increased. During 2002 and 2003 most of the deminingactivitieswere concentratedon support to the reopening roads and to the clearing of areas for populationresettlement. These activities were developed not only by the NationalInstitute for removal of landmines and unexploded ordnance(INAROE) but also by the Army Engineering servicesandby 7 NGO's and companiesspecialized inlandmines removal. As a result, by September2003, more than 7,500 kilometers of roadsand hundredsofresettlement locations were cleared, landmine fields registeredandmarked, thus allowing the returnof more than 1,8 millions of IDS.Inthe first 7 monthsof2003, morethan2,089 kilometers ofroadand2 millionsquaremetersof landhave been cleared; 5,610 antipersonnel mines, 475 antitank mines and 835,762 unexploded ordnance have beenremoved. The number of mine incidents and mine victimsrose from 167 and 287 in2002 to 187 and 307 respectively in2003. Taking inconsideration the increasedmobility o f the populationthese numbers indicate that a serious effort has been done to limit incidents and victims and to increasethe populationawareness but it also indicates that landmine problems are a significantriskthat will remainin the near future. The government, with the support ofUNDP, decidedto restructure itsmine actionefforts, creating a national body responsible for policy and coordinationof demining activities and for providing assistance to mine victims and decided also to restructure INAROE,which inthe hturewould be focused in operational demining activities. As aresult of these decisions the Inter-Sectoral Committee for Demining and HumanitarianAssistance (CNIDAH) was established inJuly 2001 and become active inthe beginning of 2003. The Commission, responsible to the Council of Ministers for coordinatingdemining activities and providing assistance to mine victims and also will beresponsible for the design of a National Mine Action Program. At the Provinciallevel, Vice-Governors will representthe Commission. The Commissionhas two sub-commissions, one for demining and a second one for the assistance to mine victims. The demining subcommission, headedby the head of INAD (the National Institute for demining) includes all institutionalpartners (such as UNDP, UNICEF, OCHA, andthe ArmedForcesof Angola) as well as organizations specialized indeminingor landmine awareness (international companies as well as international andnationalNGOs, etc.). CNIDAH i s the Angolan entity incharge of accreditation of any organization that intendsto have demining activities inAngola. Inthe context ofthe current reformofmine actioninstitutions, aNationalInstitutefor Demining(INDA), focused on the operational demining activities, replaced INAROE - the former mine action coordination body. The seven brigades of INAROE were integrated inINDA and it i s plannedto create eight additional brigades inthe following provinces: Benguela, KwanzaNorte, Huila, Bengo, Zaire, Cabinda, Cunene and Kwanza Sul. Eachbrigadehas a staffo f 67 persons (including support staff). The INAD deminingScholl locatedinLuandawill bealso inchargeofto provide support to the Provincial government of Luanda inany interventionthat mightbe required. Inthe remainingtwo Angolan provinces (Namibe andLundaNorte), with minor incidence of landmine problems, it i s plannedto establish one smaller unit (deminingoperational teams) ineachone of them. INDA i s following the internationalstandardoperation procedures as definedby U N M A S (Geneve), including those relatedto minimize the environment impact duringlandmine andunexploded ordnance clearance. INAD can provide landmine clearancecertificationor to prepare a deminingplan for an area that requires this type o f intervention. INAD strongly recommends that, duringthe planningphase of aninvestment, the entity inchargeofitmustcontact the Instituteto h o wtheir assessmentonsite landmine issues. This 174 recommendation should be implementedas soon as the investment site location, its accesses as well as any additional areas to be requiredduringthe construction works (such as, width o froads margins to be used duringconstruction or to provide traffic deviation) are identified. All entities involved inthe implementationof EMRP shall comply withthis recommendation. According to INAD,the provinces includedinthe Project with higher incidence of landmine problems are Bie(withhighdensityoflandminesinsome sites suchasKuito surroundings anditsmainaccessroads) and Malange. Uige and Moxico have also significant incidence of landmine and unexploded ordnance, although at a somehow lower level than those two. Kwanza Sul i s least affected than any ofthe others, except Luanda province. Although the Council o fMinisters has approvedthe DeminingProgramfor 2003-04 with abudget of US$9,3 millions, INAD has only received a small part of this budget and the full implementation of its programhas been delayed due to this reason. The Angolan Armed Forces also received funds to reinforce their activity inthis field. The international community provided strong support to the govemment, namely throughUNAgencies. This support allowedthe financing ofthe following projects: (i) ANG/02/008, "Support to the UNDP development of coordinationcapacity at the national level inmine action" (ii) UNDP ANG/02/09 "Support to the coordinationat provincial level of the mine action emergency" financed byUNDP, Japan, UK,Canada, witharoundUS$1.2 million; (iii) ANG/03/005, "Italy support to the operational UNDP activity o f deminingNGOs, financed through UNDP by the govemment of Italy with around US$1.1 million; and (iv) "Impact assessmentof landmine contamination on local communities", to be developed bythe Survey Action Centre (SAC) andthat is expectedto befinanced withUS$6millions by EU (US$l.5 million), USA (US$1.5 million), Japan (US$1.25 million), Canada (US$1 million) and Germany (US$500,000). 175 Appendix 13: ProcurementPlan PROCUREMENTPLAN 1. GENERAL ProjectInformation Country: Angola Project: Phase 1o fthe Emergency Multisector Rehabilitation Program(EMRP) Credit no.: Borrower: Republic of Angola Project ImplementingAgency: Project Management and ImplementationUnit(PMIU) at the Ministryof Planning ParticipatingSector Ministries: MinistryofHealth MinistryofEducation MinistryofTransport MinistryofEnergyandWater MinistryofAgriculture ParticipatingSector Agencies: DNME,DPEC, ELISAL,EPAL, INEA,DNA, EDEL, ENE, EPAL, IAA, SENSE, IDA (Instituto de Desenvolvimento Agrario), CFB, CFL, CFM ProcurementInformation Bank's approval date of the original December 4,2004 procurement plan: Date o f General Procurement Notice: Period covered by this procurement plan: January 2005 to December 2007, including financing through a PPF Retroactive financing: None 2. GOODS, WORKS AND NON-CONSULTINGSERVICES PriorReview Thresholdsfor Goods,Works andNon-ConsultingServices The following table shows the contracts by procurement methodfor which procurement decisions are subject to Prior Reviewby the Bank as statedinAppendix 1to the Guidelinesfor Procurement. The thresholds for the applicable procurement methods have been determined by taking into account the results o f an assessmento f the procurement capacity of the implementing agency and the participating sector Ministries and Agencies listedabove. 176 ProcurementMethod PriorReview Comments Threshold 1 ICB and LIB for Goods 200,000 or more All contracts 2 NCB for Goods First3 contracts 3 ICB for Works 500,000 or more All contracts I4 INCB for Works I IFirst3 contracts I 5 Shopping First3 contracts 6 Direct Contracting All contracts 7 UnitedNations Agencies All contracts Preaualification: Bidders for water supply construction for BieKuito shall beprequalified inaccordance withthe provisionsofparagraphs2.9 and2.10 ofthe Guidelinesfor Procurement. Domestic Preference:None ProcurementPackageswithMethods andTime Schedule (Ordered by prior/postreviewand estimated cost) Ref. Contract Estim- Review Comments No. (Description) ated Cost byBank US$ (Prior I ionDate - million eslno) Post) 1w. Water Supply Reservoirs, w 3 for BieKuito. Prior treatment plant, pump- ing equip- ment, 40 km distribution - network 1w. Reservoir, w1 Water Supply for Malange ICB No Prior Aug. 06, Oct. 01, treatment City. 2005 2007 plant, pumps, distribution network (50 - km) 1E. Printing and Prior G1 distribution o f textbooks and teacher guides 177 .E. Studentkits, UN N A Prior Sept. 01, Dec. 31, 34 reacherkits & Agencies 2007 2007 :lassroom (UNI- naterials, Lot 3 CEF) or - ICB LA. 32 $ Trucks 4x4 ICB NA Prior Oct. 30, March30, 7tons&2 2005 2006 rrucks4x2 - 12tons [A. 35 2 Tractors ICB NA Prior Oct. 30, March 30, fully equipped 2005 2006 ' for agriculture, Diesel85 HP 4x4 1A. 12 seeds 54 ICB NA Prior Oct. 30, March 30, processor 2005 2006 Machinesfor the EDAs and 1 - for the EEA 1w. Water Supply Reservoir, w2 for N'Dala- ICB No Prior NOV. 01, Dec. 01, treatment tandolKuanza 2005 2007 plant, North-priority distribution works network 1H. Lot 1:Package ICB NA Prior Aug. 09, Feb. 10, Drugs; RH G6 of medical 2005 2006 kit, Tse-Tse supplies for traps, and HealthPosts Mosquito nets 1E. Studentkits, UN No Prior Nov. 01, Feb. 01, G3 Teacher kits & Agencies 2006 2007 classroom (UNI- materials, Lot 2 CEF) or - ICB 1A. EEAbuilding ICB No Prior Aug. 03, Jan. 26, w 2 rehabilitation in 2005 2006 Chianga, and Cacuso.(2 units) & constructionof SENSE laboratoryin - Luanda 1A. EDAsBuilding ICB No Prior Oct. 03, March26, w 2 Rehabilitation 2005 2006 o fBieProvince (6 units) 1A. EDAsBuilding ICB No Prior Oct. 03, March26, w 1 Rehabilitation 2005 2006 ofMalange Province(8 - units) 178 1E. Studentkits, UN NA Prior July 01, Oct. 01, G2 Teacher kits & Agencies 2005 2005 classroom (UNI- materials, Lot 1 CEF) or ICB lH* 2:Packageof Lot ICB NA Prior Sept. 09, April 10, RH ITS G7 medical supplies 2005 2006 kit,hgs, for Health etc. Centers 1A. 5 SUV 4x4 and ICB NA Prior Oct. 30, March30, G1 16Pickup4x4 2005 2006 Double Cab lH.4Ambulances ICB NA Prior Aug. 15, May15, G1 andfour4x4 2005 2006 vehicles Total for Prior review lH. Health- Maternal NCB No Post Aug. 15, March01, G3 kitsfor 2005 2006 nursing training schools lA. Pesticides, NCB N A Post July 30, Sept. 30, For third year (317 fertilizers and 2007 2007 seed starters - Lot 3 lA. Pesticides, NCB NA Post July 30, Sept. 30, For second year G16 fertilizers and 2006 2006 seed starters - Lot 2 lH.bicyclesand8 8 NCB No Post July 15, Sept. 15, G4 motorbikes 2005 2005 A. Pesticides, NCB NA Post July 30, Sept. 30, For first (315 fertilizers and 2005 2005 yeN seed starters- Lot 1 lA. for Furniture NCB NA Post Oct. 30, March30, G6 EDAs(l2) 2005 2006 SENSEand EEAs(2) 1A. Computers for NCB NA Post Oct. 30, March30, G7 EDAs(12) 2005 2006 SENSEand EEAs(2) G3 1A. 20 cross-country NCB NA Post Oct. 30, March30, motorcycles 150 2005 2006 cc w. 2 vehiclespickup NCB N A Post Aug. 01, Oct. 01, G1 4x4 Diesel 2005 2005 Double Cab lA* forSeed Material Shopping NA Post March 30, April 30, G14 Certification for 2006 2006 SENSE 179 - .w. 1 31 Computers and Shopping NA Post Aug. 01, Oct. 01, office equipment 2005 2005 for DNA LA. 39 Communications Shopping NA Post March 30, April 30, equipment for 2006 2006 EDAs(12) SENSE and - EEAs(2) LH. IEC materials for Shopping NA Post Aug. 15, Oct. 15, 35 HIV/AIDS BCC 2005 2005 interventions - Posters, leaflets I I I I I I I - 1A. Handtools for 310 Shopping NA Post March 30, April 30, EDAs(12) and 2006 2006 EEAs(2) 1A. 3oods 512 - 1A. Air condition-ers G8 for EEA o f Huambo and - 1A. G11 - 1H. I G2 1D. G1 1D. 1 G2 TBDOTS, Tripanosomi ases, and MTCT 180 3. SELECTIONOF CONSULTANTS PriorReview Thresholds for Consultants The following table shows the value of contractsby procurement method for which procurement decisions are subject to Prior Review bythe Bank as statedinAppendix 1to the Guidelinesfor Procurement. The thresholds for the applicable procurement methods havebeen determinedby taking into account the results of an assessment of the procurement capacity of the implementingagency and the ParticipatingSector Agencies listed above. ~ ProcurementMethod PriorReview Threshold Comments 1 QCBS 100,000 or more All contracts 121ICs 150,000 or more I ~ 1contracts 1 I 3 ICs Below 50,000 First3 contracts 4 CQSandLCS First3 contracts 5 sss All contracts Ref Descriptiono f Estim- Procure- EO1 Review Contract Contract Comments No. Assignment ated ment (yesho) byBank Award Comple- cost Method (Prior I Date tionDate US$ Post) million 1R. Studies for the QCBS Yes Prior June 15, Jan. 15, C1 road Caxito - 2005 2006 Uige 1W. Construction QCBS Yes Prior Nov. 01, May 01, C2 supervision for 2005 2007 Water Supply in NDalatando and Kuito 1R. Studies for the QCBS Yes Prior June 15, Jan. 15, C2 roadLucala- 2005 2006 Malange 10. Project-wide QCBS Yes Prior June 01, Jan. 01, Selection C1 environmental 2005 2007 based on and social entire Phase assessment, I & 2 monitoring and assignment capacity building for 181 - - PhaseI 1A. Detailed design Yes InBik and C6 QCBS Prior Sept. 10, May 10, Malange andtender 2005 documents for 2o06 Provinces - (760 km) 10. Financial I ICs No Prior March 01, March01, international c2 Specialist inthe 2005 2008 initially PMIU, 3 years financed - throughPPF 10. Procurement ICs No Prior March 01, May 01, Intemational c 3 Specialist inthe 2005 2008 initially PMIU, 3 years financed - through PPF 1P. ENEandEDEL: QCBS Yes Prior July 01, March01, c1 Design and prepar. o ftender documents 1D. Designof QCBS c 2 management & operational procedures, & - training 1H. Design and C13 QCBS Yes Prior July 01, Dec. 01, preparationo f 2005 2005 tender documents for - health facilities 1w. Construction N o Timely c1 sss Prior Oct. 06, April 06, supervision for 2005 2007 continuation Water Supply in Fromdesign Malange City to supervision 1A. Technical c1 QCBS Yes Prior Oct. 30, Sept. 30, Assistance for 2005 2007 IIA, IDA and - SENSE 1u. Design for c2 Yes Prior Oct. 15, April 15, erosion control 2005 2006 - 1R. Studies for 3 IQCBS Prior July 15, Nov. 15, ~ c 3 bridges Caxito - Uige (2) Lucala - -Malange(1) 10. Semi-annual QCBS Auditing c 9 auditing o f from 2008 project accounts onwards will and financial be financed management (3 through - years) Phase 2 10. Administrator1 National; c 4 ICs N o Prior March 01, March 01, Project Manager 2005 2008 initially inthe PMIU, 3 financed years through the - PPF 1u. c1 Detailed design QCBS for drainage in - Luanda 182 - 10. National; c5 Accountant in ICs N o Prior March 01, March 01, the PMIU, 3 2005 2008 initially years financed through the - PPF 10. Procurement National; C6 ICs N o Prior March 01, March 01, Officer inthe 1 I 2005 1 2008 initially PMIU, 3 years financed through the PPF 1D. Logistical and sss No Prior Oct. 01, Dec. 20, Placement C5 administrative (W) 2005 2007 o fUN capacity Volunteers buildinginlocal governments ____ 10. Accountant in National; c 7 ICs N o Prior March 01, March 01, the PMIU, 3 2005 2008 initially years financed through the - PPF 10. Procurement National; C8 ICs N o Prior March 01, March 01, Officer inthe 2005 2008 initially PMIU, 3 years financed through the 11 PPF 1H. Rapidhealth sss N o Prior May22, Oct. 07, Mostly for c 2 needs (WHO) 1 1 2005 1 2005 subsistence assessment at costs o fthe municipal level assessment in3 provinces teams while inthe provinces and report - preparation 1E. Education ICs N o Prior June 01, March 01, c 4 Project Officer 1 2005 2008 intheMinistry 183 1D. Study to define QCBS N o Prior Nov. 06, April 01, c 1 the nature o f 2006 fiscal transfers 1E. Design and QCBS N o Prior Feb. 30, c 1 preparation o f 2005 2006 tender documents for constructiono f primary schools 1A. Supervision c 3 Dec. 30, Nov. 30, NGOsand other 2005 2007 partner (2 years)- 1H. Preparation o f May 12, Aug. 02, PPF c12 training 2005 2005 curricula for health surveillance 1E. May 01, July 30, PPF c 2 bidding 2005 2005 Alternatively documents for CQS with textbooks, Post-review teacher guides, and other didactic materials 1E. Trainingneeds I July 01, Aug. 30, Alternatively c 3 assessment for 2005 2005 CQS with primary teachers Post-review and school - principals 1H. Mediumand Nov. 05, March Consulting C8 Long-Term 2005 09,2004 Policy Development 1H. Healthneeds May 01, Sept. 01, PPF; c1 resources 2005 2005 capacity assessment and building in GIS mapping in the Planning Moxico Dept. o f province M O H on health management information services 1H. Contract 25 Dec. 15, Dec. 15, c 3 radio Programs 2005 2006 /advertisement spots for IEC on HIVAIDS in the localradios 184 c2 Technologiesin lA. Development of ICs No Prior Dec. 30, Dec. 30, 2005 2006 the IIA 1A. Details Design ICs No Prior Oct. 01, March30, C4 f o r ~ ~ ~ s o f 2005 2006 Malange Province and Laboratory of Luanda lA.DetailedDesign ICs No Prior Oct. 01, March30, C5 f o r ~ ~ ~ s o f 2005 2006 Malange BiC Province and EEAsde Huambo 1D. Designof a NCB No Prior Jan. 20, Dec. 20, C3 Framework for 2007 2007 Monitoringlocal revenues Total for Prior review 1E. Designand CQS No Post June 01, Feb. 30, C1 preparationof 2005 2006 tender documents for construction of primary schools 1H. In-service field CQS No Post June 15, Feb.15, C13 training 2005 2006 1H. Mediumand ICs No Post Nov. 05, March09, C8 Long-Term 2005 2006 Policy Development IH.Contract25 ICs No Post Nov. 15, Nov. 15, c3 radio Programs 2005 2006 /advertisement spots for IEC on HIV AIDS in the localradios of4 provinces ID. Revenue QCS No Post March20, Feb.20, C4 generation 2006 2008 feasibility study 185 - 1H. TA to Provincial ICs Selection E5 HealthTeams - Interna- based on Province 1 tional entire Phase and I & 2 national assignment advert- ising for medical - specialist 1H. TA to Provincial ICs No Post Aug. 14, Sept. 19, See Province C6 HealthTeams - 2005 2006 1above - Lot 2 1H. I 1 1 TA to Provincial ICs No Post Aug. 14, Sept. 19, See Province c 7 HealthTeams - 2005 2006 1above - Lot 3 See Province ~ ~ ~~ 1H. TA to Provincial ICs No Post Auti14, Sept. 19, C8 HealthTeams - 2006 1above - Lot 4 1H. TA for Drug ICs PPF c 9 needs - assessment 1H. TA to Municipal QCBS One contract c 9 HealthTeams (Short perprovince for a specialist List o f with NGOs; onhealth NGOs) selection management - based on Province 1 entire Phase I & 2 - assignment 1H. TA to Municipal QCBS No Post July 14, Aug. 19, See Province c10 HealthTeams (Short 2005 2006 1above for a specialist List o f on health management - NGOs) - Province 2 1H. TA to Municipal QCBS No Post July 14, Aug. 19, See Province c 1 1 HealthTeams (Short 2005 2006 1above for a specialist List o f on health management - NGOs) Province 3 1H. TA to Municipal QCBS No Post July 14, Aug. 19, See Province c12 HealthTeams (Short 2005 2006 1above for a specialist List o f on health NGOs) management - - Province 4 1H. Preparation o f ICs No Post May 12, Aug. 02, c10 training 2005 2005 curricula to integrate AIDS inthepre- - service training 1H. Preparation o f ICs No Post May 12, Aug.02, PPF c 1 1 training 2005 2005 curricula for essential and emergency obstetric care 1H. Outreach ICs No Post Aug. 15, Aug. 15, Through C4 programs for sex 2005 2006 NGos workers and truckers Total for Post review 187 LEGENDTO PROCUREMENTPLAN ProcurementMethods: ICB InternationalCompetitive Bidding LIB LimitedInternational Bidding NCB National Competitive Bidding QCBS Quality and Cost Based Selection CQS Selection Basedon Consultants' Qualifications LCS Least Cost Selection SSS Single-Source Selection of Consultants ICs Individual Consultants Selection Non-ConsultingServicesusually include, but arenot limitedto, procurement from United Nations agencies, NGOs, procurement and inspectionagents, and BOO/BOT/BOOT (Build, Own, Operate; Build,Operate, Transfer; Build,Own, Operate, Transfer) EO1 Expression of Interest NA Not applicable Referencenumbers: (e.g. 1A,G1) 0 Phase 1 0 Subcomponent A RuralDevelopment H Health E Education R Roads P Electric Power W Water and Sanitation U UrbanServices 0 Other Contracts 0 Procurementmethod G Goods W Works C Consulting services N Non-consulting services(suchasUNagencies, NGOs, procurement and inspectionAgents, BOO/BOT/ BOOT, etc.) Serial number 1, 2, 3, .... 188