Document of The World Bank FOR OFFICIAL USE ONLY Report No: 74922-KM EMERGENCY PROJECT PAPER ON A PROPOSED ADDITIONAL EMERGENCY RECOVERY GRANT IN THE AMOUNT OF SDR 2.0 MILLION (US$3.0 MILLION EQUIVALENT) TO THE UNION OF THE COMOROS FOR AN EMERGENCY CRISES RESPONSE PROJECT March 7, 2013 Human Development Country Department AFCS4 Africa Region This document is being made publicly available prior to Board consideration. This does not imply a presumed outcome. This document may be updated following Board consideration and the updated document will be made publicly available in accordance with the Bank's policy on Access to Information. CURRENCY EQUIVALENTS (Exchange Rate Effective on January 31, 2013) Currency Unit Comorian Franc (KMF) USD 1 362 FISCAL YEAR January 1 December 31 ABBREVIATIONS AND ACRONYMS AF Additional Financing ADB African Development Bank CCC Comite Central de Coordination (Central Coordination Committee) DAF Directeur Financier et Administratif (Financial and Administrative Director) DEN Directeur Ex&utive Nationale (National Executive Director) EPP Emergency Project Paper ESMF Environmental and Social Management Framework FADC Fonds d'Appui au Developpement Communautaire (Community Development Support Fund) FM Financial Management FY Fiscal Year IBRD International Bank for Reconstruction and Development IDA International Development Association IMF International Monetary Fund ISN Interim Strategy Note JSDF Japan Social Development Fund KMF Comorian Francs NGO Non-Governmental Organization PDO Project Development Objective RPF Resettlement Policy Framework SDR Special Drawing Rights UNICEF United Nations Children's Fund Vice President: Makhtar Diop Country Director: Haleh Z. Bridi Sector Director: Ritva Reinikka Sector Manager: Lynne D. Sherburne-Benz Task Team Leader: Randa El-Rashidi/Philippe Auffret UNION OF THE COMOROS EMERGENCY CRISES RESPONSE PROJECT TABLE OF CONTENTS ADDITIONAL FINANCING DATA SHEET ......................................... 1 I. Introduction ..................................................... 4 II. Background and Rationale for Additional Financing in the amount of $3.0 million........4 III. Proposed Changes ................... .................... ......... 6 IV. Appraisal Summary...........................8..... ..............8 V. Environmental Category and Safeguards .............9....... ...........9 VI. Project Risks, Mitigating Measures and Supervision ........ ............... 10 VII. Terms and Conditions for the proposed Additional Financing................ 11 Annex 1: Revised Project Results Framework ............................... 13 Annex 2: Operational Risk Assessment Framework (ORAF) .............. ...... 16 1  UNION OF THE COMOROS EMERGENCY CRISES RESPONSE PROJECT ADDITIONAL FINANCING DATA SHEET Basic Information - Additional Financing (AF) Country Director: Haleh Z. Bridi Sectors: Other social services (70%); General Sector Manager/Director: Lynne Sherburne-Benz water, sanitation and flood protection (30%). / Ritva Reinikka Themes: Global food crisis response (P); Team Leader: Randa El-Rashidi/ Philippe Auffret Social safety nets (P). Project ID: P133755 Environmental category: B (partial assessment) Expected Effectiveness Date: July 30, 2013 Expected Closing Date: June 30, 2015 Lending instrument: Emergency Recovery Loan (ERL) Additional Financing Type: Project scaling up Basic Information - Original Project Project ID: P120631 Environmental category: B (partial Project Name: Emergency Crises Response assessment) Proj ect Expected Closing Date: June 30, 2014 Lending instrument: Emergency Recovery Loan (ERL) AF Project Financing Data Financing type: Loan Credit IDA Grant - x ] Other ii ] Proposed terms: International Development Association (IDA) Grant AF Financing Plan (US$ million) Source Total Amount (US$ million Total Project Cost: 3.0 Cofinancing: 0.0 Borrower: 0.0 Total Bank Financing: 3.0 IDA 3.0 New 3.0 Recommitted 0.0 1 Client Information Recipient: Union of the Comoros Responsible Agency: Fonds d'Appui au Developpement Communautaire (FADC) Contact Person: Doulfat Dhilkamal Telephone No.: 269 773 28 82 Fax No.: 269-773-28-84 Email: fadc(d,comorestelecom.km AF Estimated Disbursements (Bank Fiscal Year (FY)US$m) FY 2014 2015 Annual 1.0 2.0 Cumulative 1.0 3.0 Project Development Objective and Description Original Project Development Objective: Increase access to short-term employment and to basic and social services in areas affected by the crises, both global and internally-generated. Revised Project Development Objective: N/A Project description: Component 1: Social Safety Net (Cash-for-Work) (US$1.20 million). This component finances a cash-for-work program to increase access to short-term employment in crises-affected areas. Component 2: Community-Driven Development (US$1.20 million). This component supports the capacity building of communities and finances community-based infrastructure sub-projects to increase access to social and economic services. Component 3: Project Management, Monitoring and Evaluation, and Audit (US$0.60 million). This component finances project management and coordination costs, including consultant services, technical advisory services such as technical studies and assessments, training and operating costs. Safeguard and Exception to Policies Safeguard policies triggered: Environmental Assessment (OP/BP 4.01) [ x ]Yes [ ] No Natural Habitats (OP/BP 4.04) [ ]Yes [ x ] No Forests (OP/BP 4.36) [ ]Yes [ x] No Pest Management (OP 4.09) [ ]Yes [ x ] No Physical Cultural Resources (OP/BP 4.11) [ ]Yes [ x ] No Indigenous Peoples (OP/BP 4.10) [ ]Yes [ x] No Involuntary Resettlement (OP/BP 4.12) [ x ]Yes [ ] No Safety of Dams (OP/BP 4.37) [ ]Yes [ x ] No Projects on International Waterways (OP/BP 7.50) [ ]Yes [ x ] No Projects in Disputed Areas (OP/BP 7.60) [ ]Yes [ x] No 2 Is approval of any policy waiver sought from the Board (or MD if [ ]Yes [x ] No RETF operation is RVP approved)? Has this been endorsed by Bank Management? [ ]Yes [ ] No Does the project require any exception to Bank policy? [ ]Yes [x ] No Has this been approved by Bank Management? [ ]Yes [ ] No Conditions and Legal Covenants: Reference Description of Condition/Covenant Date Due Financing Agreement (a) The Subsidiary Agreement has been executed on For behalf of the Recipient and the Project Implementing effectiveness Article IV (4.01)Eniy Entity. Project Agreement (b) Recruit within three months after effectiveness an Three months auditing firm to review the activities included in the after Section II (B.3.b) proposed Grant. effectiveness 3  UNION OF THE COMOROS EMERGENCY CRISES RESPONSE PROJECT I. Introduction 1. This Emergency Project Paper seeks the approval of the Executive Directors to provide an additional emergency recovery grant in the amount of Special Drawing Rights (SDR) 2.0 million (US$3.0 million equivalent) from regular IDA resources to the Union of the Comoros for an Emergency Crises Response Project. 2. Additional financing: The proposed additional emergency recovery grant would help finance the costs associated with scaling up the activities that are currently being successfully implemented under the Emergency Crises Response Project (P120631) to further improve the project's impact and development effectiveness.I More specifically, in areas most affected by the crises, the additional emergency recovery grant would finance: (i) 150,000 days of cash employment to benefit 6,000 individuals of whom at least half are women; and (ii) the reconstruction and rehabilitation of at least 15 basic infrastructures facilities at the community level to help restore access to basic social and economic services. 3. Implementation and partnership arrangements: The entity responsible for the implementation of Emergency Crises Response Project, the Fonds d'Appui au Developpement Communautaire (FADC), would also be responsible for the implementation of the proposed additional emergency recovery grant. FADC was created in 1993 to contribute to community development and has an accomplished record of implementing cash-for-work activities and community-based basic social and economic sub-projects. Since September 2010, FADC has been implementing these activities under both the ongoing Emergency Crises Response Project and the Emergency Food Security and Unemployment Support through Cash-for-Work (P121550) financed in an amount of US$2.366 million from Japan Social Development Fund (JSDF). The French bilateral agency (Agence Franqaise de Developpement) has recently allocated 1.0 million Euro from its budget support operation to scale up FADC's cash-for work program.2 FADC is currently the only institution in the Union of the Comoros with the management, staffing, administrative capacity and decentralized structure necessary to implement the additional grant on all three islands of the Union of the Comoros under emergency conditions. II. Background and Rationale for Additional Financing in the amount of $3.0 million 4. Country context: The Union of the Comoros is a small post-conflict island country (population 680,000), consisting of three islands. Its economy is characterized by geographical 1 The Emergency Crises Response Project benefits from an IDA Grant (IDA Credit H572-KM) in the amount of SDR 3.5 million (SDR 2.5 million from regular IDA resources and SDR 1.0 million from IDA's crisis response window) equivalent to US$5.31 million approved on June 1, 2010. 2 FADC's current disbursement capacity hovers around US$3.0 million per year so that FADC should have no difficulty to implement this Additional Financing (US$3.0 million for 2 years) as well as 1 million Euro from AFD. 4 isolation, limited resources, a small domestic market, a narrow export base and a high dependence on food imports and remittances, which makes it vulnerable to domestic and external shocks. About half the population lives below the poverty line, while poverty varies significantly across islands and is generally higher in rural areas and in Anjouan, particularly in the South. In 2009, the Union of the Comoros ranked 139 out of 182 countries on the UN Human Development Index. 5. Original Project: The original grant of SDR 3.5 million (US$5.31 million equivalent) for the Emergency Crises Response Project was approved on June 1, 2010, and became effective on September 25, 2010. The Project Development Objective (PDO) was to increase access to short-term employment and to basic and social services in areas affected by the crises, both global and internally-generated. There has not been any change to the original objectives, design or scope. The project includes the following three components: (i) cash-for-work program; (ii) provision and rehabilitation of basic infrastructures following a community driven development approach; and (iii) Project monitoring and evaluation, and audits. 6. Project performance: The project is reaching its development objectives at a faster pace than originally anticipated. As of September 30, 2012, 71 cash-for-work sub-projects (versus an end-of-project target of 110 cash-for-work sub-projects) were implemented, providing direct benefits to about 4,000 individuals (of whom 53% are women) while another 16 community based sub-projects were completed (versus an end-of-project target of 32 sub-projects). The Government of the Union, the Governments of the three islands as well as communities report to be extremely satisfied with the Project and its benefits for the population. 7. For the past 12 months, the project has been rated Satisfactory in terms of both implementation progress and likelihood of achieving development objectives. FADC is also in full compliance with the loan covenants. 8. Rationale for the proposed Additional Financing: The Union of the Comoros is currently facing a very challenging situation created by the lingering effects of a succession of crises. Prices of staple goods mostly rice, vegetable and meat which cover about 60 percent of food consumption have increased by close to 10 percent in the past year. In early 2012, the Union of the Comoros was also affected by severe floods which resulted in loss of income opportunities and important damages to a number of critical infrastructures including schools, small bridges and feeder roads. As a result, the vulnerability of the population has increased substantially while poverty remains widespread -- particularly in rural areas. Forty percent of children are estimated to be stunted due to malnutrition, which is particularly acute on the island of Anjouan. According to an assessment by United Nations International Children's Fund (UNICEF) about one third of the children under 5 years of age suffered from chronic malnutrition in 2008.3 There is no evidence that the situation has improved in the last five years. 9. Request for the proposed Additional Financing: Following a request from the President of Comoros and a letter from the Minister of Finance dated May 16, 2012, proceeds from the project were used to actively respond to the impacts of the floods which devastated the country in early 2012 -- while not compromising the achievements of the Project objectives. As a consequence, disbursements have moved faster than initially anticipated. However, the heavy 3 See : Rapport d'Evaluation de l'Etat Nutritionnel des Enfants de Moins de 5 and et de la Mortalite dans 'Union des Comores. UNICEF Comoros, December 2008. 5 rains impacted nearly all sectors of the economy with total damages estimated at US$20 million. 4 10. To mitigate the impacts of the crises and the damages from the floods, the borrower requested an additional emergency recovery grant to scale up the activities financed under the Emergency Crises Response Project. More specifically, the incremental resources would finance the rehabilitation of community-based infrastructure and the cash-for-work program while directing incremental funds towards those most affected by the lingering effects of the successive crises, including the more recent floods. 11. Consistency with the ISN: The proposed Additional Financing is consistent with IDA's Interim Strategy Note (ISN) for the Union of the Comoros for the period FY10-12, which was presented to the Executive Directors on April 29, 2010. The objectives of the ISN are to: (i) reduce social vulnerability and (ii) build state capacity and accountability. The ISN highlights the impacts of the global economic crisis in Comoros and the negative effects of high food prices in the context of declining remittances on the most vulnerable groups. It explicitly identifies the Emergency Crises Response Project as an important instrument to provide rapid and targeted support to affected households. 12. Instrument and procedures: The proposed Additional Financing would deliver much needed assistance by contributing to build and rehabilitate basic social infrastructure and to preserve household incomes in affected areas on an emergency basis. Scaling up the activities currently implemented under the Emergency Crises Response Project is a perfect means to reach these objectives. Also, the flexible and accelerated procedures provided under OP/BP 8.00 are vital to the rapid and effective implementation of the proposed Additional Financing. The proposed operation is consistent with guiding principles of OP 8.00 including to: (a) address major adverse economic and social impacts resulting from natural disasters and actual man-made crises; and (b) continue Bank's assistance to alleviate poverty. III. Proposed Changes 13. Project Development Objectives. The Project Development Objective would remain unchanged: to increase access to short-term employment and to basic and social services in areas affected by the crises, both global and internally-generated. 14. Expected outcomes. The Results Framework including the PDO level and intermediate results indicators would remain the same as that of the Emergency Crises Response Project. However, the indicator target values would be revised upward to take into account the incremental activities from the Additional Financing. Table 1 indicates the new target for the PDO level indicators. Annex 1 includes the revised Results framework including revised targets for PDO level and intermediate results indicators. The Project Manual was updated prior negotiations. 4 World Bank. Aide Memoire of the << Mission d'evaluation sommaire des effets des inondations >> from May 18 to May 31, 2012. 6 Table 1: Project outcome indicators Changes with Revised target PDO indicator Orga Additional Financing 1. Beneficiaries of cash-for-work program (cumulative number of individuals) 2.1 Students enrolled in FADC built/rehabilitated 2,400 800 3,200 schools or classrooms (number) 2.2 People in project areas with access to improved 2,000 9,200 11,200 water source (number) 2.3 People in project areas benefiting from improved 2,000 26,000 28,000 roads (number) 3. Direct Project beneficiaries (number), of which: 12,000 41,400 53,400 Female (%) >40% >40% >40% 15. Institutional arrangements. The institutional arrangements would remain unchanged: the Fonds d'Appui au Developpement Communautaire (FADC) would implement the activities under oversight from the Central Coordination Committee (Comite Central de Coordination, or CCC), which is also the Board of Directors of FADC. 16. Procedures Manuals. The Procedures Manuals used for the implementation of the Emergency Crises Response Project would also be used to implement the proposed Additional Financing. They include: (i) Administrative and Financial Manual (Manuel Administratif et Financier); (ii) Operational Manual with chapters on Institutional Framework, Community Development, and Monitoring and Evaluation; (iii) Direct Financing of Community Manual (Manuel Financement Direct des Communautes); (iv) Social Protection Manual (Manuel Protection Sociale); and (iv) Environmental Manual (Manuel de Gestion Environnementale). 17. Activities. The total cost of the activities financed under the proposed Additional Financing would be US$3.0 million, including taxes and duties. Table 2 provides a breakdown of key changes in estimated costs. Table 2: Costs by component Changes with Revised cost Component Original cost Additional Financing 1. Social safety net (cash-for-work) 1,400,000 1,200,000 2,600,000 2. Community-driven basic infrastructure 2,900,000 1,200,000 4,100,000 3. Project management, monitoring and evaluation, 1,001,000 600,000 1,601,000 and audit Total Cost 5,301,000 3,000,000 8,301,000 18. Financial management. Financial management of the AF would remain the same as that used under the Emergency Crises Response Project. FADC has an experienced Financial Management unit headed by the finance and administrative director (Directeur Administrative et Financier, or DAF), who would be responsible for the financial management of the proposed Additional Financing. FADC would maintain its financial staff, including the internal auditor, during Project implementation. Independent auditors acceptable to IDA would continue auditing 7 the accounts of FADC including the proceeds from the Additional Financing in accordance with International Standards of Auditing. 19. Disbursement. Disbursement arrangements under the Additional Financing would remain the same as those used under the Emergency Crises Response Project. The proposed Additional Financing would finance the Emergency Crises Response Project's single disbursement category. 20. Procurement. Procurement arrangements for the Additional Financing would remain identical to those used for the implementation of the Emergency Crises Response Project. However, procurement under the Additional Financing would be carried out in accordance with the following World Bank guidelines: (i) Guidelines: Procurement under International Bank for Reconstruction and Development (IBRD) Loans and IDA Credits dated January 2011; (ii) Guidelines: Selection and Employment of Consultants by World Bank Borrowers dated January 2011; (iii) Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants dated October 15, 2006 and revised in January 2011; and (iv) the provisions stipulated in the Legal Agreement. 21. A Procurement Plan with procurement methods or consultant selection methods, estimated costs, review requirements, and a time frame for contract implementation has been discussed and agreed for the additional financing between the Borrower and IDA. 22. Safeguard arrangements. The safeguard arrangements for the proposed project would be the same as those used by FADC for the implementation of the Emergency Crises Response Project. In particular, FADC would screen all sub-projects to determine whether they trigger any safeguard policies. The cash-for-work sub-projects that trigger any safeguard policy other than Environmental Assessment (OP/BP 4.01) would not be eligible for financing and the community-based sub-projects that trigger any safeguard policy other than Environmental Assessment (OP/BP 4.01) or Involuntary Resettlement (OP/BP4.12) would not be eligible for financing. These are clearly outlined in the Environmental Manual (Manuel de Gestion Environnementale). 23. Implementation schedule. Implementation of the Additional Financing would start as soon as it is effective and the closing date of the Additional Financing would be June 30, 2015. IV. Appraisal Summary 24. Economic and social assessment. The economic analysis and social assessment of the sub-projects financed under the Additional Financing remain the same as those of the original project. 25. Technical assessment. Sub-projects financed under the Additional Financing would benefit from FADC's cumulative experience in the technical design of sub-projects. The Additional Financing would promote the use of simple, appropriate and environmentally sound technologies and investments, to allow for ease in operations and maintenance of sub-projects. 26. Institutional assessment. FADC would remain responsible for project implementation, while the National Executive Director (Directeur Executif National, or DEN) would remain responsible for day-to-day project implementation. The National Director would continue to be 8 assisted at the national level by an administrative and financial director, a procurement specialist, an internal auditor, a monitoring and evaluation specialist and an environmental specialist. 27. Assessment of Financial Management. The Financial Management (FM) arrangements for the Additional Financing would remain the same as those of the original project given their effectiveness. 28. An audit of the project would be carried out annually by an international auditing firm acceptable to IDA in accordance with International Standards of Auditing. This audit would cover the activities financed under the Additional Financing. 29. Procurement assessment. The procurement arrangements for the Additional Financing would remain the same as those of the original project given their effectiveness. FADC has submitted to IDA a Simplified Procurement Plan to cover the first 18 months of project implementation including the Additional Financing. V. Environmental Category and Safeguards 30. The environmental classification of the project would remain Category B. 31. New activities financed under the Additional Financing would be remain the same as those of the original project and the proposed Additional Financing would not trigger any new safeguard policies. More specifically, activities financed under the Additional Financing could potentially trigger the following safeguard policies: Environmental Assessment (OP/BP 4.01) and Involuntary Resettlement (OP/BP 4.12). In addition, cash-for-work sub-projects would not be eligible if they trigger Involuntary Resettlement (OP/BP 4.12). 32. As the subprojects being financed under the Additional Financing are very small (classrooms, community water sanitation, market place, rehabilitation of rural road in earth, construction of water reservoir in community level etc.), the Project Implementation Unit (PIU) developed an Environmental and Social Manual under the original project, to ensure compliance and the implementation of mitigation measures during the sub-projects cycle. This manual contains: (i) detailed Safeguards Procedures for Inclusion in the Technical Specifications of Contracts, (ii) the Checklist of Possible Environmental and Social Impacts form for the potential identified subprojects, and (iii) relevant specific environmental and social mitigation measures. The specific environmental mitigation measures for each subproject have been integrated in all bidding documents and both Contractors and Supervisors have been compliant with implementing the safeguards policies. The project's implementation of environmental and social safeguards policies have consistently been rated as Satisfactory. 33. In addition, no land acquisition was identified during the implementation of subprojects: proper measures have been put in place to address any potential issues arising from potential land acquisition. These measures include publicly disseminating the nature and type of sub- projects to communities and local government, as well as publicly displaying land certificates at least one month prior to commencing sub-project implementation. To date no rejections have been noted by the PIU. 34. During the preparation of original project, intensive consultations were held with the affected population in the local communities and at the national level. Both ESMF and RPF documents have been disclosed in all three islands of the Union of the Comoros and to the Infoshop in July 2012. During the identification of sub-project to be financed, extensive 9 consultation were held at the local community level on the design of sub-projects led by the local authority and the PIU team. Under this Additional Financing, both the current Environmental and Social Management Framework (ESMF) and Resettlement Policy Framework (RPF) have been re-disclosed to the Infoshop on January 30, 2013. 35. FADC has the institutional capacity to manage the safeguard aspects brought about by the proposed Additional Financing. Table 2: Safeguard Policies Triggered by the Project Safeguard Policies Triggered Yes No Environmental Assessment (OP/BP 4.01) X Natural Habitats (OP/BP 4.04) X Forests (OP/BP 4.36) X Pest Management (OP 4.09) X Physical Cultural Resources (OP/BP 4.11) X Indigenous Peoples (OP/BP 4.10) X Involuntary Resettlement (OP/BP 4.12) X Cash-for-work sub-projects would not be eligible if they trigger Involuntary Resettlement (OP/BP 4.12). Safety of Dams (OP/BP 4.37) X Projects on International Waterways (OP/BP 7.50) X Projects in Disputed Areas (OP/BP 7.60) X 36. The proposed Additional Financing does not involve any exceptions to Bank policies. VI. Project Risks, Mitigating Measures and Supervision 37. The overall risk of the project is Moderate. The specific risks that could jeopardize the successful implementation of the proposed Additional Financing are summarized in the following table. 10 Table 3: Risks and Mitigation Measures Rating Stakeholder Risk M Implementing Agency Risk - Capacity L - Governance M Project Risk - Design L - Social and Environmental L - Program and Donor L - Delivery Monitoring and Sustainability S - Financial Management of Implementing NGOs and Communities M Overall Implementation Risk M Risk Rating: H (High Risk); S (Substantial); M (Moderate Risk); L (Low Risk) 38. Supervision, and monitoring and evaluation arrangements. Based on the above risk assessment and due to the emergency context, the project would continue to be supervised closely, including at least two supervision missions per year. FADC has the capacity to successfully monitor the activities implemented under the Additional Financing. VII. Terms and Conditions for the proposed Additional Financing 39. The proposed Additional Financing would consist of a US$3.0 million grant from IDA. The country financing parameters allow for 100 percent project financing, including taxes. The financing parameters also allow for recurrent cost financing when required. 40. The terms and conditions are as follows: (i) Condition for Effectiveness a. The Subsidiary Agreement has been executed on behalf of the Recipient and the Project Implementing Entity; and (ii) Covenant a. Recruit within three months after effectiveness an auditing firm to review the activities included in the proposed grant. 11 Annex 1: Results Framework and Monitoring UNION OF THE COMOROS: Additional Financing to an Emergency Crises Response Project Results Framework Revisions to the Results Framework Comments/ Rationale for Change PDO Current (PAD) Proposed The Project Development Objective is to increase access to short- Continued term employment and to basic and social services in areas affected by the crises, both global and internally-generated. PDO indicators Current (PAD) Proposed change* 1. Beneficiaries of cash-for-work program (cumulative number of Continued - Change in the end of individuals) project target value 2.1 Students enrolled in FADC built/rehabilitated schools or Continued - Change in the end of classrooms (number) project target value 2.2 People in project areas with access to improved water source Continued - Change in the end of disaggregated by urban and rural areas (number) project target value 2.3 People in project areas benefiting from improved roads Continued - Change in the end of (number) project target value 3. Direct Project beneficiaries (number), of which female (%) Continued - Change in the end of project target value Intermediate Results indicators Current (PAD) Proposed change* 1.1 Person-days of employment created (number) Continued - Change in the end of project target value 1.2 Social protection sub-projects completed (number) Continued - Change in the end of project target value 1.3 Percentage of women among beneficiaries Continued - Change in the end of project target value 2.1 Community-based sub-projects completed (number) Continued - Change in the end of project target value 2.2 Community-based sub-projects properly maintained one year Continued - Change in the end of after completion (percentage of subprojects completed) project target value 2.3 Classrooms built and/or rehabilitated (number) Continued - Change in the end of project target value 2.4 Improved community water points constructed or Continued - Change in the end of rehabilitated (number project target value 2.5 Roads rehabilitated, rural (km) Continued - Change in the end of project target value 2.6 Community-development plans completed (number) Continued - Change in the end of project target value 3.1 Operating ratio Continued - Change in the end of project target value 3.2 Technical audit of community-based sub-projects Continued - Change in the end of project target value 3.3 Assessments of cash-for-work program Continued - Change in the end of project target value * Indicate if the indicator is Dropped, Continued, New, Revised, or if there is a change in the end of project target value 12 Annex 1: Revised Project Results Framework Project Development Objective (PDO): The Project Development Objective is to increase access to short-term employment and to basic and social services in areas affected by the crises, both global and internally-generated. Baseline Progress To Cumulative Target Values PDO Level Results Indicators Core Unit Of Original Project Date 2012 2013 2014 2015 Frequency Data Source/ Responsibility for Measurement Start (Sept 30, Methodology Data Collection (Sept 25. 2010) 2012) 1. Beneficiaries of cash-for-work program (cumulative number of E Number 0 3,984 4,200 5, 650 10,000 11,000 Quarterly by FADC FADC individuals) 2.1 Students enrolled in FADC built/rehabilitated schools or E Number 0 943 1,000 2,400 2,800 3,200 Quarterly Project report FADC classrooms (number) 2.2 People in project areas with access to improved water source Number 0 511 6,000 10,000 10,600 11,200 Quarterly Project report FADC disaggregated by urban and rural areas (number) 2.3 People in project areas benefiting from improved roads E Number 0 18,807 18,807 22,800 25,000 28,000 Quarterly Project report FADC (number) Beneficiaries Project beneficiaries Number 0 24,245 30,100 40,850 47,400 53,400 Quarterly Project report FADC Number of which female (beneficiaries) 0 9,698 12,040 16,340 18,960 21,360 Quarterly Project report FADC 13 Intermediate Results and Indicators Baseline Progress Target Values Unit5 Data Source Responsibility for Intermediate Results Indicators W Measure Project Frequency ;o (Sept 30, Methodology Data Collection I ment Start 0, r.)_____ _ I(Sept 25. 2010) 2012) Component 1: Social safety net (cash-for-work) Questionnaire 1.1 Person-days of employment m N b 0 95000 105000 141250 250000 275000 Semi- by Non- created (cumulative number) E umer 0 ' ' ' ' annual Governmental FADC Organization (NGO) 1.2 Social protection sub-projects Number 0 71 84 113 200 220 Semi- Questionnaire FADC completed (cumulative number) annual by NGO 1.3 Percentage of women among Semi- Questionnaire beneficiaries (since beginning of % n.a. 57% >50% >50% >50% >50% FADC cash-for-work) Component 2: Community-driven development 2.1 Community-based sub-projects F Number 0 16 20 35 44 48 Semi- Project report FADC completed (cumulative number) annual 2.2 Community-based sub-projects properly maintained one year after Semi- compltperintae o ftr % n.a. 95% >90% >90% >90% >90% annua Project report FADC completion (percentage of sub- annual projects completed) 2.3 Classrooms built and/or Semi- rehabilitated (number) (a) (b) Z Number 0 17 18 30 35 40 annual Project report FADC 2.4 Improved community water . points constructed or rehabilitated Z Number 0 1 3 5 7 9 Project report FADC (number) (a) (b) annual 2.5 Roads rehabilitated, rural (km) Semi- (a) (b) a Number 0 3.2 4 8 12 14 Project report FADC 14 Intermediate Results and Indicators Baseline Progress Target Values Unitn 5 Data Source! Responsibility for Intermediate Results Indicators Q Measure Project To Date 2012 2013 e2014 2015 Fequency Data ollio ;o (Sept 30, Methodology Data Collection a ment Start (Sept 25. 2010) 2012) 2.6 Community-development plans S completed (number) F Number 0 13 18 25 32 32 Project report FADC annual Prjcreot AC Component 3: Project management, monitoring and evaluation and audit - FADC Financial 3.1 Operating ratio ( % n.a 15.4% <18% <18% <18% <18% Semi Management FADC annual System 3.2 Technical audit of community- F Number 0 0 0 1 0 1 Every other Technical audit FADC based sub-projects completed I N year 3.3 Assessments of cash-for-work Number 0 1 0 0 0 1 One for the Project report FADC program completed Project Notes: (a) Core sector Indicator or Africa Core indicator, (b) Targets regarding these results indicators are not established as the types of sub-projects are not known a priori, but instead result from the demand of communities, (c) The operating ratio is defined as the ratio of the sum of cumulative operating costs (travel expenditures and other travel-related allowances, equipment rental and maintenance, vehicle operation, maintenance and repair, office rental and maintenance, materials and supplies, and utilities) and cumulative consultant fees of FADC's employees since the beginning of the Project, divided by cumulative disbursements since the beginning of the Project. Salaries or allowances of civil servants are not covered under this Project, 15 Annex 2: Operational Risk Assessment Framework (ORAF) UNION OF THE COMOROS: Additional Financing to an Emergency Crises Response Project Stage: Board Project Stakeholder Risks Rating Moderate Description: Political representatives are sensitive to the intra-island Risk Management: Like under the original project, the allocation of funds across islands would follow the inter- allocation of funding. island formula agreed between FADC and the authorities, and approved by IDA (this formula is based on the fiscal spending inter-island formula stipulated in the 2000 Fomboni Accords) Resp: Client and IDA Stage: Prep and Imp Due Date: Status: Implementing Agency Risks (including fiduciary) Capacity Rating: Low Description: Risk Management: There is generally weak implementing capacity for donor-funded FADC is an autonomous well established entity with strong technical staff who has been implementing the projects, particularly in hiring qualified staff trained in Bank activities financed under the Project since 1994. procedures and following Bank procurement and financial Resp: FADC Stage: Prep and Imp Due Date: Status: management practices. Governance Rating: Moderate Description: Political capture of FADC Risk Management: FADC is an autonomous agency with administrative and financial independence and strong oversight from its Board, which includes representatives from the private sector, civil society and beneficiaries. All individual contracts for FADC staff require non-objection from IDA. Resp: FADC Stage: Imp Due Date: Status: Risk Management: Closely supervise FADC for any sign of corruption. Resp: FADC Stage: Imp Due Date: Status: Project Risks Design Rating: Low Description: Risk Management. Weak technical design of sub-projects. FADC has 17 years of experience to ensure adequate design of sub-projects. In addition, IDA and FADC have k o provided support to the authorities to define the design of primary schools. Lack of capacity for implementation of cash-for-work program. NGOs would be selected based on experience with similar activities and training will be provided. Resp: Client Stage: Prep Due Date: Status: Social & Environmental Rating: Low Description: Risk Management: Low compliance with safeguard policies All sub-projects are screened for social and environment impacts. FADC ensures that remedial actions are taken when necessary. Resp: FADC Stage: Prep and Imp Due Date: Status: Program & Donor Rating: Low 16 Description: Risk Management: Low level of support to social protection Both the Government and other donors are increasing support to social protection. For example, the French bilateral agency (AFD) recently allocated 1 million Euro to support FADC's cash-for-work program. Resp: FADC Stage: Imp Due Date: Status: Delivery Monitoring & Sustainability Rating: Substantial Description: Risk Management: Project not reaching intended beneficiaries. Targeting mechanism involves a formula-based transparent multi-staged targeting mechanism with the participation of authorities and community representatives. Weak data collection and analytical capacity. Names of beneficiaries are posted publicly to avoid elite capture. Sustainability Beneficiaries organize themselves to ensure that funds are collected for sub-project sustainability. Resp: FADC Stage: Prep and Imp Due Date: Status: Financial Management of Implementing NGOs and Rating: Moderate Communities Description: Risk Management: Risk that NGOs do not pay beneficiaries of cash-for-work sub- FADC provides training to NGOs and beneficiaries before project implementation, including fraud reporting projects. through a hotline. Risk that NGOs and communities do not keep records and account FADC regional offices release funds to NGOs after they provide proofs of payments to beneficiaries from for funds. advances as fund releasing the subsequent installments. Resp: FADC Stage: Implementation Due Date: Status: The Overall Implementation Risk is Moderate 17