(Exchange Rate Effective 22 March 2010) TJS 5.92 = EUR 1 US$ 1.35 = EUR 1 FISCAL YEAR January 1 – December 31 ABBREVIATIONS AND ACRONYMS ADB – Asian Development Bank CDS – Collection and Drainage System CIS – Commonwealth of Independent States EA – Environment Assessment EG – Environmental Guidelines EMP – Environmental Management Plan FA – Framework Agreement FM – Financial Management GAO – Gross Agricultural Output GBAO - Gorno-Bardakshan Autonomous Oblast GDP – Gross Domestic Product GoT – Government of Tajikistan GPN – General Procurement Notice IBRD – International Bank for Reconstruction and Development IDA – International Development Association IFR - Interim Unaudited Financial Reports IS – Irrigation System Jamoats – Local Authorities Khukumats – District Administrations M&E – Monitoring and Evaluation Mahallahs – Local Communities MIRWR – Ministry of Irrigation and Water Resources MOA – Ministry of Agriculture NDS – National Development Strategy Oblvodkhozes – Regional Water Authorities PAMP – Public Employment for Sustainable Agriculture and Water Management Project PMU – Project Management Unit POM - Project Operational Manual PRS – Poverty Reduction Strategy Raivodkhozes – District Water Authorities RFP – Request for Proposals RRS - The Regions Under Republican Subordination SOEs – Statements of Expenditure SSB – State Saving Bank TJS – Tajik Somoni (national currency) UNDP – United Nations Development Program UNECE – United Nations Economic Commission for Europe WUA – Water User Association Vice President: Philippe H. Le Houerou Country Director: Motoo Konishi Country Manager Chiara Bronchi Sector Manager: Dina Umali-Deininger Task Team Leader: Bekzod Shamsiev/Bobojon Yatimov REPUBLIC OF TAJIKISTAN PUBLIC EMPLOYMENT FOR SUSTAINABLE AGRICULTURE AND WATER MANAGEMENT PROJECT
Technical Issues of Procurement Decisions: The PMU will be responsible for developing technical specifications or TORs in collaboration with implementing agencies and national or international consultants that may be hired to provide needed assistance. Filing and Records Keeping: The PMU will set up adequate filing and record keeping systems during implementation of FVWRMP project, including hard and electronic copies of related procurement documents. Agreed reporting formats are included in the project operation manual. Project Risks and Mitigating Measures RISK RATING MITIGATION MEASURE The government’s sub-optimal agriculture policy framework remains unchanged or changes slowly Before mitigation: S After mitigation: M Implementation of the IMF’s Poverty Reduction and Growth Facility (PRGF) program; Strong donor pressure; The project will select project districts with better agricultural policy framework: out of 25 districts in Khatlon, 8-9 districts show relatively good and improving agricultural policy framework. Government entities (central and local level) do not perform to the expected standard; different government agencies fail to cooperate and/or resolve operational problems in a timely manner. Before mitigation: S After mitigation: M High priority project for the Government; Frequent monitoring and supervision by the World Bank missions; Deputy Prime Minister and Government of Khatlon Oblast have pledged their full support to resolving operational matters. Financial management arrangements are generally satisfactory, but funds flow arrangements under community participation may involve additional risks. Before mitigation: S After mitigation: M Funds flow mechanism and additional control measures will be described in the POM, Information about beneficiaries and worker remuneration will be posted on information boards in Jamoats. In addition, there will be a local NGO contracted for monthly sample spot checks of workers’ time sheets. Procurement risks: delays, low levels of competition, inadequate contract management, poor quality of works. Before mitigation: H After mitigation: S Careful procurement planning and realistic scheduling; advanced preparation of technical specifications or TORs; further procurement training would be provided during project implementation; close Bank supervision and monitoring, particularly from the country offices. Careful procurement packaging to foster competition; wide and advance advertising; proactive search and contact to potential suppliers, contractors or consultants. Regular physical inspections by PMU and Bank supervision mission. Possible social issues: conflicts, disputes and lack of interest in Before mitigation: M After mitigation: N Community involvement in planning and implementation; Awareness campaign to reduce potential for conflict; experienced social scientists involved in project
Arrangements for results monitoring Data Collection and Reporting Project Outcome Indicators Baseline FY1 Frequency and Reports Data Collection Instruments Responsibility for Data Collection Number of households with improved income 0 25,000 Semi-annual Project monitoring, impact surveys, participatory M&E PMU; M&E; External Evaluations Jobs created by the project (number of working days) 0 459,000 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Jobs created by the project (number of workers employed, only for manual cleaning) 0 6,950 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Amount of cash transferred ($ per person, number people employed) 0 4,854,000 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Preparation of proposals for the introduction of a Water Basin Management (WBM) scheme WBM scheme not available Reports provided by PMU and supervision missions; Information from Water Users Associations PMU; M&E; External Evaluations Preparation of proposals for the implementation of public works programs by government not available Reports provided by PMU and supervision missions; PMU; M&E; External Evaluations Intermediate Outcome Indicators Improved collector and drainage canals (Km of drainage) 0 576 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Renovated irrigation canals (Km of canals) 0 1,825 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Fortifified spillways (Number) 0 2,630 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Construction of outlet gates (Number) 0 503 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Repair of canalette network (Km) 0 1.1 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Improved covered collector and drainage canals (Km) 0 0.7 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Pump station repair (Number) 0 14 Semi-annual Public Works Component Monitoring Reports PMU; M&E; External Evaluations Efficient and effective project management n/a Satisfactory supervision ratings Semi-annual IDA Supervisions, Audits, Mid-Term Evaluation, ICR PMU, IDA
Governance and Accountability Action Plan The following matrix summarizes potential problems to be addressed, key actions to be taken, the time frame within which they are to be taken, and the agency responsible for taking the action. This action plan is a “living document”, to be reviewed and updated periodically based on the experience gained during the course of project implementation. Anticipated Problem Actions to be taken Time Frame for Action Responsible Party 1. Accountability and transparency The project’s short preparation and implementation time frame may prevent adequate attention being placed on full transparency and accountability Ensure that project objectives and implementation procedures are thoroughly explained to all stakeholders, i.e. officials, local leaders and NGOs who will widely disseminate information regarding the project at village-level meetings As of project effectiveness, throughout project implementation PMU Train project staff, local officials and community leaders and NGOs on public awareness campaign for all stakeholders 1st month of project effectiveness PMU Install information boards in all participating villages At start of subproject implementation PMU, jamoat, NGO, makhalla 2. Preventive actions against malpractices Subprojects proposed by jamoats may not meet project criteria Review all subprojects against technical, social, economic and environmental criteria established by project Before subproject approval PMU Subprojects proposed by jamoats may not reflect community preferences Ensure that citizen stakeholders are consulted on subproject identification and key design aspects and implementation arrangements During subproject identification and proposal preparation Jamoat, NGO, PMU Lack of adequate safeguards procedures may cause violation of project principles Clearly communicate project principles, rules and procedures to all staff, consultants and local leaders; design and distribute information to guide communities and their leaders Throughout project implementation PMU Empower and urge project staff and beneficiaries to report instances of improper use of resources Throughout project implementation PMU Implement internal as well as participatory monitoring processes to track implementation and identify problems and malpractices during implementation. Throughout project implementation PMU Establish and train community-level participatory monitoring committees Throughout project implementation PMU, NGOs Establish grievance reporting system As of project effectiveness PMU Publicize project procedures, list of workers, etc., at information boards in public areas Throughout project implementation PMU, jamoat, makhallah committee 3. Procurement Management Weak procurement management can Project will strictly adhere to a transparent procurement policy based on established best Upon project effectiveness, and PMU
result in mismanagement of bidding and spending of funds practices and strict compliance with Bank procedures ongoing Clear eligibility criteria for bidders and product quality requirements will be specified in the project procurement manual and bidding documents Procurement manual finalized by project negotiations PMU Individuals involved in project management, procurement and tender or evaluation committees must confirm that they have no conflicts of interest Throughout project implementation PMU PMU establishes mechanisms to ensure all payments to suppliers and contractors are made according to their contract terms without delays Throughout project implementation PMU notifies IDA of every complaint received relating to procurement matters; records and deals with these complaints promptly and diligently Throughout project implementation PMU maintains up-to-date procurement records and makes these available to IDA and auditors Throughout project implementation 4. Financial Management Lack of transparency and accountability in financial transactions may give rise to financial mismanagement Financial management manual to be in place to ensure that funds are used efficiently, for the intended purposes and as per approved work plans and budgets Upon project negotiations PMU Regular financial audits to be conducted Annually PMU, auditors Sign a General Agreement with the State Saving Bank 1 month following effectiveness PMU IDA supervision missions to review financial and procurement management Twice yearly PMU, IDA Fiduciary review, including physical inspection, to be conducted at least once during the life of the project During 2nd year of implementation PMU, IDA Feedback received from participatory subproject monitoring committees should be incorporated in the project progress reports at quarterly intervals Quarterly, starting 6 months after effectiveness PMU 5. Project Management Systems and Processes Unclear implementation arrangements may adversely affect implementation and outcomes Train project staff on project processes Throughout project implementation PMU Strengthen multi-stakeholder coordination arrangements including governmental departments, local administrations, financial institutions at state and local levels Throughout project implementation PMU Annex 6: Project Implementation Arrangements REPUBLIC OF TAJIKISTAN PUBLIC EMPLOYMENT FOR SUSTAINABLE AGRICULTURE AND WATER MANAGEMENT PROJECT Overall management responsibility for the project will rest with the Ministry of Irrigation and Water Resources (MIRWR) and the administration of Khatlon Oblast. Figure 1. Implementation Structure