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+[
+ {
+ "input_text": "Document of\n# The World Bank\n\n\n**FOR OFFICIAL USE ONLY**\n\n\nReport No: PAD1810\n\nINTERNATIONAL DEVELOPMENT ASSOCIATION\n\n\nPROJECT APPRAISAL DOCUMENT\n\n\nON A\n\n\nPROPOSED GRANT\nIN THE AMOUNT OF SDR 11.2 MILLION\n\n(US$15 MILLION EQUIVALENT)\n\n\nTO THE\n\n\nREPUBLIC OF MALI\n\n\nFOR A\n\n\nREINSERTION OF EX-COMBATANTS PROJECT\n\n\nFebruary 06, 2017\n\nSocial, Urban, Rural and Resilience Global Practice\nAFRICA\n\nThis document has a restricted distribution and may be used by recipients only in the\nperformance of their official duties. Its contents may not otherwise be disclosed without World\nBank authorization.\n\n\ni\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
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+ "input_text": "CURRENCY EQUIVALENTS\n\n\n(Exchange Rate Effective December 31, 2016)\n\n\nCurrency Unit = FCFA (XOF)\n\nXOF 621 = US$1\n\nUS$1 = SDR 0.74\n\n\nFISCAL YEAR\nJanuary 1 - December 31\n\n\nABBREVIATIONS AND ACRONYMS\n\nAWPB Annual Work Plan and Budget\nCAAF Children Associated with Armed Forces/Groups\nCMA _Coordination des Mouvements de l'Azawad_ (Coordination of Azawad\nMovements)\nCNDDR National DDR Commission\nCPF Country Partnership Framework\nCREDD _Cadre Stratégique pour la Relance_ _Economique et le Développement Durable_\n\n(Strategic Framework for Economic Recovery and Sustainable Development)\nCSA _Le Comité de suivi de l’Accord_ (Monitoring Committee of the Agreement)\nCSCRP _Cadre Stratégique pour la Croissance et la Réduction de la Pauvreté_ (Mali)\nCTS _Comité Technique de la Sécurité_ (Technical Committee of Security)\nCVR Community Violence Reduction\nDA Designated Account\nDD Disarmament and Demobilization\nDDR Disarmament, Demobilization and Reinsertion\nDFM Directorate of Finance and Material\nDL Disbursement Letter\nECOWAS Economic Community of West African States\nFM Financial Management\nFPA Fiduciary Principle Accord\nGDP Gross Domestic Product\nGPN General Procurement Notice\nGRS Grievance Redress Service\nIBRD International Bank for Reconstruction and Development\nICR Implementation Completion Report\nID Identification\nIDA International Development Association\nIDPs Internally Displaced Persons\nIEG Independent Evaluation Group\nIGA Income Generating Activity\nIP Implementing Partners\nISM Implementation Support Mission\nISR Implementation Status Result\n\n\nii\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
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+ "input_text": "M&E Monitoring and Evaluation\nMDTF Multi-donor Trust Fund\nMEF Ministry of Finance and Economy (Mali)\nMINUSMA United Nations Multidimensional Integrated Stabilization Mission in Mali\nMIS Management Information System\nMOC Operational Mechanism for Coordination\nMoD Ministry of Defense and Veterans\nMTR Mid-term Review\nNCB National Competitive Bidding\nPAG _Plan D’Action du Gouvernement_ (Action Plan of the Government of Mali)\nPAGAM/GFP Le Plan d'action gouvernemental pour l'amélioration et la modernisation de la\nII gestion des finances publiques (Second Government Action Plan for the\n\n\n\nPAGAM/GFP Le Plan d'action gouvernemental pour l'amélioration et la modernisation de la\nII gestion des finances publiques (Second Government Action Plan for the\n\nImprovement and Modernization of Public Finance Management)\nPDO Project Development Objective\nPEFA Public Expenditure and Financial Accountability\nPIM Project Implementation Manual\nPIU Project Implementation Unit\nQBS Quality Based Selection\nQCBS Quality and Cost Based Selection\nRAF _Responsable Administratif et Financier_ (Financial Management Officer)\n\n\n\nQCBS Quality and Cost Based Selection\nRAF _Responsable Administratif et Financier_ (Financial Management Officer)\n\nRFQ Request for Quotation\nSC Steering Committee\nSCD Systematic Country Diagnostic\nSIDG _Système Integré de Gestion des Dépenses_ (Integrated Expenditure Management\nSystem)\nSMEs Small and Medium Enterprises\nSOE Statements of Expenditures\nSORT Systematic Operations Risk- Rating Tool\nSPN Specific Procurement Notice\nSSR Security Sector Reform\nSSS Single Source Selection\nTDRP Transitional Demobilization and Reintegration Program\nToR Terms of References\nToT Training of Trainers\nUN United Nations\nUNDB United Nations Development Business\nUNICEF United Nations Children's Fund\nUNOPS United Nations Office for Project Services\nUS$ United States Dollar\nWDI World Development Indicator\nXOF West African CFA Franc\n\n\n\niii\n\n\n",
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+ "input_text": "Regional Vice President: Makhtar Diop\nCountry Director: Paul Noumba Um\nSenior Global Practice Director: Ede Jorge Ijjasz-Vasquez\nPractice Manager: Jan Weetjens\nTask Team Leader: Abderrahim Fraiji\n\n\niv\n\n\n",
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+ "input_text": "**MALI**\n**Reinsertion of Ex-combatants Project (P157233)**\n\n\n**TABLE OF CONTENTS**\n\n\n**Page**\n\n\n**I.** **STRATEGIC CONTEXT .................................................................................................1**\n\nA. Country Context ............................................................................................................ 1\n\nB. Sectoral and Institutional Context ................................................................................. 2\n\nC. Higher Level Objectives to which the Project Contributes .......................................... 3\n\n\n**II.** **PROJECT DEVELOPMENT OBJECTIVES ................................................................4**\n\nA. PDO............................................................................................................................... 4\n\nProject Beneficiaries ........................................................................................................... 4\n\nPDO Level Results Indicators ............................................................................................. 4\n\n\n**III.** **PROJECT DESCRIPTION ..............................................................................................5**\n\nA. Project Components ...................................................................................................... 5\n\nB. Project Financing .......................................................................................................... 9\n\nProject Cost and Financing ................................................................................................. 9\n\nC. Lessons Learned and Reflected in the Project Design ................................................ 10\n\n\n**IV.** **IMPLEMENTATION .....................................................................................................11**\n\nA. Institutional and Implementation Arrangements ........................................................ 11\n\nB. Results Monitoring and Evaluation ............................................................................ 13\n\nC. Sustainability............................................................................................................... 14\n\nD. Synergies ..................................................................................................................... 14\n\n\n**V.** **KEY RISKS ......................................................................................................................15**\n\nA. Overall Risk Rating and Explanation of Key Risks.................................................... 15\n\n\n**VI.** **APPRAISAL SUMMARY ..............................................................................................16**\n\nA. Economic Analysis ..................................................................................................... 16\n\nB. Technical ..................................................................................................................... 18\n\nC. Financial Management ................................................................................................ 19\n\nD. Procurement ................................................................................................................ 20\n\nE. Social (including Safeguards) ..................................................................................... 20\n\n\nv\n\n\n",
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+ "input_text": "F. Environment (including Safeguards) .......................................................................... 21\n\nG. World Bank Grievance Redress .................................................................................. 22\n\n\n**Annex 1: Results Framework and Monitoring .........................................................................23**\n\n\n**Annex 2: Detailed Project Description .......................................................................................27**\n\n\n**Annex 3: Implementation Arrangements ..................................................................................40**\n\n\n**Annex 4: Implementation Support Plan ....................................................................................71**\n\n\n**Annex 5: Climate and Disaster Risk Screening Results Report ..............................................74**\n\n\n**Annex 6: Donor Roundtable Conclusions..................................................................................76**\n\n\nvi\n\n\n",
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+ "input_text": "**PAD DATA SHEET**\n\n_Mali_\n\n_Mali Reinsertion of Ex-combatants Project (P157233)_\n\n**PROJECT APPRAISAL DOCUMENT**\n\n\n_AFRICA_\n\n_Social, Urban, Rural and Resilience Global Practice_\n\n\nReport No.: PAD1810\n\n\n\n\n\n\n\n|Basic Information|Col2|Col3|Col4|Col5|Col6|Col7|\n|---|---|---|---|---|---|---|\n|Project ID|Project ID|Project ID|EA Category|EA Category|Team Leader(s)|Team Leader(s)|\n|P157233|P157233|P157233|C - Not Required|C - Not Required|Abderrahim Fraiji|Abderrahim Fraiji|\n|Lending Instrument|Lending Instrument|Lending Instrument|Fragile and/or Capacity Constraints [ ]|Fragile and/or Capacity Constraints [ ]|Fragile and/or Capacity Constraints [ ]|Fragile and/or Capacity Constraints [ ]|\n|Investment Project Financing|Investment Project Financing|Investment Project Financing|Financial Intermediaries [ ]|Financial Intermediaries [ ]|Financial Intermediaries [ ]|Financial Intermediaries [ ]|\n||||Series of Projects [ ]|Series of Projects [ ]|Series of Projects [ ]|Series of Projects [ ]|\n|Project Implementation Start Date|Project Implementation Start Date|Project Implementation Start Date|Project Implementation End Date|Project Implementation End Date|Project Implementation End Date|Project Implementation End Date|\n|28-Feb-2017|28-Feb-2017|28-Feb-2017|28-Feb-2020|28-Feb-2020|28-Feb-2020|28-Feb-2020|\n|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|\n|31-May-2017
30-Nov-2020|31-May-2017
30-Nov-2020|31-May-2017
30-Nov-2020|31-May-2017
30-Nov-2020|31-May-2017
30-Nov-2020|31-May-2017
30-Nov-2020|31-May-2017
30-Nov-2020|\n|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|\n|No
|No
|No
|No
|No
|No
|No
|\n|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|\n|Jan Weetjens
Ede Jorge Ijjasz-Vasquez Paul Noumba Um
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez Paul Noumba Um
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez Paul Noumba Um
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez Paul Noumba Um
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez Paul Noumba Um
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez Paul Noumba Um
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez Paul Noumba Um
Makhtar Diop|\n|Borrower: Ministry of Economy and Finance Republic of Mali|Borrower: Ministry of Economy and Finance Republic of Mali|Borrower: Ministry of Economy and Finance Republic of Mali|Borrower: Ministry of Economy and Finance Republic of Mali|Borrower: Ministry of Economy and Finance Republic of Mali|Borrower: Ministry of Economy and Finance Republic of Mali|Borrower: Ministry of Economy and Finance Republic of Mali|\n|Responsible Agency: National Disarmament, Demobilization and Reinsertion Commission|Responsible Agency: National Disarmament, Demobilization and Reinsertion Commission|Responsible Agency: National Disarmament, Demobilization and Reinsertion Commission|Responsible Agency: National Disarmament, Demobilization and Reinsertion Commission|Responsible Agency: National Disarmament, Demobilization and Reinsertion Commission|Responsible Agency: National Disarmament, Demobilization and Reinsertion Commission|Responsible Agency: National Disarmament, Demobilization and Reinsertion Commission|\n|Contact:
Zahabi Ould Sidi Mohamed
Title:
President|Contact:
Zahabi Ould Sidi Mohamed
Title:
President|Contact:
Zahabi Ould Sidi Mohamed
Title:
President|Contact:
Zahabi Ould Sidi Mohamed
Title:
President|Contact:
Zahabi Ould Sidi Mohamed
Title:
President|Contact:
Zahabi Ould Sidi Mohamed
Title:
President|Contact:
Zahabi Ould Sidi Mohamed
Title:
President|\n|Telephone No.: 00 223 66 74 93 93
Email: Zahabisidimohamed@yahoo.fr|Telephone No.: 00 223 66 74 93 93
Email: Zahabisidimohamed@yahoo.fr|Telephone No.: 00 223 66 74 93 93
Email: Zahabisidimohamed@yahoo.fr|Telephone No.: 00 223 66 74 93 93
Email: Zahabisidimohamed@yahoo.fr|Telephone No.: 00 223 66 74 93 93
Email: Zahabisidimohamed@yahoo.fr|Telephone No.: 00 223 66 74 93 93
Email: Zahabisidimohamed@yahoo.fr|Telephone No.: 00 223 66 74 93 93
Email: Zahabisidimohamed@yahoo.fr|\n|**Project Financing Data (in USD Million)**|**Project Financing Data (in USD Million)**|**Project Financing Data (in USD Million)**|**Project Financing Data (in USD Million)**|**Project Financing Data (in USD Million)**|**Project Financing Data (in USD Million)**|**Project Financing Data (in USD Million)**|\n|[ ]
Loan|[ X ]
IDA Grant|[ X ]
IDA Grant|[ ]
Guarantee|[ ]
Guarantee|[ ]
Guarantee|[ ]
Guarantee|\n|[ ]
Credit|[ ]
Grant|[ ]
Grant|[ ]
Other|[ ]
Other|[ ]
Other|[ ]
Other|\n|Total Project Cost:|Total Project Cost:|15.00|15.00|Total Bank Financing:|Total Bank Financing:|15.00|\n|Financing Gap:|Financing Gap:|0.00|0.00||||\n|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|\n\n\nvii\n\n\n",
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+ "input_text": "|BORROWER/RECIPIENT|Col2|Col3|Col4|Col5|0.00|Col7|Col8|Col9|Col10|Col11|Col12|Col13|Col14|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|IDA Grant|IDA Grant|IDA Grant|IDA Grant|IDA Grant|15.00|15.00|15.00|15.00|15.00|15.00|15.00|15.00|15.00|\n|Total|Total|Total|Total|Total|15.00|15.00|15.00|15.00|15.00|15.00|15.00|15.00|15.00|\n|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|\n|Fiscal
Year|2017|2018|2019|2020|2020|2021||||||||\n|Annual|4|8|3.00|0.00|0.00|0.00||||||||\n|Cumulati
ve|4|12.00|15.00|15.00|15.00|15.00||||||||\n|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|\n|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|\n|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|\n|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|\n|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|Fragile, Conflict & Violence|\n|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|**Proposed Development Objective(s)**|\n|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|The project development objective is to support the socio-economic reinsertion of demobilized ex-
combatants within local communities.|\n|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|\n|**Component Name**|**Component Name**|**Component Name**|**Component Name**|**Component Name**|**Component Name**|**Component Name**|**Component Name**|**Cost (USD Millions)**|**Cost (USD Millions)**|**Cost (USD Millions)**|**Cost (USD Millions)**|**Cost (USD Millions)**|**Cost (USD Millions)**|\n|Reinsertion Support to Demobilized Ex-combatants|Reinsertion Support to Demobilized Ex-combatants|Reinsertion Support to Demobilized Ex-combatants|Reinsertion Support to Demobilized Ex-combatants|Reinsertion Support to Demobilized Ex-combatants|Reinsertion Support to Demobilized Ex-combatants|Reinsertion Support to Demobilized Ex-combatants|Reinsertion Support to Demobilized Ex-combatants|13.20|13.20|13.20|13.20|13.20|13.20|\n|Project Management Support to Project Implementation Unit|Project Management Support to Project Implementation Unit|Project Management Support to Project Implementation Unit|Project Management Support to Project Implementation Unit|Project Management Support to Project Implementation Unit|Project Management Support to Project Implementation Unit|Project Management Support to Project Implementation Unit|Project Management Support to Project Implementation Unit|1.80|1.80|1.80|1.80|1.80|1.80|\n|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|**Systematic Operations Risk- Rating Tool (SORT)**|\n|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Risk Category**|**Rating**|**Rating**|**Rating**|\n|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|1. Political and Governance|Substantial|Substantial|Substantial|\n|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|Moderate|Moderate|Moderate|\n|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|Moderate|Moderate|Moderate|\n|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|Moderate|Moderate|Moderate|\n|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|High|High|High|\n|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|Substantial|Substantial|Substantial|\n|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|Low|Low|Low|\n|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|Substantial|Substantial|Substantial|\n|9. Other|9. Other|9. Other|9. Other|9. Other|9. Other|9. Other|9. Other|9. Other|9. Other|9. Other||||\n|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|Substantial|Substantial|Substantial|\n|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|\n\n\nviii\n\n\n",
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+ "reference_population": null,
+ "is_used": "False",
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+ },
+ {
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+ "start": 453,
+ "end": 455
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+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": {
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+ "confidence": 0.5217322707176208,
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+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Contributing Practice Areas",
+ "confidence": 0.5140166282653809,
+ "start": 842,
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+ "dataset_tag": "non-dataset",
+ "description": null,
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+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Proposed Development Objective(s)",
+ "confidence": 0.6193972826004028,
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+ "dataset_tag": "non-dataset",
+ "description": null,
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+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Reinsertion Support to Demobilized Ex-combatants",
+ "confidence": 0.9179733991622925,
+ "start": 1710,
+ "end": 1715
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+ "dataset_tag": null,
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Project Management Support to Project Implementation Unit",
+ "confidence": 0.6878077387809753,
+ "start": 1783,
+ "end": 1790
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+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Systematic Operations Risk- Rating Tool",
+ "confidence": 0.7905396819114685,
+ "start": 1874,
+ "end": 1880
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Systematic Operations Risk- Rating Tool",
+ "confidence": 0.9343895316123962,
+ "start": 1958,
+ "end": 1964
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+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 7
+ ]
+ }
+ },
+ {
+ "input_text": "|Policy|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|\n|---|---|---|---|---|---|---|---|---|\n|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|\n|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|\n|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Yes [ ]
No [ ]|Yes [ ]
No [ ]|Yes [ ]
No [ ]|\n|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|\n|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|\n|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|**Safeguard Policies Triggered by the Project**
**Yes**
**No**|\n|Environmental Assessment OP/BP 4.01|Environmental Assessment OP/BP 4.01|Environmental Assessment OP/BP 4.01|Environmental Assessment OP/BP 4.01|||||**X**|\n|Natural Habitats OP/BP 4.04|Natural Habitats OP/BP 4.04|Natural Habitats OP/BP 4.04|Natural Habitats OP/BP 4.04|||||**X**|\n|Forests OP/BP 4.36|Forests OP/BP 4.36|Forests OP/BP 4.36|Forests OP/BP 4.36|||||**X**|\n|Pest Management OP 4.09|Pest Management OP 4.09|Pest Management OP 4.09|Pest Management OP 4.09|||||**X**|\n|Physical Cultural Resources OP/BP 4.11|Physical Cultural Resources OP/BP 4.11|Physical Cultural Resources OP/BP 4.11|Physical Cultural Resources OP/BP 4.11|||||**X**|\n|Indigenous Peoples OP/BP 4.10|Indigenous Peoples OP/BP 4.10|Indigenous Peoples OP/BP 4.10|Indigenous Peoples OP/BP 4.10|||||**X**|\n|Involuntary Resettlement OP/BP 4.12|Involuntary Resettlement OP/BP 4.12|Involuntary Resettlement OP/BP 4.12|Involuntary Resettlement OP/BP 4.12|||||**X**|\n|Safety of Dams OP/BP 4.37|Safety of Dams OP/BP 4.37|Safety of Dams OP/BP 4.37|Safety of Dams OP/BP 4.37|||||**X**|\n|Projects on International Waterways OP/BP 7.50|Projects on International Waterways OP/BP 7.50|Projects on International Waterways OP/BP 7.50|Projects on International Waterways OP/BP 7.50|||||**X**|\n|Projects in Disputed Areas OP/BP 7.60|Projects in Disputed Areas OP/BP 7.60|Projects in Disputed Areas OP/BP 7.60|Projects in Disputed Areas OP/BP 7.60|||||**X**|\n|**Legal Covenants**|**Legal Covenants**|**Legal Covenants**|**Legal Covenants**|**Legal Covenants**|**Legal Covenants**|**Legal Covenants**|**Legal Covenants**|**Legal Covenants**|\n|**Name**|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|\n|Workshop, Schedule 2, Section V, 2,
(i)|Workshop, Schedule 2, Section V, 2,
(i)||August 31, 2017|August 31, 2017|August 31, 2017|August 31, 2017|||\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|On or before three months after the Effective Date, the Recipient shall: (i) organize jointly with
the Association a launching workshop for the project involving all stakeholders.|\n|**Name**|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|\n|Independent auditor, Schedule 2,
Section V, 2, (ii)|Independent auditor, Schedule 2,
Section V, 2, (ii)||August 31, 2017|August 31, 2017|August 31, 2017|August 31, 2017|||\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|On or before three months after the Effective Date, the Recipient shall: (ii) hire independent
auditors for the project with terms of reference, qualification and experience satisfactory to the
Association and in accordance with Section III of this Schedule.|\n|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|\n|**Source Of Fund**|**Name**|**Name**|**Name**|**Name**|**Type**|**Type**|**Type**|**Type**|\n\n\nix\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Environmental Assessment OP/BP 4.01",
+ "confidence": 0.9402164220809937,
+ "start": 969,
+ "end": 977
+ },
+ "dataset_tag": "named",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Environmental Assessment OP/BP 4.01",
+ "confidence": 0.648506224155426,
+ "start": 978,
+ "end": 986
+ },
+ "dataset_tag": "named",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Natural Habitats OP/BP 4.04",
+ "confidence": 0.5574799180030823,
+ "start": 1016,
+ "end": 1024
+ },
+ "dataset_tag": "named",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Natural Habitats OP/BP 4.04",
+ "confidence": 0.5098236203193665,
+ "start": 1025,
+ "end": 1033
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Forests OP/BP 4.36",
+ "confidence": 0.5900163650512695,
+ "start": 1063,
+ "end": 1070
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Pest Management OP 4.09",
+ "confidence": 0.5428200364112854,
+ "start": 1106,
+ "end": 1112
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Projects on International Waterways",
+ "confidence": 0.6675483584403992,
+ "start": 1352,
+ "end": 1356
+ },
+ "dataset_tag": null,
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Legal Covenants",
+ "confidence": 0.5483470559120178,
+ "start": 1453,
+ "end": 1455
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 8
+ ]
+ }
+ },
+ {
+ "input_text": "|IDAT, Article IV, 4.01
(a)|Establishment of PIU|Col3|Col4|Effectiveness|Col6|\n|---|---|---|---|---|---|\n|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|\n|The Recipient has established, in form and substance satisfactory to the Association, a Project
Implementation Unit, responsible for overall day-to-day Project coordination and implementation of the
Project, including, inter alia consolidating and preparing proposed action plans, procurement plans and
related budgets; carrying out Project financial management and procurement activities and M&E.|The Recipient has established, in form and substance satisfactory to the Association, a Project
Implementation Unit, responsible for overall day-to-day Project coordination and implementation of the
Project, including, inter alia consolidating and preparing proposed action plans, procurement plans and
related budgets; carrying out Project financial management and procurement activities and M&E.|The Recipient has established, in form and substance satisfactory to the Association, a Project
Implementation Unit, responsible for overall day-to-day Project coordination and implementation of the
Project, including, inter alia consolidating and preparing proposed action plans, procurement plans and
related budgets; carrying out Project financial management and procurement activities and M&E.|The Recipient has established, in form and substance satisfactory to the Association, a Project
Implementation Unit, responsible for overall day-to-day Project coordination and implementation of the
Project, including, inter alia consolidating and preparing proposed action plans, procurement plans and
related budgets; carrying out Project financial management and procurement activities and M&E.|The Recipient has established, in form and substance satisfactory to the Association, a Project
Implementation Unit, responsible for overall day-to-day Project coordination and implementation of the
Project, including, inter alia consolidating and preparing proposed action plans, procurement plans and
related budgets; carrying out Project financial management and procurement activities and M&E.|The Recipient has established, in form and substance satisfactory to the Association, a Project
Implementation Unit, responsible for overall day-to-day Project coordination and implementation of the
Project, including, inter alia consolidating and preparing proposed action plans, procurement plans and
related budgets; carrying out Project financial management and procurement activities and M&E.|\n|**Source Of Fund**|**Name**|**Name**|**Name**|**Type**|**Type**|\n|IDAT, Article IV, 4.01
(b)|Recruitment of Key Staff|Recruitment of Key Staff|Recruitment of Key Staff|Effectiveness|Effectiveness|\n|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|\n|The Recipient has appointed, for the PIU established pursuant to Article IV, 4.01 (a) of the Financing
Agreement, a coordinator, a procurement specialist, a financial management officer, a procurement
assistant, and an accountant, all under the terms of reference and qualifications acceptable to the
Association.|The Recipient has appointed, for the PIU established pursuant to Article IV, 4.01 (a) of the Financing
Agreement, a coordinator, a procurement specialist, a financial management officer, a procurement
assistant, and an accountant, all under the terms of reference and qualifications acceptable to the
Association.|The Recipient has appointed, for the PIU established pursuant to Article IV, 4.01 (a) of the Financing
Agreement, a coordinator, a procurement specialist, a financial management officer, a procurement
assistant, and an accountant, all under the terms of reference and qualifications acceptable to the
Association.|The Recipient has appointed, for the PIU established pursuant to Article IV, 4.01 (a) of the Financing
Agreement, a coordinator, a procurement specialist, a financial management officer, a procurement
assistant, and an accountant, all under the terms of reference and qualifications acceptable to the
Association.|The Recipient has appointed, for the PIU established pursuant to Article IV, 4.01 (a) of the Financing
Agreement, a coordinator, a procurement specialist, a financial management officer, a procurement
assistant, and an accountant, all under the terms of reference and qualifications acceptable to the
Association.|The Recipient has appointed, for the PIU established pursuant to Article IV, 4.01 (a) of the Financing
Agreement, a coordinator, a procurement specialist, a financial management officer, a procurement
assistant, and an accountant, all under the terms of reference and qualifications acceptable to the
Association.|\n|**Source Of Fund**|**Name**|**Name**|**Name**|**Type**|**Type**|\n|IDAT, Article IV, 4.01
(c)|Preparation of Project Implementation Manual
[PIM]|Preparation of Project Implementation Manual
[PIM]|Preparation of Project Implementation Manual
[PIM]|Effectiveness|Effectiveness|\n|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|\n|The Recipient has adopted a PIM, in form and substance satisfactory to the Association, including inter
alia, the coordination mechanisms between stakeholders involved in project implementation, detailed
implementation mechanisms for each component and sub-component, project administration, financial
management, procurement and accounting procedures applicable to the project.|The Recipient has adopted a PIM, in form and substance satisfactory to the Association, including inter
alia, the coordination mechanisms between stakeholders involved in project implementation, detailed
implementation mechanisms for each component and sub-component, project administration, financial
management, procurement and accounting procedures applicable to the project.|The Recipient has adopted a PIM, in form and substance satisfactory to the Association, including inter
alia, the coordination mechanisms between stakeholders involved in project implementation, detailed
implementation mechanisms for each component and sub-component, project administration, financial
management, procurement and accounting procedures applicable to the project.|The Recipient has adopted a PIM, in form and substance satisfactory to the Association, including inter
alia, the coordination mechanisms between stakeholders involved in project implementation, detailed
implementation mechanisms for each component and sub-component, project administration, financial
management, procurement and accounting procedures applicable to the project.|The Recipient has adopted a PIM, in form and substance satisfactory to the Association, including inter
alia, the coordination mechanisms between stakeholders involved in project implementation, detailed
implementation mechanisms for each component and sub-component, project administration, financial
management, procurement and accounting procedures applicable to the project.|The Recipient has adopted a PIM, in form and substance satisfactory to the Association, including inter
alia, the coordination mechanisms between stakeholders involved in project implementation, detailed
implementation mechanisms for each component and sub-component, project administration, financial
management, procurement and accounting procedures applicable to the project.|\n|**Team Composition**|**Team Composition**|**Team Composition**|**Team Composition**|**Team Composition**|**Team Composition**|\n|**Bank Staff**|**Bank Staff**|**Bank Staff**|**Bank Staff**|**Bank Staff**|**Bank Staff**|\n|**Name**|**Role**|**Title**|**Specialization**|**Specialization**|**Unit**|\n|Abderrahim Fraiji|Team Leader
(ADM
Responsible)|Senior Operations
Officer|||GSU05|\n|Mahamadou Bambo
Sissoko|Procurement
Specialist (ADM
Responsible)|Senior Procurement
Specialist|||GGO07|\n|Tahirou Kalam|Financial
Management
Specialist|Financial
Management
Specialist|||GGO26|\n|Adeel Zafar|Team Member|Consultant|Technology
Consultant|Technology
Consultant|GEE05|\n|Bernard Harborne|Peer Reviewer|Lead Social
Development
Specialist|||GSUGL|\n|Cheikh A. T. Sagna|Safeguards|Senior Social|||GSU01|\n\n\nx\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Project Implementation Manual",
+ "confidence": 0.8003650307655334,
+ "start": 1118,
+ "end": 1121
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "PIM",
+ "confidence": 0.9559832811355591,
+ "start": 1211,
+ "end": 1212
+ },
+ "dataset_tag": "non-dataset",
+ "description": {
+ "text": "coordination mechanisms between stakeholders involved in project implementation",
+ "confidence": 0.7717981934547424,
+ "start": 1230,
+ "end": 1238
+ },
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
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Specialist|Col6|Col7|Col8|Col9|Col10|\n|---|---|---|---|---|---|---|---|---|---|\n|Djeina Issa Kalidi|Djeina Issa Kalidi|Team Member|Team Member|Consultant|Consultant|Consultant|||GSU01|\n|Emeran Serge M.
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Region|Tombouctou
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+ "input_text": "**I.** **STRATEGIC CONTEXT**\n\n\n**A.** **Country Context**\n\n1. Mali is a vast landlocked, geographically diverse country in West Africa with a population of\nnearly 17.60 million. [1] Situated in the Sahel region, it is semi-arid with large swaths of its\nNorthern regions extending into the Saharan deserts, with the fertile South accounting for the\nmajority of economic activities, food and cash crop production. The economy is largely rural,\nwith 73 percent of the population residing in rural areas, while approximately 80 percent of the\njobs available are in the non-formal sector. [ 2] Prior to several political crises and resulting\ninstability, Mali had been on track to reducing poverty, with gross domestic product (GDP)\ngrowth during 2007-10 averaging at 4.9 percent per year. [3] In the wake of the 2012 crises,\nhowever, Mali experienced zero economic growth and an increase of only 1.7 percent in 2013. [4]\nToday Mali is one of the poorest countries in the world, ranking 179 [th] on the 2015 Human\nDevelopment Index [5] .\n\n2. The crises have had long-running regional, national, and international repercussions. As of\nJanuary 2016, there were 49,833 internally displaced persons (IDPs) and 453,059 returnees\nnationwide, and 143,051 refugees from across the neighboring countries of Niger, Mauritania\nand Burkina Faso. [6] Approximately 2.5 million people (13.5 percent of its population) are in\nurgent need of humanitarian assistance. [7] Continued unrest in the North and depressed socioeconomic conditions in the South accompanied a 64 percent reduction in foreign investments. [8]\nSevere displacement in the North is estimated to have cut the region’s economic activities by a\nthird, and further undermines security in much of West Africa through refugee flows, drug\ntrafficking, and piracy.\n\n3. Mali’s core development challenge has been characterized by governance weaknesses and\nstructural marginalization of the North. In 2012, the country experienced the fourth Tuareg\nrebellion in its post-colonial history, an extremist takeover of the North and a military coup. The\ncurrent context in northern regions of Mali is characterized by inter- and intra-ethnic divisions,\nleading to further militarization of the conflict. By mid-2012, Northern Mali was completely\nseized by the armed separatist and jihadist groups. The region soon fell to several extremist\ngroups. A military force consisting of French and the Economic Community of West African\nStates militaries assisted the Malian army in regaining control of much of the North and enabled\nthe short-lived peace in 2013. A peace agreement brokered by Algeria was finally signed\nbetween the Government, pro-government groups, and the rebel movements on 15 May and 20\nJune 2015. Since the Accord for Peace and Reconciliation in Mali (Peace Agreement) policy\n\n\n[1 WDI Indicator: Mali, 2015, accessed at http://data.worldbank.org/country/mali.](http://data.worldbank.org/country/mali)\n2 World Bank, 2015, “Mali- Country Partnership Framework for the period FY16-19”, Report, accessed at\n[http://documents.worldbank.org/curated/en/2015/12/25472288/mali-country-partnership-framework-period-fy16-19.](http://documents.worldbank.org/curated/en/2015/12/25472288/mali-country-partnership-framework-period-fy16-19)\n3 WDI Indicator: Mali, 2015.\n4 _Ibid_ .\n[5 UNDP, “Human Development Report 2015”, accessed at http://report.hdr.undp.org/.](http://report.hdr.undp.org/)\n6 International Organization for Migration (IOM), 2016, “Internally Displaced Population Falls in Mali”, Press Release, accessed\n[at https://www.iom.int/news/internally-displaced-population-falls-mali.](https://www.iom.int/news/internally-displaced-population-falls-mali)\n7 _Ibid_ .\n8 WDI Indicator: Mali, 2015.\n\n\n1\n\n\n",
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+ "input_text": "shifts towards peacebuilding and reconciliation may mitigate the underlying causes of conflict\nand promote development in the North.\n4. However, by applying primarily to northern regions of Mali, the peace agreement disregards\nthe central region, Mopti. Although Mopti was not directly involved in the armed rebellions of\nthe north, its population has suffered negative consequences since the 2012 coup. Violence has\nbeen escalating at an alarming rate, stemming from banditry, score-settling and growing number\nof self-defense militias since the hasty flight of civil servants and partial occupation of armed\ngroups.\n\n5. While the implementation of the peace agreement has been slow, there is political\ncommitment by all three signatory parties for the peace, reconciliation and development process.\nThe agreement calls for a new security sector reform (SSR) process and Disarmament,\nDemobilization and Reinsertion program (DDR). It also provides the legal framework for some\narmed elements to be integrated into the state security structures. The agreement also outlines a\nnew recovery and development program to assist the communities in the North.\n\n6. The project constitutes the World Bank contribution to the national DDR program as outlined\nin the peace agreement. The Government receives support for the disarmament and\ndemobilization (cantonment phase) on which the project is premised from other partners, and in\nparticular through the United Nations Multidimensional Integrated Stabilization Mission in Mali\nis a United Nations peacekeeping mission in Mali (MINUSMA).\n\n\n**B.** **Sectoral and Institutional Context**\n\n7. A 2016 study commissioned by the World Bank-administered Transitional Demobilization\nand Reintegration Program (TDRP) on armed movements in Mali found youth comprised\nmajority of the ex-combatants, with the 18-25 age group (34.48 percent) and 26-40 age group\n(44.17 percent). Female ex-combatants accounted for 5.42 percent of ex-combatants in the\nsample, whereas leaders alluded to a much high proportion in fact. Majority of the ex-combatants\ninterviewed were married (76.7 percent), and 67.4 percent of them supported 6-10 dependents.\nFindings from the study present further details regarding prior economic activities of excombatants and potential programming towards the reinsertion project. Most of the excombatants (85.8 percent) had been enlisted in their respective groups for at least five years.\nPrior to their involvement with armed groups, 52 percent was involved in economic activities\nand 30 percent in studies. In terms of preferences for post-DDR livelihoods, 30.2 percent\nexpressed desire to be reintegrated into state security forces, 32.7 percent wished to engage in\nentrepreneurial activities, agricultural and livestock industries, and 8 percent wanted education or\nvocational training for gainful employment.\n\n8. Articles 18-20 of the peace agreement mandate establishing a Commission for National\nProgram for Disarmament, Demobilization and Reinsertion (CNDDR) and a Commission for\nIntegration. The two commissions are intended to be inclusive of all parties and identify eligible\nex-combatants to participate in the programs. [9] The decrees creating the two commissions have\n\n\n9 In Mali ‘Reintegration’ is often used and understood to refer exclusively to the integration of ex-combatants into various\ndefense and security institutions. Therefore, ‘Reinsertion’ will be used in this document in place of the United Nations Integrated\nDDR Standards ‘Reintegration’ terminology.\n\n\n2\n\n\n",
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+ "input_text": "been adopted on December 31, 2015 and the Government has allocated resources to finance their\noperations. In November 2016, the Government proceeded to the appointment of both\ncommissions’ respective presidents and members who have taken up their duties. In addition, as\nput forth in the peace agreement, [10] regular meetings of the _Comité Technique de la Sécurité_\n(CTS), reporting to the _Le Comité de suivi de l’Accord_ (CSA), allow regular coordination among\nsignatory parties.\n\n9. The Government, through a Working Group consisting of officials from the Ministry of\nDefense and Veterans and Ministry of Economy and Finance, representatives of the signatory\nmovements, MINUSMA and the World Bank, developed a National DDR Program Document.\nThis document incorporated lessons learned from previous DDR programs both in Mali and in\nother countries with relevant experiences. In addition, important topics such as the management\nof funds, budget, duration, and implementation arrangements were addressed through dialogue\namong stakeholders. On December 8, 2016, the Government, with support from the World Bank\nand MINUSMA, convened a donor roundtable to introduce the national DDR Strategy to the\ninternational community. The strategy was welcomed by the representatives of bilateral and\nmulti-lateral technical and financial partners.\n\n\n**C.** **Higher Level Objectives to which the Project Contributes**\n\n10. The project will contribute to the objectives set by the Country Partnership Framework (CPF)\nfor FY16-19 (approved by the Board of Executive Directors in 2015, Report number 94005).\nSupporting the DDR program through reinsertion of ex-combatants is essential to addressing the\ndrivers of Mali’s fragility and improving rural livelihoods as emphasized in the Systematic\nCountry Diagnostic. The CPF proposes World Bank engagement in Mali around three areas of\nfocus: (i) improve governance, by strengthening public resource management at central and local\nlevels and fostering citizen engagement; (ii) create economic opportunities, by enhancing the\nproductive capacity of smallholders, increasing agricultural value added and diversification to\ncatalyze transformation, and improving basic services by developing infrastructure and\nconnectivity; and (iii) build resilience, by developing human capital, strengthening safety nets,\nimproving risk management mechanisms for the poor and vulnerable and mitigating climate\nshock. Reinsertion has been identified as a key area of focus for the comprehensive program\nproposed for the first two years of CPF and is also one of the three major governance-focused\nfinancing programs.\n\n11. The project is aligned with the _Plan D’Action du Gouvernement_ (PAG) FY13-18 and the\n_Cadre Stratégique pour la Relance Economique et le Développement Durable_ (CREDD) 20162018. The PAG includes six areas of intervention: (i) establishment of strong and credible\ninstitutions; (ii) nation-wide safety and security restoration for people and goods; (iii)\nimplementation of an active national reconciliation policy; (iv) reconstruction of schools; (v)\nconstruction of an emerging economy; and (vi) implementation of an active social development\npolicy. With similar goals of strengthening peace and security, and stabilizing macroeconomic\nframeworks, the CREDD focuses on two priority areas: (i) peace and security; and (ii)\nmacroeconomic stability, and three strategic areas: (i) inclusive and sustainable economic\n\n\n10 The CTS includes representatives from Malian military, signatory movements, MINUSMA, and members of the international\nmediation and forces.\n\n\n3\n\n\n",
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+ "input_text": "growth; (ii) social development and access to basic social services; and (iii) institutional\ndevelopment and governance. The project will contribute to abovementioned development and\npoverty reduction strategies of the Government.\n\n12. The project targets ex-combatants by providing them with skills and employment support, as\nwell as possibilities to engage with host communities. As such, it will also contribute to a\nbroader participation in socio-economic recovery in Northern and Central Mali. This ties in with\nthe World Bank Group’s twin goals of reducing extreme poverty and boosting shared prosperity.\nFinally, the project is also in line with the World Bank’s Africa strategy that prioritizes Fragile\nand Conflict-affected States, with a focus on state rebuilding and supporting the transition out of\nfragility.\n\n**II.** **PROJECT DEVELOPMENT OBJECTIVES**\n\n\n**A.** **PDO**\n\n13. The Project Development Objective (PDO) is to support the socio-economic reinsertion of\ndemobilized ex-combatants within local communities.\n\n\n**Project Beneficiaries**\n\n14. The project will target an estimated 4,000 demobilized ex-combatants. [11] The primary\nbeneficiaries of the project are ex-combatants who complete disarmament and demobilization\n(DD) activities that will be implemented by United Nations Multidimensional Integrated\nStabilization Mission in Mali (MINUSMA) and the Government.\n\n\n**PDO Level Results Indicators**\n\n15. The following are the PDO-level results indicators:\n\n\ni. Number of direct project beneficiaries (disaggregated by age, gender and armed\ngroup);\nii. Individual demobilized ex-combatants participating in an economic activity after\ntraining (disaggregated by gender, type of economic activity - individual or economic\nassociation - agrarian/non-agrarian);\niii. Demobilized ex-combatants that feel socially acceptance by their communities of\nreturn (disaggregated by age and gender);\niv. Members of communities report social acceptance of ex-combatants (disaggregated\nby age and gender);\nv. Beneficiaries who experience a feeling of greater security attributable to the project\nareas (disaggregated by gender).\n\n\n11 The estimates for the target adult ex-combatants are derived from the discussions with the Government, representatives of the\nsignatory movements, and MINUSMA since February 2016. The exact number of beneficiaries of the reinsertion project will be\nidentified during cantonment.\n\n\n4\n\n\n",
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+ "input_text": "**III.** **PROJECT DESCRIPTION**\n\n\n16. The DDR program in Mali will be implemented in two phases: (i) Cantonment, during which\ndisarmament and demobilization activities will be completed in cantonment camps; and (ii)\nReinsertion, during which reinsertion support will be provided to ex-combatants in the\ncommunities. Although outside the scope of the project, the activities in the cantonment camps\nthat the Government, signatory movements and MINUSMA will be executing in advance of the\nproject are pre-requisite for the reinsertion project.\n\n17. The signatory movements proposed 24 locations for the construction of cantonment camps.\nOut of the 24 sites, the CTS selected eight priority sites. The construction of the facilities in three\nof those sites is completed, and the five remaining cantonment sites are primarily tents provided\nwith electricity and water supplies, while the construction continues. To date, the eight\ncantonment sites, whether in solid construction or in-tents settings, are operational to receive the\nfirst groups of combatants. [12] The initial eight camps are located in Gao (Fafa, Innegar, Ilouk,\nTabankort), Ménaka (Tinfadimata), Tombouctou (Ber and Likraka), and Kidal (Tessalit). Each\ncantonment camp has a capacity to accommodate 750 combatants.\n\n18. Cantonment activities will be financed and implemented by MINUSMA and the\nGovernment. These activities may include, among others, disarmament and demobilization,\nsensitization on the DDR program, profiling and registration of combatants, and transportation of\nparticipants to and from the cantonment camps, support for pre-reinsertion activities such as\nmedical and psycho-social screening and support. In addition, MINUSMA will implement\nCommunity Violence Reduction (CVR) projects in the cantonment locations. [13] The cantonment\nprocess will not take more than 45 days for each group and will be followed by the social and\neconomic reinsertion activities.\n\n19. Registration of the ex-combatants will be done in the cantonment camps built by\nMINUSMA. A management information system (MIS) will be used to capture biometrics\n(photographs and fingerprints), as well as the individual’s biographical data and aspirations for\nreinsertion at the cantonment camps. The World Bank task team has been coordinating with\nGovernment, MINUSMA, and the technical representatives of signatory movements to identify\nthe type of information that will be captured for the reinsertion Project.\n\n20. The Project will finance the socio-economic reinsertion of disarmed and demobilized excombatants following their departure from the cantonment camps. The implementation period for\nthe Project is thirty-six (36) months.\n\n\n**A.** **Project Components**\n\n\n12 Decision on the construction of additional sites will be dependent on the progress made in the eight initial sites.\n13 The CVR projects are short-term projects implemented by DDR Units as part of UN missions mandated tasks in support of a\nnational DDR or related program process. They are funded by the peacekeeping operations and serve as security and stabilization\ntools at the community level in preparation to and/or in support to cantonment and DDR processes.\n\n\n5\n\n\n",
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+ "input_text": "21. The proposed project will achieve the PDO through the following two (2) components:\nReinsertion Support to Demobilized Ex-combatants and project Management Support to Project\nImplementation Unit.\n\n\n**Component 1: Reinsertion Support to Demobilized Ex-combatants (Approximately**\n**US$13.2 million equivalent)**\n\n22. The reinsertion period will span 18 months after ex-combatants’ return to their communities.\nThe project will provide the following main services to all participating ex-combatants during\nthe reinsertion period:\n\n\na. Sub-component 1.1: Orientation, counseling and skills training (6 to 9 months) [14]\nb. Sub-component 1.2: Reinsertion start-up support (one-time event)\nc. Sub-component 1.3: Reinsertion follow-up support (12 months total)\n\ni. Outreach reinsertion services (6 months)\nii. Drop-in support (6 months)\n\n_Sub-component 1.1: Orientation, counseling and skills training (Approximately US$7.40 million_\n_equivalent)_\n\n23. This subcomponent will cover activities that will provide technical anchor for individual excombatants to start their reinsertion process:\n\n\n - Livelihoods guidance, career development and psycho-social counseling\n\n - Skills Training Package:\n\n`o` Literacy and numeracy training\n\n`o` Life skills training\n\n`o` Entrepreneurship, small business, and financial literacy training\n\n`o` Economic associations\n\n`o` Vocational skills training: Non-agrarian and agriculture and livestock;\n\n - Sports and recreational activities.\n\n24. Orientation, counseling and skills training activities will focus on providing a foundational\nset of skills to ex-combatants as they begin the transition to civilian life. The survey on signatory\nmovements found that traditional authorities, leaders of signatory movements; as well as\ncombatants recognize the importance of having skills in the aftermath of the DDR program. In\neach community, there will be an ex-combatant focal point who will support the project with\nfeedback, concerns and suggestions, as well as monitoring purposes.\n\n25. In addition, for those combatants identified as requiring psychosocial support during\nscreening in cantonments, the Project will provide counseling during the first six months.\nPsychosocial suffering and mental and behavioral disorders are risk factors for socio-economic\n\n14 Exact duration will be determined depending on the type of the skills training.\n\n\n6\n\n\n",
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+ "input_text": "reinsertion and post-war recovery, and are particularly prevalent amongst returning excombatants. Along with the screening process for chronic illnesses and physical disability,\nduring the cantonment process, medical personnel will screen all ex-combatants for\npsychological trauma and socially challenging behaviors. Follow-up psycho-social counselling\nwill be provided to those who would still be in need in their communities during the following\ntwelve-month period of reinsertion. A strong element of grass root psycho-education will also be\nbuilt in the communications activities to address severe stigmatization issues that have been\nflagged by mental health professionals working in Mali.\n\n_Sub-component 1.2: Reinsertion Start-up Support (Approximately US$3.8 million equivalent)_\n\n26. A start-up support kit correlated to the vocational skills received will be distributed to each\nex-combatant following successful completion of reinsertion training. The start-up support will\nbe given on individual basis to ex-combatants opting for individual activities or economic\nassociations with others. All ex-combatants will be entitled to the same value of start-up support\nregardless of their associational preferences.\n\n_Sub-component 1.3: Reinsertion follow-up support (Approximately US$2.0 million equivalent)_\n\n27. This sub-component will provide outreach reinsertion support to ex-combatants in the form\nof direct follow-up training and advisory support in communities for a period of six months. The\nex-combatants will have the option to choose between forming economic associations and\ninitiating own activities. In addition, this sub-component will include drop-in support to allow\nthe beneficiaries seek advice, information and support from the implementing partners.\n\n\na. _Outreach reinsertion support._ Beneficiaries may select to either: (i) form economic\nassociations with other ex-combatants and host community members or (ii) create individualinitiated generating activities;\n\n\ni. _Support to Formation of Economic associations_ . During reinsertion training, the\nex-combatants will have been trained in creating associations for economic and\nsocial purposes. A 2016 survey commissioned by the task team on signatory\nmovements indicates that majority of combatants are willing to join an association\nwith others who share similar interests in terms of post-DDR economic activity. [15]\nThe beneficiaries will also have had the opportunity to discuss possible\npartnerships with other ex-combatants during their stay in the cantonment camps.\nWith the support of implementing partners, the ex-combatants will initiate the\nprocess of forming economic associations upon their arrival in their communities.\nFollow-up visits will provide capacity building to each economic association in\nadministration, financial management, leadership, and technical aspects.\n\nii. _Individual-Initiated Income Generating Activities._ In circumstances whereby the\nformer is not plausible or individuals have divergent interests, ex-combatants will\n\n\n15 Nouveaux Horizons, Socio-economic profiling of ex-combatants to inform the Mali Reinsertion of Ex-combatants project,\nFebruary 2016.\n\n\n7\n\n\n",
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+ "input_text": "use their vocational training to initiate an income generating activity (IGA) of\ntheir choice upon return to the communities and after receiving their start-up kits.\n\n\n_b._ _Drop-in reinsertion support._ As outlined in the peace agreement, communities with ex\ncombatants will be covered by recovery and development programs. To the extent\npossible, the project will guide the ex-combatants to participate in recovery and\ndevelopment activities available in their communities. During drop-in reinsertion\nsupport, the beneficiaries - through business associations, partnerships or working\nindividually - will have the opportunity to contact the implementing partners to discuss\nany matter relevant to their reinsertion support, receive advice and be directed to\navailable development programs. In addition, for ex-combatants identified with needs\nfor psychosocial support, the project will proceed with providing drop-in referral\nservices as needed.\n\n28. _Gender._ Female ex-combatants will be offered an identical base package and training as male\nbeneficiaries. A gender sensitive lens, however, will be applied throughout the implementation\nof all project components to ensure differentiated needs of male and female ex-combatants are\ntaken into account and reflected accordingly in their packages. The project Implementation Unit\n(PIU), which will be set up prior to project effectiveness, will include an expert on gender issues\nand gender equalities and staff will be trained on general gender issues as well as on how to work\nwith female ex-combatants for whom separate facilities will be provided during cantonment\nprocess. Vocational training will be sensitive to potential female interest and needs. The PIU and\nImplementing Partners will develop a Gender Action Plan to be undertaken through project\nduration that will address specific vulnerabilities of the female ex-combatant caseload and list a\nset of activities that will address those vulnerabilities.\n\n29. _Vulnerable Groups_ benefitting from this project include adult ex-combatants that are (i)\nfemale, (ii) disabled, and/or (iii) psycho-socially traumatized. Advocacy work on behalf of the\nadult vulnerable groups will be undertaken through sensitization campaigns which will actively\nencourage family support, seek synergies with World Bank or other projects to develop\nnetworks, community protection mechanisms, and medical, disability and psycho-social support.\nThe project will offer specialized services to vulnerable groups including chronically ill/disabled\nex-combatants designed to best meet their specific needs. Follow-up psycho-social support will\nbe provided to those who are still in need when returning to their communities. The roject will\nexplore referral options, including linkages with other projects in the areas of return.\n\n30. The United Nations Children's Fund (UNICEF) will support the activities targeting Children\nAssociated with Armed Forces/Groups (CAAF). The project will support recreational, cultural\nand sports activities, for CAAF to promote their social reinsertion. This is pending further\ndiscussions between the Government and MINUSMA.\n\n**Component 2: Project Management Support to the Project Implementation Unit**\n**(Approximately US$1.80 million equivalent)**\n\n31. This component will provide financing support to the following activities: (i) project\nmanagement; (ii) sensitization and communication; and (iii) monitoring and evaluation (M&E)\n\n\n8\n\n\n",
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+ "input_text": "and financial audits. A PIU will be set up prior to effectiveness to carry out implementation,\nproject management and administration, supervision of activities, and coordination with\ninternational and national partners and stakeholders, including line ministries and local\nauthorities, as well as M&E, and communication. The PIU will be supported with technical\nassistance from the World Bank.\n\n32. _Project Management_ will include activities that will cover operating costs related to the\nfiduciary management of the project to ensure the coordination, implementation, and\nmanagement of the International Development Association (IDA) financing. From those working\nin the PIU, only the staffing and project-related operational costs for the financial management\nofficer, internal auditor, procurement specialist, procurement assistant and accountant will be\nsupported through the IDA grant.\n\n33. _Sensitization and Communication_ activities will build on preceding communications\nactivities that the Government and MINUSMA will have been implementing, and will continue\nthroughout the project life cycle. Communication activities will not be limited to disseminating\ninformation but will provide a voice to the project beneficiaries and thus enable bottom-up\ncommunication approaches through community meetings and beneficiary outreach.\n\n34. _Results Monitoring and Evaluation_ . Overall responsibility for M&E will rest with the PIU,\ncomplemented by close World Bank supervision. A results framework and monitoring matrix to\ntrack inputs, outputs, and outcomes has been developed for the project with intermediate and key\nperformance indicators (Annex 1). The PIU will be supported by the coordination mechanisms as\noutlined in the Peace Agreement with regards to monitoring, implementation and performance of\nthe overall DDR program. Beneficiaries and project implementation progress and effectiveness\nwill be monitored through a well-functioning Reinsertion MIS. This system will support the\nM&E activities through several databases to: (i) monitor an ex-combatant from cantonment to\nreinsertion, (ii) follow the implementing partners providing reinsertion support, and (iii) monitor\nfinancial management. Monitoring of fiduciary management will extend to timely external and\ninternal audits of project operations and other activities by the PIU. Apart from continuous\nmonitoring of project activities, the M&E would contain a baseline and community survey,\nannual evaluation, mid-term review, sporadic need-based evaluations, and a final evaluation.\n\n\n**B.** **Project Financing**\n\n35. The cost of the project is estimated at US$15 million. This estimate is drawn from the\nreinsertion and reintegration operations that have been financed by the World Bank, and is\ninformed by the consultations with the Government, signatory movements, and MINUSMA.\n\n**Project Cost and Financing**\n\n36. A breakdown of cost by component and disbursement category is as follows: [16]\n\n\n**Table 1: Project components and associated costs**\n**Project Components** **Project cost** **IDA Financing** **% Financing**\n\n16 The Project Management component will finance the activities for a caseload of an estimated 4,000 ex-combatants.\n\n\n9\n\n\n",
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+ "input_text": "|Col1|(US$ million)|Col3|Col4|\n|---|---|---|---|\n|1. Reinsertion Support to
Demobilized Ex-combatants
2. Project Management
**Total Costs**
Total Project Costs
Front-End Fees
**Total Financing Required**|13,200,000
1,800,000
15,000,000
-
**15,000,000**|13,200,000
1,800,000
15,000,000
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|100%
100%
100%
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|\n\n\n\n**C.** **Lessons Learned and Reflected in the Project Design**\n\n37. Independent Evaluation Group (IEG) reports [17] and DDR programs in a broad range of\ncountries provide a number of lessons learned that have informed the design of the project. [18]\nThese lessons are summarized below:\n\n\n - DDR programs should be designed within an overarching SSR framework. Without a\n\ngeneral process of SSR, comprehensive DDR is difficult to accomplish. As underlined in\nthe Peace Agreement, the Government has committed to a set of actions including the\nimplementation of a roadmap of which SSR and DDR are key pillars. A national council\nfor SSR has been set up as per the agreement, and the Government and the signatory\nmovements agreed to undertake SSR in coordination with international partners.\n\n - A simplified implementation structure with activities outsourced to local organizations\n\ncan help mitigate limited institutional capacity and risks of political interference. In\ncontexts with high risks of political interference, such an implementation arrangement\ncan ensure that technical activities are implemented by technical agencies, competitively\nrecruited, and somewhat sheltered from political interference.\n\n - Rapid response and efficient performance are also further enhanced through outsourcing\n\nimplementation and fiduciary control. The Mali CPF FY16-19 outlines lessons learned\nfrom implementing programs since the crisis and recommends simplification of\nimplementation arrangements and close cooperation with partners on the ground.\n\n - Adequate start-up support is needed to ensure skills transfer to national implementation\n\nagencies. South-south knowledge and experience exchange on reinsertion activities can\nbe a cost-effective source of start-up support to countries that lack local capacity in\nreinsertion activities.\n\n - Livelihoods start-up support requires significant resources and attention to ensure full and\n\ntimely distribution. Alignment of start-up kits with training is critical and the kits should\n\n\n17 IEG, World Bank Group Assistance to Low-Income Fragile and Conflict-Affected States, December 2013.\n18 Implementation Completion and Results (ICR) Report of the Emergency Demobilization and Reintegration Project, 30 March\n2012, ICR2168; ICR Report of the Burundi Emergency Demobilization and Transitional Reintegration Project, ICR00003344;\nBarron, Patrick. Chapter 8: The limits of DDR: Reintegration Lessons from Aceh in _The Small Arms Survey 2009: Shadows of_\n_War,_ Graduate Institute of International and Development Studies in Geneva, Switzerland, 2009; USIP, Consolidating\nDisarmament: Lessons from Colombia’s Reintegration Program for Demobilized Paramilitaries, Special Report #217, November\n2008; ICR Report (IDA-36340 IDA-3634A TF-52159) of The Republic of Rwanda Demobilization, Reinsertion and\nReintegration Project, 30 August 2009, ICR00001169; Republic of South Sudan National DDR Program: Pilot Reintegration\nProject Management Documentation (2014). November 2014; Uganda Demobilization and Reintegration Project Beneficiary\nAssessment (2011).\n\n\n10\n\n\n",
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+ "input_text": "include the same items used during training with distribution immediately upon\ncompletion of the vocational training.\n\n - Sensitization must be an ongoing and constant activity. It is crucial to a peaceful and\n\nsuccessful DDR process to influence behavior change, not just amongst the excombatants but also within communities of return and the general population.\n\n - A clear exit strategy that is planned beforehand with adequate flexibility for adjustments\n\nduring the course of implementation is necessary. This strategy should establish links\nwith existing development programs and ensure that the beneficiaries and stakeholders\nare well informed on the lifetime of the reinsertion project. This aspect is important to\nensure that the investments made during the reinsertion project are not lost.\n\n**IV.** **IMPLEMENTATION**\n\n\n**A.** **Institutional and Implementation Arrangements**\n\n38. The peace agreement sets forth a clear institutional framework to monitor the DDR process.\nThe CSA is in charge of monitoring, supervision and coordination of the implementation of the\nagreement by the signatory parties. With regards to DDR, the agreement calls for the\nestablishment of two commissions: CNDDR and a Commission for Integration, consisting of\nrepresentatives of the Government and the signatory movements. According to the decree\nnumber 2015 - 0894/P-RM dated 31 December 2015, the CNDDR is in charge of coordination of\nthe DDR program in Mali. The CNDDR will be financed by the Government, and will be\ninclusive of representatives of signatory movements.\n\n39. The successful implementation of the project requires a well-designed implementation\narrangement, tailored to the specific characteristics of Mali and the strategic outlook presented in\nthe peace agreement. Institutional and implementation arrangements will ensure maximum\nownership of the project by the Government, while maintaining an appropriate balance between\nensuring rapid delivery and effective execution of activities. The implementation of the project\nwill be carried out by the PIU, which will be established prior to effectiveness, and will be in\ncharge of (i) preparation and costing of detailed annual implementation plans; (ii)\nimplementation and coordination of the individual project components; and (iii) financial\nmanagement, procurement, and M&E. The PIU will be housed within the CNDDR that will\nreport to the Minister of Defense and Veterans.\n\n40. The PIU will function in the direct liaison between project stakeholders and the World Bank\nfor all project implementation matters. Beyond its broader implementation role, the PIU will\ndirectly handle procurement, financial management, accounting and contract management. The\nPIU will be composed of the following key staff members: a Coordinator, a Procurement\nSpecialist, a Procurement Assistant, a Financial Management Officer (RAF), an Accountant, an\ninternal auditor, an M&E Specialist, and a Reinsertion Officer. Consultants may be hired under\nthe project for supporting certain activities of the PIU. Only the fiduciary staffing and\ncorresponding operational costs of the PIU will be financed by the project. This relates to\naforementioned costs for financial management officer, internal auditor procurement specialist,\nprocurement assistant, and accountant. The structure for implementation will be new and will\nrequire strengthening at all levels. Staff recruited for the project should have experience and\n\n\n11\n\n\n",
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+ "input_text": "qualifications satisfactory to the World Bank. Links between the CNDDR and the PIU, will be\nfurther detailed in the Project Implementation Manual (PIM).\n\n41. A PIM, including coordination mechanisms between all stakeholders involved in project\nimplementation, detailed implementation mechanisms for each component and sub-component,\nproject administration, financial management, procurement and accounting procedures\napplicable to the project, will be finalized prior to effectiveness.\n\n42. The Implementation of project activities will be conducted by Implementing Partners (IPs) as\ncontracted by the PIU or in selected cases by government entities. The Reinsertion activities will\nbe conducted in the communities. The IPs will deliver the training package in the first six months\nand the follow-up support activities during the following twelve-month period. Training centers\nwill be identified in reinsertion locations in Gao, Kidal, Tombouctou, Ménaka, Taoudéni and\nMopti. Existing structure will be used and local capacities will be reinforced to the extent\npossible. The selected IPs will provide career guidance services and be responsible for ensuring\nthat the trainers have the appropriate language skills to effectively communicate with the excombatants and a training of trainers (ToT) model will be required for local trainers. For\nreinsertion follow-up support, services will be required in four main project locations, and,\ntherefore, a number of NGOs capable of providing services at the community level will be\ndirectly contracted by the PIU, where necessary.\n\n43. _Project Implementation Schedule_ . The tentative start date for project implementation is\nFebruary 28, 2017, with a projected effectiveness date of May 31, 2017 and proposed project\nclosing date of November 30, 2020.\n\n44. _Implementation Support._ Supervision and implementation support will be conducted by a\nWorld Bank team, consisting of a designated Task Team Leader (TTL) who will be responsible\nfor the overall coordination of the project activities. To ensure delivery of project activities as\nplanned, the project will have a consultant based in Bamako to support supervision and\ncoordination of activities. To the extent possible and for effective interaction and response to\nclients’ inquiries and requests, project supervision will be supported by the World Bank staff\nbased in Bamako. The World Bank supervision team will include various technical staff as\nneeded (operations, procurement, finance, safeguards etc.). These technical staff will undertake\nperiodic field missions throughout the implementation of the project. In addition, the World\nBank looks to conduct joint supervision missions with donors, and MINUSMA twice a year.\n\n45. _Partnership Arrangements._ The project will be implemented in coordination with partners\nfinancing and/or contributing to the activities of the Cantonment Phase. Based on the United\nNation’s Security Council Resolutions, and as stipulated in the Peace Agreement, MINUSMA\nand other UN Agencies will be in charge of activities during the Cantonment Phase. The\nprogram progress will be shared with the CSA as needed. These activities may include the\nconstruction of cantonment camps, registration of combatants and armaments, medical support,\ntransportation of ex-combatants, administration of cantonment camps, provision of short-term\ncommunity-based reinsertion projects, including CVR. The World Bank will support the PIU to\nensure close coordination and synergies among partners towards achieving the PDO by\nsupervising the activities throughout the project.\n\n\n12\n\n\n",
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+ "input_text": "46. Based on the most recent discussions between the signatory parties, the entire caseload of the\nreinsertion program is estimated at 10,000 ex-combatants. Therefore, it is the Government’s\nintention to provide the reinsertion support to the remaining ex-combatants. In December 2016,\nthe Government convened a donor roundtable to identify additional financial and technical\nresources to target the additional group beyond the 4,000 to be supported by the IDA project.\n\n47. The Government is contributing US$10 million to cover for activities that fall under program\nmanagement and logistics. The European Union, Germany, Sweden, Islamic Development Bank\nand the African Development Bank indicated their interest to contribute financially depending on\nthe discussions with their respective governments and senior managements. [19] The World Bank\nwill stand ready to establish a new multi-donor trust fund (MDTF) through which development\npartner financing can be pooled together to provide additional financing to the project, if needs\narise. It is expected that such an MDTF will finance activities that will provide reinsertion\nassistance to demobilized ex-combatants following the first tranche of 4,000 through additional\nfinancing. A small portion of this MDTF will be executed by the World Bank and will finance\nsupervision of recipient-executed activities (implementation support will also be provided by the\nWorld Bank office in Bamako), and World Bank-executed activities including enhanced\ntechnical assistance, studies, and trust fund administration.\n\n\n**B.** **Results Monitoring and Evaluation**\n\n48. The project’s M&E mandate lies with the PIU with backstopping and supervision from the\nWorld Bank project team. A comprehensive set of indicators will be used to track progress\ntowards achievement of the project’s PDO. The M&E system will ensure that information flows\nadequately among participating agencies, ministries, and other relevant institutions and to\ndocument project implementation progress and impact of project activities in a timely and\neffective manner. This is essential in helping management make the right decisions, ensure close\nmonitoring of activities and real-time evaluation of progress achieved, and to promote the\nrelevance of the planned reinsertion activities in a changing environment. Baseline data will be\ncollected by a designated M&E agency as part of project preparation.\n\n49. The M&E unit will produce monthly, quarterly, and annual project reports through the\nreinsertion MIS. This system will consist of one robust database that will monitor the\nbeneficiaries in the reinsertion and follow-up phase of the project, as well as track the\nimplementing partners providing various support. These reports can be accessed electronically\nby various government partners and donors. In addition, ad hoc assessments will be conducted as\nwell as studies based on identified needs. This will include formal assessments of the project\nbeneficiaries in the reinsertion process as well as regular tracer beneficiary surveys that will\ncombine qualitative and quantitative data. A mid-term review and final implementation report\nwill be conducted in collaboration with donors and government. During the Mid-Term Review,\nprogress towards reaching the project objectives will be evaluated and remedial action will be\ntaken as needed. Beyond traditional M&E requirements, the project will also deliver quarterly\ninternal and annual external audits to track fiduciary management, expectations and next steps.\n\n19 See Annex 6: Donor Roundtable Conclusions.\n\n\n13\n\n\n",
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+ "input_text": "50. The project M&E will also utilize participatory monitoring and public information\ndissemination mechanisms. Project beneficiaries will monitor the use of project resources at the\nreinsertion level, including the timeliness and quality of services, and the utilization of project\ninputs by individual beneficiaries in economic activities start-ups. The PIU and Implementing\nagencies’ M&E capacities will be reinforced through technical assistance from the World Bank\nduring implementation. In case of security concerns hindering project staff’s access to certain\nareas, the project will rely on Third Party Monitoring of activities by identifying local agents and\nindividual beneficiaries, and that will include supplemental M&E responsibilities.\n\n**C.** **Sustainability**\n\n51. The DDR program cannot be seen as a unique driver and solution to address socio-economic\nchallenges for sustainable development in the region. It has to be an integral part of a wider\nnational framework in the region that promotes development based on identified local needs.\nLinking the DDR program to the national stabilization program, which brings together various\ndevelopment actors under the supervision of the Malian government, is therefore important.\nEssential activities such as SSR, transitional justice, and developing mechanisms to improve\nrecovery and resilience, are also part of the sustainable development strategy. Another parameter\nof success of a DDR program is a well-planned exit strategy ensuring sustainability of program\nactivities and achievements. In this context, mainstreaming will be sought throughout project\nimplementation. Therefore, particular stress will be given to the PIU and other institutional\nstructures role in embedding sustainability so as to ensure smooth handover from the program to\ngovernment structures established for that purpose. Recovery and development programs\nsupported by the Government and development partners are important in meeting the socioeconomic reinsertion objectives. To this end, the project will identify potential synergies with\nother development projects funded by the World Bank and other development partners to exploit\nthem to the extent feasible.\n\n**D.** **Synergies**\n\n52. The project will seek to collaborate with and leverage funds from the World Bank’s Mali:\nSkills Development and Youth Employment Project (P145861), which has over US$30 million\navailable to finance the activities in Mali until 2020. The approach of this project is two-pronged:\n(i) to promote job creation for youth and (ii) to help them develop skills through education and\ntraining opportunities. The intervention in job creation, organized through Component 1,\nincludes providing a start-up capital to aspiring entrepreneurs and supporting emerging or\nestablished small and medium enterprises (SMEs) that have potential for generating\nemployment. The skills development or enhancement programs organized through Component 2\ninclude the delivery of both formal and informal education and training to youth in Mali. This\ntwofold rationale of equipping the youth with marketable skills and creating job opportunities\ncan be adopted by the reinsertion support component of the overall Reinsertion programming, as\none of the most important reinsertion activities is to provide a suite of skills training, including\nliteracy and numeracy, life skills, vocational skills and entrepreneurship skills, to ex-combatants.\nThere is potential to collaborate between these two Programs in terms of delivering trainings,\nproviding technical supports, building the institutional capacity and enhance the sustainable\nsocio-economic development of the country. Furthermore, the DDR Program will also address\n\n\n14\n\n\n",
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+ "start": 182,
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+ "input_text": "the issue related to CAAF and has prospective synergies between the Skills Development and\nYouth Employment Project.\n\n53. The project will collaborate closely with other bilateral and multilateral organizations in the\nfield of stabilization, recovery, and long-term development. It must be acknowledged that,\nconsidering the security challenges, a few projects led by international and non-governmental\norganizations are no longer operating in the northern regions. Therefore, only projects relevant to\nthe geographical area of intervention are being identified for potential synergies and\ncollaboration. To help increase the effectiveness of reinsertion activities and ensure sustainability\nof project outcomes, the project will attempt to coordinate efforts and resources with\ndevelopment projects which are operating within the same scope of practice in the northern and\ncentral regions of Mali.\n\n**V.** **KEY RISKS**\n\n\n**Table 2: Key risks**\n\n|Risk categories|Rating|\n|---|---|\n|1. Political and governance|Substantial|\n|2. Macroeconomic|Moderate|\n|3. Sector strategies and policies|Moderate|\n|4. Technical design of project or program|Moderate|\n|5. Institutional capacity for implementation and sustainability|High|\n|6. Fiduciary|Substantial|\n|7. Environment and social|Low|\n|8. Stakeholders|Substantial|\n|9. Other|-|\n|**Overall**|**Substantial**|\n\n\n\n**A.** **Overall Risk Rating and Explanation of Key Risks**\n\n54. Overall implementation risk is rated _Substantial_ . This is due to the security situation in Mali\nin general, specifically in Northern Mali, where access to the area remains limited, which may\nresult in potential delays to achieving the PDO. Despite recent improvements in security, the\nsituation remains volatile with pockets of area under the influence of armed groups and criminal\nnetworks. Several districts in the region are considered insecure, and the situation is continuously\nevolving as aid workers and international forces are still often subject to attacks.\n\n55. Political and governance risks are _Substantial_ . Political risks are substantial due to the slow\nprogress in the implementation of the peace agreement which sets forth a number of activities\nconcerning DDR. The staffing of the two commissions, namely the DDR Commission and\nIntegration Commission, was delayed and only started in November 2016. The Integration\nCommission will determine the criteria for integration of combatants into the state security\nstructures as part of the security sector reform. This needs to take place before the cantonment\nactivities can begin. The primary beneficiaries of the reinsertion project are demobilized excombatants who will need to complete disarmament and demobilization that will take place in\ncantonment camps. Further, there are two requirements that need to be fulfilled before the\n\n\n15\n\n\n",
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+ "text": "Overall Risk Rating",
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+ "text": "reinsertion project",
+ "confidence": 0.6377893090248108,
+ "start": 481,
+ "end": 483
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+ "description": null,
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+ "text": "cantonment",
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+ "start": 471,
+ "end": 472
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+ "publication_year": null,
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+ "text": "demobilized excombatants",
+ "confidence": 0.8810452222824097,
+ "start": 484,
+ "end": 486
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+ ],
+ "document": {
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+ {
+ "input_text": "cantonment operations can begin: (i) the list of ex-combatants, identified based on the eligibility\ncriteria as agreed by the parties, is available, and (ii) security arrangements during cantonment\nphase have been established. The signatory movements have delayed the transmission of the lists\nof their respective combatants to the Government and MINUSMA, while the security\narrangements have not taken place as agreed. There is political commitment to DDR and the\nWorld Bank team is closely coordinating with the Government to ensure that the operational\nengagement and the political decisions required for successful implementation take place. With\nregards to governance, anti-corruption and public sector regulations exist, but corruption and\ntransparency issues are still substantial. [20] Mitigating measures for governance issues have been\nbuilt in the project design in the form of strict fiduciary control mechanisms and application of\nWorld Bank fiduciary rules.\n\n56. Institutional capacity for implementation and sustainability risk is _High_ . Further, there must\nbe a PIU in place prior to project effectiveness for the project to proceed. It must be expected\nthat the PIU will have limited technical and implementation capacity. To mitigate these risks, the\nWorld Bank will continue to provide technical assistance and advice to the Government.\n\n57. Fiduciary risks are _substantial_ . Due to the overall fragility of the country, financial\nmanagement systems are considered weak. As the implementing agency, CNDDR, will be a new\nagency, the World Bank cannot rely on the existing financial management systems. To mitigate\nthe fiduciary risks, a fiduciary PIU within the CNDDR will be created for technical support prior\nto effectiveness. The financial management team of the PIU will be the World Bank and other\ndonors’ main counterpart and focal point for all the fiduciary aspects of the project.\n\n58. Stakeholder risk is _Substantial_ . The proposed IDA operation will finance the reinsertion of\n4,000 ex-combatants of the entire caseload of the DDR program estimated at 10,000 excombatants. To address the financing gap, the Government convened a donor roundtable in\nBamako in December 2016, where a number of donors demonstrated interest in supporting the\nreinsertion program. Once donor financing comes along, the Government expects the World\nBank to establish a new MDTF to pool resources to support the needs of remaining excombatants through additional financing. While there are substantial risks that the donors who\nhave verbally committed to support the program do not make actual contributions, it is\nanticipated that the donors will provide funds as the anticipated donors are long standing\nsovereign donors. In addition, there is significant interest on supporting this activity which could\nbring additional resources fairly quickly into the fund as DDR is one of the key aspects of the\nPeace Agreement.\n\n**VI.** **APPRAISAL SUMMARY**\n\n\n**A.** **Economic Analysis**\n\n59. Preliminary research on the economics of civil conflict reveals a cyclical relationship\nbetween political violence and economic growth. Making Mali more conflict-prone is its low per\n\n\n20 Mali ranks 95 out of 168 countries on the Transparency International Corruption Perception Index of 2015. Mali’s country\n[index is 35 (with 0 being “highly corrupt” and 100 being “very clean”), accessed at http://www.transparency.org/cpi2014/results.](http://www.transparency.org/cpi2014/results)\n\n\n16\n\n\n",
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+ "input_text": "capita income, overall economic decline and dependence on primary commodities. [21] The\nongoing conflict continues to divert resources from productive capacities to deterioration of\nphysical capital and infrastructure, lost employment opportunities and livelihood, and capital\nflight. During civil wars, economies grow around 2.2 percent more slowly than during peace. [22]\nAfter a typical seven-year internal war, incomes would be 15 percent lower than if the war had\nnot happened. [23] Because of the inflation and lost investment opportunities, the cost of postconflict reconstruction, and reinsertion by extension, remains high. Whilst pre-conflict Mali had\nbeen on track to reducing poverty, with GDP growth during 2007-10 averaging at 4.9 percent per\nyear, [24] it experienced zero economic growth in 2012 and only an increase of 1.7 percent in\n2013. [25] As crises in Mali becomes more protracted, there is growing need for engagement in\npost-conflict reconstruction, and reinsertion of ex-combatants by extension, to promote\nsustainable development.\n\n60. Scoring 1.9 on a 1-7 scale on the Global Competitiveness Report 2015-16, Mali ranks second\nlowest in primary education attainment, which in turn predicates growing unemployment and\nunder-employment in the nation. Minimal levels of meaningful skills and low uptake in the labor\nmarket, presents opportunities for recruitment into illegal criminal networks. In this context, the\nproject represents a mechanism that can promote job creation, self-reliance and sustainable\npractice of income generation. The success of this goal would trigger an increase in\nbeneficiaries’ income as a result of the project intervention. Additionally, through technical\nassistance, this project allows for technical skills transfer and improved capacity of project\nstakeholders through the use of advanced project management tools.\n\n61. The World Bank’s engagement in reinsertion is crucial to accelerating post-conflict recovery\nand initial conditions for stabilization. Through the project’s socio-economic intervention and\njobs creation, the outcomes are expected to play a role in re-launching the economies albeit on a\nsmall scale, of the ex-combatants’ communities of return. As a result, living conditions of the excombatants and of the wider community are subsequently improved, thus preventing excombatants from re-enlisting in armed groups. Lessons drawn from the recurrence of conflict in\nMali show that there is need for concrete governance action towards poverty reduction and\neconomic development to ensure sustainable peace and development and to pacify the country\nfrom external threats.\n\n62. Owing to the nature of the conflict, projected investments and specific needs of individual\nex-combatants and communities has not been readily available or activities immediately agreed\nupon. The project investment is likely to include educational, skills and vocational training as\nwell as start-up kits for microenterprises. A more elaborate criteria of investments will be\nfinalized during the later stages of project design or early stages of preparation through\nconsultations with beneficiaries, local authorities and technical agencies. The feasibility and\ncost-benefit analysis conducted prior to the reinsertion activities begin will ensure that\n\n\n[21 Paul Collier, 2006, “Post-Conflict Economic Recovery” accessed at http://users.ox.ac.uk/~econpco/research/pdfs/IPA-](http://users.ox.ac.uk/~econpco/research/pdfs/IPA-PostConflictEconomicRecovery.pdf)\n[PostConflictEconomicRecovery.pdf.](http://users.ox.ac.uk/~econpco/research/pdfs/IPA-PostConflictEconomicRecovery.pdf)\n22 Karl R. Derouen and Uk Heo, 2007, “ _Civil Wars of the World: Major Conflicts since World War II_ ”, Volume I and II,\npublished by ABC-CLIO.\n23 Paul Collier, Economic Causes of Civil Conflict and their Implications for Policy, 16.\n24 WDI Indicator: Mali, 2015.\n25 _Ibid_ .\n\n\n17\n\n\n",
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+ "input_text": "investments made in the subsequent years of the project and in future similar operations deliver\nvalue-for-money and contribute to the World Bank’s longer term strategic engagement in Mali.\nA market analysis of reinsertion activities, including kits and vocational training was carried out\nin Timbuktu, Gao and Kidal (including Taoudéni and Ménaka) to determine the average cost of\nplanned reinsertion activities, including support to income-generating activities (in agriculture,\nlivestock farming, trade, animal fattening, leather goods and handicraft, masonry and building\nwork, and transportation sectors). The assessment also looked into the existing facilities and\ntraining centers, taking into account time and logistics constraints related to rainy season, and\ndifferentiated needs of women and disabled beneficiaries.\n\n\n**B.** **Technical**\n\n63. The project design builds on the experiences from previous World Bank engagement in DDR\noperations. Project components were developed through a consultative process that started with\nthe design proposed by the recipient and was complemented by inputs from the signatory\nmovements, as well as international partners, including MINUSMA.\n\n64. Findings from the technical assistance and analytical research have informed the project\ndesign and implementation approach. The technical assistance helped the Government in the\ndevelopment of a national strategy and institutional framework in close coordination with\nMINUSMA and the signatory movements. In addition, the TDRP-commissioned analytical\nresearch on DDR has been used to inform specific programming on reinsertion component of\nthis project. [26] As such, there is a strong emphasis the design and delivery of skills training, and\nstart-up on information management (e.g., identification, verification, recording of personal data,\nmapping of livelihood opportunities) based on the learning and experiences gained from the\nInformation, Counseling and Referral System utilized during the Pilot Reintegration project as\npart of South Sudan DDR Program, and which is currently being used as part of the DDR III in\nDRC.\n\n65. The project’s technical design has been informed by two recent assessments commissioned\nby the World Bank. These include an assessment that investigated the prevailing trends as\nregards to profile, concerns and interests, as well as social and educational background of future\nbeneficiaries, and a market analysis on the cost of reinsertion activities, including start-up kits\nand training costs, in northern regions of Mali. Further, the project design draws on lessons\ngenerated from interventions in similar post-conflict environments. A number of countries in\nAfrica and elsewhere have implemented DDR programs that focus on reinsertion as a form of\nsocio-economic assistance to provide skills to ex-combatants transitioning into civilian life.\nBased on the lessons, the project aims at providing necessary start-up support to beneficiaries,\nwhile establishing long-term socio-economic reinsertion by linking ex-combatant beneficiaries\nwith recovery and development programs in Mali. The project has benefitted from the experience\nto date in implementing reinsertion assistance in Burundi, Colombia, Democratic Republic of\nCongo, Rwanda, Uganda, and South Sudan.\n\n\n26 These include Associations of Demobilized Combatants in DRC: Local Dynamics and Internal Synergies (2011), Rumors of\nPeace, Whispers of War (2012), Empowerment of Socio-economic Associations in LRA-affected areas (2013); Making\nVocational Training Work in DDR (2013).\n\n\n18\n\n\n",
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+ "input_text": "**C.** **Financial Management**\n\n66. The assessment of the Directorate of Finance and Material (DFM) of the Ministry of Defense\nand Veterans (MoD), which follows the Government PFM system to manage the resources\nallocated to this ministry including the CNDDR, was conducted during the project preparation to\ncheck whether this directorate could manage the proposed project. The main findings arising\nfrom this assessment conducted in April 2016 are similar to those outlined in the Public\nExpenditure and Financial Accountability (PEFA) and other PFM assessment reports including:\n(i) capacity shortage in the areas of FM human resources; (ii) lack of familiarity of the FM team\nwith World Bank-financed project procedures and requirements; and (iii) the computerized\nsystem in place for budget execution (SIDG- Système Integré de Gestion des Dépenses) and\nfinancial reporting (AICE) faces some challenges similar to those revealed in the PEFA and\nother PFM assessment reports.\n\n67. Due to the overall fragility of the country FM systems and specifically the critical areas for\nimprovements of the DFM, the conclusion was that DFM of the Office of the MoD could be in a\nposition of managing World Bank’s funds once a number of measures are implemented to\nstrengthen its current FM system. Furthermore, at the time of the appraisal of project, CNDDR\nwas not operationalized yet, therefore the World Bank cannot also rely on the FM system of this\nDirectorate. Going forward and in order to mitigate the fiduciary risk to the extent possible, the\nGovernment agreed to use a ring-fenced approach. Therefore, a Project Implementation Unit\n(PIU) will be created for support, prior to effectiveness, inside CNDDR. The FM team of the\nPIU will be the World Bank and other donors’ main counterpart and focal point for all the\nfiduciary aspects of the project. The DFM of the MoD will provide support as needed.\n\n68. Implementation of this project will require specific FM arrangements as below : (a)\nrecruitment of one Financial Management Officer; (b) the recruitment of one accountant; (c)\nElaboration of Project Implementation Manual (PIM) including FM procedures; (d) acquisition\nof the accounting software to allow the recording of project transactions; (e) elaboration of the\noperational manual; (f) the strengthening the DFM supervision capacities through training on\nWorld Bank procedures; (g) opening of a Designated Account (DA); and (h) recruitment of an\ninternal and external (independent) auditor for auditing quarterly and annual financial statement\nrespectively. These actions will be completed on time to help implement the DDR Project.\n\n69. **Anticorruption measures.** The risk of irregularities and corruption within the project\nactivities is substantial given the country context and the nature and implementation\narrangements of the project activities. Corruption and poor service delivery are recognized as key\nchallenges in Mali’s public sector and, more specifically, for a project that involves several\nentities with relatively diverse interests. In addition, the lack of appropriate oversight and\nadequate operational tools could jeopardize project implementation.\n\n70. It is thought that the FM will satisfy the World Bank’s minimum requirements under OP/BP\n10.00 once mitigation measures have been implemented. An FM action plan to enhance the FM\narrangements for the project is included in Annex 3. The overall FM risk rating for the project is\nassessed as Substantial.\n\n\n19\n\n\n",
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+ "input_text": "71. FM arrangements and requirements are described in detail in Annex 3.\n\n\n**D.** **Procurement**\n\n72. Procurement for the proposed project will be carried out in accordance with the World\nBank’s “Guidelines: Procurement of Goods, Works and Non Consulting Services under IBRD\nLoans and IDA Credits and Grants by World Bank Borrowers” dated January 2011 and revised\nin July 2014 “Guidelines: Selection and Employment of Consultants under IBRD Loans and IDA\nCredits and Grants by World Bank Borrowers” dated January 2011 and revised in July 2014, and\nthe “Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by\nIBRD Loans and IDA Credits and Grants”, dated October 15, 2006 and revised in January 2011.\nNational Competitive Bidding (NCB) shall be in accordance with procedures acceptable to the\nWorld Bank.\n\n73. As the project will be housed under the Ministry of Defense and Veterans, the World Bank\nProcurement Specialist undertook a procurement assessment of the Direction of Finance and\nMaterial (DFM) of this Ministry; the DFM is the central unit in charge with the procurement\nactivities. The assessment revealed a number of weaknesses and an action plan is issued to deal\nwith them. A dedicated PIU, established prior to effectiveness, comprising a procurement staff\nand functioning procurement systems will be put in place. Project procurement activities will be\ncarried out by the procurement unit within the PIU. This procurement unit will be staffed by a\nprocurement specialist and a procurement assistant who are skilled and experienced to\nimplement the procurement activities of this project.\n\n74. World Bank operations in Mali have suffered from extended delays in procurement\nprocessing, with a significant time lost in the preparation of: procurement documents (bidding\ndocuments, Terms of References (ToRs), request for proposals, bidding evaluation reports and\ntechnical evaluation reports). In addition, these proposals tend to be of poor quality. Delays are\nalso found in the contract award and signature processes of Government. These experiences have\nbeen factored into the design of procurement arrangements. Given the country context and\nassociated risk and the fact that the procurement staff and functioning procurement systems are\nnot yet in place, the procurement risk is rated **High** .\n\n75. The project procurement arrangements are described in detail in Annex 3.\n\n\n**E.** **Social (including Safeguards)**\n\n76. The project is being categorized as category C due to the minimal/negligible nature of its\nforeseen social and environmental impacts as it is not financing any civil works that might\nrequire land acquisition or lead to resettlement, loss of assets or livelihood resources, or\nrestrictions of access to resources. Therefore, the Involuntary Resettlement Policy (OP 4.12) is\nnot triggered. Likewise, since there are no indigenous peoples in Mali, as defined by the World\nBank operational safeguards policy on Indigenous Peoples (OP/BP 4.10), the policy is not\ntriggered. Although outside of the scope of the project, the limited, small-scale construction of\ncantonment camps will be financed and led by MINUSMA and executed by United Nations\nOffice for Project Services (UNOPS). The civil works are associated with the overall project and\n\n\n20\n\n\n",
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+ "confidence": 0.6445148587226868,
+ "start": 509,
+ "end": 512
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+ "description": null,
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+ "text": "Mali",
+ "confidence": 0.8331943154335022,
+ "start": 531,
+ "end": 532
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+ "publication_year": null,
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+ "reference_population": {
+ "text": "indigenous peoples",
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+ "start": 528,
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+ "is_used": "False",
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+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 30
+ ]
+ }
+ },
+ {
+ "input_text": "will take place on government-owned land at a short distance from main roads and in areas\nwhere there are no visible signs of human settlements or structures or livelihood activities. The\nlocations of cantonment camps were selected by a United Nations (UN) team including\ntechnical, environmental, social and cultural experts. Communities were involved in the selection\nprocess and all eight camp locations have been approved by the surrounding communities.\nTherefore, the anticipated negative social impacts are negligible. In accordance with the\nFiduciary Principle Accord (FPA) [27] between World Bank and UNOPs, the projects will rely\nupon UNOPs policies, procedures and practices. Therefore, prior to commencing any future\nconstruction, UNOPS will implement its safeguards-related assessment and screening\ninstruments. These will include an environmental and social screening process, a gender\nassessment, and an environmental and social management plan, as well as screening mechanism\nfor negative impacts on vulnerable groups, such as disable and handicapped, including their\naccess to resources and land ownership issues. MINUSMA and UNOPS will ensure to have a\nwell-knowledgeable Social Scientist whose role will be to (i) ensure project is in compliance\nwith UNOPS applicable safeguards policies; and (ii) project is socially sound and inclusive\n(gender, youth and disable persons, etc. have equal access to the benefits and are therefore not\nbeing victimized or segregated). The Social Scientist of UNOPS will work closely with the\nSocial Development Specialist of the World Bank to monitor the soundness of the overall project\nactivities.\n\n77. _Gender-sensitive and informed project_ . A 2016 study commissioned by the World Bank\nTDRP, recent study findings, information from various national documents and reports in Mali,\nas well as field mission observations indicate that pre-existing gender inequalities in Mali are\nbeing aggravated and deepened by the continuing conflict situation. Before the crisis, there were\nglaring gender inequalities in most sectors of the social, political and economic life. About 5.42\npercent are female ex-combatants according to the recent survey conducted on a sample basis.\nThe framing of the women, peace and security agenda by the Government Ministries and\nMINUSMA seeks to achieve better outcomes for both youth and women. Violence and crime\nexacerbated with fatal sporadic actions continue to undermine the personal and collective\nsecurity of both Malian and foreigner girls and women.\n\n78. _Citizen engagement and participation_ . The Reinsertion Project seeks to support engagement\nof stakeholders and beneficiaries through the wider use of publicly available information,\nconsultative processes, and feedback mechanisms, build ownership and thus contribute to\nsustainability and better project outcomes. The specific aspects of citizen engagement will\ninclude: (i) access to information and exchange platforms for program stakeholder; (ii)\ninformation campaigns on DDR and awareness-raising activities; (iii) a feedback mechanism to\nprocess complaints, concerns, and questions from stakeholders; and (iv) specific third-party\nmonitoring of project activities will be considered to ensure transparency and feedback on these\nactivities. The mechanisms of this citizen engagement and participation framework will be\ndetailed in the PIM.\n\n\n**F.** **Environment (including Safeguards)**\n\n\n27 By signing the FPA, the World Bank has made a representation for providing an assurance to the other signatories that its\ninternal policies, procedures and practices are consistent with the agreed fiduciary principles that form the basis of the FPA.\n\n\n21\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
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+ "start": 140,
+ "end": 145
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
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+ {
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+ "text": "national documents and reports",
+ "confidence": 0.5591532588005066,
+ "start": 303,
+ "end": 307
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "survey",
+ "confidence": 0.8250593543052673,
+ "start": 367,
+ "end": 368
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Mali",
+ "confidence": 0.9819979071617126,
+ "start": 308,
+ "end": 309
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "female ex-combatants",
+ "confidence": 0.7287232279777527,
+ "start": 361,
+ "end": 363
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "field mission observations",
+ "confidence": 0.5617892742156982,
+ "start": 313,
+ "end": 316
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Mali",
+ "confidence": 0.9249476194381714,
+ "start": 308,
+ "end": 309
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "information campaigns",
+ "confidence": 0.5336220264434814,
+ "start": 497,
+ "end": 499
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+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
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+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "FPA",
+ "confidence": 0.5262225866317749,
+ "start": 579,
+ "end": 580
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 31
+ ]
+ }
+ },
+ {
+ "input_text": "79. The project is expected to have only limited environmental impacts that can easily be\nmitigated with standard, available measures and would mostly be resolved by adhering to good\nhousekeeping practices in the envisaged small scale construction activities. While not financed\nby the project, small scale construction activities for cantonment camps, financed by MINUSMA\nand to be executed by UNOPS, are associated with the project. The areas earmarked for the\nestablishment of the first eight cantonments are in Gao, Kidal, Ménaka, and Tombouctou. The\ninitial eight cantonment camps that will process the future beneficiaries of this project are being\nor will be built in Ber, Fafa, Ilouk, Innegar, Likraka, Tabankort, Tessalit and Tinfadimata. For\nthe cantonment construction works, UNOPS will implement its own safeguards management\nprocess and instruments, which - given that UNOPS is a signatory to the fiduciary principles\naccord (FPA) - are considered equivalent to the World Bank’s.\n\n80. _Climate and disaster risk screening results_ . Climate related hazards in Mali include erratic\nrainfall, drought, floods and crop pests. These hazards are a natural occurrence in Mali, which\nnevertheless pose serious constraints on development and food security and their intensity and\nfrequency are likely to increase under a changing climate. In the future, with increase climate\nvariability, these risks will be exacerbated as temperature increases and precipitation becomes\nincreasingly unpredictable. In the project locations, extreme temperature, extreme precipitation\nand flooding present low risks to the project implementation, while drought presents a moderate\nrisk during the implementation of community-based activities, as it has become more frequent\nand can impact local livelihoods. In this context, the project team seeks to raise awareness of\npossible impacts of climate and disaster risks on livelihoods, and will incorporate a module\nwithin the training activities on climate change and extreme events.\n\n\n**G.** **World Bank Grievance Redress**\n\n81. Communities and individuals who believe that they are adversely affected by a World Bank\nsupported project may submit complaints to existing project-level grievance redress mechanisms\nor the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints received are\npromptly reviewed in order to address project-related concerns. Project affected communities\nand individuals may submit their complaint to the WB’s independent Inspection Panel which\ndetermines whether harm occurred, or could occur, as a result of WB non-compliance with its\npolicies and procedures. Complaints may be submitted at any time after concerns have been\nbrought directly to the World Bank's attention, and Bank Management has been given an\nopportunity to respond. For information on how to submit complaints to the World Bank’s\ncorporate Grievance Redress Service, please visit [http://www.worldbank.org/GRS. For](http://www.worldbank.org/GRM)\ninformation on how to submit complaints to the World Bank Inspection Panel, please visit\n[www.inspectionpanel.org.](http://www.inspectionpanel.org/)\n\n\n22\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Grievance Redress Service",
+ "confidence": 0.5436837077140808,
+ "start": 493,
+ "end": 496
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 32
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 1: Results Framework and Monitoring**\n**MALI: REINSERTION OF EX-COMBATANTS PROJECT (P157233)**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Project Development Objective (PDO): To support the socio-economic reinsertion of demobilized ex-combatants within local communities.|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|Col13|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|**PDO Level Results Indicators***|**Core**|**Unit of**
**Measure**|**Baseline**|**Cumulative Target Values**|**Cumulative Target Values**|**Cumulative Target Values**|**Cumulative Target Values**|**Cumulative Target Values**|**Frequency**|**Data Source/**
**Methodolog**
**y **|**Responsibilit**
**y for Data**
**Collection**|**Description**
**(indicator**
**definition etc.)**|\n|**PDO Level Results Indicators***|**Core**|**Unit of**
**Measure**|**Baseline**|**YR 1**|**YR 2**|**YR 3**|||||||\n|**Indicator One:**Number of
direct project beneficiaries
(disaggregated by age, gender,
and armed group)
|
|
#|0|2250|3250|4000|||Monthly,
Quarterly,
Annual|Quarterly
reports,
monthly
reports -
MIS, annual
report|PIU, IPs|Total number of
project
beneficiaries,
disaggregated by
age, gender and
armed group
affiliation|\n|**Indicator Two:** Individual
demobilized ex-combatants
participating in an economic
activity after training
(disaggregated by gender, type
of economic activity - individual
or economic association -
agrarian/non-agrarian)||
%|0|40 %|60 %|80%|||Annual|Annual
evaluation,
final external
evaluation|PIU|Economic
activities that
involve
production,
distribution,
marketing of
goods in
agriculture,
fishery, small
trade etc.)|\n|**Indicator Three:**Demobilized
ex-combatants that feel socially
acceptance by their communities
of return (disaggregated by age
and gender)||%|0|50%|70%|70%|||Annual|Beneficiary
survey,
Annual
evaluation/
beneficiary
assessment,
External
impact
assessment|PIU||\n|**Indicator Four:**Members of
communities report social
acceptance of ex-combatants
(disaggregated by age and
gender)||%|0|40 %|50 %|60%|||Annual|Beneficiary
survey,
Annual
evaluation/
beneficiary
assessment,
External
impact|PIU||\n\n\n23\n\n\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "PDO Level Results Indicators",
+ "confidence": 0.8258412480354309,
+ "start": 125,
+ "end": 129
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "demobilized ex-combatants",
+ "confidence": 0.9449187517166138,
+ "start": 38,
+ "end": 40
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "survey",
+ "confidence": 0.5859870910644531,
+ "start": 685,
+ "end": 686
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "survey",
+ "confidence": 0.7282542586326599,
+ "start": 685,
+ "end": 686
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "survey",
+ "confidence": 0.5030282139778137,
+ "start": 779,
+ "end": 780
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "survey",
+ "confidence": 0.5159748196601868,
+ "start": 685,
+ "end": 686
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 33
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|assessment|Col12|Col13|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|**Indicator 5:** Beneficiaries who
experience a feeling of greater
security attributable to the
project areas (disaggregated by
gender)||
**% **|0|40 %|60 %|70%|||Annual|Annual
evaluation,
beneficiary
assessment,
final external
evaluation|PIU, IPs|This indicator
will measure the
projects
contribution to
the overall
stabilization of
the environment
in which the
beneficiaries live.|\n|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**|**INTERMEDIATE RESULTS**||\n|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **|**Intermediate Result (Component One): Reinsertion Support to demobilized ex-combatants **||\n|**_Intermediate Result Indicator_**
**_One_:**
Demobilized
ex-
combatants
completed
reinsertion phase (disaggregated
by gender, economic activity –
individual
or
economic
association,
(agrarian/non-
agrarian)
||
%|0|60%|80%|90%|||Monthly,
Quarterly,
Annual|Quarterly
reports,
monthly
reports -
MIS, annual
report|PIU, IPs|The ex-
combatants may
choose to either
engage in
individual
income-
generating
activities or
participate in
joint economic
associations with
other ex-
combatants.
Reinsertion
Phase refers to all
the
components/activ
ities financed by
this project,
which will take
place following
Cantonment.|\n|**_Intermediate Result Indicator_**
**_Two:_** Demobilized ex-
combatants linked to respective
projects (disaggregated by
gender and economic activity –
individual or economic||
#|0|300|500|700|||Annual|Annual
evaluation,
final external
evaluation|PIU||\n\n\n\n24\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 34
+ ]
+ }
+ },
+ {
+ "input_text": "|association, (agrarian/non-
agrarian)|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|Col13|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|**_Intermediate Result Indicator_**
**_Three_:** Demobilized ex-
combatants satisfied with
reinsertion support
(disaggregated by economic
activity – individual or economic
association, agrarian/non-
agrarian)||
**% **|0|40%|60%|70%|||Annual|Annual
evaluation,
beneficiary
assessment,
final external
evaluation|PIU||\n|**_Intermediate Result Indicator_**
**_Four:_** Vulnerable demobilized
ex-combatants reported to have
received specialized support by
the project (disaggregated by
gender and specific physical and
psychological needs)||
**% **|0|70%|80%|90%|||Annual|Quarterly
reports,
monthly
reports -
MIS, annual
report|PIU, IPs||\n|**_Intermediate Result Indicator_**
**_Five:_** Vulnerable demobilized
ex-combatants satisfied with
specialized project support
(disaggregated by gender, and
specific physical and
psychological needs)||
%|0|40%|60%|60%|||Annual|Annual
evaluation,
beneficiary
assessment,
final external
evaluation|PIU||\n|**_Intermediate Result Indicator_**
**_Six:_** Follow-up support provided
to demobilized ex-combatants||
**% **|0|60%|80%|90%|||Annual|Quarterly
reports,
monthly
reports -
MIS, annual
report|PIU, IPs||\n|**_Intermediate Result Indicator_**
**_Seven_:** Demobilized ex-
combatants satisfied with
follow-up support
(disaggregated by gender,
economic activity, agrarian/non-
agrarian)||
**% **|0|50%|60%|70%|||Annual|Annual
evaluation,
beneficiary
assessment,
final external
evaluation|PIU||\n|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **|
**Intermediate Result (Component Two): Project Management support to the Project Implementation Unit **||\n|**_Intermediate Result Indicator_**
**_One_:** Grievances registered
related to delivery of project
benefits that are actually||
**% **|0|50%|60%|70%|||Monthly,
Quarterly,
Annual|Quarterly
reports,
monthly
reports -|PIU, IPs|This indicator
will measure the
transparency and
accountability|\n\n\n25\n\n\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "_Intermediate Result Indicator_",
+ "confidence": 0.6631613969802856,
+ "start": 208,
+ "end": 211
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "reports",
+ "confidence": 0.631451427936554,
+ "start": 478,
+ "end": 479
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "report",
+ "confidence": 0.5055636167526245,
+ "start": 498,
+ "end": 499
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Grievances registered",
+ "confidence": 0.552675724029541,
+ "start": 908,
+ "end": 910
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 35
+ ]
+ }
+ },
+ {
+ "input_text": "|addressed (Disaggregated by
gender)|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|MIS, annual
report|Col12|mechanisms
established by the
project so the
target
beneficiaries
have trust in the
process and are
willing to
participate, and
feel that their
grievances are
attended to
promptly.|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|**_Intermediate Result Indicator_**
**_Two:_**People in the project area
aware of the project’s
beneficiary targeting criteria
(Disaggregated by gender and
geography||
**% **|0|50%|70%|80%|||Monthly,
Quarterly,
Annual|Quarterly
reports,
monthly
reports -
MIS, annual
report|PIU|This indicator
will measure
level of
sensitization and
community
awareness
initiatives about
reinsertion
project by the
project
management|\n|**_Intermediate Result Indicator_**
**_Three:_** Demobilized Ex-
combatants are satisfied with the
composition and delivery of the
start-up kits||
**% **|0|70%|80%|90%|||Annual|Annual
evaluation,
beneficiary
assessment,
final external
evaluation|PIU|This indicator
will measure the
usefulness of the
contents and
efficiency in the
distribution/deliv
ery of the start-up
kits to the ex-
combatants|\n\n\n\n26\n\n\n",
+ "datasets": [],
+ "document": {
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+ "input_text": "**Annex 2: Detailed Project Description**\n**Mali: Reinsertion of Ex-combatants Project (P157233)**\n\n**I.** **Accord for Peace and Reconciliation** **and National DDR Program in Mali**\n\n1. The Accord for Peace and Reconciliation in Mali (peace agreement), reached through the\nAlgiers process, covers the political and institutional reforms and presents a roadmap related to\ndefense and security matters. It includes segments on the humanitarian, economic, social and\nlegal aspects. The agreement emphasizes an extended decentralization through which central\nauthorities will devolve more power and resources to regional authorities. It further outlines a\nroadmap and new institutional arrangement for new development process in the Northern\nregions. [28] With regards to security, the signatory movements agreed to disarm and participate in\na new DDR program whereas eligible ex-combatants will have the option to reintegrate into the\nsecurity structures.\n\n2. Following the peace agreement, the Government of Mali has developed the National DDR\nProgram Document. It is based on the defense and security roadmap agreed in Algiers. The\nprogram document was developed taking into account the views of both coalitions of signatory\nmovements and drafted in close coordination with MINUSMA and the World Bank. It also\nincorporates lessons learned from previous DDR efforts in Mali and other countries with relevant\nexperiences and discusses each component of the planned DDR program.\n\n3. The DDR process in Mali consists of two phases:\n\n\n - Disarmament and Demobilization (Cantonment)\n\n - Reinsertion\n\n4. Although outside the scope of this project, the following sections outline work that the\nGovernment, signatory movements and MINUSMA will be conducting in advance of the project\nwhich is a pre-requisite for the reinsertion work.\n\n**Cantonment Phase**\n\n5. Activities during the cantonment phase will be financed and implemented by MINUSMA\nand the Government. These activities may include, among others, construction and logistics\ncantonment camps, DD activities, sensitization on the DDR program, profiling and registration\nof combatants, and transportation of participants to and from the cantonment camps, support for\npre-reinsertion activities such as medical and psycho-social screening, and CVR projects.\n\n6. MINUSMA, in coordination with the Government, will finance and implement short-term\ncommunity-based CVR projects to prevent the recruitment of youth by criminal and armed\ngroups. It is expected that these activities will facilitate the implementation of cantonment and\nDDR processes through mobilizing the community in key locations. Additionally, in\ncoordination with the World Bank, MINUSMA will initiate short-term community-based\n\n\n28 For example, Annex 3 of the Peace Agreement lays out measures promoting youth employment. Measures include economic\nreinsertion, income-generating activities, entrepreneurship schemes, training programs etc.\n\n\n27\n\n\n",
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+ "input_text": "activities to support to the long term reinsertion of ex-combatants that will be supported by the\nReinsertion Project. Through these projects ex-combatants and communities’ members will work\ntogether on projects chosen at the community level.\n\n7. Twenty-four cantonment camps were proposed by the signatory movements to undertake DD\nactivities. Of the 24 sites, the CTS selected eight priority sites that are operational: three in solid\nconstruction, and five in-tents settings provided with electricity and water supplies while solid\nconstruction continues. Decision on additional sites will be dependent on the progress made in\nthe eight initial sites. Each cantonment camp is designed to house and process 750 individuals.\n\n8. Before the cantonment operations can begin, there are two requirements that need be met by\nthe parties to the peace agreement. First, the signatory movements, in coordination with the\nGovernment, need to agree on the final lists of their members who will participate in the\nprogram. This task should be conducted by the forthcoming commissions as outlined in the\npeace agreement. Second, the security arrangements that will be undertaken during the\ncantonment phase, also outlined in the Accord, must be in place before the activities can begin.\n\n9. Disarmament is essential in any DDR program to ensure the re-establishment of security\nconditions. It aims to recover weapons in circulation as a result of armed conflicts and includes\nthe collection of small arms, light and heavy weapons, ammunition, and mines. Disarmament\nwill take place at the cantonments which will be jointly managed by MINUSMA, signatories\nthrough the _Mécanisme Opérationnel de Coordination,_ as established in the peace agreement,\nand the Government.\n\n10. Demobilization involves the official reassignment of combatants to civilian status. This\nprocess will include all individuals who go through the disarmament process and are formally\nenlisted for demobilization. Activities during demobilization will include:\n\n\n - Vetting, identification and verification\n\n - Individual data collection including collection of biometric identification\n\n - Verification on Children Associated with Armed Groups and Forces (CAAF) status when\n\napplicable and documentation by Child Protection Agencies\n\n - Medical and psycho-social screening\n\n - Orientation\n\n - Registration and issuance of a demobilization card to confirm adult ex-combatants’ status\n\nas demobilized and their entitlement to DDR benefits\n\n - Issuance of necessities during the cantonment phase\n\n - Provision of short-term community-based reinsertion activities\n\n11. _Vetting_ will be done under observation of the international community following\ninternational standards.\n\n12. _Verification._ Screening and registration of DDR candidates aim to establish the DDR\ncandidate’s eligibility for the process, gather background information on the candidate to design\na tailored reinsertion process, identify DDR candidates with special needs, and learn which\narmed group they belong to.\n\n\n28\n\n\n",
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+ "input_text": "13. _Verification on CAAF status when applicable and documentation by Child Protection_\n_Agencies._ The term CAAF refers to any person below 18 years of age who is or has been\nrecruited or used by an armed force or armed group in any capacity. This includes children, both\nboys and girls, used by armed forces or groups as fighters, cooks, messengers, or for sexual or\nany other purposes. All CAAF will be identified through the verification process and released\nimmediately to the identified CAAF program agency (UNICEF) and child protection agencies\nwithout delay and as soon as the formal disarmament and demobilization processes are\ncompleted.\n\n14. _Medical and psycho-social screening_ . Medical and psycho-social screening including\nvoluntary counseling and testing for HIV/AIDS will be provided to ex-combatants upon arrival\nat the cantonment camps. All incoming participants will be screened for communicable diseases\nto minimize collective risks and some basic medical support may also be provided. Separate\nfacilities will be made available for medical and psychosocial screening of women. All camps\nwill have medical personnel and a clinic.\n\n15. Management Information System (MIS) will be developed in two separate components. The\nfirst component will cover the Disarmament and Demobilization (DD) processes and is already\nunder development by MINUSMA. The second component of the MIS will cover the reinsertion\npart of the project that will be developed by the World Bank. Both the system components will\nreside on the same system (server computer) in order to use a single central database or linked\ndatabases of the candidates.\n\n16. _Registration and DDR identification_ . All eligible candidates will be officially registered as\nparticipants and issued a unique DDR identification (ID) Number and a Demobilization ID card\n(certification of demobilization). This will be done through the registration component of the\nMIS in cantonments developed by MINUSMA.\n\n_Data collection and Management Information System_\n\n17. Candidates who meet the verification criteria will be registered by MINUSMA in the\nregistration component of the MIS system. The information collected will include data on arms\nsurrendered, personal, household (family), assets and reinsertion interests of the candidates.\nOnce the data is consolidated, key data analysis will be run to generate comprehensive outlook\non the caseload’s profile. Such a representation can include disaggregation of candidates by sex\nand geographical location, age, rank, marital status, aspirations for reinsertion etc. Information\ngathered from and provided to ex-combatants at this stage will include information required to\nverify and confirm their identity and status as well as to enable a comprehensive and ongoing\nassessment process during which the individual’s needs, expectations, and potential options are\nexplored with them. The system will have the technical resources to capture fingerprint\nbiometrics and photograph, as well as the individual’s biographical data and aspirations for\nreinsertion.\n\n18. The MIS in cantonments will allow all ex-combatants to be assigned a unique ID which will\nbe used throughout DDR and especially during reinsertion project. Each unique ID will link the\ncandidate’s medical, psycho-social, personal, family and reinsertion related information.\n\n\n29\n\n\n",
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+ "input_text": "Sensitive information will only be accessible to authorized staff and CNDDR will ensure data\nconfidentiality and access levels as per the instructions of the Government of Mali and\nresponsible implementing agency. Each candidate and their household will, therefore, have a\ndetailed record allowing for a proper personalized assessment and facilitation. Implementing\npartners will utilize the unique DDR ID, photographs and wherever possible, fingerprints to\nuniquely identify each candidate and provide service delivery feedback to the national\nimplementing agency.\n\n19. World Bank task team will support the development of the second component of the MIS\nspecifically for reinsertion project. This component will be developed using smartphone and\ntablet based technologies that have been proven reliable and practical in fragile states with lack\nof Internet and telecommunications infrastructure. The system will allow data collection in the\nfield for surveys, monitoring, service delivery and implementing partner’s feedback on the\nservice delivery progress. The World Bank task team will work with the MINUSMA team to\nassist with the design of the necessary system architecture to achieve the project objectives. The\nWorld Bank will share with MINUSMA the type of information that needs to be captured during\nregistration process in cantonments that will provide vital information for the reinsertion project.\nThe data obtained during registration will be used in planning the reinsertion activities, and will\nbe utilized by reinsertion component of the MIS system. The World Bank TDRP technical team\nwill provide technical assistance in development and setup of the MIS and training of staff that\nwill be housed within the PIU.\n\n20. The security, maintenance and availability of the central database will be ensured by the\nCNDDR.\n\n_Operational Aspects_\n\n21. Program partners involved in the cantonment process will provide food, accommodation and\nbasic medical services to program beneficiaries during their stay in cantonment camps.\n\n22. _Facilities_ . Over the course of the project, an initial number of eight cantonment camps will\nbe used for the disarmament and demobilization steps. Each cantonment camp will have a\ncapacity of 750 combatants as well as facilities to house program personnel, site management\nstaff and equipment. The facilities will include small classroom size for activities, a minimum of\none large assembly area, sports areas, and recreational space, grounds for sanitation, medical and\nfood facilities. Separate facilities for women will be provided in all camps.\n\n23. _Transportation to and from the centers._ The Government and MINUSMA will be responsible\nfor the transportation of project beneficiaries from the cantonment camps to their selected\ncommunities.\n\n24. The Government intends to serve an additional group of ex-combatants in the future. Donor\ncontributions, once available, can be channeled through an MDTF and, additional financing can\nbe initiated to provide reinsertion support to the remaining caseload. In this case, the\nGovernment and MINUSMA will continue to be responsible for cantonment and DD activities.\nDuring the donor conference held in December 2016, the European Union, Germany, Sweden,\n\n\n30\n\n\n",
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+ "input_text": "Islamic Development Bank and the African Development Bank indicated their commitment\ncontingent on discussions with their respective governments and senior managements (see annex\n6). If established, this MDTF will finance both recipient-executed activities and World Bankexecuted activities (enhanced technical assistance, supervision and donor coordination). The\nPIU, established prior to effectiveness, will be responsible for implementation of project\nactivities for the IDA grant as well as any additional financing, in accordance with the financial\nmanagement and procurement procedures of the World Bank.\n\n25. Reinsertion activities are discussed in detail in the project description section below.\n\n**II.** **Project Description**\n\n26. The PDO is to support the socio-economic reinsertion of demobilized ex-combatants within\nlocal communities.\n\n27. The project aims to achieve the PDO through the following two components:\n\n\na. Component 1: Reinsertion support to demobilized ex-combatants\nb. Component 2: Project Management support to Project Implementation Unit\n\n28. In the context of DDR in Mali, reinsertion constitutes the main socio-economic assistance\noffered to ex-combatants following the cantonment process. This is akin to short-term aid to\nprovide immediate skills to former combatants making a transition to civilian life after the\nprogram.\n\n\n**Component 1: Reinsertion support to demobilized ex-combatants**\n\n29. In total, the reinsertion period will encompass 18 months after the ex-combatants’ return to\ntheir communities and will be supported throughout the process by sensitization activities. The\nproject will provide the following main services to all participating ex-combatants during the\nperiod:\n\n\na. Sub-component 1.1: Orientation, Counseling and Skills Training (6 to 9 months)\nb. Sub-component 1.2: Reinsertion Start-up Support (one-time event)\nc. Sub-component 1.3: Follow-up Support (12 months)\n\ni. Outreach Reinsertion Services (6 months)\nii. Drop-in Support (6 months)\n\n_Sub-component 1.1: Orientation, Counseling and Skills Training_\n\n30. This subcomponent will cover activities that will provide technical anchor for individual excombatants to begin the reinsertion process. The following activities will be financed through\nthis subcomponent:\n\n\n - Livelihoods guidance, career development and psychosocial counselling\n\n - Skills Training Package:\n\n\n31\n\n\n",
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+ "input_text": "`o` Literacy and numeracy training\n\n`o` Life skills training\n\n`o` Entrepreneurship, small business, and financial literacy training\n\n`o` Economic associations\n\n`o` Vocational skills training: Non-agrarian, agriculture and livestock\n\n - Sports and recreational activities.\n\n\n**Livelihoods Guidance and Counselling**\n\n31. In addition to acquiring a civilian mindset, ex-combatants will need to generate a sustainable\nincome by the end of the DDR process. Each ex-combatant will receive livelihoods guidance and\ncareer counselling to develop an individual career plan on the basis of his skills base and\nexperiences. This counselling service will be delivered by trained counselors informed by market\nopportunity mapping completed ahead of the cantonment process. This counseling will\ncomplement the ensuing entrepreneurship, financial literacy, and economic association formation\nand management training. The ex-combatants will also be informed about the challenges,\npotential incomes, skills required, and risks of reintegrating into the various sectors. This may\ninclude training by specialists or experts in various fields or businesses.\n\n32. An analysis of the labor market in northern Mali was conducted to investigate employment\nopportunities, taking into account the security and social aspects. This assessment covers the cost\nof reinsertion, including start-up kits, their distribution and procurement as well as the cost of\ntraining in the project regions. The assessment also covers a mapping of potential training\nfacilities in project locations to verify their operational capacity to deliver, depending on\navailable human and material resources. In this context, vocational training and economic\nactivities to be proposed to ex-combatants will be designed based both on each individual’s\nbackground and existing opportunities in the region of return, as will be identified in the market\nanalysis report. In addition to this assessment, preliminary data was obtained from a rapid survey\nrealized by an NGO which investigated the prevailing trends pertaining to the profile of the\nfuture beneficiaries, including their concerns and interests, as well as their social and educational\nbackground. These two survey and research works significantly contribute to ensuring proper\nmatch between the supply of skills and labor market demand in the reinsertion project design.\n\n33. Psychosocial suffering and mental and behavioral disorders are risk factors for socioeconomic reinsertion and post-war recovery. Along with the screening process for chronic\nillnesses and physical disability, during the cantonment process, medical personnel will screen\nall ex-combatants for psychological trauma and socially challenging behaviors. The project will\nprovide psycho-social counselling for beneficiaries who require such assistance during the initial\nsix months. Follow-up psycho-social counselling will be provided to those who would still be in\nneed in their communities during the following twelve-month period of reinsertion. Mali\ndisposes of limited but existing capacity to treat psychological disorders in some psychiatric\nclinics. [29] The project will consider evaluating the feasibility of treatment of violence related\ntrauma spectrum disorders through a referral system, which could include a capacity building,\ntraining and technical assistance. This community based support would be contingent on existing\ncapacity for the provision of such support which will be determined through an assessment. The\n\n29 For example the psychiatric clinic of Point G Hospital.\n\n\n32\n\n\n",
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+ "input_text": "project will assess whether to train a network of psychosocial focal points (composed of excombatants and community members) or use existing capacity to counsel, provide advice to the\nconcerned, and alert implementing partners on potential problems. A strong element of grass root\npsycho-education will be built in the communications activities to address severe stigmatization\nissues that have been flagged by mental health professionals working in Mali.\n\n**Skills Training Package**\n\n34. For all trainings, experiential learning models and adult training methodologies, such as case\nstudies, personal testimonies, group discussions, and role play will be utilized. Lessons learnt\nfrom previous programing have shown that while each of the training components are crucial to\nthe skills development of ex-combatants, their value is enhanced when the curriculum is crossfunctional. The duration of the delivery of this package will take 6 to 9 months depending on the\ntype of the vocational training.\n\n\na. _Literacy and Numeracy._ These are skills that feed directly into the success of any\n\nreinsertion and reintegration initiative as they can be expanded to include ex-combatants’\nlivelihoods and business potential. The curriculum will be developed in consultation with\nthe relevant line ministries.\n\nb. _Targeted Life Skills Trainings._ The program will develop and deliver training curriculum\n\nto transition ex-combatants from their previous military mindsets. Topics may include\npeace, reconciliation and conflict management, human rights, civic education and\ncitizenship, respect for laws and regulations, etc.\n\n\nc. _Entrepreneurship, Small Businesses, Economic Associations and Financial Literacy:_ The\n\nbeneficiaries will be provided training on financial literacy, business, and management as\npart of reinsertion assistance. The program will also provide training on individual\nentrepreneurship and growth. The training will involve a comprehensive approach\ncovering behavioral qualities in entrepreneurship development as well as steps critical for\nthe start-up and management of an enterprise.\n\nd. _Economic Associations._ Economic associations have been found to have great potential\n\nfor reinsertion of ex-combatants with both economic and social potential benefits. As\nsuch, training in setting up and/or joining an economic association will be offered to\nbeneficiaries, covering issues such as: governance, registration, financial management,\nand shareholding.\n\ne. _Vocational Training._ To encourage high quality training, the PIU will tender for a third\n\nparty to provide overall guidance on the curriculum of trainings offered and conduct a\ntraining of the selected service delivery providers. Those selected will produce the\ntraining modules and course materials, and will then train implementing partnercontracted trainers who in turn will train the ex-combatants _._ Links with other education\nand skills training projects will be sought wherever possible.\n\n\n33\n\n\n",
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+ "input_text": "`o` _Vocational training (non-agrarian)_ . Following livelihoods career counseling, ex\ncombatants who chose non-agrarian career options will attend targeted vocational\ntraining. Trainings will be offered in sustainable economic opportunities based on\nthe findings from the market analysis and cost assessments. The level of\nvocational skills training offered will be targeted at average education levels of\nex-combatants.\n\n`o` _Vocational training (agriculture and livestock)_ . Some ex-combatants might be\n\ninterested in engaging in subsistence level gardening to meet their household\nneeds. Training in these basic areas will provide the ex-combatant with additional\ntangible skills to bring to their families and communities upon reinsertion.\nFurther, many ex-combatants generate income through a combination of\nendeavors, such as both animal husbandry and small business. A number of smallscale demonstration facilities will be developed, and will give the ex-combatants\nan opportunity to receive hands-on experience in the basic areas of gardening,\nanimal husbandry, and food and goods processing, while also providing an outlet\nto practice the business skills and to engage with the concept of cooperation along\na value chain.\n\n35. Trainings will be delivered in the communities. To the extent possible, the project will\nbenefit from the Skills Development and Youth Employment Project (P145861) as discussed in\nthe Synergies section. The project will carry out an assessment of vocational and skills training\ncapacity in the reinsertion areas in close coordination with the Skills Development Project.\n\n_Sub-component 1.2: Reinsertion Start-up Support_\n\n36. A start-up support kit correlated to the vocational skills received will be selected, procured,\nand distributed to each ex-combatant participant following the training. The start-up support will\nbe given on an individual basis to ex-combatants opting for the individual or small group income\ngenerating activity (IGA). For ex-combatants choosing to form economic associations with\nothers, the start-up kits will be provided individually to ex-combatants.\n\n37. All ex-combatants will be entitled to the same value of start-up kits regardless of whether\nthey choose the economic association or individual pathway. The kits will be procured through a\ncentralized process to ensure uniformity of benefit and to realize economies of scale. This\nprocess will include working with the relevant standards authority to ensure that the component\nparts are suitable to their local environments. The project will ensure commitment by the\nimplementing partners that the tools used in training by the ex-combatants will be the same, or\nsimilar to the extent possible, with the start-up kits that will be distributed at the end of the\ntraining. A manual on the start-up kit process will be developed by the project implementation\nunit in close coordination with MINUSMA and the World Bank. In addition, cash support will\nbe provided to all beneficiaries to help them start their economic activities.\n\n38. The following presents the typical process of start-up kits:\n\n|1|Preparation|\n|---|---|\n|1.1|Agreement on design of start-up kits|\n\n\n\n34\n\n\n",
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+ "input_text": "|1.2|Formation of start-up kits components list|\n|---|---|\n|**2 **|**Procurement**|\n|2.1|Search for potential suppliers|\n|2.2|Design of Request for Quotation (RFQ)|\n|2.3|Invitation of potential bidders and bids submission|\n|2.4|Evaluation of bids|\n|2.5|Selection of suppliers|\n|**3 **|**Logistics**|\n|3.1|Delivery/Warehousing/Transportation of goods|\n|3.2|Confirmation of contents of kits|\n|**4 **|**Distribution Support**|\n|4.1|Orientation visits|\n|4.2|Toolkits distribution visits|\n|4.3|Communications|\n|**5 **|**Distribution of Start-Up Kits**|\n\n\n_Sub-component 1.3: Follow-up Support (12 months)_\n\n39. This sub-component will provide outreach reinsertion support in the form of direct follow-up\ntraining and advisory support in the communities for a period of six months to former\ncombatants. The ex-combatants will have the option to choose from two major categories of\nreinsertion. In addition, this sub-component will include drop-in support to allow the\nbeneficiaries seek advice, information and support from the implementing partners.\n\n\ni. Outreach Reinsertion Support (6 months)\n\n40. Beneficiaries may select to either: (i) form economic associations with other ex-combatants\nand host community members or (ii) create individual income generating activities.\n\n41. _Economic association formation and support_ . Economic associations for DDR participants\nhave been found to provide not only economic but also social reinsertion benefits as well as\nproviding a cushion from individual economic shocks. During reinsertion training support phase,\nthe ex-combatants will have trained on creating associations for economic and social purposes.\nIn addition, they will have had the opportunity to discuss possible partnerships with other excombatants. With the support of implementing partners, the ex-combatants will initiate the\nprocess of forming economic associations upon their arrival in their communities. These followup visits, which will be undertaken on at least three occasions during the six months of outreach\nreinsertion support, will provide capacity building to each economic association in\nadministration, financial management, leadership, and technical advice. Community members of\nthe economic associations will benefit from joining the economic associations, which will\nreceive support through the project, including supplementary training on the basics of association\nformation and operation and start-up in-kind support to the economic association, as well as\nfollow-up visits for the association.\n\n42. _Individual Income Generating Activities (IGA)._ In circumstances whereby the former is not\nplausible or individuals have divergent interests, ex-combatants will use the vocational training\n\n\n35\n\n\n",
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+ "input_text": "to initiate an IGA of their choice upon return to the communities and after receiving their start-up\nkits.\n\n\nii. Drop-in Reinsertion Support (6 months)\n\n43. As outlined in the peace agreement, the communities with ex-combatants will be covered by\nrecovery and development programs. To the extent possible, the project will attempt to link the\nbeneficiaries with the broader recovery and economic development programs. Ex-combatants,\nwhether they are already in business associations, partnerships or working individually, will have\nthe opportunity to contact the offices of implementing partners to discuss any matter relevant to\ntheir long term reinsertion support, receive advice and have the ability to be directed to available\ndevelopment programs implemented by the World Bank, and other national and international\nagencies. This will provide the ex-combatants with possible additional employment\nopportunities, which will contribute to consolidate their work experience and contribute to the\nsustainable and long term reinsertion of the ex-combatants into civilian life. And, for those with\npreviously established needs for psychosocial support, drop-in referral services will be available.\nSpecific procedures for the establishment and operationalization of the drop-in reinsertion\nsupport system will be elaborated in the PIM.\n\n**Gender**\n\n44. Female ex-combatants will be offered an identical base package as male beneficiaries. A\ngender sensitive lens, however, will be applied throughout the implementation of all project\ncomponents to ensure differentiated needs of male and female ex-combatants are taken into\naccount.\n\n45. The PIU staff will be trained to work with female ex-combatants for whom separate facilities\nwill be provided during cantonment process. All training and benefits granted to men will be\noffered to women. Vocational training will be sensitive to potential female interest and needs. In\norder to ensure that differentiated needs of women are addressed, dedicated facilities and\ntargeted activities will be provided and undertaken. These will include, but will not be limited to,\nphysical and medical needs (e.g. reproductive health, psycho-social issues, unwanted\npregnancy), physical security, life skills training (e.g. careers, training and support on issues\nrelated to SGBV), child care support during activities, and support to care for child dependents\n(e.g. pediatric medical screening).\n\n46. Furthermore, to ensure equal access of women to services/activities and to compensate for\nadditional barriers that women experience in reinsertion, additional training, and follow-up\nsupport will be provided. The PIU and Implementing Partners will develop a Gender Action Plan\nto be undertaken through project duration that will address specific vulnerabilities of the female\nex-combatant caseload and list a set of activities that will address those vulnerabilities. The\nproject will also train the implementing partners on including gender sensitization as an integral\npart of each reinsertion activity.\n\n**Vulnerable Groups**\n\n\n36\n\n\n",
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+ "input_text": "47. Vulnerable Groups benefitting from this project include adult ex-combatants that are (i)\nfemale; (ii) disabled; and/or (iii) psycho-socially traumatized. Advocacy work on behalf of the\nadult vulnerable groups will be undertaken through sensitization campaigns which will actively\nencourage family support, seek synergies with World Bank or other projects to develop\nnetworks, community protection mechanisms, and medical, disability and psycho-social support.\nThe project will offer specialized services to vulnerable groups including chronically ill/disabled\nex-combatants designed to best meet their specific needs. Follow-up psycho-social support will\nbe provided to those who are still in need when returning to their communities. The project will\nexplore referral options, including linkages with other projects in the areas of return.\n\n**Component 2: Project Management Support to the Project Implementation Unit**\n\n48. This component will finance the following activities: (i) project management; (ii)\nsensitization and communication; and (iii) results monitoring, evaluation and financial audits.\n\n49. The PIU, established prior to project effectiveness, will be responsible for above-mentioned\nactivities, including project management and administration, supervision of activities, and\ncoordination with international and national partners and stakeholders, including line ministries\nand local authorities, as well as monitoring and evaluation, and communication. Project\nManagement will cover the costs of the office of the PIU and provide additional support for the\nestablishment of liaison offices. The PIU will be supported by enhanced technical assistance\nfrom the World Bank. Technical assistance will be provided by a team of consultants that will\nprovide support on a number of areas including reinsertion, monitoring and evaluation, and\ncommunications.\n\n**Project Management**\n\n50. Project management and administration of the PIU will include activities that would cover\noverall administration and management of project activities. These activities will help ensure the\ncoordination, implementation, and management of the project activities.\n\n**Sensitization and Communication**\n\n51. Sensitization and communication activities will begin before cantonment, and thus\nreinsertion processes will build on the preceding communications activities of the Government\nand MINUSMA and will continue throughout the project life cycle.\n\n52. Sensitization and confidence-building through DDR process involves a robust\ncommunications and public information strategy. Sensitization activities will help beneficiaries\nand their communities to better understand the DDR process, its advantages, components, and\nmanage expectations.\n\n53. Communication activities will not be limited to disseminating information but will provide a\nvoice to the project beneficiaries and, therefore, involve bottom-up communication approaches,\nsuch as community meetings and beneficiary outreach. This is a critical piece of ensuring citizen\nengagement in the overall project. In brief, sensitization and communication activities will:\n\n\n37\n\n\n",
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+ "input_text": " - Emphasize general reconciliation and peace messages to prevent conflicts specifically\n\nwith regards to the reinsertion of ex-combatants into local communities.\n\n - Inform ex-combatants, families and community members on the project overall,\n\nincluding the overall objective and project benefits. This will be done, among other\nmedia, through radio programs and sensitization meetings.\n\n - Inform and sensitize communities on the arrival of ex-combatants and the need to\n\nfacilitate their inclusion. To facilitate the social reinsertion of ex-combatants in their new\ncommunities of settlement, it will be necessary to prepare communities about the arrival\nof new members, and to sensitize them on the special needs and challenges faced by excombatants, and specifically on vulnerable groups, and their ability to participate in\ncommunity life\n\n**Results Monitoring and Evaluation**\n\n54. Overall responsibility for M&E rests with PIU complemented by close World Bank\nsupervision. A results framework and monitoring matrix to track inputs, outputs, and outcomes\nhas been developed for the project with intermediate and key performance indicators (Annex 1).\nProject implementation progress will be monitored continuously and outputs and outcomes\nreviewed during project supervision to evaluate progress using data compiled by the PIU.\n\n55. The M&E unit will serve to: (i) improve project management; (ii) ensure transparency in\nproject data sharing with various stakeholders; (iii) ensure efficiency of the activities; (iv)\nprovide accurate and timely information to adjust or modify the activities in relation to the\nevolution of the context during implementation; and (v) provide accurate and timely information\nto help management take the right decisions. The PIU M&E Specialist will be responsible for the\noverall M&E activities, and the implementing partners will be responsible with providing the\nnecessary information, data, and reports from the field. The PIU will be supported by the\ncoordination mechanisms as outlined in the Peace Agreement with regards to monitoring,\nimplementation and performance of the overall DDR program.\n\n56. The M&E unit of the PIU will produce monthly, quarterly, and annual project activity\nreports. These reports will be available electronically to facilitate access to the various\ngovernment partners and donors. Ad hoc assessments and needs-based studies conducted will\ninclude formal assessments on the demobilization process and regular qualitative and\nquantitative tracer beneficiary surveys. A mid-term review and final implementation report will\nbe conducted in collaboration with donors and government. During the project Mid-Term\nReview, progress towards achieving the PDOs will be evaluated and remedial action will be\ntaken as needed.\n\n57. It is essential that information on all beneficiaries is captured during the cantonment process,\nsecurely stored, and subsequently utilized to inform project implementation. To that end,\nbeneficiaries and project implementation progress and effectiveness will be monitored through a\nwell-functioning DDR MIS. The MIS will support M&E activities through several databases to\nmonitor: (i) ex-combatants from cantonment to reinsertion; (ii) reinsertion support provided by\nimplementing partners; and (iii) financial management. The MIS will provide data on\n\n\n38\n\n\n",
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+ "input_text": "beneficiaries and activities that would serve as an important input into planning activities\nfollowing demobilization. Apart from oversight on project activities, the M&E would contain a\nbaseline survey and community survey, annual evaluation, mid-term review, need-based\nsporadic evaluations, and a final evaluation.\n\n58. Whilst not conducted directly by the M&E Unit, the PIU will undertake quarterly internal\nand annual external financial audits of fiduciary processes, operations and other activities for the\nProject. This is in light of reviewing that timely and adequate amount of financial resources are\nexpended in line with World Bank regulations on procurement and financial management, assess\nfiduciary capacity and utilizing evaluations to render necessary changes through budgeting and\ndisbursements. An internal auditor will be recruited into the PIU with financial support from the\nWorld Bank to ensure close monitoring of expenditures and corresponding activities based on\ndisbursement.\n\n\n39\n\n\n",
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+ "input_text": "**Annex 3: Implementation Arrangements**\n**MALI: Reinsertion of Ex-combatants Project (P157233)**\n\n**I.** **Project Institutional and Implementation Arrangements**\n\n1. Institutional and implementation arrangements that will govern the Mali DDR Program\nfollows the requirements set forward in the peace agreement. The project administration\nmechanisms have been designed to take into account the complex process of implementing\nreinsertion operations.\n\n2. The main roles and responsibilities of the different stakeholders are described in the sections\nbelow. The PIM, including coordination mechanisms between all stakeholders involved in\nproject implementation, detailed implementation mechanisms for each sub-component, project\nadministration, financial management, and accounting and procurement procedures applicable to\nthe project, will be finalized prior to effectiveness.\n\n**National Commission for DDR (CNDDR)**\n\n3. Decree No. 2015-0894/P-RM of 31 December 2015 on the establishment, organization and\noperating procedures of the CNDDR presents the political structure governing the DDR process\nin Mali. The CNDRR will act as the coordinating agency in charge of DDR program in Mali. It\nwill be inclusive of the Government and the signatory movements that signed the peace\nagreement. The CNDDR will coordinate the following activities:\n\n\n - The design of the DDR program;\n\n - The implementation of the DDR program activities and retraining of former combatants\n\ninto productive force;\n\n - Effective socio-economic reinsertion in connection with the National Program for\n\nReconstruction and Development;\n\n - Collection of baseline data, developing indicators and targets;\n\n - The definition of eligibility criteria for the inclusion of individuals in the DDR;\n\n - Approval of benefits, national priorities in the treatment of participants and similar\n\nquestions;\n\n - The development of operational manuals, implementation and guidance documents;\n\n - Effective and efficient program management;\n\n - The overall administration of program activities, including coordination, implementation\n\nand management of the program;\n\n - The implementation and coordination of DDR under four main pillars of the program: (i)\n\nProvision of services (training, career counseling, psychosocial and medical, orientation\ntowards structures, etc.); (ii) Program Administration; (iii) Monitoring and Evaluation;\nand (iv) Communications;\n\n - The implementation of a proactive and effective communication strategy;\n\n - The coordination of the national DDR program with other efforts in the process of\n\nconsolidating peace and recovery;\n\n - Supervision of implementing partners responsible for the implementation of program\n\nactivities;\n\n\n40\n\n\n",
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+ },
+ {
+ "input_text": " - The approval of the annual and quarterly work plans and external reports and financial\n\nstatements concerning the operations of the commission.\n\n4. The composition of the CNDDR may be as follows:\n\n\n - A President of the National Commission\n\n - A coordinator\n\n - Three deputy coordinators\n\n - Eight representatives from various affiliated and designated ministries\n\n - Six representatives of the Platform\n\n - Six representatives of the CMA.\n\n**Project Implementation Unit (PIU)**\n\n5. The PIU, established prior to project effectiveness, will ensure the coordination between all\nproject components, including planning (preparation of comprehensive action plans,\nprocurement plans and budgets), financial management, procurement, and M&E (including\npreparation of progress reports). The PIU will be the direct liaison between project stakeholders\nand the World Bank for all project implementation matters. The PIU will be established within\nthe National Commission of DDR, reporting directly to the Ministry of Defense and Veterans.\n\n6. Beyond its broader implementation role, the PIU will directly handle procurement, financial\nmanagement and accounting and contract management. The PIU will be composed of the\nfollowing key staff members: a Coordinator, a Procurement Specialist, a Procurement Assistant,\na Financial Management Officer (RAF), an Accountant, an internal auditor, an M&E Specialist,\nand a Reinsertion officer as well as other technical staff. Consultants may be hired under the\nproject for supporting certain activities of the PIU.\n\n\n7. Of these positions, only the staffing and operating costs for those with fiduciary\nresponsibilities - financial management officer, procurement specialist, procurement assistant,\naccountant and internal auditor - will be financed through the IDA grant. The remainder of the\nPIU staff will be supported through government contributions.\n\n**Project administration mechanisms**\n\n8. Implementation will be conducted by Implementing Partners (IPs) as contracted by the PIU\nor in select cases by government entities [30] .\n\n9. The Reinsertion activities will be conducted in the communities. The implementing partners\nwill be required to deliver the training package in the first six months and carrying out follow-up\nsupport activities during the following twelve-month period. The implementing partners will\ndevelop the curriculum, building from existing resources but adjusting the materials to ensure\ncomplementarity and reinforcing course coursework, and provide training in the communities.\n\n\n30 Some of the IPs contracted could be UN agencies.\n\n\n41\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 51
+ ]
+ }
+ },
+ {
+ "input_text": "10. Training centers will be identified in reinsertion locations in Gao, Kidal, Tombouctou,\nMénaka, Taoudéni and Mopti. Existing structure will be used and local capacities will be\nreinforced.\n\n11. Additionally, the selected implementing partner will provide career guidance services. This\nimplementing partners will be responsible for ensuring that the trainers have the appropriate\nlanguage skills to effectively communicate with the ex-combatants and a training of trainers\n(ToT) model will be required for local trainers. The classroom size will not exceed 30 students\nper class. Both training and psycho-social counselling support implementing partners will also\nprovide an initial training to the local NGOs which will provide reinsertion services.\n\n12. For reinsertion follow-up support, services will be required in four main project locations,\nand, therefore, a number of NGOs capable of providing services at the community level will be\ndirectly contracted by the PIU, where necessary. These implementing partners will each staff 1\ncaseworker per 25 ex-combatants for the Reinsertion Follow-up period (6 months) and 1 per 50\nex-combatants for the following six-month period that will provide the advisory services. The\ncaseworkers will attend ToT activities so the project can ensure they are qualified to provide\nfollow-up training on entrepreneurship, business and economic associations to ex-combatant\nindividuals and, ex-combatant and community economic associations as applicable. Excombatants will be following both agrarian and non-agrarian vocations and implementing\npartners will be responsible to provide advisory services to both tracks. The caseworkers will\nalso be required to have an awareness of available local services for guidance. The caseworkers\nwill also be trained on the use of the DDR MIS. Implementing Partners will be paid based on\nservices delivered which will be tracked through the MIS.\n\n13. Additionally, for reinsertion, the start-up kits will be procured and distributed through a\ncentralized process by an implementing partner. This implementing partner’s process for kit\nprocurement and distribution is outlined in detail in Annex 2. The implementing partner will\ncoordinate closely with the implementing partner providing the Reinsertion Follow-up and PIU,\nspecifically the sensitization and communication team to ensure coordination and accurate\nexpectation setting.\n\n14. The female ex-combatants will receive reinsertion services similar to that for male excombatants. Supplementary services during reinsertion will be provided by NGOs capable of\nproviding services at the community level.\n\n15. Sensitization, Monitoring and Evaluation will be conducted by the PIU staff as capacity\nallows, and may be supplemented with short term consultant assistance.\n\n16. _Project Implementation Schedule_ . The tentative start date for project implementation is\nFebruary 28, 2017, with an estimated project effectiveness date of May 31, 2017 and a proposed\nproject closing date of November 30, 2020.\n\n17. _Supervision._ The World Bank supervision team will include various technical staff as needed\n(operations, procurement, finance, reinsertion, communications, etc.). Technical officers will\nundertake periodic field missions throughout project implementation as required. Experience\n\n\n42\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 52
+ ]
+ }
+ },
+ {
+ "input_text": "under previous World Bank-financed DDR operations in the region and elsewhere have shown\nthat, given the sensitive and challenging nature of such programs, specific World Bank\nresponsibilities require higher than normal supervision and support requirements including the\ntransfer of knowledge that the World Bank has gained over the past decade in similar operations.\n\n\n\n\n\n\n\n\n\n\n\n\n|Type|Service Elements|Col3|\n|---|---|---|\n|Delivery of Training
Package|Reinsertion Training for ex-combatants in
communities (6 months)|1 IP per project location|\n|Follow-up Training
Support (12 months)|Reinsertion follow-up support (6 months)
Reinsertion drop-in support (6 months)|1 IP per project location|\n|Start-up Kit|Start-up Kit Procurement and Distribution, including
procurement of training kits and materials|1 IP|\n\n\n\n**II.** **Financial Management**\n\n18. The financial management (FM) arrangements for the project have been designed with\nconsideration for the country’s post-conflict situation while taking into account the OP/BP 10.00\nwhich describes the overall FM World Bank policies and procedures. The FM system of the\nproject must be capable of (i) correctly and completely recording all transactions related to the\nproject; (ii) facilitating the preparation of regular, timely and reliable financial statements; (iii)\nsafeguarding the project’s assets; and (iv) can be subject to auditing diligences as required by the\nWorld Bank. The arrangements also aim to facilitate disbursements and ensure effective use of\nproject resources while using the country’s own systems to the extent possible.\n\n19. The Government had adopted the updated integrated public finance management action plan,\n_plan d'action gouvernemental pour l'amélioration et la modernisation de la gestion des finances_\n_publiques_ (PAGAM/GFP). The PEFA III, undertaken in 2016, have highlighted several areas of\nstrengths including credibility, transparency and comprehensiveness of the budgeting system.\nThe procurement system has been modernized in three dimensions namely the legal and\ninstitutional framework and the control system of bidding documents. However, besides the\napparent strong policy and legislative frameworks and systems including detailed procedures for\nprocurement and financial management, the Government is still struggling with compliance and\neffective implementation. The compliance with internal control rules and the effectiveness of\ninternal audit need to be improved. Furthermore, accounting and reporting, as well as external\nscrutiny and audits, are reported to be weak.\n\n20. The World Bank cannot thus, at this period of time rely 100 percent on the public\nexpenditure framework for the purpose of this project. The Government of Mali requested to use\na ring-fenced financing mechanism for the fiduciary aspects of the project. The Government has\nadopted a decree establishing a National Commission for DDR, placed under the authority of the\nMoD project implementation unit “PIU” to be established under the responsibility of the MoD,\nmanage the overall FM aspects of the project.\n\n21. The PIU will be set up, prior to effectiveness, to support the management of technical aspects\nof the proposed project. Unfortunately, the CNDDR was not yet operational at the time of the\nproject appraisal. Therefore, an assessment of the Directorate of Finance and Material (DFM) of\nthe MoD, which follows the government PFM system to manage the resources allocated to the\n\n\n43\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 53
+ ]
+ }
+ },
+ {
+ "input_text": "ministry including the CNDDR, was conducted during the project preparation to check whether\nthis directorate could manage the proposed project. The main findings arising from this\nassessment conducted in December 2016 are similar to those outlined in the PEFA and other\nPFM assessment reports including: (i) capacity shortage in the areas of FM human resources; (ii)\nlack of familiarity of the FM team with World Bank-financed project procedures and\nrequirements; and (iii) the computerized system in place for budget execution Système Integré de\nGestion des Dépenses (SIDG) and financial reporting (AICE) faces some challenges similar to\nthose revealed in the PEFA and other PFM assessment reports.\n\n22. Due to the overall fragility of the country FM systems and specifically the critical areas for\nimprovements of the DFM, the conclusion was that DFM of the MoD could be in a position of\nmanaging World Bank’s funds once a number of measures are implemented to strengthen its\ncurrent FM system. Furthermore, at the time of the appraisal of project, the DFM of CNDDR\nwas not operationalized yet, therefore the World Bank cannot rely on the FM system of this\nDirectorate.\n\n23. Going forward and in order to mitigate the fiduciary risk to the extent possible, a Project\nImplementation Unit (PIU) will be created inside the CNDDR as a condition for effectiveness.\nThe FM team of the PIU will be the World Bank and other donors’ main counterpart and focal\npoint for all the fiduciary aspects of the project. The DFM of the MoD will provide support as\nneeded.\n\n24. On that basis, the financial management system of the project will run as follows:\n\n\n - The FM arrangements of the proposed project will follow the same approach as the FM\n\narrangements in place for the ongoing projects in the country. These are considered\nacceptable to IDA, having been improved over time.\n\n - For the purpose of the project, the FM team of the PIU will be set up with the recruitment\n\non a competitive basis, of one (1) experienced Financial Management Officer (RAF), one\n(1) accountant, either civil servant or consultants, but very familiar with the World Bank\nFM procedures, and one (1) internal auditor, for timely reporting on project expenditures\nand disbursements by activities.\n\n - The lack of familiarity of the DFM of the MoD with the World Bank FM procedures and\n\nthe nature of the project activities as well as the geographic location where some\nactivities are implemented will translate into an increase of the risks – which in turn will\nrequire more sophisticated control systems and adequate staff, an effective internal audit\nfunction, a PIM in place, an integrated information system and projects software. It was\ntherefore discussed and agreed the following additional measures to mitigate the risks: (i)\npreparation of a specific FM procedures manual (Part of PIM) for the purpose of the\nproject; (ii) acquisition and installation of an accounting software and training of the\nusers; (iii) selection of a consultant to perform on a regular basis, the internal audit\nfunction of the project; (iv) recruitment of external auditor and (v) training of DFM top\nmanagement staff on World Bank procedures ( FM and Procurement).\n\n - Interim Unaudited Financial Reports (IFR) will be prepared every quarter in a format and\n\ncontent agreed with IDA and submitted to the World Bank 45 days after the end of the\n\n\n44\n\n\n",
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+ "start": 69,
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+ "is_used": "False",
+ "usage_context": "supporting"
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+ "text": "PFM assessment reports",
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+ "is_used": "False",
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+ {
+ "dataset_name": {
+ "text": "DFM",
+ "confidence": 0.5227025151252747,
+ "start": 149,
+ "end": 150
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+ "dataset_name": {
+ "text": "FM system",
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+ "start": 176,
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+ "text": "country",
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Interim Unaudited Financial Reports",
+ "confidence": 0.9312546849250793,
+ "start": 606,
+ "end": 610
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
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+ "acronym": {
+ "text": "IFR",
+ "confidence": 0.8120923638343811,
+ "start": 611,
+ "end": 612
+ },
+ "author": {
+ "text": "IDA",
+ "confidence": 0.6975746750831604,
+ "start": 625,
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+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 54
+ ]
+ }
+ },
+ {
+ "input_text": "quarter. They will reflect the project activities. In addition, internal audits will be\nconducted on a quarterly basis by the internal auditor.\n\n - The Section of Accounts of the Supreme Court faces some capacity constraints.\n\nTherefore, the project financial statements will be audited by a qualified and experienced\nexternal auditor recruited on terms of references acceptable to IDA. The project accounts\nwill be audited on an annual basis and the reports submitted to IDA and The _Contrôle_\n_Général des Services Publics_ (CGSP) not later than six months after the end of each\nfiscal year. The audit report will cover all the expenditure related to component 1 &\ncomponent 2.\n\n - Upon Grant effectiveness, transaction-based disbursements (replenishment and\n\nreimbursement) will be used during the first months of project implementation.\nThereafter, the option to disburse against submission of Interim un-audited Financial\nReport (also known as the Report-based disbursement) will be considered subject to the\nquality and timeliness of IFR submitted to the World Bank and the overall financial\nmanagement arrangement as assessed in due course. The other options of disbursing the\nfunds (reimbursement, direct payments and special commitments) will be available.\n\n - One bank account “Designated Account” (DA-A) will be opened in a commercial bank\n\non terms and conditions acceptable to IDA. The DA will be managed by the PIU\ncoordination team including the RAF and the Coordinator. An initial deposit of XOF 625\nmillion will be released by IDA at the request of the project PIU upon effectiveness.\nPayments to partner implementing organizations (e.g. NGO, government specialized\nentities, etc.), services providers and suppliers will be made in accordance with the\npayments modalities, as specified in the respective contracts and MoU. In the case of\npayments to UN agencies, the special World Bank disbursement procedures will be used\nto establish a “Blanket Commitment”. The “Blanket Commitment” will be set up for the\nUN agency for the full amount to be transferred to the UN agency as an Advance. The\ngrant will finance 100 percent of eligible expenditures of the project inclusive of tax.\n\n - The residual FM risk after mitigations measures has been rated substantial taking into\n\naccount the country context and the lack of experiences of PIU in World Bank-financed\noperations in addition to the fact that PIU has be created.\n\n - Due to the Substantial FM risk, FM supervision will be conducted at least twice a year\n\nduring the first year of project implementation period. It will focus on the status of\nfinancial management system to assess whether the system continues to operate well as\nagreed and provide support as needed. The supervision intensity will be adjusted over\ntime taking into account the project FM performance and FM risk level.\n\n**Description of the FM institutional arrangements for the project**\n\n25. The FM team of the PIU to be created within the MoD will be the World Bank and other\ndonors’ main counterpart and focal point for fiduciary aspects. It will oversee the entire project\nfiduciary management including management of the funds and the designated accounts and will\nprimarily be responsible for: (i) planning and budgeting; (ii) disbursement and financial\nreporting; (iii) procurement; and (iii) internal controls and auditing. For the purpose of this\nproject, two (2) individual consultants (e.g. FM Officer (RAF), one Accountant) familiar with\nWorld Bank FM procedures and requirements will be recruited on a competitive basis to handle\non a daily basis the FM aspects of the project.\n\n\n45\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 55
+ ]
+ }
+ },
+ {
+ "input_text": "**Risk Assessment and Mitigation Measures**\n\n26. The World Bank’s principal concern is to ensure that project funds are used economically\nand efficiently for the intended purpose. Assessment of the risks that the project funds will not be\nso used is an important part of the financial management assessment work. The risk features are\ndetermined over two elements: (i) the risk associated to the project as a whole (inherent risk),\nand (ii) the risk linked to a weak control environment of the project implementation (control\nrisk). The content of these risks is described below:\n\n\n\n**Table 3: Risk Assessment and Mitigation Measures**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Risk|Risk
Rati
ng|Risk Mitigating Measures
Incorporated into Project Design|Conditions
for
Effectiveness
(Y/N)|Residual
Risk|\n|---|---|---|---|---|\n|**Inherent risk**|**H **|||**H **|\n|**Country level:**
The Public Expenditure and Financial
Accountability (PEFA III), undertaken
in 2016, have highlighted several areas
of strengths. However, besides the
apparent strong policy and legislative
frameworks and systems including
detailed procedures for procurement
and
financial
management,
the
Government is still struggling with
compliance
and
effective
implementation. The compliance with
internal
control
rules
and
the
effectiveness of internal audit need to
be improved. Furthermore, accounting
and reporting, as well as external
scrutiny and audits, are reported to be
weak.|H|Beyond the control of the project. The
Government is committed to a reform
program and adopted “the integrated
public finance management action plan
(Second Government Action Plan for the
Improvement
and
Modernization
of
Public Finance Management, PAGAM /
GFP II) but it will take time for these
reforms
to
yield
substantial
improvements in the management of
public funds|N|H|\n|**Entity level**
This is a newly created entity CNDDR
with a new PIU to be staffed and
operationalized may face some delays.|H|The FM system and staffing of the PIU
should be put in place mainly (i) RAF;
and (ii) PIM with FM procedures;|Yes|S|\n|**Project level **
The resources of the project may not
be used for the intended purposes.
Delays in the reporting system and
auditing
due
to
the
additional
workload of FM team are expected
and the weak capacity of the team.
The numerous stakeholders would
possibly
impact
negatively
the
implementation
of
the
project.
Furthermore, the weak M&E system
to support the cash payment of ex-
combatants is of a concern in addition
to the weak capacity of regional and
rural centers.
|S|The current FM arrangements are not
appropriate to manage the project. For
efficiency
purposes,
the
RAF
will
strengthen ex-ante and ex-post control of
funds allocated to partners implementing
organizations including ex-combatants
(communities). The scope of audit will
include review of expenditures incurred
by implementing entities. Additional FM
staff (FM Officer, principal accountant
and assistant accountant) will be recruited
on ToRs acceptable to IDA and training
and advice to the FM staff will be
provided.
Specific
measures
are
incorporated in the project design to|Yes- FM Officer
and an
accountant will
be recruited as
conditions for
effectiveness|S
|\n\n\n46\n\n\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 56
+ ]
+ }
+ },
+ {
+ "input_text": "|Risk|Risk
Rati
ng|Risk Mitigating Measures
Incorporated into Project Design|Conditions
for
Effectiveness
(Y/N)|Residual
Risk|\n|---|---|---|---|---|\n|||ensure
smooth
implementation
and
mitigate
related
risks
including
(governance actions, satisfactory surveys
and external verifications)|||\n|**Control Risk**|**S **|||**S **|\n|**Budgeting**: (i) weak capacity at
central and decentralized entities to
prepare and submit accurate work
program
and
budget;
(ii)
weak
consolidation of budgets; and (iii)
weak budgetary execution and control
‘(iii) delays in preparing the budget
and allocations of each implementing
entity; (ii) unreliable budget; (iii) cost
overrun or under run and reasons not
detected on timely manner;|S|Annual work plan and budget required
each
year
and
proclaimed.
AWP
reviewed and approved by the steering
committee.
The
project
Financial
Procedures Manual will define the
arrangements for budgeting, budgetary
control
and
the
requirements
for
budgeting revisions. IFR will provide
information on budgetary execution and
analysis of variances between actual and
budget. The project programme will be
reflected in the national budget of the
office of the MoD. Consolidated budget
will be approved by the steering
committee of CNDDR.
|N – ongoing
covenant
|M|\n|**Accounting**:
poor
policies
and
procedures,
lack
of
qualified
accountant staff (capacity staff) and no
familiarity
with
SYSCOHADA
system.|S|FM aspects handled by the FM team of
the PIU to be set up within the office of
the MoD: (i) The project will adopt the
SYSCOHADA
accounting
system.
Accounting
procedures
will
be
documented in the procedures manual (ii)
The FM team headed by a RAF will be
strengthened by individual consultants
recruited on competitive basis; (iii)
training on IDA FM procedures will be
provided to the staff as needed.|N -
disbursement|M|\n|**Internal Control:**
Internal control system may be weak
due to weak FM capacity of the team;
or the current FM procedures may not
be sufficient for this project. The lack
of procedures manual may lead to
inappropriate use of the funds and
delays in financial report. The steering
committee may not be effective.|H|(i) Prepare the FM procedures manual
and training on the use of the manual;
(ii) Outsource the Internal audit function
to the individual consultant who will
scrutinize the proclaimed accounting,
financial and operational procedures. The
IA will report to the Coordinator of the
PIU and share the reports with the
Steering Committee (CNDDR).|
|**S **|\n|**Funds Flow:**
(i)Risk of misused of funds and delays
in disbursements of funds to IA and
beneficiaries; (ii) inefficient use of the
funds; (iii) ghost ex-combatants; (iv)
risks of attacks and funds stolen by
armed persons…
|H|(i) Payment requests, according to the
manual, prior to disbursement of funds to
contractors
or
consultants
and
implementing entities.
(ii) The ToRs of the internal auditor as
well as the external auditors include
regular field visits (physical verifications
of works, goods and services acquired).
(iii) A ceiling for expenditures that can
be handled /paid in cash will be set up in
the FM procedures manual;
(iv) Replenishment of bank accounts of
IP at decentralized levels will be made
via a simplified IFR (summary report)|N
|S|\n\n\n47\n\n\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 57
+ ]
+ }
+ },
+ {
+ "input_text": "|Risk|Risk
Rati
ng|Risk Mitigating Measures
Incorporated into Project Design|Conditions
for
Effectiveness
(Y/N)|Residual
Risk|\n|---|---|---|---|---|\n|||and supporting documents will be kept in
their premises.
(v)
FM
staff
capacity
will
be
strengthened prior and during project
implementation
period;
(vi)
anticorruption will be presented to the
project team.|||\n|**Financial Reporting**
(i) Inaccurate and delay in submission
of IFR at central level of the PIU due
to delays from IAs and the increase in
the FM activities or lack of capacity.
(ii) Workload leading to some delays
in recording of expenditures as well as
preparation
of
periodic
financial
reports; (iii) lack of motivation of staff
working on IDA-financed project
impacting the internal control and
quality of the oversight of IDA funds
by implementing entities.|S|(i) A computerized accounting system
will be used.; (e.g. multi projects and
multi sites)
(ii) IFR and financial statements formats
as agreed at project negotiations.
(iii) One Financial Management Officer
(RAF) will lead the FM team of the PIU
and one additional FM staff will be
recruited for the purpose of the project.|N -
disbursement
N|M|\n|**Auditing**:
Delays in submission of audit report;
The scope of the mission may not
cover
expenditures
incurred
at
decentralized level and other IA;
auditors
selected
may
not
be
acceptable to IDA or may not conduct
their assignment in a professional
manner.|S|(i)
The
Project’s
institutional
arrangements allow for the appointment
of adequate external auditors and the
ToRs (to be discussed before the EoI are
advertised) will include field visits and
specific report on finding of physical
controls of goods, services and works
acquired by IAs/NGO and beneficiaries
(ii) Annual auditing arrangements will be
carried
out
during
the
project
implementation
period;
(iii)
Close
monitoring of audits due dates by the
World Bank FM team; (iv) Request for
elimination of audit for the activities
implemented by UN Agencies will be
sought; (v) technical audits if needed
|N|S
|\n|**Fraud and Corruption**
Possibility of circumventing the
internal control system with colluding
practices as bribes, abuse of
administrative positions,
misprocurement, etc. is a critical issue.|S|(i) The ToR of the external auditor will
comprise a specific chapter on corruption
auditing (ii) The internal auditors will
report to the Coordinator, who in turn
will share directly the report with the
steering committee (CNDDR) and the
office of the MoD; (iii) One sample of
the IA reports will be submitted to the
World Bank on a quarterly basis; (iv)
FM procedures manual approved prior to
project effectiveness ; (v) robust FM
arrangements (qualified and dedicated
FM staff recruited under ToRs acceptable
to IDA); quarterly IFR including budget
execution and monitoring and physical
progress; (vi) technical auditing; (vii)
measures to improve transparency such
as providing information on the project|N|S|\n\n\n48\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 58
+ ]
+ }
+ },
+ {
+ "input_text": "|Risk|Risk
Rati
ng|Risk Mitigating Measures
Incorporated into Project Design|Conditions
for
Effectiveness
(Y/N)|Residual
Risk|\n|---|---|---|---|---|\n|||status to the public, and to encourage
participation
of
civil
society,
beneficiaries and other stakeholder are
built into the project design; biometric
census for ex-combatants…|||\n|**OVERALL FM RISK**||||**Subst.**|\n\n\n**Strengths and Weaknesses**\n\n27. The design of the project follows existing FM arrangements to implement World Bankfinanced projects in Mali which include parallel system (PIU) and to extend possible the country\nsystems.\n\n28. The country political situation has impacted governance and affected corruption\nenvironment. In the context of the project, the main weaknesses include the lack of familiarity\nand previous experiences of the FM staff of DFM of the MoD in World Bank FM procedures.\nHowever, an effective implementation of FM mitigation measures as well as a strengthened and\neffective oversight of the steering committee (CNDDR) and the involvement of the country\ninstitutions of control would contribute to mitigate the weaknesses identified at country, project\nand control levels.\n\n**Financial Management Action Plan**\n\n29. The Financial Management Action Plan described below has been developed to mitigate the\noverall financial management risks.\n\n**Table 4: Financial Management Action Plan**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Issue/Topic|Remedial action recommended|Responsible
body/person|Completion
date|FM
Effectiveness
Conditions|\n|---|---|---|---|---|\n|Staffing|**Appointment of a dedicated FM**
**Officer (RAF) familiar with World**
**Bank FM procedures completed and**
**contract signed**
|**MoD/ PIU**|**Before**
**effectiveness**|**YES**|\n|Staffing|**Appointment**
**of**
**one**
**accountant**
**familiar**
**with**
**World**
**Bank**
**FM**
**procedures completed and contracts**
**signed.**
|**MoD/ PIU**|**Before**
**effectiveness**|**YES**|\n|Staffing|Trained DFM senior staff on World
Bank FM procedures.|MoD/PIU|Three month
after
effectiveness|NO|\n|Information
system
accounting
software|Acquisition and installation of an
accounting software for the project and
training of the users.
|MoD/ PIU|3 months after
effectiveness|NO|\n\n\n49\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 59
+ ]
+ }
+ },
+ {
+ "input_text": "|Issue/Topic|Remedial action recommended|Responsible
body/person|Completion
date|FM
Effectiveness
Conditions|\n|---|---|---|---|---|\n|Administrative
Accounting
&
financial
Manual|A draft of project Implementation
Manual
(PIM)
including
FM
and
administrative procedures have been
submitted to the World Bank for
approval.|MoD/ PIU|**Before**
**effectiveness**|**YES**
|\n|Internal auditing|Appointment of an Internal auditor
completed and contract signed.|MoD/ PIU|3 months after
effectiveness|NO|\n|External
auditing|Appointment of the external auditor
completed and contract signed.|MoD/ PIU|5 months after
effectiveness|NO|\n\n\n\n**Planning and Budgeting Arrangements**\n\n30. Planning and budgeting processes of the project will follow the guidance detailed in the\nInstruction No 14-2628/MEF-SG signed by the Minister of Economy and Finance on August 12,\n2014. For the purposes of this project, the FM team of the PIU will prepare a consolidated annual\nwork plan and budget (AWPB) for implementing project activities taking into account the\nproject’s components. The work plan and budgets will identify the activities to be undertaken\nand the role of respective parties in implementation including the PIU and other implementing\nentities. The AWPB will provide detailed information on the amount allocated to each\nimplementing entity per activity showing unit costs and quantities. Annual work plans and\nbudgets will be consolidated into a single document by the FM unit of the PIU with support from\nthe other departments of CNDDR. The AWPB will be submitted to the Project Steering\nCommittee for approval, and thereafter to IDA for approval no later than 30 November of the\nyear proceeding the year the work plan should be implemented.\n\n**Key Accounting Policies and accounting software**\n\n31. An integrated financial and accounting system will be put in place and used by the FM unit\nof the PIU. The project code and chart of accounts will be developed to meet the specific needs\nof the project and documented in the manual of procedures being drafted. The prevailing\naccounting policies and procedures in line with the West African Francophone countries\naccounting standards – _SYSCOHADA_ - currently in use in Mali on-going World Bank-financed\noperations will apply. The accounting systems and policies and financial procedures used by the\nproject will be documented in the project’s administrative, accounting, and financial manual.\n\n32. For the project to deliver on its purposes, a computerized financial management system will\nbe developed based on a specific project accounting software currently in use in other projects in\nthe Mali portfolio to be purchased and installed. This software should be capable of recording\ntransactions and reporting project operations in a timely manner including preparation of\nwithdrawal application and periodic financial reports (IFR and annual financial statements). In a\nnutshell, the system should integrate budgeting, operating and cost accounting systems to\nfacilitate monitoring, evaluation and reporting.\n\n**Internal Control and Internal Auditing**\n\n\n50\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Manual",
+ "confidence": 0.6423512101173401,
+ "start": 71,
+ "end": 72
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "AWPB",
+ "confidence": 0.9360716342926025,
+ "start": 326,
+ "end": 327
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "periodic financial reports",
+ "confidence": 0.5983666181564331,
+ "start": 596,
+ "end": 599
+ },
+ "dataset_tag": "non-dataset",
+ "description": {
+ "text": "recording\ntransactions and reporting project operations",
+ "confidence": 0.7139034271240234,
+ "start": 580,
+ "end": 586
+ },
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Mali",
+ "confidence": 0.513273298740387,
+ "start": 566,
+ "end": 567
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "annual financial statements",
+ "confidence": 0.6140915155410767,
+ "start": 602,
+ "end": 605
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "Internal Control and Internal Auditing",
+ "confidence": 0.5475663542747498,
+ "start": 632,
+ "end": 637
+ },
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 60
+ ]
+ }
+ },
+ {
+ "input_text": "33. Internal control system is aimed to ensure (i) the effectiveness and efficiency of operations;\n(ii) the reliability of financial reporting; and (iii) the compliance with applicable laws and\nregulations. For the purpose of this project, the accounting, financial and administrative\nprocedures manual, to be developed, will document, explain and describe work processes,\ninformation flow, authorization and delegation of authority, timing, job segregations, auto and\nsequential controls, compliance with project objectives, micro and macro rules and regulations.\nApplication of the procedures set up in the manual will be mandatory for all staff at all levels. In\naddition to the procedures manual, all rules of the DFM of the MoD that will not conflict with\nthe manual will also apply to the project.\n\n34. There is no formal internal audit department or Unit within the MoD. All the accounting\nworks performed by the team of DFM are overseen by the _Direction Nationale du Trésor et de la_\n_Comptabilité Publique_ “DNTCP”. All the expenditure cycles from commitment to payment of\ninvoices as well as expenditure supporting documents are scrutinized by the financial controller\nand the public accountant assigned to MoD in line with the Government PFM system.\n\n35. In addition to this, the project will provide financial support to recruit an internal auditor\n(individual consultant) to conduct on a daily basis, the reviews of the project expenditures\nincluding physical verifications of acquisition of works, goods and services. All deficiencies or\ncircumvented practices identified will be communicated by the internal auditor in a timely\nmanner to the minister, senior management of the project, mainly the Steering Committee\n(CNDDR) and the Coordinator for immediate corrective action as appropriate. One copy of such\nreports will also be communicated to the World Bank.\n\n**Flow of funds and Disbursement Arrangements**\n\n_**Designated Account and Project Accounts**_\n\n36. One (1) Designated Account – DA A denominated in XOF will be opened in a commercial\nbank acceptable to IDA and will be managed by the RAF and the Coordinator of the PIU.\nInterest income on the DA will be deposited into a specific account opened in a commercial\nbank.\n\n_**Disbursement methods**_\n\n37. Upon project effectiveness, transaction-based disbursements will be used. An initial advance\nup to the ceiling of the DA (XOF 625 million) will be made into the designated account and\nsubsequent disbursements will be made on a monthly basis against submission of Statements of\nExpenditures (SOE) or records as specified in the DL reporting on the use of the initial/previous\nadvance. Thereafter, the option to disburse against submission of quarterly unaudited IFR (also\nknown as the Report-based disbursements) could be considered subject to the quality and\ntimeliness of the IFRs submitted to the World Bank and the overall FM performance and\narrangements as assessed in due course. In the case of the use of the report-based disbursement,\nthe DA ceiling will be equal to the cash forecast for two quarters as provided in the quarterly\nunaudited IFR. If and when IFRs are used as the basis of disbursements, the contents and format\nwill be revised to include disbursement-related information. In addition to the “advance” method,\nthe option of disbursing the funds through direct payments to a third party, for contracts above a\n\n\n51\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 61
+ ]
+ }
+ },
+ {
+ "input_text": "pre-determined threshold for eligible expenditures (e.g. 20 percent of the DAs ceiling), will also\nbe available. Another acceptable method of withdrawing proceeds from the IDA grant is the\nspecial commitment method whereby IDA may pay amounts to a third party for eligible\nexpenditures to be paid by the Recipient under an irrevocable Letter of Credit.\n\n_**Disbursement of funds to beneficiaries (ex-combatants), contractors, suppliers and**_\n_**Implementing Partners including UN agencies:**_\n\n38. The PIU will make payments to Implementing Agencies, contractors, ex-combatants and\nsuppliers in regard to the specified activities in the components of the project. Payments will be\nmade in accordance with the payment modalities, as specified in the respective\ncontracts/conventions or MoU. The criteria for payment and reimbursement and evidences for\nservices delivered will be detailed in the project implementation manual. The PIU coordination\nunit may also consider the findings of the internal audit function while approving the payments.\nThe IA and the FM team will reserve the right to verify the expenditures ex-post, and refunds\nmight be requested for non-respect of contractual/convention (e.g. MoD) clauses.\nMisappropriated activities could result in the suspension of financing for a given entity.\n\n39. When a UN agency is used as implementing agency or a supplier, upon signing of the MoU\nbetween the Government and UN agency, application for withdrawal of proceeds will be\nprepared by the PIU and submitted to IDA. The special World Bank disbursement procedures\nwill be used to establish a “Blanket Commitment” to allow the amount to be advanced. Funds\nwithdrawn from the IDA grant account will be deposited directly into the UN bank account\nprovided by UN agency for the project activities to be implemented by the UN agency. The\namount advanced will be documented through the quarterly unaudited Interim Financial Reports\nas actual expenditures are incurred by the UN agency.\n\n\n40. Overall funds flow is described in the chart below:\n\n\n**Figure 2: Flow of Funds**\n\n\n52\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 62
+ ]
+ }
+ },
+ {
+ "input_text": "**Local taxes**\n\n41. Funds will be disbursed in accordance with project categories of expenditures and\ncomponents, as shown in the Financing Agreement. Financing of each category of\nexpenditure/component will be authorized at 100 percent inclusive of taxes as per the current\nCountry Financing Parameters approved for Mali.\n\n**Financial Reports**\n\n42. Financial reports will be designed to provide quality and timely information on project\nperformance to project management, IDA and other relevant stakeholders. Formats of the\nfinancial reports will be developed and agreed during project negotiation. The consolidated\nquarterly IFR includes the following financial statements: (i) statement of sources of funds and\nproject revenues and uses of funds; (ii) statement of expenditures classified by project\ncomponents and or disbursement category (with additional information on expenditure types and\nimplementing agencies as appropriate), showing comparisons with budgets for the reporting\nquarter, the year and cumulatively for the project life; (iii) cash forecast; (iv) explanatory notes;\n(v) Designated Account activity statements. The quarterly IFR will be prepared and submitted to\nIDA within 45 days after the end of each calendar quarter and will reflect the activities\nimplemented directly by the PIU as well as any UN agency and other implementing entities.\n\n43. In compliance with International Accounting Standards and IDA requirements, the project\nwill produce annual financial statements. These include: (i) a Balance Sheet that shows Assets\nand Liabilities; (ii) a Statement of Sources and Uses of Funds showing all the sources of project\nfunds, expenditures analyzed by project component and or category; (iii) a Designated Account\nActivity Statement; (iv) a Summary of Withdrawals using SOE, listing individual withdrawal\napplications by reference number, date and amount; and (v) Notes related to significant\naccounting policies and accounting standards adopted by management and underlying the\n\n\n53\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 63
+ ]
+ }
+ },
+ {
+ "input_text": "preparation of financial statements. The financial statements will constitute the entry point of the\nexternal auditor’s annual diligences.\n\n**Auditing arrangements**\n\n44. Due to the capacity issues of the Supreme Audit Institution, (Section of Accounts of the\nSupreme Court) a qualified external audit firm will be recruited under terms of references and\nprocedures acceptable to IDA. This firm will audit the financial statements of the project\nannually. The PIU will prepare the terms of reference for the audit and the selection process will\nbe launched not later than four (4) months after the project effectiveness. The scope of the audit\nwill cover the activities implemented at central and decentralized levels by the PIU and any\npartner implementing agencies. However, the activities managed directly by any UN agency will\nbe excluded from the scope of the external auditor appointed by the Government.\n\n45. The annual audited financial statements together with the auditor’s report and management\nletter covering identified internal control weaknesses will be submitted to IDA no later than six\nmonths after the end of each fiscal year. A single audit opinion will be issued with respect to\nproject income and expenditures, designated accounts, and the IFR. The report will also include\nspecific controls such as compliance with procurement procedures and financial reporting\nrequirements and consistency between financial statements and management reports and field\nvisits (e.g. physical control). The audit report will thus refer to any incidence of non-compliance\nand ineligible expenditures and misused identified during the audit mission.\n\n\n46. _**Use of UN agencies: Audit of the funds managed**_ : The funds transferred to any UN agency\nwill be managed by this supplier following UN Financial Regulations and Rules. As a result,\nreliance will be placed on the UN agency’s external auditor’s reports as necessary. Request for\nelimination of audit requirements will be prepared and should be granted during the project\npreparation. To mitigate any risks of inappropriate use of the project funds, some alternative\nmechanisms should be put in place including the followings: (i) at least two field based-visits,\nwill be conducted during the first 12 months of the project implementation period. The\nsupervision intensity will be adjusted over time taking into account the project FM performance\nand FM risk level; (ii) the Government will have the entire responsibility to ensuring that works,\ngoods and service are delivered effectively to the intended beneficiaries during the project\nimplementation; however where deemed appropriate (e.g. UN agency systems and IFRs have\nshowed some weaknesses or deficiencies), the World Bank team may request the Government to\nput in place adequate arrangements to conduct some physical inspections of goods and services\ndelivered by the UN agency; and (iii) the World Bank FM team will have adequate access to the\nfinancial information, documents, and records for activities implemented by the UN agency on\nbehalf of the Government of Mali.\n\n47. Audits submission timetable:\n\n|Audit Report|Due Date|\n|---|---|\n|The Project audit reports (audit reports and
management letters)|(i) Not later than June 30 (2000 + N) if effectiveness has
occurred before June 30 (2000 + N-1).
(ii) Not later than June 30 (2000 + N+1) if effectiveness
has occurred after June 30, (2000 + N-1)|\n\n\n\n54\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 64
+ ]
+ }
+ },
+ {
+ "input_text": "**Financial covenants:**\n\n48. Financial covenants are the standard ones as described in the legal documents and are\ncomprised of maintaining project accounts in accordance with sound accounting practices, audit\nrequirements and records well-kept and secured.\n\n**Governance and anti-corruption:**\n\n49. The risk of irregularities and corruption within the project activities is substantial given the\ncountry context and the nature and implementation arrangements of the project activities. A\nstrong fiduciary arrangement has been designed and put in place to mitigate these risks. The\nfollowing measures are envisaged to mitigate the risk of misuses, irregularities and corruption:\nmainly the CNDDR and the PIU will implement some measures to improve transparency such as\nproviding information on the project status to the public, and to encourage participation of civil\nsociety and other stakeholder. Furthermore, overall oversight for the World Bank project will\nrest with the Steering Committee (SC) to be put operationalized. It will provide technical\noversight and support for the implementation of the program. For efficiency purposes, a Finance\nCommittee should be created and shall be an important decision committee where the members\nof the SC meet and discuss financial and operational status of the project on a quarterly basis.\nSpecific measures are incorporated in the project design to ensure smooth implementation and\nmitigate related risks:\n\n\na) Governance action: Decentralized governing boards should be created at the\n\ndepartment level, and would comprise civil society in the approval process of\ninvoices\nb) Satisfaction surveys: Client satisfaction surveys will be conducted with grassroots\n\norganizations\nc) Biometric census to identified the beneficiaries “ex-combatants”\n**Supervision plan**\n\n\n50. FM supervisions will be conducted over the project’s lifetime. The project will be supervised\non a risk-based approach. Supervision will focus on the status of financial management system to\nverify whether the system continues to operate well throughout the project’s lifetime and to\nensure that expenditures incurred by the project remain eligible for IDA funding. It will comprise\ninter alia, the review of audit reports and IFRs, advice to task team on all FM issues. Based on\nthe current risk assessment which is substantial **,** we envisage at least two supervision missions\nper year. An implementation support mission will be carried before effectiveness to ensure the\nproject readiness. To the extent possible, mixed on-site supervision missions will be undertaken\nwith procurement monitoring and evaluation and disbursement colleagues and will cover the\nactivities implemented by PIU as well as those contracted to IE and UN agencies. The\nsupervision intensity will be adjusted over time taking into account the project FM performance\nand FM risk level.\n\n**III.** **Procurement**\n\n\n55\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Satisfaction surveys",
+ "confidence": 0.9684726595878601,
+ "start": 269,
+ "end": 271
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Biometric census",
+ "confidence": 0.9502245783805847,
+ "start": 283,
+ "end": 285
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "ex-combatants",
+ "confidence": 0.5267543792724609,
+ "start": 290,
+ "end": 291
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "financial management system",
+ "confidence": 0.8541393876075745,
+ "start": 329,
+ "end": 332
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": {
+ "text": "system",
+ "confidence": 0.5338219404220581,
+ "start": 331,
+ "end": 332
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "IFRs",
+ "confidence": 0.7689992189407349,
+ "start": 374,
+ "end": 375
+ },
+ "dataset_tag": "descriptive",
+ "description": {
+ "text": "advice to task team on all FM issues",
+ "confidence": 0.7909062504768372,
+ "start": 376,
+ "end": 384
+ },
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "project FM performance",
+ "confidence": 0.8423892259597778,
+ "start": 475,
+ "end": 478
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 65
+ ]
+ }
+ },
+ {
+ "input_text": "51. The procurement arrangements for the project have been designed with consideration of the\nweakness of national procurement rules and procedures, and past experience in procurement\ncarried out under other World Bank-financed projects.\n\n52. _Reference to the National Procurement Regulatory Framework._ The Country Procurement\nAssessment Review (CPAR) for Mali was carried out in 2007 and an evaluation of the national\nprocurement system based on OECD/DAC methodology was done in September 2011 under\nEuropean Union funding. The assessment of the procurement regulation highlighted that the\nexisting procurement principles and most of the procedures needed to be strengthened. The\nevaluation of the quality of national procurement system was done based on the OECD/DAC\n\"Methodology of national procurement systems assessment\". The recommended actions include:\n(i) strengthening of the legislative and regulatory framework; (ii) strengthening of the\ninstitutional and management capacity; and (iii) reinforcing the integrity and transparency of\nprocurement.\n\n\n53. In this regard, the Government has taken the following steps: (i) adopted an action plan based\non the finding of the CPAR; (ii) set up a new legal and regulatory framework under the new\nProcurement Code; (iii) issued procurement regulations and standard bidding documents; and\n(iv) created a Regulatory body for public procurement and established procurement units in\nregions and technical ministries, including the ministry of finance.\n\n\n54. In 2013, under the initiative of the WAEMU Commission, the World Bank funded a study on\nhow to boost Budget Execution for a greater development impact. Based on data suggesting that\na significant part of the capital investment budgets of WAEMU member states is underspent, this\nstudy was undertaken with a view to providing a comprehensive review of the systems,\nprocesses and practices used by Finance and Procurement to manage capital expenditure and to\nidentifying practical recommendations that would allow countries to enhance the levels of budget\nexecution. The country report of Mali recommended a series of actions in order to reduce the\nhuge delays of procurement process in Mali and to improve the value of money. The actions plan\nof this study at the regional level was approved on February 28, 2014 when the meeting of the\n“ _Comité d’Experts_ ” (Experts Committee) of the WAEMU was held in Burkina Faso. Mali had\nimplemented some of the measures of the action plan before its approval by the Council of\nMinisters of WAEMU held in June 28, 2014 in Dakar.\n\n\n55. A Prime Ministerial Decree (Decree No. 2014-0256/PM-RM) passed in April 10, 2014\ndetermines authorities in charge of conclusion and approval of contracts and raises the threshold\nfor concluding and approving for all authorities. This contributes in theory in reducing the time\nof the procurement cycle of a number of contracts. The ministerial decree signed on April 25,\n2014, confirmed the new thresholds for concluding and approving contracts and reduces the\ntime-limit for the different stages of the cycle of procurement and especially a major fact, it\nremoves the double review Government / donors for contracts subject to the prior review of\ndonors (Decree No. 2014-1323/MEF-SG). These different measures aim to reduce the\nprocurement cycle and to boost the budget execution.\n\n\n56. The current regulation on Public Procurement in Mali is the Decree No. 2015-0604 /P-RM\ndated September 25, 2015 and his rules for applying Decree No 2015-3721 /MEF-SG dated\n\n\n56\n\n\n",
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+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "October 22, 2015. These new provisions (i) retained the elimination of the double review\nGovernment/donors for contracts subject to the prior review of donors; (ii) extend the scope of\nthe code to all contracts regardless of the amount; and (iii) present new procurement methods.\n\n\n57. The World Bank has assessed the country procurement regulation and found the principles\nand most of the procedures in compliance with World Bank standards for procurement. In\ngeneral, it is considered that the country’s new procurement procedures do not conflict with the\nWorld Bank Guidelines. But in any conflict cases, the provisions of the World Bank prevail.\nHowever, in order that NCB procedure for goods and works become acceptable to the World\nBank, some special provisions will be required regarding advertisement, access for foreign\nbidders to participate in NCB, limitation of domestic preference, deadlines for submission of\nbids, evaluation and contract award process, standard bidding documents, fraud and corruption\nclauses in bidding documents, inspection by the World Bank, and obstructive practices, and\ndebarment under national system.\n\n\n_Requirements for National Competitive Bidding._\n\n58. National Competitive Bidding (NCB) will be acceptable to the World Bank subject to the\nprocedures below and as reflected in the Financing Agreement:\n\n\na. **Advertising:** The General Procurement Notice would be advertised in the United Nations\n\nDevelopment Business (UNDB) online and on the World Bank’s external website; specific\ninvitation to bids would be advertised in at least one national widely circulated newspaper\nand at the supranational level, on [http://www.uemoa.int](http://www.uemoa.int/) and national level, on\n[http://www.dgmp.gov.ml or www.armds.gouv.ml;](http://www.dgmp.gov.ml/)\n\nb. **Standard Bidding Documents** : All standard bidding documents to be used for the project\n\nshall be found acceptable to the World Bank before their use during the implementation of\nthe project;\n\n\nc. **Eligibility:** No restriction based on nationality of bidder and/or origin of goods shall apply.\n\nForeign bidders shall be allowed to participate in NCB without restriction and shall not be\nsubject to any unjustified requirement which will affect their ability to participate in the\nbidding process. Recipient’s government-owned enterprises or institutions shall be eligible\nto participate in the bidding process only if they can establish that they are legally and\nfinancially autonomous, operate under commercial law, and are not dependent agencies of\nthe Recipient;\n\n\nd. **Bid preparation** : Bidders shall be given at least thirty (30) days from the date of the\n\ninvitation to bid or the date of availability of bidding documents, whichever is later, to\nprepare and submit bids; except in cases of emergency declared by the Recipient, and\nprovided that such emergency is recognized by the World Bank and the World Bank has\ngiven its approval for less time for the bids submission;\n\n\n57\n\n\n",
+ "datasets": [],
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+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "e. **Bid Evaluation and Contract Award** : A contract shall be awarded to the substantially\n\nresponsive and lowest evaluated bidder provided that such bidder meets the qualification\ncriteria specified in the bidding documents;\n\n\nf. **Preferences** : No domestic preference shall be given to domestic/ WAEMU countries\n\nbidders; to domestically/WAEMU area manufactured goods; and to bidders forming a joint\nventure with a national firm or proposing national sub-contractors or carrying out economic\nactivities in the territory of the Recipient;\n\n\ng. **Fraud and Corruption** : In accordance with the Procurement Guidelines, each bidding\n\ndocument and contract shall include provisions stating the World Bank’s policy to sanction\nfirms or individuals found to have engaged in fraud and corruption as set forth in the\nparagraph 1.16 (a) of the Procurement Guidelines;\n\n\nh. **Right to Inspect and Audit** : In accordance with paragraph 1.16 (e) of the Procurement\n\nGuidelines, each bidding document and contract financed from the proceeds of the financing\nshall provide that: (i) the bidders, suppliers, and contractor and their subcontractors, agents\npersonnel, consultants, service providers or suppliers, shall permit the World Bank, at its\nrequest, to inspect their accounts, records and other documents relating to the submission of\nbids and contract performance, and to have them audited by auditors appointed by the World\nBank; and (ii) the deliberate and material violation by the bidder, supplier, contractor or\nsubcontractor of such provision may amount to obstructive practice as defined in paragraph\n1.16 (a) (v) of the Procurement Guidelines; and;\n\n\ni. **Suspension and debarment:** The cases of suspension/debarment under the Recipient\n\nsystem shall result from fraud and corruption as set forth in paragraph 1.16 (a) of the\nProcurement Guidelines and approved by the World Bank provided that the particular\nsuspension/debarment procedure afforded due process and that the suspension/debarment\ndecision is final.\n\n_Applicable guidelines_\n\n59. Procurement for the proposed project would be carried out in accordance with the World\nBank guidelines including: (i) Procurement of Goods, Works and Non-Consulting Services under\nIBRD Loans and IDA Credits dated January 2011 and revised July 2014; (ii) Selection and\nEmployment of Consultants under IBRD Loans and IDA Credits and Grants by World Bank\nBorrowers dated January 2011 and revised July 2014; (iii) Preventing and Combating Fraud and\nCorruption in Projects Financed by IBRD Loans and IDA Credits and Grants (October 15, 2006\nand revised in January 2011); and (iv) the provisions stipulated in the Financing Agreement. The\nvarious items under different expenditure categories are described in general below. For each\ncontract to be financed by the Grant (IDA) and Grant (TF), the different procurement methods or\nconsultant selection methods, the need for pre-qualification, estimated costs, prior review\nrequirements and time frame are agreed between the Recipient and the World Bank in the\nProcurement Plan. The procurement plan would be updated at least annually or as required to\nreflect the actual project implementation needs and improvements in institutional capacity.\n\n\n58\n\n\n",
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "**Items to be procured and the methods to be used:**\n\n60. _Advertisement._ General Procurement Notice (GPN), Specific Procurement Notices (SPN),\nRequests for Expression of Interest, and results of the evaluation and contracts award should be\npublished in accordance with advertising provisions in the following guidelines: \"Guidelines:\nProcurement under IBRD Loans and IDA Credits\" dated January 2011 and revised July 2014;\nand \"Guidelines: Selection and Employment of Consultants by World Bank Borrowers\" dated\nJanuary 2011 and revised July 2014. A General Procurement Notice (GPN) will be prepared by\nthe project Implementing Unit and will be published in UNDB online and on the World Bank’s\nexternal website and in at least one national widely circulated newspapers or on a widely used\nwebsite or electronic portal of the Recipient with free national and international access after the\nproject is approved by the World Bank Board, and/or before effectiveness. Specific Procurement\nNotice (SPN) for all goods, works, and non-consulting services to be procured under\nInternational Competitive Bidding (ICB) and Requests for Expressions of Interests for all\nconsulting services costing the equivalent of US$300,000 and above will be published in the\nsame manner as the GPN. All other specific procurement notices and other requests for\nexpression of interest shall be published at a minimum in the national press with wide\ncirculation.\n\n61. _Procurement of goods, works and non-consultancy services._ Goods procured under this\nproject include mainly the items that constitute start-up kits and training supplies. Works under\nthis project include mainly the development of the MIS and implementing partner services to\nconduct the components of reinsertion, reintegration, vulnerable groups and ex-combatant\nhouseholds. Non-consulting services under this project include maintenance of office\nequipment, training and workshops in the region. Depending on the size of the contracts goods,\nworks and non-consultancy services procured under this project will be done either under ICB\nusing World Bank procurement rules that include the related SBD or under NCB using National\nStandard Bidding Documents agreed with or satisfactory to the World Bank. Small value goods\nmay be procured under shopping procedures. Direct contracting may be used where necessary if\nagreed in the procurement plan in accordance with the provisions of paragraph 3.7 to 3.8 of the\nProcurement Guidelines. Procurement from UN agencies is also envisaged in accordance with\nthe provisions of paragraph 3.10 of the Procurement Guidelines.\n\n62. _Selection and employment of Consultants_ . Consultancy services required for the project\nwould cover advisory services, consultancies and technical assistance and studies. The selection\nmethod for consultant services will be Quality and Cost Based Selection (QCBS) method\nwhenever possible. Contracts for specialized assignments estimated to cost less than US$300,000\nequivalent may be contracted through Consultant Qualification (CQ). The following additional\nmethods may be used where appropriate: Quality Based Selection (QBS); Selection under a\nFixed Budget (FB); Least-Cost Selection (LCS) and Selection of UN agencies.\n\n\n - Shortlists of consultants for services estimated to cost less than the equivalent of\n\nUS$200,000 per contract for ordinary services and US$400,000 for design and contract\nsupervision may be composed entirely of national consultants in accordance with the\nprovisions of paragraph 2.7 of the Consultant Guidelines. However, if foreign firms\nexpress interest, they will not be excluded from consideration.\n\n\n59\n\n\n",
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": " - Single Source Selection (SSS) may be employed with prior approval of the World Bank\n\nand will be in accordance with paragraphs 3.8 to 3.11 of the Consultant Guidelines.\n\n - All services of Individual Consultants (IC) will be procured under contracts in\n\naccordance with the provisions of paragraphs 5.1 to 5.6 of the Guidelines.\n\n63. _Operating Costs_ shall consist of operations and maintenance costs for vehicles, office\nsupplies, communication charges, equipment, utility charges, travel expenses, per diem and\ntravels costs, training costs, workshops and seminar and associated costs, among others.\nOperating costs will not include salaries of civil servants. Operating expenditures are neither\nsubject to the Procurement and Consultant Guidelines nor prior or post reviews. Operating\nexpenditures are normally verified by TTLs and FM Specialists.\n\n64. _Training and Workshops_ will be based on capacity needs assessment. Detailed training plans\nand workshops activities will be developed during project implementation, and included in the\nproject annual plan and budget for World Bank’s review and approval.\n\n**Implementation arrangements for procurement and capacity assessment**\n\n\n_1)_ _Implementation arrangements_\n\n\n65. Prior to project effectiveness, a PIU will be established. The PIU will be created under the\nauthority of the Chairman of the Disarmament, Demobilization and Reinsertion Commission\ncreated by the decree n°0894/P-RM on 12/31/2015. It will ensure the coordination between all\nproject components, including planning (preparation of comprehensive action plans,\nprocurement plans and budgets), financial management, procurement, and M&E (including\npreparation of progress reports). The PIU will be the direct liaison between project stakeholders\nand the World Bank for all project implementation matters. The PIU will be responsible for the\ndaily management, implementation, administration, project coordination, and M&E of the\nproject.\n\n66. Beyond its broader implementation role, the PIU will directly handle procurement, financial\nmanagement/accounting and contract management. The PIU will be composed of the following\nkey staff members: a Coordinator, a Procurement Specialist, a Procurement Assistant, a\nFinancial Management Officer, an Accountant, an M&E Specialist, and a Reinsertion officer.\nConsultants may be hired under the project for supporting certain activities of the PIU. The credit\nwill not finance the salary of civil servants. Support staffs are expected to be civil servants. The\nrecruitment of the project coordinator, FM Officer, Procurement Specialist, Procurement\nAssistant and Accountant will be a condition of effectiveness. As previously noted, of these staff\npositions, financial management officer, procurement specialist, procurement assistant and\naccountant will be financed through the IDA grant.\n\n\n_2)_ _Assessments of the risks and the related mitigation measures_\n\n\n67. Procurement capacity assessment of the Ministry of Defense and Veterans (MoD) was\ncarried out to determine the institutional and management arrangements that would ensure proper\nexecution of the project. The objectives of the assessment were (a) to evaluate the capability of\n\n\n60\n\n\n",
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+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "the Implementing Agency(ies) to undertake procurement and the adequacy of procurement and\nrelated systems in place to administer procurement; (b) to assess the risks (institutional, political,\norganizational, procedural, etc.) that may negatively affect the ability of the IA(s) to effectively\ncarry out the procurement process; (c) to develop an action plan to be implemented as part of the\nproject in order to address the deficiencies detected by the assessment and to minimize the risks\nidentified by the risk analysis including the reputation of the World Bank as a financier; (d) to\npropose thresholds for various methods of procurement, as well as prior review and post review\nlimits; and (d) to propose a suitable World Bank procurement supervision plan for the project\ncompatible with the relative strengths, weaknesses and risks revealed by the assessment. This\nassessment was carried out by Mahamadou Bambo Sissoko, Senior Procurement Specialist, from\n[December 21, 2016 thru January 4, 2017 in line with the World Bank’s Guidelines for](http://intranet.worldbank.org/WBSITE/INTRANET/OPERATIONS/INTPROCUREMENT/0,,contentMDK:20060840~menuPK:60000178~pagePK:60000209~piPK:60000211~theSitePK:278020~isCURL:Y,00.html)\n[Procurement and Guidelines for Selection and Employment of Consultants, and supplemented](http://intranet.worldbank.org/WBSITE/INTRANET/OPERATIONS/INTPROCUREMENT/0,,contentMDK:20060840~menuPK:60000178~pagePK:60000209~piPK:60000211~theSitePK:278020~isCURL:Y,00.html)\n[by OP/BP 11.00, revised April, 2013. As the personnel of the Project Implementation Unit (PIU)](http://intranet.worldbank.org/WBSITE/INTRANET/OPSMANUAL/0,,contentMDK:20064773~menuPK:64029426~pagePK:60001255~piPK:60002611~theSitePK:210385,00.html)\nhas not been yet recruited, the assessment concerned only the “Direction des Finances et du\nMatériel” (DFM) of the Ministry of Defense and Veterans which is the central service in charge\nof procurement of this Ministry; it an unavoidable link in the procurement chain.\n\n68. The assessment concludes that the DFM of the MoD has not adequate procurement capacity\nto manage the procurement activities of the project _._ There is the need to set up a PIU with\npersonnel skilled in World Bank procurement procedures. These personnel should preferably be\na consultant with adequate knowledge and experience in the use the World Bank procurement\nguidelines and procedures (and subsidiary with experience in the use of Mali’s Public\nProcurement Code) and, to support the PIU, to assist in the management of procurement needs,\nfor the entire duration of the project.\n\n\n69. Given that World Bank procurement procedures knowledge presently in DFM is null, it is\nrecommended that the procurement consultant will, apart from undertaking direct procurement\nactivities under the project, also work closely with the mainstream staff of DFM and provide\nhands on training and mentoring through procurement clinics, direct instructions, monitoring and\nidentifying their weaknesses and drawing up capacity building programs to strengthen their\ncapacities. In so doing, procurement capacity of DFM staff would be built practically to assure\nhandling of future normal and complex procurement. In addition, it is suggested that some funds\nwill be set aside in the project to provide training opportunities for the procurement staff at\nprocurement training centers in Mali or in the region. This will help to equip the staff with indepth knowledge in public procurement in general and also sharpen their skills in the use of the\nWorld Bank procurement procedures and rules.\n\n\n70. The overall unmitigated risk for procurement is **High** . An action plan in order to have a\n“Moderate” residual risk has been designed to address the risks identified during the assessment\nand include the following main actions in the table below:\n\n**Table 5: Action plan corrective measures**\n\n**No** **Key risks** **Mitigation Actions** **By Whom** **By When**\n\n\n61\n\n\n",
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+ "input_text": "|No|Key risks|Mitigation Actions|By Whom|By When|\n|---|---|---|---|---|\n|
1|Inadequate
communication
or
interaction between the Ministry of
Defense and the others ministries
involved in the project and the DFM
may
lead
to
delays
in
the
procurement processes|Create a Project Implementation Unit
(PIU) under the supervision of the
Ministry of Defense and recruit at least a
coordinator for a project
Strengthening the flow of communications
to improve interaction, between the
technical structures, the procurement body
(DGMP), the DFM and the project
Implementation
Unit
(PIU)
in
their
respective responsibilities; staff turnover
should be minimized and any staff
turnover which is necessary should be
properly managed to ensure continuity
Closely monitoring of procurement plan
on a monthly basis and closely monitoring
and exercise quality control on all aspects
of the procurement process, including
evaluation, selection and award
All interactions related to the procurement
responsibility must be consistent with the
institutional arrangements agreed on with
the
Recipient.
In
particular,
all
procurement documents in post review
prepared by the PIU will be transmitted by
the DFM for review to the National
Authorities in charge of such review; and
all procurement documents in prior review
prepared by the PIU will be transmitted by
the PIU itself to the World Bank for
contracts subject to prior review with
information to the DFM and National
Authorities.|MoD
MoD/Other
Ministries/DFM/PIU
MoD/PIU/IDA
MoD/PIU/IDA|Immediately or no
later than before
effectiveness
By project
effectiveness and
throughout the
project duration
By project
implementation
beginning and
throughout the
project duration
By project
effectiveness and
until the setting up of
new Project
Coordination Unit|\n|2|Lack proficient skill and experience
to
undertake
and
manage
procurement under World Bank
procedures|Appointment of one qualified high level
procurement
consultant
through
a
competitive process to support the project,
for the entire duration of the project; and
transfer a young professional of DFM as
procurement
assistant
who
will
be
mentored and coached by the consultant
Participation
in
procurement
training
workshops for mainstream staff of DFM
and MoD at specialized procurement
training institutions in Mali or in the
region to enhance their knowledge.
Provide hands-on training and mentoring
to the procurement unit and other technical
staff by involving them in the activities of
the project
Continuous capacity building program to
be developed for mainstream procurement
and technical staff to respond to specific
gaps identified.|MoD/DFM/Project
Coordinator
DFM/MoD/Others
ministries
Procurement
Consultant
Procurement
Consultant|Prior to project
effectiveness
No
later
than
3
months within project
implementation
Throughout the
project life
Throughout the
project life|\n|3|Insufficient and limited in-house
experience
with
World
Bank
procurement procedures|Preparation of project implementation
manual including a procurement section
reviewed and agreed by Bank|MoD/PIU
|Prior to effectiveness
|\n\n\n62\n\n\n\n\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 72
+ ]
+ }
+ },
+ {
+ "input_text": "|No|Key risks|Mitigation Actions|By Whom|By When|\n|---|---|---|---|---|\n|||
Organize a workshop to train procurement
staff in the DFM on World Bank
procurement procedures and work closely
with World Bank Procurement Specialist|
PIU/IDA|
At Project launch and
throughout project
life|\n|4|Lack of an adapted manual of
procedures with a section dedicated
to the procurement|Draft and submit to IDA a satisfactory
Project Implementation Manual (PIM)
with section on procurement detailing out
all applicable procedures, instructions and
guidance for handling procurement|MoD/PIU|Final version prior to
effectiveness|\n|
5|Lack of Procurement Plan|Preparation Procurement Plan for the first
18 months and agreed with the World
Bank
and
subsequently
updating
of
procurement plans in tandem with annual
work plan and budget and for agreed
Contracts. The critical approval times will
be reflected in the timelines of the
procurement plans.|MoD/ Others
ministries/DFM
|Throughout
project
life|\n|6|Poor record keeping system|Setting up adequate filling system for
project records to ensure easy retrieval of
information/data. Designate an officer to
be responsible for data management.|PIU|No
later
than
3
months within the
project
implementation|\n\n\n**Frequency of Procurement Supervision**\n\n71. In addition to the prior procurement review carried out by the World Bank, the procurement\nspecialist recommends at least four missions for the first year and two missions per year for the\nfollowing years to provide support to the implementation of procurement activities. This support\nwill include not only the organization and functioning of the procurement unit but also the\nimplementation of procurement activities listed in the procurement plan.\n\n**Post Review Procurement**\n\n72. One post review of procurement activities will also be carried out every year. Post-reviews\ncan be done either by World Bank specialists or by independent consultants hired under the\nproject according to procedures acceptable to the World Bank to ascertain compliance with the\nprocurement procedures as defined in the legal documents. The procurement post-reviews should\ncover 20 percent of contracts subject to post-review depending of the high level risk of the\nproject. Post review consists of reviewing technical, financial and procurement reports carried\nout by the Recipient’s executing agencies and/or consultants selected.\n\n73. Procurement performance will be assessed on an annual basis (in the form of procurement\naudits by an external agency). This would aim to:\n\n\n\n\n\n\n\n(a) verify that the procurement and contracting procedures and processes followed for the\n\nproject were in accordance with the Financing Agreement;\n(b) verify technical compliance, physical completion and price competitiveness of each\n\ncontract in the selected representative sample;\n(c) review and comment on contract administration and management issues as dealt with\n\nby the implementation entity;\n(d) review capacity of the implementation entity in handling procurement efficiently; and\n\n\n63\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Project Implementation Manual",
+ "confidence": 0.9421553015708923,
+ "start": 133,
+ "end": 136
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "project records",
+ "confidence": 0.9538228511810303,
+ "start": 311,
+ "end": 313
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "procurement plan",
+ "confidence": 0.6790006756782532,
+ "start": 448,
+ "end": 450
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "procurement post-reviews",
+ "confidence": 0.6580005288124084,
+ "start": 514,
+ "end": 516
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 73
+ ]
+ }
+ },
+ {
+ "input_text": "(e) identify improvements in the procurement process in the light of any identified\n\ndeficiencies.\n\n74. The threshold levels for various methods of procurement may be revised based on the\nassessment results.\n\n\n75. _Contract Management and Expenditure Reports._ As part of the Procurement Management\nReports (PMR), the PIU will submit contract management and expenditure information in\nquarterly reports to the World Bank for the project. The procurement management report will\nconsist of information on procurement of goods, works and consultants’ services and compliance\nwith settled procurement methods. The report will compare procurement’s performance against\nthe plan agreed during negotiations and updated at the end of each quarter. The report will also\nprovide any information on complaints by bidders, unsatisfactory performance by contractors\nand any information on contractual disputes if any. These contract management reports will also\nprovide details on payments under each contract, and will be used to ensure that no contract\nover-payments are made or no payments are made to sanctioned entities.\n\n**Procurement Plan.** The Borrower developed a Procurement Plan (PP) indicating procurements\nto be carried out over the first 18 months of the project. It will be updated at least annually, or\nmore frequently as required, to reflect the actual project implementation needs and\nimprovements in institutional capacity.\n\n**Table 6: Thresholds for Procurement Methods and Prior Review** **[31]** **for High risk**\n\n\n\n\n\n\n\n\n\n31 ICB: International Competitive Bidding; NCB: National Competitive Bidding; QCBS: Quality- and Cost-Based Selection;\nQBS: Quality-Based Selection; FBS: Selection under a Fixed Budget LCS: Least-Cost Selection; CQS: Selection Based on the\nConsultants’ Qualification; SSS: Single Source Selection; IC: Selection of Individual Consultants.\n\n\n64\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Procurement Management\nReports",
+ "confidence": 0.9704892039299011,
+ "start": 49,
+ "end": 52
+ },
+ "dataset_tag": "descriptive",
+ "description": {
+ "text": "contract management and expenditure information",
+ "confidence": 0.6538370251655579,
+ "start": 60,
+ "end": 65
+ },
+ "data_type": null,
+ "acronym": {
+ "text": "PMR",
+ "confidence": 0.9987310767173767,
+ "start": 53,
+ "end": 54
+ },
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "contract management reports",
+ "confidence": 0.9992642998695374,
+ "start": 150,
+ "end": 153
+ },
+ "dataset_tag": "descriptive",
+ "description": {
+ "text": "details on payments under each contract",
+ "confidence": 0.5681796073913574,
+ "start": 156,
+ "end": 162
+ },
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Procurement Plan",
+ "confidence": 0.9855661392211914,
+ "start": 186,
+ "end": 188
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": {
+ "text": "PP",
+ "confidence": 0.9091088175773621,
+ "start": 198,
+ "end": 199
+ },
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 74
+ ]
+ }
+ },
+ {
+ "input_text": "|Works|≥15,000,000|ICB|All|\n|---|---|---|---|\n|**Works**|<15,000,000|NCB|All
contracts
≥
5.000.000|\n|**Works**|<200,000|At
least
three
quotations|None|\n|**Works**|All amounts|Direct
contracting|All|\n|**Goods**|≥3,000,000|ICB|All|\n|**Goods**|<3,000,000|NCB|All contracts ≥500,000|\n|**Goods**|<500,000|Shopping
from
all major brands
of
vehicles
dealers
or
distributors
of
petroleum
products|Shortlist of: (i) vehicles
dealers;
and
(ii)
distributors
of
petroleum
products.
The
technical
specifications
of
vehicles.|\n|**Goods**|<100,000|Shopping|None|\n|**Goods**|All amounts|Direct
contracting|All|\n|**Services – Firms**|≥200,000|QCBS,
QBS,
FBS, LCS, CQS|All|\n|**Services – Firms**|>200,000
and
<300,000|CQS|All|\n|**Services – Firms**|All amounts|SSS|All|\n|**Services**
**--**
**Individuals**
|≥100,000|IC|All
|\n|**Services**
**--**
**Individuals**
|<100,000|IC|None|\n|**Services**
**--**
**Individuals**
|All amounts
|SSS
|All
|\n|**All ToRs regardless of the value of the contract are subject to prior review **|**All ToRs regardless of the value of the contract are subject to prior review **|**All ToRs regardless of the value of the contract are subject to prior review **|**All ToRs regardless of the value of the contract are subject to prior review **|\n\n\n65\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 75
+ ]
+ }
+ },
+ {
+ "input_text": "**Summarized Procurement Plan**\n\n\nTable 7. Main Works, Goods, and Non-Consulting Services to be Procured\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|1|2|3|4|5|6|7|8|9|\n|---|---|---|---|---|---|---|---|---|\n|**Ref.**|**Contract**
**(Description)**
|**Estimated**
**Cost (US$)**
|**Procurement**
**Method**|**Prequalification**
**(Yes/No)**|**Review**
**by Bank**
**(Prior / Post)**|**Domestic**
**Preference**
**(Yes/No)**|**Expected**
**bid-opening**
**Date**|**Comments**
_(Date of_
_Contract_
_Signature)_|\n|**1 **|Procurement of Reinsertion Start-up kits|3,200,000.00|ICB|No|Prior|No|29-Oct.-17|02-Dec.-17|\n|**2 **|Procurement of Communications and
Sensitization Materials|150,000.00|NCB|No|Post|No|26-Feb.-17|02-Apr.-17|\n|**3 **|Procurement of Training equipment and
Materials|400,000.00|NCB|No|Post|No|29-May-17|03-Jul.-17|\n|**4 **|Procurement of MIS equipment|150,000.00|NCB|No|Post|No|27-Mar-17|01-May-17|\n|**5 **|Acquisition and installation of an
accounting software for the project and
training of the users|60,000.00|Shopping|No|Post|No|27-Mar-17|1-May-17|\n||**Total Cost**|3,960,000.00|||||||\n\n\n\n66\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 76
+ ]
+ }
+ },
+ {
+ "input_text": "**Table 8. Main Consulting Assignments of the Project**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|1|2|3|4|5|6|7|\n|---|---|---|---|---|---|---|\n|**Ref.**|**Description of Assignment**|**Estimated**
**Cost**
**(US$)**
|**Selection**
**Method**|**Review**
**by World Bank**
**(Prior / Post)**|**Expected**
**Proposals**
**Submission**
**Date**|**Comments**
_(Contract expected_
_date of signature)_|\n|**1 **|Delivery of Skills Training Package|6,000,000.00|QCBS|Prior|4-Apr-17|17-Jul-17|\n|**2 **|Delivery of Social Reinsertion
Support Activities|600,000.00|QCBS|Prior|4-Mar-19|16-Jun-19|\n|**3 **|Contract for the PIM including the
manual of procedures|35,000.00|QCBS|Prior|1-Feb-17|16-May-17|\n|**4 **|Annual independent evaluation
Contract|70,000.00|QCBS|Prior|4-Mar-19|16-Jun-19|\n|**5 **|Contract of Procurement Specialist|120,000.00|IC|Prior|NA|26-Apr-17|\n|**6 **|Contract of a Financial Management
Officer|120,000.00|IC|Prior|NA|26-Apr-17|\n|**7 **|Contract of an Internal Auditor|120,000.00|IC|Prior|NA|26-Apr-17|\n|**8 **|Contract of Procurement Assistant|81,000.00|IC|Prior|NA|9-May-17|\n|**9 **|Contract of an Accountant|81,000.00|IC|Prior|NA|9-May-17|\n|**10**|Baseline study Contract|35,000.00|QCBS|Post|14-Apr-19|16-Jun-19|\n|**11**|Annual beneficiary survey Contract|70,000.00|QCBS|Post|25-Mar-19|16-Jun-19|\n|**12**|Delivery of Psycho-social Support|75,800.00|CQ|Post|15-May-19|17-Jul-19|\n\n\n67\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 77
+ ]
+ }
+ },
+ {
+ "input_text": "|1|2|3|4|5|6|7|\n|---|---|---|---|---|---|---|\n|**Ref.**|**Description of Assignment**|**Estimated**
**Cost**
**(US$)**
|**Selection**
**Method**|**Review**
**by World Bank**
**(Prior / Post)**|**Expected**
**Proposals**
**Submission**
**Date**|**Comments**
_(Contract expected_
_date of signature)_|\n|**13**|Delivery of Reinsertion Outreach
Services|137,500.00|CQ|Post|12-Nov-18|14-Jan-19|\n|**14**|Delivery of Start-up Support to EAs
and Coops|300,000.00|QCBS|Post|15-May-18|17-Jul-18|\n|**15**|Delivery of Follow-up Support to
EAs and Coops|100,000.00|CQ|Post|14-Apr-19|16-Jun-19|\n|**16**|Delivery of Reinsertion Referral
Support|140,000.00|CQ|Post|14-Apr-19|16-Jun-19|\n||**Total**|8,050,300.00|/|/|/|/|\n\n\n68\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 78
+ ]
+ }
+ },
+ {
+ "input_text": "**V. Environmental and Social (including safeguards)**\n\n76. In terms of environmental relevance, the project will finance - per a small grants scheme - the\ndevelopment of economic activities and livelihoods by ex-combatants. While not financed by the\nproject, small-scale construction activities for cantonment camps (financed by MINUSMA and\nplanned to be executed by UNOPS) are functionally associated with the project. Both activities\nhave the potential to cause limited, minor negative environmental impacts that will require some\nform of environmental management instrument. The foreseen instruments to manage impacts are\n(i) a negative list for activities, equipment and goods not to be financed for livelihood\ndevelopment; and (ii) for the UNOPS-executed activities, an environmental and social screening\nassessment, gender assessment, and an environmental and social management plan for the\ncantonment construction. For the livelihoods-supporting grant scheme, environmental modules\nwill be organized for the training of ex-combatants, focusing on the avoidance of activities that\ncould pose a hazard to public health and safety (e.g. pest management, handling of toxic /\nnoxious chemicals, fuels or lubricants), and the promotion of sustainable approaches (e.g.\nresource economy, avoidance of pollution) to livelihoods in agricultural, manufacturing and\nservice sectors.\n\n77. The project is being categorized as category C due to the minimal/negligible nature of its\nforeseen social and environmental impacts as it is not financing any civil works that might\nrequire land acquisition or lead to resettlement, loss of assets or livelihood resources, or\nrestrictions of access to resources. Therefore, the Involuntary Resettlement Policy (OP 4.12) is\nnot triggered. Likewise, since there are no indigenous peoples in Mali, as defined by the World\nBank operational safeguards policy on Indigenous Peoples (OP/BP 4.10), the policy is also not\ntriggered by the project. Furthermore, although outside of the scope of the project, the limited,\nsmall-scale construction of cantonment camps will be financed and led by MINUSMA and\nexecuted by UNOPS. The civil works are associated with the overall project and will take place\non government-owned land at a short distance from main roads and in areas where there are no\nvisible signs of human settlements or structures or livelihood activities. The locations of\ncantonment camps were selected by a UN team including technical, environmental, social and\ncultural experts. Communities were also involved in the selection process and all eight camp\nlocations have been approved by the surrounding communities. Therefore, the anticipated\nnegative social impacts are negligible. In accordance with the FPA [32] between World Bank and\nUNOPs, the projects will rely upon UNOPs policies, procedures and practices. Therefore, prior\nto commencing any future construction, UNOPS will implement its safeguards-related\nassessment and screening instruments. These will include an environmental and social screening\nprocess, a gender assessment, and an environmental and social management plan, as well as\nscreening mechanism for negative impacts on vulnerable groups, such as disable and\nhandicapped, including their access to resources and land ownership issues. MINUSMA and\nUNOPS will ensure to have a well-knowledgeable Social Scientist whose role will be to (i)\nensure project is in compliance with UNOPS applicable safeguards policies; and (ii) project is\nsocially sound and inclusive (gender, youth and disable persons, etc.) have equal access to the\nbenefits and are therefore not being victimized or segregated. The Social Scientist of UNOP will\nwork closely with the Social Development Specialist of the World Bank to monitor the\nsoundness of the overall project activities.\n\n32 - By signing the FPA, the World Bank has made a representation for providing an assurance to the other signatories that its\ninternal policies, procedures and practices are consistent with the agreed fiduciary principles that form the basis of the FPA.\n\n69\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 79
+ ]
+ }
+ },
+ {
+ "input_text": "**VI.** **Project Monitoring and Evaluation**\n\n78. Monitoring and Evaluation (M&E) will be conducted by a dedicated team based on the\nachievements and lessons learned through other project implementation in Mali as well as\nsimilar reinsertion project in the region. The M&E team will have the following objectives: (i)\nImprove project management; (ii) Ensure transparency in data sharing of the project with various\nstakeholders; (iii) Ensure efficiency of the activities; (iv) Provide accurate and timely\ninformation to adjust or modify the activities in relation to the evolution of the context during\nimplementation; and (v) Provide accurate and timely information to help management take the\nright decisions.\n\n79. The M&E team will produce the monthly, quarterly and annual program activity reports.\nThese reports will be available in electronic form to facilitate access by the various government\npartners and donors. In addition, ad hoc assessments will be conducted as well as studies based\non identified needs. This will include formal assessments including on the demobilization\nprocess and regular tracer beneficiary surveys combining qualitative and quantitative data.\nSpecific studies on the inclusion of gender in the reinsertion of adults and children will also be\nconducted.\n\n80. A mid-term review will be conducted one year after the start of the project in collaboration\nwith donors and government. This review will validate the proposed reinsertion process or\nmodify it if necessary. A final implementation report will be prepared within six months after the\nend of the project and include the contribution of the Government and donors.\n\n81. Furthermore, M&E will include a MIS combining several robust databases to: (i) monitor\neach demobilized ex-combatant from demobilization through reinsertion, (ii) follow the\nimplementing partners providing reinsertion support, and (iii) monitor the financial management.\nThe various regional offices and the cantonment camps will be connected to the MIS via a\nwireless connection and data will be transmitted on a regular basis. The data will be centralized\nin Bamako and synchronized at each office to minimize any possible duplication.\n\n\n70\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "quarterly and annual program activity reports",
+ "confidence": 0.7616783976554871,
+ "start": 150,
+ "end": 156
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "report",
+ "confidence": 0.723278284072876,
+ "start": 274,
+ "end": 275
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "demobilized ex-combatant",
+ "confidence": 0.6160029768943787,
+ "start": 319,
+ "end": 321
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "MIS",
+ "confidence": 0.8393682241439819,
+ "start": 307,
+ "end": 308
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Bamako",
+ "confidence": 0.826263427734375,
+ "start": 380,
+ "end": 381
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "demobilized ex-combatant",
+ "confidence": 0.9614658951759338,
+ "start": 319,
+ "end": 321
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/848361679677867655/pdf/Mali-Reinsertion-of-Ex-combatants-Project.pdf",
+ "pages": [
+ 80
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 4: Implementation Support Plan**\n**MALI: Reinsertion of Ex-combatants Project (P157233)**\n\n**Strategy and Approach for Implementation Support**\n\n1. The implementation support plan for the project has been developed based on specific project\nactivities, current capacity of the implementing agencies and partners, political context of Mali,\nlessons learned from past DDR operations in the region, and the project’s risk profile in\naccordance with the Systematic Operations Risk- Rating Tool (SORT). This Implementation\nSupport Plan reflects the assessment conducted by the World Bank during project appraisal\nwhich built on lessons learned from several years of the World Bank’s DDR engagement in\nAfrica.\n\n2. Implementation Support Missions (ISMs), including field visits would concentrate in the\nfollowing areas:\n\n\n**a.** **Technical Assistance** . Implementation support missions will concentrate on the overall\n\nimplementation of project activities at all levels. Randomized field visits will verify\ncompliance with the approved PIM. Additional technical assistance might be required on\nreinsertion and support to vulnerable groups and ex-combatant households. Support will\nbe provided by the World Bank, in collaboration with other experts, to ensure that\nactivities are implemented in accordance with the project development objectives and\ngovernment strategies. The World Bank team will also facilitate knowledge exchange as\nwell as mobilize appropriate global expertise.\n\n**b.** **Monitoring & Evaluation/MIS.** An M&E/MIS specialist will (i) provide regular\n\ntechnical assistance and oversight of data collection; (ii) ensure effective flow of data\nbetween the multiple government counterparts involved in service delivery, as well as\nbetween the provincial and national level; and (iii) ensure effective use of data by the\ncounterpart to inform ongoing progress of activities and take appropriate action as\nneeded. Additional support will be provided for the development of studies and\nevaluations to improve the understanding and feasibility of planned interventions on\nreinsertion. In addition, the M&E specialist is responsible to organize regular meetings\nwith the project team where M&E findings are discussed and utilized for the\nimprovement of project implementation.\n\n**c.** **Client Relations.** The TTL will: (i) coordinate World Bank implementation support to\n\nensure consistent project implementation as specified in the legal documents (i.e.,\nFinancing Agreement, PIM); and (ii) meet regularly with the client’s senior\nrepresentatives at central and decentralized levels (where appropriate) to gauge project\nprogress in achieving the PDO and address implementation bottlenecks, as they arise. In\naddition, the TTL will ensure regular exchanges of information with bilateral, multilateral\ndonors, and UN agencies.\n\n**d.** **Financial management.** Supervisions will be conducted over the project’s lifetime. The\n\nproject will be supervised on a risk-based approach and will include reviews of audits,\nfinancial reports, and advice to task team on all FM issues. Based on the current risk\nassessment which is rated as substantial, the project will be supervised at least twice a\n\n\n71\n\n\n",
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+ "input_text": "year and may be adjusted when the need arises. The Implementation Status Result (ISR)\nwill include a FM rating of the project. An ISM will be carried out before effectiveness to\nensure project readiness. To the extent possible, mixed on-site supervision missions will\nbe undertaken with procurement monitoring and evaluation, and disbursement\ncolleagues.\n\n**e.** **Procurement** . With regards to procurement activities, implementation support will\n\ninclude prior procurement reviews. The World Bank’s procurement specialist will\nperform at least two missions per year to provide support to the implementation of\nprocurement activities and as need arises. This support will include setting up and\noperationalizing the procurement unit and the implementation of procurement activities\nlisted in the procurement plan. One post review of procurement activities will be also\ncarried out every year and an annual compliance verification monitoring will be carried\nout by an independent consultant.\n\n**f.** **Safeguards.** The World Bank team’s social and environmental safeguards specialists will\n\nprovide technical support and oversight throughout project implementation. The World\nBank task team will assist the Government teams in reviewing the ToRs for safeguards\ninstruments as well as the finalized products, and ensure their scope and quality is\nsatisfactory to the World Bank. The task team will also follow up on the safeguards\ninstrument implementation and application through regular ISMs during which document\nreviews, site visits, and spot-checks will be conducted. The team will use concrete tasks\nand challenges in the project as platforms for capacity building which–depending on\ndemand–will be expanded by targeted training and hands on exercises.\n\n**g.** **Communications:** The World Bank team will provide support for the design,\n\ndevelopment, and implementation of the communication strategy for the project targeting\nproject beneficiaries, the general public, and internal and external clients.\n\n**h.** **Mid-Term Review:** A Mid-Term Review (MTR) will be carried out after 1 year of\n\nproject implementation. In preparation for the MTR, an independent review of\nimplementation progress will be carried out, including audits. Results will provide input\nto any potential project revisions or restructuring at the time. The MTR will cover _inter_\n_alia_ review of the Results Framework, SORT, country ownership, stakeholder\nparticipation, financial management, procurement processing, and sustainability aspects.\n\n**Implementation Support Plan**\n\n3. Implementation support will be provided by direct support from the World Bank team and\nadditional consultants to provide technical assistance as needed. During the first year of the\nproject, regular technical assistance missions will most likely take place to essential areas to\nsupport the client in initiating activities given the complexity and nature of the project. The\nWorld Bank team will carry out ISMs in distant areas as well as in Bamako and provide\nadditional support in between these missions. The volume of support is expected to be\nparticularly high in the first two years of project implementation. An implementation support\nplan is provided below including required skills mix.\n\n\n72\n\n\n",
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+ "input_text": "4. _Financing of implementation support._ The World Bank team will require a World Bank\nBudget to support this project commensurate with the risk profile and complexity of the\nactivities. [33] Project funds will be used by the implementing agencies to hire individuals and firms\nas required.\n\n\n**Implementation Support Plan**\n\n\n\n\n\n\n\n\n\n|Time|Focus|Skills Needed|Resource Estimate|Partner Role|\n|---|---|---|---|---|\n|First 12
months|Project start-up,
baseline survey, pre-
assessments/needs
assessment, conducting
training for fiduciary
staff, setting-up support
for ex-combatants|As per skills
mix required
table below|||\n|12-28 months|Supporting (i)
implementation of
project activities; (ii)
research and knowledge
sharing|As per skills
mix required
table below|||\n\n\n**Skills Mix Required**\n\n\n\n\n\n|Skills Needed|Number of Staff Weeks|Number of Trips|Comments|\n|---|---|---|---|\n|TTL|10|As much as needed|HQ-based|\n|Social Development
Specialist|10|As much as needed|HQ-based|\n|FM Specialist|6|2|CO-based|\n|Procurement Specialist|10|2|CO-based|\n|Safeguards Specialist|1|-|HQ-based|\n\n\n**Partners**\n\n|Name|Institution/Country|Role|\n|---|---|---|\n|MINUSMA|United Nations|Cantonment Phase activities|\n|UNOPS|United Nations agency|Construction of cantonment camps (not part of
Mali Reinsertion Project)|\n\n\n\n33 In addition, some World Bank-executed resources will be made available from the MDTF that will be established to support\nthe implementation.\n\n73\n\n\n",
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+ {
+ "input_text": "**Annex 5: Climate and Disaster Risk Screening Results Report**\n\n**MALI: Reinsertion of Ex-combatants Project (P157233)**\n\n**Overview**\n\n1. Mali is a landlocked country in West Africa that is one of the poorest in the world, with over\n60 percent of the population living in poverty. Mali is a highly diverse country, both in terms of\nculture and the diversity of its environments. The country can be divided along a north-south\naxis, with the northern areas extending into the Sahara and Sahel, and the southern region, where\nmost of the country's economic activity is concentrated. Agriculture is the mainstay of the\nMalian economy, accounting for 50 percent of the country’s GDP and employing a substantial\nportion of the country’s workforce. Cereals dominate the Malian diet, and the main subsistence\ncrops grown are rain fed millet and sorghum millet, with commercial agriculture devoted to\ncotton and rice, the latter of which is irrigated. In spite of this heavy reliance on agriculture, only\n14 percent of the country’s land area is considered suitable for agriculture, making sustainable\nland management a major concern. Furthermore, most of the major investments and\nadvancements in Malian agriculture to date, including extension services, market development\nand increased use of inputs, have been focused on cotton and rice production, with relatively\nlittle emphasis placed on increasing production of crops critical to the country’s food security\nlike sorghum and millet, whose yields have remained constant over nearly half a century.\n\n**Climate Vulnerability**\n\n_2._ _Exposure._ Mali is exposed to a number of climate hazards. These hazards will pose a\nmoderate to high risk to the project. The country is currently at risk to erratic rainfall, drought,\nfloods and crop pests. These hazards are a natural occurrence in Mali, which nevertheless pose\nserious constraints on development and food security and their intensity and frequency are likely\nto increase under a changing climate. In the future, these risks will be exacerbated as temperature\nincreases and precipitation becomes increasing unpredictable.\n\n3. _Extreme Temperature:_ The mean annual temperature is expected to increase 1.2 to 3.6 degree\nC by 2060 and increase 1.8 to 5.9 degree C by 2090.\n\n4. _Extreme Precipitation and Flooding._ As yet it is not possible to get a clear picture for\nprecipitation change for Mali under a future climate. This is due to large model uncertainties,\nwith multi model analyses of the Sahel suggesting a drying trend, and some individual models\nsuggesting a more humid future. What is clear, however, is that the future will increase climate\nvariability and extreme events. Expanding agriculture, coupled with poor land management\npractices, particularly on the Niger River flood plain, has significantly increased erosion and\nsedimentation, and the propensity of some areas to experience severe flooding and subsequent\ncrop loss.\n\n5. _Drought:_ The 2004 drought across the north, brought about by rainfall deficits seriously\naffected transhumant populations, forcing pastoralists to remain near permanent water sources\nand leading to considerable overgrazing. Droughts have become more frequent, especially in the\nnorthern areas, which have seen increased migration. Unpredictable precipitation trends make is\ndifficult to predict future drought trends. More frequent El Niño events could also increase the\nfrequency and intensity of droughts across Mali.\n\n\n74\n\n\n",
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+ "text": "Reinsertion of Ex-combatants Project",
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+ "text": "precipitation trends",
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+ "geography": {
+ "text": "Mali",
+ "confidence": 0.8411812782287598,
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+ {
+ "input_text": "6. _Sensitivity._ Vulnerability is a key factor that could be influenced by expected changes in\nclimates. The poor have limited access to resources and few income-generating opportunities,\nand their living conditions are often affected by laws, policies, and economic forces over which\nthey have little or no control. Extreme temperature, flooding and increased dryness all increase\nthe chance of certain diseases. Water-related diseases such as cholera and diarrhea represent a\nlarge majority of the diseases in the country. The predicted increases in maximum and minimum\ntemperatures for Mali, coupled with reduced or erratic rainfall are likely to make natural hazards\nmore frequent and severe. Without improved planning and management, the incidence and\nimpacts of these disasters could increase.\n\n7. _Adaptive Capacity and Resilience Measures._ The project aims to raise awareness of the\ndemobilized and other community beneficiaries of possible impact on their livelihoods by\ndisaster, the project will incorporate a module within the training activities on climate change\nand extreme events. Adaptive and resilience measures must be adapted to address the identified\nvulnerabilities:\n\n\na. Public Infrastructure Development\n\n\n - Water and irrigation infrastructure investment\n\n - Social and rural infrastructure development\n\n - Early warning systems to enable timely remedial measures\n\n\nb. Sustainable Land Management\n\n\n - Integrated soil fertility management\n\n - Rehabilitation of degraded lands\n\n - Soil and water conservation\n\n8. To further ensure sustainability of the project, the underlying causes of land degradation in\nMali must be considered. These include socio-economic and policy related issues inter alia land\ntenure, access to inputs, population pressure, poverty, agricultural and natural resource policies.\n\n\n75\n\n\n",
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+ {
+ "input_text": "**Annex 6: Donor Roundtable Conclusions**\n**MALI: Reinsertion of Ex-combatants Project (P157233)**\n\n**Summary of Mali DDR Program Donor Meeting, Bamako, Mali, December 08, 2016**\n\nOn December 8, 2016, the Government of Mali, with support from the World Bank and the\nMINUSMA, organized a donor meeting to bridge the financing needs of the Mali DDR Program.\nH.E. Prime Minister Modibo Keita chaired the opening ceremony of the meeting, which was\nattended by over 150 participants comprising of cabinet members and the donor community,\nincluding Algeria, France, Germany, Russia, Mauritania, the Netherlands, Saudi Arabia, South\nAfrica, Sweden, Turkey, as well as the African Development Bank (AfDB), European Union\n(EU), Islamic Development Bank (IsDB), and the World Bank.\n\nParticipants commended the progress to the date led by the Government, particularly\nunderscoring the quality of the Nation DDR Program Document jointly developed by the\nGovernment and the signatory movements, with technical assistance from the World Bank and\nMINUSMA.\n\nWhile participants acknowledged delays in implementing the DDR program, they took note of\nkey milestones achieved including the operationalization and staffing of DDR Commission and\nIntegration Commission as underlined in the peace agreement and the construction of eight\ncantonment sites to receive eligible ex-combatants for disarmament and demobilization program.\n\nThe participants unanimously urged the Government and signatory groups to take necessary\nsteps to start the cantonment and demobilization process of ex-combatants. Given that eight\ncantonment sites have been completed and are ready to receive eligible ex-combatants for\ndisarmament and demobilization, the participants underlined the need to operationalize the\nreinsertion program to offer a sustainable path following cantonment process. It was noted that\nthe cantonment process will take approximately 45 days for each group of ex-combatants and\nwill need to be followed by social and economic reinsertion activities.\n\nThe signatory group representatives reiterated their readiness and support to the DDR process,\nparticularly stressing their support to the World Bank Reinsertion of Ex-combatants Project,\nhighlighting it as a critical stability piece for the Mali peace agreement process.\n\nThe development partners unanimously expressed strong support to DDR in Mali, no specific\ncommitment was made. Some partners indicated that they will communicate their funding intentions\nas soon as they can project their budget for the new fiscal year. The following are the main\nconclusions of the donor meeting:\n\n\n - The Government of Mali committed to contribute US$ 10 million towards the DDR program.\n\n - The total cost of reinsertion activities is estimated at US$ 50 million. The World Bank noted\nthat it plans to contribute with US$ 15 million, subject to the approval by the World Bank\nBoard of Executive Directors.\n\n - The IsDB expressed its interest to contribute financially, and noted that it was considering a\nparallel financing along the World Bank-financed project. The IsDB plans to go to its board\nin the second quarter of 2017.\n\n - Germany, Sweden and AfDB noted that they will look into their options to contribute to the\nproject in the next fiscal year.\n\n76\n\n\n",
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+ "input_text": "- France and Turkey noted their support to the reinsertion program through their existing\ncommunity development projects in Northern Mali.\n\n- The EU noted that it is providing budget support to the Government of Mali and that the\nGovernment could use to channel more resources if need be to finance activities. In this\ncontext, the EU also noted its willingness to request additional funds from the European\nCommission at a later stage.\n\n- Russia suggested that the DDR financing needs be discussed at the UN Security Council to\nfurther raise the profile of the case and draw more support by UN Security Council members.\n\n- The World Bank indicated its readiness to manage donor financing through a multi-donor\ntrust fund to finance reinsertion activities in Mali.\n\n\n77\n\n\n",
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+ "input_text": "78\n\n\n",
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\ No newline at end of file