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+[
+ {
+ "input_text": "Document of\n# The World Bank\n\n\n**FOR OFFICIAL USE ONLY**\n\n\nReport No: PAD1418\n\n\nINTERNATIONAL DEVELOPMENT ASSOCIATION\n\n\nPROJECT APPRAISAL DOCUMENT\n\n\nON A\n\n\nPROPOSED GRANT\n\n\nIN THE AMOUNT OF SDR 29.2 MILLION\n\n(US$40 MILLION EQUIVALENT)\n\n\nTO THE\n\n\nREPUBLIC OF BURUNDI\n\n\nFOR A\n\n\nSOCIAL SAFETY NETS PROJECT ( _MERANKABANDI_ )\n\n\nNovember 22, 2016\n\n\n_Social Protection and Labor Global Practice_\n_Africa Region_\n\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\nWorld Bank authorization.\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 0
+ ]
+ }
+ },
+ {
+ "input_text": "CURRENCY EQUIVALENTS\n(Exchange Rate Effective October 31, 2016)\n\n\n\nCurrency Unit = BIF\n\n\n\nBIF 1650 = US$1\n\n\n\nSDR 1 = US$ 1.37\n\n\n\nFISCAL YEAR\nJanuary 1 - December 31\n\n\nABBREVIATIONS AND ACRONYMS\n\nABUTIP Burundi Public Works Agency, Agence Burundaise de Travaux d’Intérêt Public\nAWPB Annual Work Plan and Budget\nBCC Behavior Change Communication\nBRB Banque de la République du Burundi\nBRAC Bangladesh Rehabilitation and Assistance Committee\nCAM Medical Assistance Card Carte d’Assistance Maladie\nCAS Country Assistance Strategy\nCDFC Community Family Development Center, Centre de Développement Familial\nCommunautaire\nCNCA National Aid Coordination Committee, Comité National de Coordination des Aides\nCNPS National Commission for Social Protection, Commission Nationale de Protection\nSociale\nCPM Commission de Passation des Marchés\nCPPS Provincial Commission for Social Protection, Commission Provinciale de Protection\nSociale\nCRS Catholic Relief Services\nCSLP Poverty Reduction Strategy Framework, Cadre Stratégique de Réduction de la\nPauvreté\nCTB Belgian Technical Cooperation, Coopération Technique Belge\nCT-CNPS Technical committee for the National Social Protection Strategy, Comité Technique\nde la Commission Nationale de Protection Sociale\nDA Designated Account\nECD Early Childhood Development\nECVMB Living Standards Measurement Study Survey 2013-14, Enquête sur les Conditions de\nVie des Ménages au Burundi, de la Main d'Oeuvre et de la Protection Sociale\nFIDA International Fund for Agricultural Development, Fonds International pour le\nDéveloppement Agricole\nFM Financial Management\nGDP Gross Domestic Product\nICB International Competitive Bidding\nIDA International Development Association\nIEC Information, Education, Communication\nIFR Interim Financial Report\nIPC Integrated Food Security Phase Classification\nIPP Indigenous Peoples’ Plan\nIPV Intimate Partner Violence\nISTEEBU Statistical Institute of Burundi, Institut de Statistiques et d’Études Économiques du\nBurundi\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 1
+ ]
+ }
+ },
+ {
+ "input_text": "M&E Monitoring and Evaluation\nMDC Ministry of Communal Development, Ministère du Développement Communal\nMDG Millennium Development Goals\nMerankabandi Name of the Burundi Cash Transfer Program, roughly translated from Kirundi as « Be\nequal to others »\nMFPTE Ministry of Civil Service, Labor and Employment, Ministère de la Fonction Publique,\ndu Travail et de l’Emploi\nMIS Management Information System\nMSPLS Ministry for Public Health and Fight against AIDS, Ministère de la Santé Publique et\nde la Lutte contre le SIDA\nMDPHASG Ministry of Human Rights, Social Affairs and Gender, Ministère des Droits de la\nPersonne Humaine, des Affaires Sociales et du Genre\nNGO Non-Governmental Organization\nPA Project Account\nPDO Project Development Objectives\nPIM Project Implementation Manual\nPIU Project Implementation Unit\nPMS Minimum Health Package Impact Evaluation Survey, Enquête Ménage pour le Suivi\net l'Évaluation de l'Impact de l'Appui au Système de Remboursement du Paquet\nMinimum de Santé, 2012-13\nPMT Proxy Means Test\nPNPS National Social Protection Policy, Politique Nationale de Protection\nSociale\nPRSP Poverty Reduction Strategy Paper\nRFP Request for Proposal\nSDG Sustainable Development Goals\nSEP/CNPS Permanent Executive Secretariat for the National Social Protection Commission,\nSecrétariat Exécutif Permanent pour la Commission Nationale de Protection Sociale\nSNPS National Social Protection Strategy, Stratégie Nationale de Protection Sociale\nSSNA Social Safety Net Assessment\nSORT Systematic Operations Risk- Rating Tool\nSP Social Protection\nTA Technical Assistance\nTOR Terms of Reference\nUNDP United Nations Development Program\nUNICEF United Nations Children’s Fund\nWB World Bank\nWFP World Food Program\nWHO World Health Organization\n\n\nRegional Vice President: Makhtar Diop\nCountry Director: Bella Bird\nSenior Global Practice Director: Michal Rutkowski\nPractice Manager: Dena Ringold\nTask Team Leader(s): Bénédicte de la Brière\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "MIS Management Information System",
+ "confidence": 0.9447258114814758,
+ "start": 63,
+ "end": 67
+ },
+ "dataset_tag": "named",
+ "description": null,
+ "data_type": {
+ "text": "Survey",
+ "confidence": 0.7225769758224487,
+ "start": 138,
+ "end": 139
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.955471932888031,
+ "start": 24,
+ "end": 25
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Système de Remboursement du Paquet\nMinimum de Santé",
+ "confidence": 0.8944699168205261,
+ "start": 158,
+ "end": 166
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": {
+ "text": "2012-13",
+ "confidence": 0.9742635488510132,
+ "start": 167,
+ "end": 168
+ },
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 2
+ ]
+ }
+ },
+ {
+ "input_text": "**BURUNDI**\n**Social Safety Nets Project**\n\n**TABLE OF CONTENTS**\n\n\n\n**Page**\n\n\n\nI. **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 .......................................... 6\n\n\nII. **PROJECT DEVELOPMENT OBJECTIVES ................................................................7**\n\nA. PDO............................................................................................................................... 7\n\nProject Beneficiaries ........................................................................................................... 7\n\nPDO Level Results Indicators ............................................................................................. 8\n\n\nIII. **PROJECT DESCRIPTION ..............................................................................................8**\n\nA. Project Components ...................................................................................................... 8\n\nB. Project Financing ........................................................................................................ 15\n\nProject Cost and Financing ............................................................................................... 15\n\nC. Lessons Learned and Reflected in the Project Design ................................................ 15\n\n\nIV. **IMPLEMENTATION .....................................................................................................18**\n\nA. Institutional and Implementation Arrangements ........................................................ 18\n\nB. Results Monitoring and Evaluation ............................................................................ 18\n\nC. Sustainability............................................................................................................... 19\n\n\nV. **KEY RISKS ......................................................................................................................19**\n\nA. Overall Risk Rating and Explanation of Key Risks.................................................... 19\n\n\nVI. **APPRAISAL SUMMARY ..............................................................................................20**\n\nA. Economic and Financial Analysis ............................................................................... 20\n\nB. Technical ..................................................................................................................... 23\n\nC. Financial Management ................................................................................................ 23\n\nD. Procurement ................................................................................................................ 24\n\nE. Social (including Safeguards) ..................................................................................... 25\n\nF. Environment (including Safeguards) .......................................................................... 26\n\nG. World Bank Grievance Redress .................................................................................. 26\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 3
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 1: Results Framework and Monitoring .........................................................................27**\n\n\n**Annex 2: Detailed Project Description .......................................................................................36**\n\n\n**Annex 3: Implementation Arrangements ..................................................................................52**\n\n\n**Annex 4: Implementation Support Plan ....................................................................................72**\n\n\n**Annex 5: Economic Analysis .......................................................................................................75**\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 4
+ ]
+ }
+ },
+ {
+ "input_text": ".\n\n\n.\n\n\n\n**PAD DATA SHEET**\n\nRepublic of Burundi\n\nSocial Safety Nets Project ( _Merankabandi_ ) (P151835)\n\n**PROJECT APPRAISAL DOCUMENT**\n\n\nAFRICA\n\nReport No.: PAD1418\n\n\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|P151835|P151835|P151835|B - Partial Assessment|B - Partial Assessment|Benedicte Leroy De La Briere|Benedicte Leroy De La Briere|\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|15-Dec-2016|15-Dec-2016|15-Dec-2016|31-Mar-2022|31-Mar-2022|31-Mar-2022|31-Mar-2022|\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|15-Mar-2017
30-Jun-2022|15-Mar-2017
30-Jun-2022|15-Mar-2017
30-Jun-2022|15-Mar-2017
30-Jun-2022|15-Mar-2017
30-Jun-2022|15-Mar-2017
30-Jun-2022|15-Mar-2017
30-Jun-2022|\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|Dena Ringold
Michal J. Rutkowski
Bella Bird
Makhtar Diop|Dena Ringold
Michal J. Rutkowski
Bella Bird
Makhtar Diop|Dena Ringold
Michal J. Rutkowski
Bella Bird
Makhtar Diop|Dena Ringold
Michal J. Rutkowski
Bella Bird
Makhtar Diop|Dena Ringold
Michal J. Rutkowski
Bella Bird
Makhtar Diop|Dena Ringold
Michal J. Rutkowski
Bella Bird
Makhtar Diop|Dena Ringold
Michal J. Rutkowski
Bella Bird
Makhtar Diop|\n|.
Borrower: Ministry of Finance and Planning for Economic Development|.
Borrower: Ministry of Finance and Planning for Economic Development|.
Borrower: Ministry of Finance and Planning for Economic Development|.
Borrower: Ministry of Finance and Planning for Economic Development|.
Borrower: Ministry of Finance and Planning for Economic Development|.
Borrower: Ministry of Finance and Planning for Economic Development|.
Borrower: Ministry of Finance and Planning for Economic Development|\n|Responsible Agency: Ministry of Human Rights, Social Affairs and Gender|Responsible Agency: Ministry of Human Rights, Social Affairs and Gender|Responsible Agency: Ministry of Human Rights, Social Affairs and Gender|Responsible Agency: Ministry of Human Rights, Social Affairs and Gender|Responsible Agency: Ministry of Human Rights, Social Affairs and Gender|Responsible Agency: Ministry of Human Rights, Social Affairs and Gender|Responsible Agency: Ministry of Human Rights, Social Affairs and Gender|\n|Contact:
Michel Nyabenda
Title:
Permanent Executive Secretary, CNPS|Contact:
Michel Nyabenda
Title:
Permanent Executive Secretary, CNPS|Contact:
Michel Nyabenda
Title:
Permanent Executive Secretary, CNPS|Contact:
Michel Nyabenda
Title:
Permanent Executive Secretary, CNPS|Contact:
Michel Nyabenda
Title:
Permanent Executive Secretary, CNPS|Contact:
Michel Nyabenda
Title:
Permanent Executive Secretary, CNPS|Contact:
Michel Nyabenda
Title:
Permanent Executive Secretary, CNPS|\n|Telephone No.: +257 22273081
Email: nyabendamic@gmail.com|Telephone No.: +257 22273081
Email: nyabendamic@gmail.com|Telephone No.: +257 22273081
Email: nyabendamic@gmail.com|Telephone No.: +257 22273081
Email: nyabendamic@gmail.com|Telephone No.: +257 22273081
Email: nyabendamic@gmail.com|Telephone No.: +257 22273081
Email: nyabendamic@gmail.com|Telephone No.: +257 22273081
Email: nyabendamic@gmail.com|\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:|40.00|40.00|Total Bank Financing:|Total Bank Financing:|40.00|\n|Financing Gap:|Financing Gap:|0.00|0.00||||\n\n\n.\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 5
+ ]
+ }
+ },
+ {
+ "input_text": "|Financing Source|Col2|Col3|Col4|Col5|Amount|Col7|Col8|Col9|Col10|Col11|Col12|Col13|Col14|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|IDA Grant|IDA Grant|IDA Grant|IDA Grant|IDA Grant|40.00|40.00|40.00|40.00|40.00|40.00|40.00|40.00|40.00|\n|Total|Total|Total|Total|Total|40.00|40.00|40.00|40.00|40.00|40.00|40.00|40.00|40.00|\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|2022|2022||||||\n|Annual|2.90|10.61|11.81|10.01|10.01|3.53|1.14|1.14||||||\n|Cumulati
ve|2.90|13.51|25.32|35.33|35.33|38.86|40.00|40.00||||||\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 Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|Social Protection & Labor|\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 objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|The objectives of the proposed Project are to provide regular cash transfers to extreme poor and
vulnerable households with children in selected areas while strengthening the delivery mechanisms for
the development of a basic social safety net system.
.|\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|1. Support to the cash transfer program|1. Support to the cash transfer program|1. Support to the cash transfer program|1. Support to the cash transfer program|1. Support to the cash transfer program|1. Support to the cash transfer program|1. Support to the cash transfer program|1. Support to the cash transfer program|26.70|26.70|26.70|26.70|26.70|26.70|\n|2. Support to the key delivery mechanisms of a basic social
safety net system|2. Support to the key delivery mechanisms of a basic social
safety net system|2. Support to the key delivery mechanisms of a basic social
safety net system|2. Support to the key delivery mechanisms of a basic social
safety net system|2. Support to the key delivery mechanisms of a basic social
safety net system|2. Support to the key delivery mechanisms of a basic social
safety net system|2. Support to the key delivery mechanisms of a basic social
safety net system|2. Support to the key delivery mechanisms of a basic social
safety net system|7.50|7.50|7.50|7.50|7.50|7.50|\n|3. Project management|3. Project management|3. Project management|3. Project management|3. Project management|3. Project management|3. Project management|3. Project management|5.80|5.80|5.80|5.80|5.80|5.80|\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|High|High|High|\n|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|Substantial|Substantial|Substantial|\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|Substantial|Substantial|Substantial|\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|Substantial|Substantial|Substantial|\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|Moderate|Moderate|Moderate|\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\n\n.\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Expected Disbursements",
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+ "start": 193,
+ "end": 195
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+ {
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+ "text": "Institutional Data",
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+ "start": 530,
+ "end": 532
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+ "is_used": "False",
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+ "text": "Proposed Development Objective(s)",
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+ "is_used": "False",
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+ },
+ {
+ "dataset_name": {
+ "text": "Systematic Operations Risk- Rating Tool",
+ "confidence": 0.9673815965652466,
+ "start": 2408,
+ "end": 2414
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
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+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Systematic Operations Risk- Rating Tool",
+ "confidence": 0.9320344924926758,
+ "start": 2552,
+ "end": 2558
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+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
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+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 6
+ ]
+ }
+ },
+ {
+ "input_text": "|Compliance|Col2|Col3|Col4|Col5|Col6|Col7|\n|---|---|---|---|---|---|---|\n|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|\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?
|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 ]|\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?|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?|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?|Yes [ X ]
No [ ]|Yes [ X ]
No [ ]|Yes [ X ]
No [ ]|\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**|\n|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||||**X**|\n|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||||**X**|\n|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|**X**|**X**|**X**||\n|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||||**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||||**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||||**X**|\n|.
**Legal Covenants**|.
**Legal Covenants**|.
**Legal Covenants**|.
**Legal Covenants**|.
**Legal Covenants**|.
**Legal Covenants**|.
**Legal Covenants**|\n|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|\n|Annual Work Plans and Budgets|**X**||||Yearly|Yearly|\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|No later than October 30 in each calendar year (or one month after effective date for the first year of
Project Implementation), the Recipient shall prepare and furnish to the Association: (i) a draft annual
work plan and budget for the project (including training and operating costs) for the subsequent calendar
year of project implementation; as well as (ii) any IPP which may be required for the implementation of
the activities included in the draft annual work plan and budget.|No later than October 30 in each calendar year (or one month after effective date for the first year of
Project Implementation), the Recipient shall prepare and furnish to the Association: (i) a draft annual
work plan and budget for the project (including training and operating costs) for the subsequent calendar
year of project implementation; as well as (ii) any IPP which may be required for the implementation of
the activities included in the draft annual work plan and budget.|No later than October 30 in each calendar year (or one month after effective date for the first year of
Project Implementation), the Recipient shall prepare and furnish to the Association: (i) a draft annual
work plan and budget for the project (including training and operating costs) for the subsequent calendar
year of project implementation; as well as (ii) any IPP which may be required for the implementation of
the activities included in the draft annual work plan and budget.|No later than October 30 in each calendar year (or one month after effective date for the first year of
Project Implementation), the Recipient shall prepare and furnish to the Association: (i) a draft annual
work plan and budget for the project (including training and operating costs) for the subsequent calendar
year of project implementation; as well as (ii) any IPP which may be required for the implementation of
the activities included in the draft annual work plan and budget.|No later than October 30 in each calendar year (or one month after effective date for the first year of
Project Implementation), the Recipient shall prepare and furnish to the Association: (i) a draft annual
work plan and budget for the project (including training and operating costs) for the subsequent calendar
year of project implementation; as well as (ii) any IPP which may be required for the implementation of
the activities included in the draft annual work plan and budget.|No later than October 30 in each calendar year (or one month after effective date for the first year of
Project Implementation), the Recipient shall prepare and furnish to the Association: (i) a draft annual
work plan and budget for the project (including training and operating costs) for the subsequent calendar
year of project implementation; as well as (ii) any IPP which may be required for the implementation of
the activities included in the draft annual work plan and budget.|No later than October 30 in each calendar year (or one month after effective date for the first year of
Project Implementation), the Recipient shall prepare and furnish to the Association: (i) a draft annual
work plan and budget for the project (including training and operating costs) for the subsequent calendar
year of project implementation; as well as (ii) any IPP which may be required for the implementation of
the activities included in the draft annual work plan and budget.|\n|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|\n|Project reports|**X**||||SemiAnnual|SemiAnnual|\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|Each Project Report shall cover the period of one calendar semester, and shall be furnished to the
Association not later than forty-five (45) days after the end of the period covered by such report.|Each Project Report shall cover the period of one calendar semester, and shall be furnished to the
Association not later than forty-five (45) days after the end of the period covered by such report.|Each Project Report shall cover the period of one calendar semester, and shall be furnished to the
Association not later than forty-five (45) days after the end of the period covered by such report.|Each Project Report shall cover the period of one calendar semester, and shall be furnished to the
Association not later than forty-five (45) days after the end of the period covered by such report.|Each Project Report shall cover the period of one calendar semester, and shall be furnished to the
Association not later than forty-five (45) days after the end of the period covered by such report.|Each Project Report shall cover the period of one calendar semester, and shall be furnished to the
Association not later than forty-five (45) days after the end of the period covered by such report.|Each Project Report shall cover the period of one calendar semester, and shall be furnished to the
Association not later than forty-five (45) days after the end of the period covered by such report.|\n|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|\n|Interim Financial Reports|**X**||||Quarterly|Quarterly|\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 7
+ ]
+ }
+ },
+ {
+ "input_text": "|Description of Covenant|Col2|Col3|Col4|Col5|Col6|\n|---|---|---|---|---|---|\n|Recipient shall prepare and furnish to the Association not later than forty-five (45) days after the end of
each calendar quarter, interim unaudited financial reports for the Project covering the quarter, in form
and substance satisfactory to the Association.|Recipient shall prepare and furnish to the Association not later than forty-five (45) days after the end of
each calendar quarter, interim unaudited financial reports for the Project covering the quarter, in form
and substance satisfactory to the Association.|Recipient shall prepare and furnish to the Association not later than forty-five (45) days after the end of
each calendar quarter, interim unaudited financial reports for the Project covering the quarter, in form
and substance satisfactory to the Association.|Recipient shall prepare and furnish to the Association not later than forty-five (45) days after the end of
each calendar quarter, interim unaudited financial reports for the Project covering the quarter, in form
and substance satisfactory to the Association.|Recipient shall prepare and furnish to the Association not later than forty-five (45) days after the end of
each calendar quarter, interim unaudited financial reports for the Project covering the quarter, in form
and substance satisfactory to the Association.|Recipient shall prepare and furnish to the Association not later than forty-five (45) days after the end of
each calendar quarter, interim unaudited financial reports for the Project covering the quarter, in form
and substance satisfactory to the Association.|\n|**Name**|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Frequency**|\n|Internal auditor|Internal auditor||15-Jul-2017|15-Jul-2017||\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|The Recipient shall recruit, no later than four (4) months after the Effective Date, an internal auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an internal auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an internal auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an internal auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an internal auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an internal auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|\n|**Name**|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Frequency**|\n|External auditor|External auditor||15-Jul-2017|15-Jul-2017||\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|The Recipient shall recruit, no later than four (4) months after the Effective Date, an external auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an external auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an external auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an external auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an external auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|The Recipient shall recruit, no later than four (4) months after the Effective Date, an external auditor in
accordance with the provisions of Section III.C of this Schedule 2 to the Financing Agreement.|\n|**Name**|**Name**|**Recurrent**|**Due Date**|**Due Date**|**Frequency**|\n|Financial and accounting system|Financial and accounting system||15-Feb-2017|15-Feb-2017||\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n|No later than two (2) months after the Effective Date, the Recipient shall establish, within the Project
Implementation Unit, a computerized financial and accounting system satisfactory to the Association,
and successfully train relevant staff in the use thereof.
.|No later than two (2) months after the Effective Date, the Recipient shall establish, within the Project
Implementation Unit, a computerized financial and accounting system satisfactory to the Association,
and successfully train relevant staff in the use thereof.
.|No later than two (2) months after the Effective Date, the Recipient shall establish, within the Project
Implementation Unit, a computerized financial and accounting system satisfactory to the Association,
and successfully train relevant staff in the use thereof.
.|No later than two (2) months after the Effective Date, the Recipient shall establish, within the Project
Implementation Unit, a computerized financial and accounting system satisfactory to the Association,
and successfully train relevant staff in the use thereof.
.|No later than two (2) months after the Effective Date, the Recipient shall establish, within the Project
Implementation Unit, a computerized financial and accounting system satisfactory to the Association,
and successfully train relevant staff in the use thereof.
.|No later than two (2) months after the Effective Date, the Recipient shall establish, within the Project
Implementation Unit, a computerized financial and accounting system satisfactory to the Association,
and successfully train relevant staff in the use thereof.
.|\n|
**Conditions**|
**Conditions**|
**Conditions**|
**Conditions**|
**Conditions**|
**Conditions**|\n|**Source Of Fund**|**Name**|**Name**|**Name**|**Type**|**Type**|\n|IDAT|Payment of the first Cash Transfer Installment|Payment of the first Cash Transfer Installment|Payment of the first Cash Transfer Installment|Disbursement|Disbursement|\n|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|**Description of Condition**|\n|No withdrawal shall be made for payment of the First Cash Transfer installment under Category (1)(a)
unless the Recipient has engaged the Payment Agent in accordance with the provisions of Schedule 2
Section I.A.4 of the Financing Agreement and (b) the Recipient has adopted aspects of the Project
Implementation Manual pursuant to Schedule 2 Section I.D.2(b) of the Financing Agreement|No withdrawal shall be made for payment of the First Cash Transfer installment under Category (1)(a)
unless the Recipient has engaged the Payment Agent in accordance with the provisions of Schedule 2
Section I.A.4 of the Financing Agreement and (b) the Recipient has adopted aspects of the Project
Implementation Manual pursuant to Schedule 2 Section I.D.2(b) of the Financing Agreement|No withdrawal shall be made for payment of the First Cash Transfer installment under Category (1)(a)
unless the Recipient has engaged the Payment Agent in accordance with the provisions of Schedule 2
Section I.A.4 of the Financing Agreement and (b) the Recipient has adopted aspects of the Project
Implementation Manual pursuant to Schedule 2 Section I.D.2(b) of the Financing Agreement|No withdrawal shall be made for payment of the First Cash Transfer installment under Category (1)(a)
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Specialist|Senior Social
Development
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+ },
+ {
+ "input_text": "|Nneoma Veronica
Nwogu|Col2|Counsel|Col4|Senior Counsel|Col6|Col7|Col8|Col9|LEGAM|\n|---|---|---|---|---|---|---|---|---|---|\n|Penelope Jane Aske
Williams|Penelope Jane Aske
Williams|Team Member|Team Member|Sr Social Protection
Specialist|Sr Social Protection
Specialist|Sr Social Protection
Specialist|Quality Assurance|Quality Assurance|GSP07|\n|Stefanie Koettl -
Brodmann|Stefanie Koettl -
Brodmann|Peer Reviewer|Peer Reviewer|Senior Economist|Senior Economist|Senior Economist|||GSP03|\n|Suleiman Namara|Suleiman Namara|Peer Reviewer|Peer Reviewer|Senior Social
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Economist|Senior Social
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Economist|Senior Social
Protection
Economist|||GSP07|\n|**Extended Team**|**Extended Team**|**Extended Team**|**Extended Team**|**Extended Team**|**Extended Team**|**Extended Team**|**Extended Team**|**Extended Team**|**Extended Team**|\n|**Name**|**Name**|**Title**|**Title**|**Title**|**Office Phone**|**Office Phone**|**Office Phone**|**Location**|**Location**|\n|Windinbobibe Moussa
Anselme Kabore|Windinbobibe Moussa
Anselme Kabore|Payment Systems|Payment Systems|Payment Systems|+22670232650|+22670232650|+22670232650|Ouagadougou, Burkina
Faso|Ouagadougou, Burkina
Faso|\n|.
**Locations**|.
**Locations**|.
**Locations**|.
**Locations**|.
**Locations**|.
**Locations**|.
**Locations**|.
**Locations**|.
**Locations**|.
**Locations**|\n|**Country**|**First**
**Administrative**
**Division**|**First**
**Administrative**
**Division**|**Location**|**Location**|**Location**|**Planned**|**Actual**|**Comments**|**Comments**|\n|Burundi|Gitega|Gitega|Gitega Province|Gitega Province|Gitega Province|**X**||Bugendana, Buraza,
Gitega, Itaba|Bugendana, Buraza,
Gitega, Itaba|\n|Burundi|Ruyigi|Ruyigi|Ruyigi Province|Ruyigi Province|Ruyigi Province|**X**||Butagwanza 2, Butezi,
Bweru, Gisuru|Butagwanza 2, Butezi,
Bweru, Gisuru|\n|Burundi|Karuzi|Karuzi|Karuzi Province|Karuzi Province|Karuzi Province|**X**||Bugenyuzi, Gihogazi,
Mutumba, Nyabikere|Bugenyuzi, Gihogazi,
Mutumba, Nyabikere|\n|Burundi|Kirundo|Kirundo|Kirundo Province|Kirundo Province|Kirundo Province|**X**||Bugabira, Busoni,
Kirundo, Ntega|Bugabira, Busoni,
Kirundo, Ntega|\n\n\n.\n\n\n",
+ "datasets": [],
+ "document": {
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "I. **STRATEGIC CONTEXT**\n\n**A.** **Country Context**\n\n\n1. **Burundi’s economic performance improved over the last decade but the gains are**\n**fragile and poverty and vulnerability remain widespread.** After the Arusha breakthrough peace\nagreements in 2000 and the subsequent decline in violence by 2005, the Government of Burundi\nmanaged to stabilize the country's economy in a fragile environment. However, since early 2015,\nthe political crisis has reversed some of these previous gains and triggered a severe economic\ncrisis, which impacts the most vulnerable and their ability to meet basic needs [1] . The economy\ncontracted by seven percent in 2015 and prospects for recovery are still uncertain. At the same\ntime, several donors have suspended aid to the country, decreasing the overall contribution from\n13 to 10.3 percent of Gross Domestic Product (GDP) between 2014 and 2015. Furthermore, public\ndebt is increasing.\n\n2. **The latest poverty data** **[2]** **shows that nearly two-thirds of Burundians are poor and**\n**that the 2015 Millennium Development Goals (MDG) target on poverty reduction (17.1**\n**percent) was not met** . Per capita gross national income more than doubled between 2005\n(US$130) and 2013 (US$280) in nominal terms, but fell to US$270 in 2015. The country is now\nthe second poorest in Africa after Malawi. To start reducing poverty significantly, the economic\ngrowth rate would have to reach at least seven percent; growth would need to become more\ninclusive, especially in rural areas; and a strong safety net would need to be put in place in order\nto prevent the deepening poverty, provide some redistribution, and build a foundation for poverty\nreduction.\n\n3. **Among the structural drivers of poverty and fragility is the growing scarcity of land,**\n**a major threat to the livelihoods of the poor.** About 90 percent of Burundians live in rural areas.\nPopulation growth steadily decreases the average land ownership. Burundi has a very high\npopulation density (340 inhabitants per km [2, ] and up to 500 in some _collines_ _[3]_ ), and close to 30\npercent of farm households own less than one hectare of land, a major factor of vulnerability. The\nconflict in the 1990s and early 2000s had caused large displacement [4] (up to half of the population\nin some areas) and loss of valuable assets, such as productive land for many refugees and internally\ndisplaced. This structural vulnerability is exacerbated by the cumulative effect of successive\nadverse shocks like droughts, high food prices and the present political crisis. Inequalities\nmeasured by the Gini index increased at national level (from 43.5 percent in 2006 to 46.3 percent\nin 2012) and in rural areas, confirming that economic growth was insufficient to pull people out\nof poverty, thus the need to be complemented by targeted interventions.\n\n4. **While access to health and education had improved, malnutrition remains a serious**\n**threat to human development and is on the rise again** . In 2010 (Demographic and Health\nSurvey), 58 percent of children between six and 59 months of age were reported stunted (low\nheight-for-age, an indicator of chronic malnutrition) while in 2014, the estimated rate remained 49\n\n\n1 Burundi – Fragility Assessment Note – March 2016\n2 67.1 percent in 2006 and 64.9 percent in 2014\n3 Burundi is divided into 18 provinces, 129 communes and 2,638 _collines_, which are equivalent to large villages (with\nan average of 535 households).\n4 In October 2016, there were over 315,000 Burundian refugees mostly in Tanzania and Rwanda (UNHCR,\nhttp://data.unhcr.org/burundi/regional.php)\n\n1\n\n\n",
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+ "publication_year": null,
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+ "input_text": "percent (WFP). According to the latest available data, in 2013 (IFPRI), Burundi was the most food\ninsecure country in the world. In 2010, stunting levels reached 71 percent in some northern districts\nin Ngozi and rates above 62 percent in the whole northern region. Chronic malnutrition among\nchildren reflects the overall extreme food insecurity in Burundi linked to the small landholdings,\ndeclining soil fertility and plant diseases as well as climate and man-made shocks. It is also\nassociated with micronutrient deficiencies such as anemia. While the country has developed\nsuccessful protocols for severe acute malnutrition, it has advanced less in terms of addressing\nchronic malnutrition through nutrition education, community-based prevention and treatment and\nrelated issues on early childhood development and parenting practices.\n\n\n**B.** **Sectoral and Institutional Context**\n\n\n5. **Burundi ranks 184** **[th]** **out of 188 countries on the 2014 Human Development Index** . It\nhad registered progress on some key Millennium Development Goals such as MDG2 on universal\naccess to primary schooling and MDG3 on gender parity in primary education (Table 1). While\nthe proportion of women in parliament has also more than tripled from 12.3 percent in 1993 to\n36.4 percent in 2015, placing the country well in the sub-region, cultural norms still limit the full\nrecognition of women’s contributions to the economy, especially in rural areas. In particular,\nwomen cannot inherit land. Progress on child and maternal mortality (from 954 to 712 per 100,000\nlive births between 2000 and 2015) was significant albeit slower than needed to reach MDGs 4\nand 5. The progress reflected the results of the free provision of key health services from 2005 and\nperformance-based financing from 2010. However, further progress on these indicators may have\nstalled since the beginning of the present crisis and depends on the improvements on other\ndimensions of the MDGs such as access to drinking water and sanitation, which lagged behind.\nOverall, the country still faces challenges to reach the Sustainable Development Goals in 2030.\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Main MDGs|Actual performance|Col3|Targets
for
2015|At a
Glance|\n|---|---|---|---|---|\n|
|**1990**
|**2015**
|
**MDGs**
|
|\n|
_1. Eradicate extreme poverty and hunger_
|
|
|
|
|\n|
Poverty incidence (%)
|
35.0
|
64.6 (2014)
|
17.5
|
Not met
|\n|
Prevalence of child malnutrition (% wasting)
|
30.2
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26.9 (2012)
|
15.1
|
|\n|
_2. Provide primary education for all_
|
|
|
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|\n|
Gross primary enrollment rate (%)
|
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95.4 (2014)|
100|Met
|\n|
Retention rate at the entrance of the 5th grade (%)
|
54
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76 (2014)
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100
|Nearly
met
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|
|
|
|
|\n|
Ratio of girls to boys in primary education
|
0.78
|
0.99
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1
|
|\n|
_4. Reduce child mortality_
|
|
|
|
|\n|
Child mortality (per 1,000 live births)
|
183
|
142
(94 IGME)
|
61
|Partially
met
|\n|_5. Improve maternal health_
||
||
|\n|
Maternal mortality (per 100,000 live births)
|
1100
|
714 (IGME 2014)
(500 DHS 2010)
|
275
|
|\n|6_. Combat HIV/AIDS, malaria, and other diseases_
|
|
|
|
|\n|
HIV/AIDS infection rate (%)
|
2.1
|
1.4 (DHS 2010)
|
1.0
|
|\n|
_7. Ensure environmental sustainability_
|
|
|
|
|\n|
Share of population with access to improved sanitation (%)
|
42
|
48.4
|
71|
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+ "input_text": "**Poverty, Food insecurity and Malnutrition**\n\n6. **An estimated 60 percent of Burundians were living below the food consumption**\n**poverty line** prior to the current crisis (Vulnerability assessment, 2014, based on the PMS data\nfrom 2012-13) [5] and an estimated 40 percent faced extreme deprivation. Large families with a high\ndependency index (especially single parent families) are less likely to satisfy their basic food\nneeds, particularly if the head of household works in agriculture. Regionally, the highest levels of\ndeprivation are found in the North (despite improvements in Ngozi and Kirundo) and in the Center\nEast (especially in Mwaro and Cankuso). In both regions, multiple deprivations affect up to 75\npercent of households. On the other hand, food deprivation is lower in urban areas (48 percent)\nand in the capital Bujumbura (41 percent).\n\n7. **Burundi was the most food insecure country in the world in 2013 and food insecurity**\n**is increasing again as a result of the current political and climate crisis** . The majority of the\npoor (97 percent) reside in rural areas, depend on rain-fed low-input agriculture on very small\nfarms (87 percent of poor households cultivate less than ½ ha), and are highly vulnerable to climate\nshocks. Demographic pressure with decreasing soil fertility due to overexploitation, prevalent\nplant diseases (affecting bananas, corn and cassava, which are staples of rural diets) are all\nstructural determinants of the widespread food insecurity. In addition, short-term shocks such as\nclimate events (drought, floods, el Niño), increases in food prices (notably in 2015), and political\ncrises have long-term impacts on households whose livelihood is so fragile. As a result, the area\nin the Northern and Eastern depressions of the country in the Integrated Food Security Phase\nClassification (IPC) Phase 3, which corresponds to an acute food security and livelihood crisis has\nmore than doubled [6] and the rest of the country is in Phase 2 “under pressure” at any given moment.\nThe Emergency Food Security Assessment of 2016 lists Bujumbura, Bubanza, Citiboke, Kirundo,\nMakamba, Rumonge, and Ruyigi in critical situation and up to 1.1 million individuals needing\nhumanitarian assistance.\n\n\n**Health and Education**\n\n\n8. **Access to health services had greatly improved with the removal of fees** for priority\nhealth services (for children under five, pregnant women and the treatment of illnesses such as\nmalaria, HIV/AIDS and tuberculosis) since 2005. Substantial increases in investment in health\ninfrastructure have improved physical access (85.8 percent of the population has access to a health\ncenter at less than five km distance, EBCM 2014). Performance-based financing (PBF) in the\nhealth sector, which started as a pilot in 2006 and became a national program in 2010 has also\ncontributed to these improvements. However, quality of care, availability of specific interventions\nfor mother and child health, especially emergency situations, and a functioning health management\ninformation system still lag behind. Medication shortages and informal payments are on the rise\nsince the beginning of the crisis, potentially threatening these gains. While access to modern\ncontraception has increased from four percent in 1990 to 22 percent in 2014, the fertility rate\nremains high at 5.9 children per woman in 2014 (Burkina Faso was at 5.5 and Rwanda at 3.9 in\n\n5 The consumption poverty line is assessed through a Cost of Basic Needs approach: food for 2,200 kcal/day/adult\nequivalent and a non-food allowance based on the average non-food consumption of households whose total\nconsumption is close to the food cutoff (Vulnerability Assessment, 2014).\n6 The IPC classification uses a 5-point scale (minimal, stressed, crisis, emergency, famine) based on food consumption\nlevels, livelihoods change, nutritional status, and mortality.\nhttp://www.fao.org/fileadmin/user_upload/emergencies/docs/FAOBurundi_sitrep_5May2016.pdf\n\n3\n\n\n",
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+ "input_text": "the same year, World Bank Gender Data Portal). Demand for contraception is growing and\nunsatisfied demand has risen from 23 to 31 percent between 1990 and 2011 (DHS).\n\n9. **Access to and gender parity in primary education have also improved with the**\n**removal of primary education fees.** Despite some regional disparities, school infrastructure and\nstaffing have improved substantially. However, repetition is high (38.4 percent); completion\nremains a challenge (37.1 percent of boys and 29.7 percent of girls dropped out before they\ncompleted primary school in 2014); and more than 20 percent of children still never go to school.\n\n\n**Social Safety Net Programs**\n\n\n10. **Burundi faces both a humanitarian and emergency context in some areas in addition**\n**to dealing with the structural vulnerability of its poorest members,** and safety nets\ninterventions are needed to address both tracks. Donors still fund and implement the majority of\nsafety net interventions in the country (approximately 80 percent) although their funding is\ndecreasing (from 4.3 percent of GDP in 2010-11 to 3.6 percent in 2013 [7] ). Support to public works\nprograms represented 26 percent of this expenditure in 2013. Humanitarian assistance for the\nreturn and reinstallation of refugees and supplements for the treatment of acute malnutrition each\naccounted for 16 percent of the total. The other areas of concentration included agricultural inputs\nand livestock distribution (12 percent), support for demand-side measures on education such as\nschool feeding, provision of school kits and support to vulnerable children (9 percent).\n\n11. **Government funding for safety nets is limited.** In 2013, social assistance spending was\nincreasing and amounted to 0.97 percent of GDP but that was reversed in 2015 as social spending\nwas re-directed to security and military expenditures. Tertiary scholarships represented one third\nof this expenditure followed by agricultural inputs and livestock distribution (19.5 percent in\n2013). Humanitarian assistance (8.9 percent of total social assistance spending in 2013) covered\nmainly the repatriation and reinstallation of returning refugees and relief items for communities\naffected by natural disasters. Medical assistance (8.4 percent of social assistance expenditure in\n2013) consisted of two items: subsidies for the medical assistance card (CAM), through the\nMinistry of Health, and the medical assistance to settle the hospital and pharmacy bills of destitute\npatients, provided by the Ministry of Human Rights, Social Affairs and Gender. Government\nfunding of school feeding (7.3 percent) started in 2011, still accounts for a small part of overall\nexpenditure on school feeding and is decreasing.\n\n12. **As a whole, the safety net programs do not focus on reducing structural poverty or**\n**improving the resilience of vulnerable households, and do not constitute an efficient social**\n**safety net** . Most of the interventions are short-term, dispersed, and small-scale. For example,\nschool feeding covers only 15 percent of children in primary school. Interventions use different\ntargeting methods with little monitoring and evaluation of impacts, which makes it difficult to\nassess their contribution to poverty reduction and their impacts on human development outcomes.\n\n\n7 Social Safety Net Assessment Update, 2015\n\n4\n\n\n",
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+ "input_text": "**Box 1: The Terintambwe cash transfer pilot (Concern)**\nThe _Terintambwe_ project selected the most deprived _collines_ within the selected communes, through a\nsocial and wealth ranking, and then used community-based targeting methods and household visits to\nidentify eligible households (among the 10 percent of the poorest with labor capacity). Participants\nreceived BIF 25,000 (approximately US$ 16.00 per month at the time) over 11 months. As part of the\ngraduation strategy, at the end of the 11 months, they participate in credit and saving groups, literacy\nand skills training, and receive asset transfers of BIF 130-150,000 (US$ 80-100.00) to start incomegenerating activities. In addition, the program facilitates access to birth certificates, pays for the CAM\nhealth insurance premiums for participants, supplies school kits to school age children and offers the\nservices of “case managers” who visit the beneficiary families once a week and discuss issues related\nto HIV/AIDS prevention, domestic violence, income-generation activities, hygiene and nutrition, and\nthe importance of schooling.\nApproximately five percent of _Terintambwe_ beneficiaries were Batwa households, which were\nexplicitly included in the social ranking. They participated in the same activities as other beneficiaries\nand the program staff noted increased community participation of these households.\nResults from the mid-term evaluation of June 2014, show improvements in the quality of housing (24\npp. in use of iron sheets for roofs), lighting (63 pp. in use of battery power lamps and a comparable\ndecrease of firewood), and sanitation (40 pp. increase in installing slabs in latrines). Participant\nhousehold were able to buy durable goods (kitchen and bedding), farming tools, and small animals\n(goats and chickens). Participants also gained access to land (medium plot size from 300 to 700-800\nm [2] ) through purchases and rentals. Participants also reported increased capacity to see a formal health\nprovider when sick (from 57 to 87 percent) and to secure the attendance of their children in school (10\npp. increase). Food security also increased with the proportion of adults eating two meals a day rising\nfrom 19 to 83 percent.\n\n_Source: Devereux, S., K Roelen, R. Sabates, I. Ssenkubuge, D. Stoelinga., 2014. Concern Burundi. Graduation program_\n_midline report._\n\n\n13. **Burundi has little experience with cash transfer programs but some NGO and donor-**\n**run pilots are showing promising results** . The World Food Program (WFP) is experimenting\nwith cash-for-work in some refugee camps with plans to scale-up cash-based humanitarian\nassistance. The Belgian Technical Cooperation also piloted a cash-for-work program in poor\nneighborhoods of Bujumbura and Kirundo with a strong technical and life skills training\ncomponent. This intensive pilot, which uses a “ _chantier-école_ ” approach, shows promising results\nin terms of labor force participation once the nine months of training/work is completed. With\nfunding from Irish Aid, since mid-2012, Concern has also been running a pilot cash transfer\nprogram, using the Bangladesh Rehabilitation Assistance Committee (BRAC) graduation\napproach. This pilot covered 2,000 households in three communes of Citiboke (the province with\nthe highest rate of landlessness) and two communes of Kirundo (the province with the highest\npopulation density also resulting in severe land shortage) (Box 1). Even if the intensity of these\ninterventions may not be replicable on a large scale, they provide an important basis of experience\nfor future cash transfer operations.\n\n\n14. **Burundi needs both humanitarian responses and an effective system of medium- and**\n**long-term programs built around national objectives. The country has set up some key**\n**institutional elements to put in place these programs.** The national objectives were set in the\n_Cadre Stratégique de Lutte contre la Pauvreté_ (PRSP) and the National Social Protection Policy\n(PNPS) (2011). An inter-ministerial coordinating body, the National Social Protection\nCommission, was established in April 2013. A secretariat (SEP/CNPS) to support the\n\n\n5\n\n\n",
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+ "input_text": "implementation of the PNPS is operational since early 2014 and set up provincial structures in\n2015 and thematic groups in 2016. With support from the World Bank and UNICEF, through a\nparticipatory process, the SEP/CNPS has developed a National Social Protection Strategy that\ndelineates the Government’s priorities (Box 2).\n\n\n\n**Box 2: The National Social Protection Strategy (PNPS), 2015**\n**Three key strategic and one cross-cutting objectives:**\n\n\n\n\n - Increase access to basic social services such as health, water and sanitation, and education\n\n - Ensure food and basic income security both for those that can exit extreme poverty sustainably and\nfor those that will remain vulnerable their whole life\n\n - Strengthen natural and social risks management: social protection’s role is to strengthen the\nresilience of vulnerable groups i.e. their capacity to better manage the risks they face, without\nresorting to damaging adaptation strategies\n\n - Cross-cutting objective: Contribute to decreasing young children’s chronic malnutrition.\n**Three key principles for the implementation of the objectives:**\n\n\n\n\n- **Social protection covers everybody, with a particular focus on the poorest and most**\n**vulnerable.** Strategic priorities apply to the entire population of Burundi without distinction.\nHowever, given the country’s situation, social protection programs need to give priority to the\nneediest and most vulnerable population groups. One of the first activities will be to develop a\ntargeting system.\n\n- **Social protection is a multi-sectoral agenda which requires wide partnerships** . The SP sector\nwill seek to contribute to the strategic objectives through two types of activities: (1) the definition,\nplanning and implementation of key programs, under the responsibility of the CNPS and its\ncommittees, (2) the coordination with complementary programs in other sectors to maximize\nimpacts on the target groups.\n\n- **The strategy needs implementing structures.** Based on the country’s commitments in terms of\nSP, the strategy emphasizes the need to strengthen implementation structures in a step-wise\naffordable approach.\n\n\n\n15. **The proposed project seeks to support the Government in protecting the most**\n**vulnerable while setting up the delivery mechanisms for a basic safety net addressing**\n**structural vulnerabilities and promoting livelihoods** . The project would support the foundations\nof a targeted cash-based safety net program that could contribute to poverty alleviation in the short\nterm and investments in human and productive capital for poverty reduction in the long-run, a\ntwin-track contribution to SDG 1. The cash transfer program would also provide an anchor for an\neffective safety net system to help strengthen the resilience of the poor in rural areas.\n\n\n**C.** **Higher Level Objectives to which the Project Contributes**\n\n\n16. **The proposed project contributes to Pillars II and III of the World Bank Group’s**\n**Burundi Country Assistance Strategy for FY 13-16 (Report 72334-BI)** . It contributes to Pillar\nII (Resilience) by setting-up a cash transfer program targeted to the poorest and stimulating\ninvestments in their human capital and Pillar III (Governance) by setting-up the mechanisms for\ndelivering cash transfers effectively, such as a transparent database of potential social assistance\nbeneficiaries, a transparent and reliable payment system, and a basic monitoring and evaluation\nsystem. The proposed project is developed in close collaboration with the poverty and health\nteams on targeting and nutrition services respectively. For targeting, it uses analysis from the\npoverty assessment and poverty maps based on the recent 2013/14 household survey data. The\n\n\n6\n\n\n",
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+ "input_text": "project will also make a direct contribution to the World Bank Group’s twin goals of reducing\nextreme poverty and boosting shared prosperity by providing transfers to the poor.\n\n17. **The project contributes to the second and fourth goals of the Government’s Second**\n**Poverty Reduction Strategy Paper (PRSP II), from 2012** . It contributes to the second goal of\nmaking growth more inclusive and sensitive to vulnerable groups and the fourth goal of developing\ninstitutions to strengthen governance and the quality of services. It is aligned with the pillar on\naccess to quality services and national solidarity. The PRSP II also targets social protection with\nshort term actions (through community-based interventions and livelihoods promotion in rural and\ninformal environments) and longer term initiatives (formal social insurance and social protection\ninstitutions and access).\n\n18. **Development partners working in Burundi are supporting the proposed operation** .\nThe Bank has been working closely with UNICEF on the analytical underpinnings of the project,\nnamely the Social Safety Net Assessment (2014) and the National Social Protection Strategy\n(2015). UNICEF will provide technical assistance for curriculum development of the\nnutrition/ECD promotion activities and will possibly be responsible for part of the implementation\nof these promotion activities – including additional ones on peace-building and other topics -- and\nensure quality control. The African Development Bank has supported complementary key\ntechnical assistance on social insurance in the then Ministry of Civil Service, Labor and Social\nSecurity. The design has benefited from the experience of the Belgian Technical Cooperation and\nConcern cash transfer pilots and from the experience of the International Fund for Agricultural\nDevelopment (IFAD) in community targeting.\n\n\nII. **PROJECT DEVELOPMENT OBJECTIVES**\n\n\n**A.** **PDO**\n\n\n19. **The development objectives of the proposed Project are** to provide regular cash\ntransfers to extreme poor and vulnerable households with children in selected areas while\nstrengthening the delivery mechanisms for the development of a basic social safety net system.\nVulnerable households are defined as food insecure households.\n\n20. **The key delivery mechanisms for a basic social safety net system will include** a\ntargeting process with a beneficiary database, a management information system with a payment\nmodule, and a basic monitoring and evaluation system.\n\n\n**Project Beneficiaries**\n\n21. **The direct project beneficiaries are the households registered in the beneficiary**\n**database, which receive the cash transfers** . The direct beneficiaries within the household are:\n(i) women – as cash transfer recipients and targets of some of the behavior change activities; and\n(ii) children under 12 years of age – as targets of the behavior change activities and human capital\ninvestments. Other direct beneficiaries also include the two implementing agencies – the\nSEP/CNPS and the Social Assistance and National Solidarity Directorate of the MDPHASG –\nthrough capacity-strengthening activities. Indirect beneficiaries include: households living in the\n_collines_ where the cash transfer program and its complementary interventions operate through the\n_colline_ -level behavior change triggered by promotion activities and the impacts of the cash\n\n\n7\n\n\n",
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+ "input_text": "(two and a half years with cash and behavior change activities and six months with behavior change\nactivities only).\n\n27. **Beneficiary households will receive BIF 20,000 per household per month** (approx.US$\n145 per year). The national basic needs poverty line is at BIF 41,054 per adult per month and the\nfood poverty line is at BIF 28,201 per month [10] . The transfer corresponds to 18 percent of the\nhousehold food poverty line (which is consistent with the experience of comparable African\ncountries).\n\n\n_**Subcomponent 1.1: Cash transfers (US$19.5 million equivalent)**_\n\n\n28. **The objective of the cash transfers is to provide a regular income to extreme poor and**\n**vulnerable/food insecure households so as to enable them to increase their consumption and**\n**invest in the foundations of their children’s human capital.** The regular cash payments are the\nfirst core element of the program intended to help beneficiary households meet their basic needs.\nThe size and regularity of the transfers are important components of potential second-round\neconomic impacts of the transfer through activation of the local economy and productive\ninvestments. The second core element is the behavior change communication to promote\ninvestments in children’s human capital through improved nutrition, early child care and education\npractices, and increased access to basic education.\n\n29. **The proposed Project will support the payment of cash transfers to beneficiary**\n**households, and associated financial fees as well as support for beneficiary households to**\n**acquire national IDs** . For operational reasons, the payments to beneficiaries would initially be\nmade every three months [11] . Once systems are well established and reliable, payments would be\nmade monthly so as to enhance the consumption-smoothing function of the transfers. The proposed\ninitial quarterly payment schedule takes into account periods of high risk ( _soudure_ ), significant\nexpenditures (beginning of school year) and operational constraints (rain) in the definition of the\npayment calendar.\n\n30. **Given the novelty of cash transfers in Burundi and potential logistical issues, the**\n**program may use more than one payment method** . The priority will be to ensure timeliness,\naccuracy (in terms of amounts and recipients) and low costs, both for the program and for\nhouseholds (in terms of accessibility (literacy), distance and time to reach, waiting, etc.). Results\nfrom a payment study undertaken in March 2016 in the four provinces and experience from the\nConcern and WFP pilots with cash transfers point to the potential of mobile payments, possibly in\ncombination with financial institutions such as banks and the post office where the mobile\necosystem is limited (due to limited network and electricity coverage, or payment correspondents).\n\n\n_**Subcomponent 1.2: Behavior change for investments in human capital (US$7.2 million**_\n_**equivalent)**_\n\n\n31. **The second core element that the proposed Project will support is the promotion of**\n\n\n10 World Bank Poverty Assessment (forthcoming 2016)\n11 The Concern pilot gave cell phones to all beneficiaries as a way to facilitate communication with beneficiary\nhouseholds, help households’ standing in the community, and as a payment mechanism (when it became possible).\nBased on this experience and the result of the payment system assessment, the first payment will consist of BIF 40,000\nand a cell phone.\n\n9\n\n\n",
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+ "input_text": "**household foundational human capital investments, in particular in women and children** .\nThis includes information, education and communication (IEC) to: (1) explain program processes\nand goals to beneficiary households (one module), (2) encourage the adoption of positive\nbehavioral changes towards maternal and child health, nutrition and early childhood development\namong households in the program’s intervention areas (three modules), and (3) encourage the\nparticipation and retention of school age children in school and provide basic financial literacy\ninformation (two modules). These sessions will continue for six months after the cash transfers\nend.\n\n32. **Initially, the program would track participation of beneficiary households in**\n**behavior change complementary activities (based on their composition)** . As administrative\nsystems strengthen and services become more available, the payments could become conditional\non use of basic health, nutrition and/or education services to strengthen the incentives of\nhouseholds to invest in the foundations of human capital.\n\n33. **This sub-component will support the elaboration of the methodology and curriculum**\n**of the IEC materials and the implementation and supervision of the promotion activities** .\nThree modules of the IEC package will seek to promote better health and nutrition among children\nas well as pregnant and lactating women and better early childhood development outcomes for\nimproved school preparedness. As contribution to the project, UNICEF would develop the\nnutrition and early childhood development package. They may also develop the lesson plans over\nthe 36 months and provide additional assistance for the implementation, including quality control\nor adding modules on other topics.\n\n34. **The promotion activities will be implemented by local non-governmental**\n**organizations already involved in these issues.** The Commune Family Development Centers\n(CFDC) from the Ministry of Human Rights, Social Affairs and Gender will participate in the\nsupervision of the delivery of these activities, along with the program commune focal point. The\nMinistries of Health and Education will provide technical guidance as needed and ensure that the\npromotional activities encourage the use of health and education services.\n\n\n**Component 2: Support to the key delivery mechanisms of a basic social safety net system**\n**(US$7.5 million equivalent)**\n\n\n35. **The second component will support the development and implementation of four key**\n**instruments** : (i) a targeting mechanism and potential beneficiary database; (ii) core modules of a\nbasic management information system; (iii) monitoring and evaluation modules; and (iv) capacity\nbuilding for the implementation of the PNPS. The instruments will be anchored around the cash\ntransfer program described in Component 1, but with a view to eventually serve a broader set of\ntargeted programs that would contribute to the realization of the PNPS objectives.\n\n\n_**Sub-component 2.1: Implementation of a precursor database for the registry (US$2.0 million**_\n_**equivalent)**_\n\n\n36. **Among these instruments, the beneficiary database and its associated targeting**\n**mechanism are a key pillar for the coordination of programs** . They are also critical for\nensuring transparency in the selection of beneficiaries in the Burundian context of recurrent\nfragility and entrenched structural poverty. Initially, the database will be developed to identify the\n\n\n10\n\n\n",
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+ "input_text": "extreme poor for the purpose of the cash transfer program and its complementary activities.\nHowever, its ultimate function is to serve as the basis for a registry of extreme poor households\nfor targeted key programs of the NSPS, and for the targeted complementary interventions of CNPS\nmember ministries.\n\n37. **The development of the database will take place in phases, according to the**\n**availability of poverty information, and the implementation of the cash transfer program** .\nInitially, for the purpose of identifying potential beneficiaries of the cash transfer program, four\nprovinces were selected on the basis of their monetary poverty rate (ECBM 2013/14) and chronic\nmalnutrition rates (DHS 2010) and included Gitega, Karuzi, Kirundo and Ruyigi. The selection at\ncommunes, _collines_, and household-level is described in Box 3.\n\n38. **As part of the registration process, the project will assess whether potential transfer**\n**recipients in beneficiary households have national ID cards** **[12]** **.** ID cards are required for mobile\nphone registration so if transfer recipients do not have an ID, the project will provide them with\nsupport to obtain one. The project may issue them temporary program cards for the first payment\nand the initial complementary activities’ sessions. If necessary, the Project will coordinate with\nthe Ministry of Interior for the provision of national identity cards.\n\n39. **This sub-component will also support the background analysis for the**\n**implementation of the database and the targeting process** - development of poverty and\nmalnutrition maps, community-based targeting criteria and processes, registry questionnaire,\nproxy-means test analysis; the organization of and support to the different committees involved in\nthe targeting and registration, the implementation of the PMT survey, storage and analysis of the\ndata as well as the preparation of beneficiary lists for the cash transfer program. It will also support\nthe development of the corresponding database and management information systems related to\nthe registry and the targeting (hardware, software, back-up equipment). Finally, it will support\npotential additional activities to ensure that transfer recipients are aware of the requirements and\nsupporting documents to obtain national ID cards.\n\n\n12 Based on the experience of the Terintanbwe pilot, it is expected that up to 30 percent of expected transfer recipients\nmay not have an ID.\n\n11\n\n\n",
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+ "input_text": "**Box 3: The selection at communes,** _**collines**_ **, and household-level**\n\n**Based on the poverty map, the registry will start in the four communes with the highest estimated**\n**rural poverty rate** in each province (Gitega: Bugendana, Buraza, Gitega, and Itaba; Karusi:\nBugenyuzi, Gihogazi, Mutumba, and Nyabikere; Kirundo: Bugabira, Busoni, Kirundo, and Ntega; and\nRuyigi: Butagwanza, Butezi, Bweru, and Gisuru). The 16 selected communes are sub-divided in 2 to 5\nzones and include on average 26 _collines_ (between 11 and 43) with an average of 535 households\n(between 130 and 1,400) per _colline._ Given the lack of information on poverty at the _colline_ level and\nthe limited resources, the program will randomly select half of the _collines_ during a public event that\nwould include the province governor, commune administrator and all _colline_ chiefs as well as\nrepresentatives from civil society (including Batwa representatives).\n\n**The household-level selection for the registry will use community-based targeting with a listing**\n**of the 30 percent poorest households in the** _**colline**_ **based on nationally agreed criteria** for extreme\npoverty including access to land, a dependency index (taking into account all not able-bodied members:\nchildren, elderly, persons with a disability and chronically ill members), and welfare indicators,\nincluding food security. The composition of the committee will ensure a balance between government\nand civil society representation and the committee will receive technical assistance from an NGO to\nundertake the listing process. The list will be validated by the community. All households in the listing\nwill be surveyed to compute a basic multi-dimensional proxy-means test (PMT) score and ranked by\ntheir poverty status.\n\n**As information and resources become available, the process may be reviewed.** Based on the\nprogress on coordinating other information and additional financing for the program, at mid-term\nreview, a decision will be taken to either continue with the initial process, apply the questionnaire to all\npotentially eligible households, based on the small-area estimate of extreme poverty in the commune\n(and the community validation may then occur afterwards), or use only the community-based targeting.\n\n**The targeting questionnaire will collect basic socio-economic information about the household, as**\n**well as key information on specific vulnerabilities, access to basic social services, and livelihood**\n**strategies** . This information could then be used for targeting by other programs managed by other\nMinistries which are members of the CNPS. The analysis of the data will provide a dynamic portrait\nof the extreme poor, their access to services and their livelihood strategies, which can help inform the\ndesign of poverty reduction programs. All individuals in the registry will be uniquely identified.\n\n**The proposed methodology will initially be implemented in the 8 selected rural communes of the**\n**Karuzi and Ruyigi provinces and then in the additional 8 communes in Gitega and Kirundo**\n**provinces** . This phased implementation will enable the implementation team to: (i) assess the\noperational processes for the implementation of the targeting and registration processes, in terms of\norganizational capacity, time and costs to inform the subsequent roll-out; and (ii) test the targeting\nefficiency of the proposed CBT and PMT combination, given the prevalence of poverty and the lack of\nreliable consumption data. Lessons from the first eight communes will inform the roll-out in the next\neight communes.\n\n\n_**Sub-component 2.2. Core modules of the Management Information System (US$1.5 million**_\n_**equivalent)**_\n\n\n40. **This sub-component will support the development of basic core modules of the**\n**Management Information System to support the delivery mechanisms of a basic social safety**\n**net system** . These modules will be developed for the cash transfer program and will use a unique\nindividual identification number for each beneficiary. They will include key social program\n\n\n12\n\n\n",
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+ "input_text": "indicators for the monitoring and tracking system of the SEP/CNPS. The use of these modules is\nexpected to improve program design and implementation, foster future coordination between\nprograms, and the monitoring and evaluation of the cash transfer program as a template for other\nsocial safety net interventions.\n\n41. **Building on the database of eligible households, these modules will include:** (i)\nprogram beneficiary lists, and eventually a registration of complementary activities; (ii) payment\nmodules (limited to the payroll and the reconciliation from the payment provider(s)); (iii)\noperational tracking of programs; and (iv) basic monitoring and evaluation, including beneficiary\nfeedback and grievance redress system. The payment system will include the quarterly/monthly\npayroll based on beneficiary lists, the amounts transferred to the payment agency(ies), the\nbeneficiary receipts and the reconciliation of accounts. The operational tracking module would\nprovide an operational dashboard to enable program managers to plan and track activities, human\nand material resources and other inputs at the central, provincial and communal levels. The M&E\nsystem would track financial outlays, key program results (including those core indicators that\nwould become common across programs), impacts and beneficiary feedback as inputs to guide\nprogram management in the implementation of the programs.\n\n\n42. **The focus on citizens’ engagement includes a robust grievance redress mechanism**\n**(GRM).** The grievance redress mechanism would track grievances linked to targeting, receipt of\ntransfers and implementation of the complementary activities. It will use several mechanisms: inperson complaints to program commune focal point, SMS-based system to a third-party grievance\nmanager (conditional on finding a trusted and competent agent), boxes at the _colline_ -level in the\ncare of a civil society organization, possibly a hotline at central-level. Complaints received through\nSMS, phone or boxes will be logged in the MIS. A results indicator to track the progress of the\nimplementation of the GRM system has been included in the results framework.\n\n\n_**Subcomponent 2.3: Monitoring and evaluation (US$2.8 million equivalent)**_\n\n43. **Since the project is supporting new interventions and processes in Burundi, and in**\n**order to ensure transparency, the third sub-component will support process evaluations of**\n**the key program processes and an impact evaluation including beneficiary surveys** . The\nprocess evaluations will focus on the core operational processes: targeting, payment, delivery of\ncomplementary activities. The process evaluation in the first phase communes will inform the\nexpansion in the second phase but also provide key input in the design of the operating processes.\nThe process evaluations will continue in the second phase to provide real-time information about\nscale-up and implementation in different provinces. The process evaluation will be complemented\nby regular beneficiary surveys to help map out implementation successes and issues, externalities,\nand community dynamics and contribute to the establishment of the grievance redress mechanism.\n\n44. **The impact evaluation will focus on key poverty, welfare, and human development**\n**indicators at the household and community-levels for the cash transfers** . The random\nselection at the _colline_ -level will support a randomized control trial design based on a sample of\nparticipating and non-participating _collines_ . Baseline data will be collected prior to the first\ntransfer. A mid-term data collection will take place at 24 months. To evaluate the sustainability of\nimpacts, the end-line data collection will take place six months after the end of the program\nactivities (at 42 months).\n\n\n13\n\n\n",
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+ {
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "_**Sub-component 2.4. Capacity building and analysis for the Implementation of the National**_\n_**Social Protection Strategy (US$1.2 million equivalent)**_\n\n45. **This sub-component will support capacity building for the main actors in charge of**\n**social protection** in the central government and for the local implementers of the program. The\ncapacity building will seek to bring a common understanding about social protection across\ngovernment levels (center, provinces, communes, and _collines_ ) and sectors. The proposed project\nwill support training on key issues about social safety nets implementation, cash transfers as safety\nnets, malnutrition, and early childhood development. Since the project will support new\noperational processes, it will provide capacity building to ensure the adoption, use, and\nmaintenance of these processes and the corresponding tools at all levels of implementation.\n\n46. **At the central level, the project will seek to reinforce existing or planned coordination**\n**mechanisms,** focusing on the CNPS Technical Committee -- and its thematic groups, especially\nthe one on social assistance -- and on the Permanent Executive Secretariat (SEP), in their capacity\nof coordinators and regulators for social protection. Based on the needs identified in the\nforthcoming functional institutional assessment, training and technical support will be provided,\nas well as assistance with coordination costs.\n\n47. **This sub-component will also support some basic analytical services** to build the\nevidence base which the Technical Committee and the SEP can use for monitoring of the overall\nSP system and the discussion on programs design. This will likely include analyses of basic\nservice supply across different types of providers, institutional assessments of the main agencies,\nbackground studies for the policy on public works, health coverage for the poor, malnutrition\ndynamics and coordination with the community health activities supported in the Health project,\nand additional analysis as requested.\n\n\n**Component 3: Project Management (US$5.8 million equivalent)**\n\n48. **The third component will provide for a Project Implementation Unit, under the**\n**authority of the Ministry of Human Rights, Social Affairs and Gender (MDPHASG) and**\n**coordinating with the SEP/CNPS** . This unit will be headed by a Project Coordinator and staffed\nby a small management team of experienced technicians. The unit will be responsible for the\ntechnical and financial implementation of project activities, including procurement, financial\nmanagement, M&E, mitigation of potential negative social and environmental impacts, and\ncommunication about project implementation and results. The unit will liaise with the SEP/CNPS\nand the Directorate for Social Assistance and National Solidarity in the MDPHSAG at the central\nlevel. The unit will be represented at the provincial and commune-level with staff dedicated to the\nlocal implementation of the project in the selected provinces and communes in coordination with\nprovincial and communal deconcentrated structures of the SEP/CNPS and the MDPHSAG. In\nKirundo communes, the local implementation could involve Concern, building on their experience\nwith the _Terintwambe_ pilot. The implementation arrangements will be examined at the mid-term\nreview to assess alternative arrangements, depending on the readiness of the SEP and MDPHASG\nand other partners.\n\n\n14\n\n\n",
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+ "pages": [
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+ }
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+ "input_text": "**B.** **Project Financing**\n\n\n**Project Cost and Financing**\n\n49. The proposed project has a total cost of US$ 40 million, to be financed with IDA resources.\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Project Components|Project cost|IDA Financing|% Financing|\n|---|---|---|---|\n|
**1. Support to a social safety net**
**program**
1.1. Cash transfers
1.2. Complementary activities
**2.** **Support to the key delivery**
**mechanisms of a basic safety net**
**system**
2.1.Implementation
of
a
precursor
database for the registry
2.2. Core modules of the Management
Information System
2.3. M&E
2.4. Capacity building for the
Implementation of the Social Protection
Strategy
**3. Project management**
**Total Costs**
**Total Financing Required**|
**26.7**
19.5
7.2
**7.5**
2.0
1.5
2.8
1.2
**5.8**
**40.00**
**40.00**|
**26.7**
19.5
7.2
**7.5**
2.0
1.5
2.8
1.2
**5.8**
**40.00**
**40.00**|
**100**
**100**
**100**
**100**
**100**|\n\n\n**C.** **Lessons Learned and Reflected in the Project Design**\n\n\n50. **The project's design is the result of extensive economic and sector work, technical**\n**assistance, policy dialogue and analysis of existing experiences in the Burundian context** . The\nGovernment of Burundi, with the support of the World Bank, UNICEF and other development\npartners has engaged in an intense dialogue on social protection and safety nets since 2011. This\ndialogue has resulted in the validation of the National Social Protection Policy in 2011, the\ninstitutionalization of a National Social Protection Commission in 2013 and its permanent\nexecutive secretariat in 2014 (SEP/CNPS), and ultimately the validation of the National Social\nProtection Strategy in early 2015, which the SEP/CNPS is mandated to oversee. The Bank has\ncontributed to this process since 2013 with technical assistance resulting in the delivery of a Safety\nNets Assessment and a Vulnerability Assessment in 2014 and support to the development of the\nNSPS in 2015.\n\n51. **One of the challenges the safety net assessment identified is increasing the coverage**\n**and efficiency of existing programs both for short-term humanitarian responses and**\n**interventions addressing long-term structural vulnerability** . As a whole, the existing safety net\nprograms do not focus on reducing structural poverty or improving the resilience of vulnerable\n\n\n15\n\n\n",
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+ "description": null,
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+ "start": 198,
+ "end": 200
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Safety\nNets Assessment",
+ "confidence": 0.9906103014945984,
+ "start": 771,
+ "end": 774
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+ "description": null,
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+ "author": null,
+ "producer": null,
+ "geography": {
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+ "confidence": 0.9889800548553467,
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+ "text": "2015",
+ "confidence": 0.6162621378898621,
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+ "end": 742
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+ "reference_population": null,
+ "is_used": "False",
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+ },
+ {
+ "dataset_name": {
+ "text": "Vulnerability Assessment",
+ "confidence": 0.9047155976295471,
+ "start": 776,
+ "end": 778
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+ "description": null,
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+ "producer": null,
+ "geography": {
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+ "confidence": 0.7956273555755615,
+ "start": 660,
+ "end": 661
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+ "publication_year": null,
+ "reference_year": {
+ "text": "2014",
+ "confidence": 0.983012855052948,
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+ "is_used": "False",
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+ {
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+ "text": "NSPS",
+ "confidence": 0.8103889226913452,
+ "start": 787,
+ "end": 788
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+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.7860084176063538,
+ "start": 660,
+ "end": 661
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+ "publication_year": {
+ "text": "2015",
+ "confidence": 0.7253996729850769,
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+ "is_used": "False",
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+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
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+ }
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+ {
+ "input_text": "households, and do not constitute an efficient social safety net. Most of the interventions are shortterm, dispersed, and small-scale. They use different targeting methods with little monitoring and\nevaluation of impacts, which makes it difficult to assess their contribution to poverty reduction\nand their impacts on human development outcomes.\n\n52. **Operationally, the proposed project also builds on the experience created in Burundi**\nthrough pilot cash transfer projects implemented by Concern with support from Irish Aid and by\nWFP in refugee camps, as well as cash-for-work implemented by the Belgian Technical\nCooperation in urban areas and IFAD in rural areas. These interventions are all at pilot stages and\neach of them provided lessons for the design of this program, especially in the fields of targeting\nand transfer delivery. In terms of the Concern project, the intensity of social work beyond the cash\ntransfers was not scalable within the government structures. The target included households with\nworking capacity, which may exclude some households with a high dependency ratio. The Project\nalso benefits from the experience of the Food-for-Peace project implemented by CRS and various\ninterventions supported by UNICEF with a focus on accompanying measures for behavior change\nin terms of child nutrition and development. These interventions all use in-kind transfers.\n\n53. **Lessons learned from other countries have also informed Project design** . Through their\nparticipation in the French-speaking group of the Africa Community of Practice on Cash Transfer\nPrograms, the authorities will continue to incorporate lessons from their West African colleagues.\nInternational experiences in comparable contexts such as Burkina Faso, Niger, Rwanda and\nZambia have also yielded specific insights and guidance on how to design and implement the\nproposed project. The following are the most important lessons and recommendations incorporated\nin the current project:\n\n(a) _Use cash transfers to build a twin-track response to crises_ : as both a crisis\nprevention/mitigation intervention and a structural response to chronic poverty. CTs can\nplay an important mitigation role for households facing natural disasters or price crises as\ndemonstrated in Nicaragua. They are also increasingly used in displacement/refugee\ncontexts when markets are available. They enable households to protect the human capital\nof their members and help avoid using negative risk-coping strategies.\n\n(b) _Strategies to support extreme-poor households require a combination of long-term,_\n_regular transfers and support to promote investment in households’ human capital._\nEmergency short-term CT programs show immediate positive effects on food security and\nexpenses related to basic needs, but these effects are not sustained much beyond the life of\nthe intervention. The proposed project introduces a medium-term approach to ensure\nsustainable impact, with transfers for 30 months – potentially covering the “first 1000\ndays” or the window of opportunity for nutrition. \"Spillover\" effects are also shown to\noccur on non-participating households within targeted communities.\n\n(c) _Providing cash to women ensures that a larger share is spent on food and children’s needs_\n_and community-level interventions can help change norms about intra-household decision-_\n_making and practices related to children care and nutrition._ Providing cash to women\nincreases their agency in spending and may increase their bargaining power. Communitylevel interventions which foster norm changes can help consolidate positive changes with\nrespect to children’s and women’s welfare and mitigate potential risks for increased\ndomestic violence and conflicts between beneficiary and non-beneficiary households.\n\n\n16\n\n\n",
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+ "pages": [
+ 26
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+ }
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+ "input_text": "(d) _Good targeting is necessary to provide support to those who are most in need._ In an\nenvironment of pervasive poverty and fragility such as Burundi, a balance must be struck\nbetween targeting accuracy, cost, and complexity. A combination of geographical,\ncategorical and community-based targeting, and the estimation of household poverty using\nproxy means testing (PMT) will enhance transparency, allow for objective comparisons\nbetween households and empower communities to voice their priorities. The use of\nobjective criteria both for the selection of provinces and communes and for the communitybased targeting will help build transparency in the process.\n\n(e) _Partnering with experienced civil society organizations and NGOs can facilitate the_\n_implementation of the project and foster capacity building, particularly at the local level._\nThey will be involved in providing technical assistance for targeting, for the delivery of\nthe accompanying behavior change communication measures and may intervene also in\nsocial accountability mechanisms, such as the complaints and grievance system, to\nstrengthen project governance.\n\n_(f)_ _Ensure that the_ _institutional framework provides concrete value to social protection_\n_stakeholders._ The development of a system of effective social safety nets begins with the\ndefinition of a long-term vision and a coherent strategy, but then must bring concrete value\nadded to maintain its momentum. Because social protection is multi-sectoral, instruments\nthat benefit all stakeholders – be they government, donors or civil society organizations –\ncan contribute to operationalizing the institutional framework for social safety nets in\nBurundi. They include a credible targeting methodology and social registry.\n\n(g) _Develop a management information system that informs strategic decision-making._ As\ndemonstrated in Liberia, Sierra Leone and Tanzania, an MIS should inform the design and\nimplementation of programs, make it possible to demonstrate their impact to political\ndecision-makers, development partners, and civil society, and enhance global knowledge\nabout social safety nets in fragile environments. This is a potentially crucial ingredient to\ngarner more donor support and expand the coverage of the proposed interventions.\n\n(h) _Build the capacity of public administration._ The Project supports the strengthening of the\nGovernment's capacity for planning, implementing, monitoring and evaluating social\nsafety nets for all sectors involved in social protection, at the central and local level and\nhelps set-up key staff and incentives to keep the key systems maintained.\n\n(i) _Build synergies within the World Bank interventions in the country, and propose an_\n_effective platform for improved service delivery._ During both the design and\nimplementation phases, the proposed Project will develop synergies with the other\noperations in the country, such as the Projects supporting investments in health, nutrition\nand capacity strengthening in the public sector as well as explore potential\ncomplementarities with sustainable rural development interventions to support incomegeneration (coffee production and sustainable management of land fertility).\n\n(j) _Donor Coordination._ With a larger and long-term view of the entire safety net system, it is\nimportant to promote coordination among partners and to clarify areas of interest and\ninvestment **-** this will strengthen efficiency of resources and avoid unnecessary duplication\nof efforts. Regular coordination mechanisms can help to learn from ongoing programs, to\navoid duplication, and to identify potential areas of collaboration. This also can contribute\n\n\n17\n\n\n",
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+ "input_text": "program in the additional eight communes.\n\n\n**C.** **Sustainability**\n\n\n57. **The Government of Burundi has shown its commitment to the implementation of the**\n**National Social Protection strategy** - by setting-up the SEP/CNPS as the main coordination body\nfor Social Protection, and by providing the resources for its functioning. The proposed Project will\nsupport the Government in further financing social protection interventions, especially to establish\nmechanisms for counter-cyclical funding of social programs, as key pillars of both a crisis response\nand long-term poverty reduction. At mid-term review, the project will assess the possibility of\nincluding counterpart funding at the local level beyond human resources.\n\n58. **Development partners have participated in the development of the National Social**\n**Protection Strategy and are committed to support its implementation** . They are providing\ntechnical support to the definition of the targeting methodology and the definition of the\nInformation, Education, Communication (IEC) package. The cash transfer model is very new in\nBurundi but the technical and policy dialogue since 2014 is opening space to consider cash\ntransfers as a humanitarian and social assistance tool. The impact evaluation will play a key role\nin marshalling further technical and financial support, especially in planning for a continuum of\ninterventions from humanitarian relief to chronic poverty alleviation. Building solid systems and\noperational processes for delivery of cash transfers is a key first step to strengthen the capacity to\nabsorb additional resources to the program.\n\n\nV. **KEY RISKS**\n\n\n**A.** **Overall Risk Rating and Explanation of Key Risks**\n\n\n59. **The overall risk of the proposed project is Substantial, because the implementation**\n**of the core elements of the Project** (targeting, cash payments, and social safety net program), **is**\n**a new approach in Burundi, in a period of crisis with a thwarted transition from**\n**humanitarian assistance to sustained social assistance and with limited capacity for**\n**coordination and implementation at the central and local levels** .\n\n60. **In the political and governance area, risks are high.** There is a risk of protracted repeated\ncrises and a fragility trap if the underlying factors of the 2015 political crisis are not addressed. In\nterms of the project, the political crisis has slowed down preparation and further violence and\npotential movement of populations would disrupt program operations. The overlapping mandates\nof some key ministries in the social protection area (Health and Social Affairs on non-contributory\nhealth insurance) could cause some delays in the implementation of Component 2 because of\ncompetition between the different actors involved. The project will help clarify the division of\nresponsibilities between the SEP/CNPS and the Directorate for Social Assistance and National\nSolidarity at the central, provincial and communal levels for project implementation. It will also\nfoster better coordination between the Ministries of Health (MSPLS) and Social Affairs\n(MDPHASG) at the policy-level through the support to the CNPS and at program-level through\nthe coordination on nutrition-related issues.\n\n61. **In terms of macroeconomic management, risks are substantial.** In 2015, the country\nentered a macro-fiscal crisis, which is compounded by the reduction of foreign aid --especially\nbudget support--, interruptions in trade both in terms of exports and on the domestic market, budget\n\n\n19\n\n\n",
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+ "input_text": "reconciliation challenges and low reserves (standing at 1.5 months of imports in April 2016).\n\n62. **Given the tense political situation and the novelty of implementation of direct cash**\n**transfers, the stakeholders’ risks are substantial** . The project will require coordination between\ndifferent levels of government, with clarification about roles and responsibilities. Targeting in a\npervasive poverty context such as Burundi may increase tensions at the local level. Providing cash\nto women may run against established gender norms, in a context of potential high gender-based\nviolence. The project includes a strong component of communication and outreach to mitigate\nthese effects.\n\n63. **In terms of technical design, the risk is substantial** . The program design reflects the\ninternational and Africa experience in setting-up social safety net programs: guaranteeing\ntransparency and fairness in eligibility and beneficiary selection; tracking and ensuring the\nreliability of payments to the right beneficiaries, at the right time and with the right amount. This\nis particularly challenging in an environment of low trust in the state and underlying political\ntensions. To mitigate this risk, the project is using a phased approach, focusing on the key\nprocesses and building on existing structures and experiences in the country.\n\n64. **Risks in terms of implementation capacity and sustainability are substantial** . The SEP\nand the CNPS are new organizations and they are still in the process of establishing their roles and\nmandates. The recent re-organization of the MDPHASG has widened the mandate of the National\nDirectorate for Social Assistance and National Solidarity. The proposed contracting between the\nGovernment and private operators/NGOs for the implementation of core processes is new for the\nsocial assistance sector, even if the health sector has built some experience with the performancebased project. The Project Implementation Unit will ensure the timely implementation of the\nproject activities while building the capacity of the SEP/CNPS and the Directorate for Social\nAssistance and National Solidarity in the MDPHSAG to take over implementation in subsequent\nphases of the program. The proposed project focuses heavily on capacity building activities to\nensure that capacity is strengthened as implementation unfolds. The proposed Project also focuses\non building key delivery mechanisms, which would allow government agencies to continue\nimplementing systems and interventions after the Project ends. In the present budget environment,\ncontinued donor support for the program will be necessary in the medium-term and the mid-term\nreview should include a review of potential financing options and implementation partnerships,\ndepending on the evolution of the fragility situation.\n\n65. **Fiduciary risks are substantial** since both SEP/CNPS and the Direction for Social\nAssistance and National Solidarity lack experience with the Bank’s procurement rules and\nfinancial procedures. Mitigation measures include the implementation through the Project\nImplementation Unit, the development of the project’s manual of procedures in accordance with\nthe Bank procedures, and the appointment of an internal auditor.\n\n\nVI. **APPRAISAL SUMMARY**\n\n\n**A.** **Economic and Financial Analysis**\n\n\n66. **The proposed project will have both direct and indirect impacts on extreme poverty**\n**and welfare** . Component 1, which focuses on concrete support to extreme poor and food-insecure\nhouseholds with children, is expected to generate strong direct impacts on these households, and\nspillover effects on the targeted communities. Component 2, which focuses on building key\n\n20\n\n\n",
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+ "input_text": "delivery mechanisms and capacity to operate them, will have broad if mostly indirect impacts.\nThese impacts are summarized here and discussed in more detail in Annex 5.\n\n67. **The project will have a strong direct impact on the extreme poverty of its beneficiaries**\n**through the direct cash support** . It will also have community-level impacts related to the\ncomplementary activities and through local economy impacts of the cash transfers.\n\n68. **The direct impacts of cash transfer programs on their beneficiaries are two-fold** :\npoverty alleviation in the short-run through income and consumption support and in the longerterm through key investment in the human capital of children. Children who benefit from\nimproved care and nutrition are better prepared for school, better learners, their income-generating\ncapacity improves and their off-spring have better outcomes.\n\n(a) Impact on consumption and poverty in the four provinces where the Project would\nimplement cash transfers: with perfect targeting to the first quintile, beneficiary household\nincome would increase by 15 percent over the transfer period and the monetary poverty\ngap would shrink in half. In Burundi, the _Terintambwe_ evaluation showed a dramatic net\nincrease of 50 percentage points in the proportion of adults eating two meals a day (to 83\npercent) and a net increase of 10 percentage points in the proportion of children eating two\nmeals a day (to 61 percent) and 30 percentage points in those eating three meals a day (to\n32 percent).\n\n(b) Impact on productive investments and coping strategies: Cash transfers can also lead to\nsignificant increases in productive investment. In Zambia, they led to increased\ninvestments in agricultural inputs, as well as a shift to higher-value agricultural production\n(from cassava to maize or rice) and more market sales (from 23 to 35 percent) and\nownership of non-agricultural enterprise (from 22 to 39 percent). Cash transfers also led to\nincreased small livestock ownership in Zambia, Kenya and Malawi. In Burundi, the\nevaluation of the _Terintambwe_ pilot [13] implemented by Concern showed increased\nownerships of farming tools, animals such as goats and chicken (from 0.25 to 1.25 in both\ncases) and access to land (both through purchases and rentals, beneficiary households\ndoubled their access from 300 to 750 m [2] ). Similar programs in Eastern Africa have shown\nimportant effects of cash transfers protecting consumption in lean seasons or crises\n(drought, cash crop price drop). In addition, beneficiary households were less likely to\nresort to negative coping strategies (distress sales of productive assets, removal of children\nfrom school, begging and high-risk income generation strategies).\n\n69. **The indirect impacts of cash transfer programs in the areas where they operate are**\n**similarly two-fold** : sharing prosperity through local economy impacts of the cash (increased\ndemand for goods and services) and in the longer-term through investments in the productive\ncapacity of beneficiary communities and strengthening of their risk management capacity:\n\n(a) Impact on local economies. Evidence is accumulating on the positive spillovers of cash\ntransfers on local economic activity. Cash transfers provide an immediate impact by raising\nthe purchasing power of beneficiary households. As beneficiary households spend cash,\nimpacts immediately spread outside beneficiary households to others inside and outside\ntheir communities. In Ghana, beneficiaries of the Livelihood Empowerment Against\nPoverty (LEAP) program spend about 80 percent of the transfers inside the local economy,\n\n\n13 Concern. 2015. Concern Worldwide Graduation Program in Burundi. Adding to the Evidence. Summary April 2015\n\n21\n\n\n",
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+ "input_text": "which in turn launches a new round of income increases in the community. In turn, periodic\nmarkets and purchases outside village will shift income effects to other communities. Cash\ntransfers can therefore have large income multiplier effects, provided markets are\nfunctioning fluidly. If, on the other hand, production constraints limit supply response,\ntransfers may lead to higher prices and a lower multiplier effect, which has been the case\nin some areas in Ethiopia.\n\n(b) Risk management capacity and social cohesion: in Ghana, Ethiopia and Zambia, cash\ntransfers beneficiaries have reported increased capacity to participate in community\nsolidarity networks. While the community networks have limited impacts to manage\nwidespread shocks, they provide risk-management services for idiosyncratic shocks on\nfood security. In Tanzania, female-headed households reported better satisfaction with\nservices and increased participation in community projects. Community-level activities\nsuch as the proposed behavior change interventions and well-functioning committees have\nbeen shown to mitigate potential conflicts between beneficiary and non-beneficiary\nhouseholds. The _Terintambwe_ evaluation in Burundi reports increased savings both among\nparticipants and non-participants as a result of the introduction of savings and loans\ncooperatives in the participating _collines_ . In addition, participants increased their\nparticipation in school (from 15 to 45 percent) and health (from 9 to 43 percent)\nmanagement committees as well as to a lesser extent in _collines_ ’ disaster risk reduction\nmeetings. This is especially important for traditionally excluded groups such as the Twa.\n\n70. **The impacts of supporting key delivery mechanisms for a basic social safety net**\n**system include better and possibly higher allocation of resources** . Targeting will help increase\nthe poverty reduction impact of the resources allocated. In the medium to long-term, increased\nuse of the beneficiary databases will enable policy-makers and program managers to tailor\ninterventions better to the needs of the poorest and to address supply-side gaps in quantity and\nquality. The indirect impacts of strengthened coordination would include efficiency and\narticulation gains from moving from scattered, poorly targeted, dispersed interventions to a basic\nsystem of coordinated programs that address the life-cycle risks facing households and their\nmembers. In the medium-term, the database created for the cash transfer program could function\nas a gateway to access other services.\n\n71. **Three main arguments justify public sector financing of safety nets in Burundi** . First,\nthe high levels of poverty and food insecurity in the country and the increasing inequality justify\npublic intervention on grounds of equity and in order to contribute to the progressive realization\nof basic human rights such as the constitutional right to live in dignity [14] . Second, there are major\nmarket imperfections or failures in Burundi in the goods, services, credit, insurance, and labor\nmarkets facing poor households, which limit their investment in human and productive capital.\nThe provision of cash and of complementary activities can help address some of these\nimperfections. Third, there are high externalities to fostering investments in human capital which\ntranslate into higher GDP and more cohesive societies, two major challenges for the country as it\nseeks to move out of a potential fragility trap into a sustained development path.\n\n72. **In addition, setting-up some of the key delivery mechanisms of a social safety net**\n**system will generate significant externalities** . Most of the current safety nets are funded and\nimplemented by development partners. A high degree of inefficiency plagues these interventions\n\n\n14 Art. 33 of the 2005 Republic of Burundi constitution\n\n22\n\n\n",
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+ "input_text": "since they all set up short-term _ad hoc_ targeting and relatively weak monitoring and management\ninformation systems. This is a strong argument in favor of an intervention that would support\nimproved targeting and coordination of programs and contribute to the initial set-up costs of tools\nto better anchor safety net interventions around effective needs and capacity. Efficiency gains\ncould help free additional resources for the programs.\n\n73. **The proposed project focuses on technical areas where the World Bank has a strong**\n**competitive advantage** . Building on its involvement with conditional cash transfer programs in\nLatin America since the early 2000s, the Bank has strongly supported the development of cash\ntransfer programs in Africa in the past ten years. It has accumulated unrivaled expertise on\ntargeting and registry, payment, operations in low-capacity and fragile environments and on\nsystem-building in the region.\n\n74. **For the past four years, the Bank has also facilitated a Community of Practice on**\n**Cash and Conditional Cash Transfers in Africa** . The community includes 19 English-speaking\ncountries, including Ethiopia, Tanzania, Uganda and Zambia whose experience is highly relevant\nto Burundi. In 2013, the Community started a French-speaking group which includes 15 countries,\nsome of which, such as Burkina Faso, Mali, Mauritania and Niger, are also developing programs\nwith complementary interventions in the areas of nutrition. Through the proposed Project, Burundi\ncan take advantage of this network and build on their accumulated knowledge.\n\n75. **Social Protection is a new agenda in Burundi** and the financial and technical engagement\nof the World Bank, along with UNICEF as the head of the social protection donor group, provides\na strong demonstration effect and a commitment signaling device for the Government.\n\n\n**B.** **Technical**\n\n\n76. **The Project design is based on international best practices** in cash transfers and\ntargeting, and on Burundian and regional experience with transfer programs. Beneficiaries will be\nselected among the poorest with a targeting mechanism based on geographic targeting, community\ntargeting and verification of welfare with a proxy-means test. This approach should maximize the\naccuracy of targeting, and therefore efficiently distribute resources to the poorest households.\nFurthermore, the setting up of a database that other social safety net programs could use or\ncomplement will result in improved targeting for multiple interventions.\n\n77. **The measures put in place to accompany households will be designed and**\n**implemented in collaboration with the sectoral actors**, with a view to develop interventions that\neffectively promote behavioral changes in the areas of nutrition and early childhood development\nand stimulate access to related health and education services. This will also ensure consistency\nwith sectoral activities and adaptation to the local context, as discussed in Annex 2.\n\n78. **The implementation of the registry and the cash transfer program**, and more generally,\nthe development of standardized instruments that other programs can use, will help address some\nof the issues identified in the 2014 social safety nets assessments through improved targeting,\nincreased coordination, and more efficient payment systems.\n\n\n**C.** **Financial Management**\n\n\n79. **A financial management (FM) assessment of the SEP/CNPS and for the Ministry of**\n**Human Rights, Social Affairs and Gender was undertaken as part of project appraisal** . The\n\n\n23\n\n\n",
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+ "start": 413,
+ "end": 414
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+ "dataset_name": {
+ "text": "registry",
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+ "start": 531,
+ "end": 532
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+ "description": null,
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+ "publication_year": {
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+ "start": 565,
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+ "start": 453,
+ "end": 454
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+ "text": "SEP/CNPS",
+ "confidence": 0.9070882797241211,
+ "start": 608,
+ "end": 611
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+ ],
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "objective of this assessment was to determine whether the implementing entities have adequate\nfinancial management arrangements to ensure that project funds will be used for purposes\nintended, in an efficient and economical way. This assessment was carried out in accordance with\nthe **Bank Directive** : Financial Management Manual For World Bank Investment Project\nFinancing Operations issued February 4, 2015 and effective from March 1, 2015; and the **Bank**\n**Guidance** : Financial Management in World Bank Investment Project Financing Operations Issued\nand Effective from February 24, 2015.\n\n80. **The assessment indicates that there are some weaknesses and risks** mainly in the areas\nof staffing arrangements and capacity, accounting systems, both internal and external auditing, and\nreporting arrangements. Proposed mitigation measures, as outlined in Annex 3, have been\nincorporated into the design of the financial management arrangements with the aim of reducing\nthese risks. Mitigation measures include the establishment of a Project Implementation Unit by the\nproject launch; the financial management system of that unit will be supported by the following\nmeasures: (i) recruitment of a Financial Management specialist with qualification acceptable to\nthe Bank; (ii) a computerized accounting system in the coordination unit; and (iii) the development\nof a Project Implementation Manual (PIM), including an administrative and financial component.\nThe financial management residual risk rating for the Project is _**Substantial.**_\n\n81. **The report based disbursement method will be used by the project.** Disbursements will\nbe made quarterly based on a six month cash flow forecast supported by a work plan that is agreed\nbetween the PIU and the Bank (IDA) Task Team Leader. Other methods of disbursement that can\nbe used by the project include direct payments; special commitments e.g. letters of credit; and\nreimbursements to Government for expenditures incurred under the project. An advance will be\nmade into two USD Designated accounts opened at the Burundi Central Bank (BRB) immediately\nafter grant effectiveness. The PIU should submit the initial withdrawal application request together\nwith six months program’s cash forecast. Further details on FM and disbursement considerations,\nwith a flow of funds are included in Annex 3.\n\n\n**D.** **Procurement**\n\n\n82. **Procurement for the project will be carried out in accordance with the following Bank**\n**guidelines** [(i) \"Guidelines: Procurement of Goods, Works and Non-Consulting Services under](http://go.worldbank.org/XH679K5M60)\n[IBRD Loans and IDA grants & Grants by World Bank Borrowers\" dated January 2011, revised](http://go.worldbank.org/XH679K5M60)\n[July 2014; (ii) \"Guidelines: Selection and Employment of Consultants under IBRD Loans and](http://go.worldbank.org/1M27MNVLZ0)\n[IDA grants & Grants by World Bank Borrowers” dated January 2011, revised July 2014; (iii)](http://go.worldbank.org/1M27MNVLZ0)\n“Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD\nLoans and IDA grants and Grants”, dated October 15, 2006, revised in January 2011; and the\nprovisions stipulated in the Financing Agreement.\n\n83. **An assessment of the capacity of the Ministry of Human Rights, Social Affairs and**\n**Gender was conducted in May 2015 and updated in May 2016** . The assessment revealed lack\nof inner capacity to properly handle procurement processes using World Bank guidelines.\nAccordingly, it was agreed that a Project Implementation Unit be established under the auspice of\nthe line Ministry with a procurement officer hired competitively. The internal procurement unit\nwill be associated in the project procurement implementation in order to build its capacity in the\nmanagement of World Bank-financed project. The main risk factors identified and their proposed\nmitigation measures are summarized in Annex 3.\n\n\n24\n\n\n",
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+ {
+ "dataset_name": {
+ "text": "assessment",
+ "confidence": 0.80783611536026,
+ "start": 3,
+ "end": 4
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+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": {
+ "text": "2015",
+ "confidence": 0.9597543478012085,
+ "start": 65,
+ "end": 66
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "financial management system",
+ "confidence": 0.5015872716903687,
+ "start": 189,
+ "end": 192
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": {
+ "text": "2015",
+ "confidence": 0.7456267476081848,
+ "start": 65,
+ "end": 66
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "flow forecast",
+ "confidence": 0.8162608742713928,
+ "start": 300,
+ "end": 302
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.8386527299880981,
+ "start": 372,
+ "end": 373
+ },
+ "publication_year": {
+ "text": "2014",
+ "confidence": 0.5300267338752747,
+ "start": 499,
+ "end": 500
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 34
+ ]
+ }
+ },
+ {
+ "input_text": "84. **The draft procurement plan, dated November 14, 2016 for at least the first 18 months**\n**of the project was** **agreed with the Bank.** During implementation, the procurement plan will be\nupdated in agreement with the project team as required - at least annually - to reflect actual project\nimplementation needs and improvements in institutional capacity. The client will ensure that it is\navailable in the project’s database and a summary will be disclosed on the Bank’s external website\nonce the project is approved by the IDA’s Board of Directors.\n\n\n**E.** **Social (including Safeguards)**\n\n\n85. **The Project is expected to have a positive social impact** by providing economic support\nto the poorest households and their communities, as described in the economic analysis above.\nGiven the novelty of cash transfers in Burundi, there are some concerns of increased intrahousehold (since the women will be the recipient of the cash, which may go against gender norms)\nand inter-household conflict (between beneficiaries and non-beneficiaries). The promotion\nactivities will reinforce messages about the fact that the program seeks to benefit the welfare of\nthe whole household and include modules about household conflict and domestic violence.\nTransparency and understanding of the targeting process will be key to minimize inter-household\nconflicts and the promotion activities will be open to all community members on a voluntary basis\nfor non-beneficiary households. Both the process and the impact evaluations will track potential\nchanges in conflict.\n\n86. **Approximately one percent of the Burundian population are Batwa, who are**\n**recognized as an indigenous people under OP/BP 4.10** . In compliance with OP/BP 4.10, the\nGovernment of Burundi has prepared an Indigenous Peoples’ Planning Framework, which was\nconsulted in the four provinces in September 2016, and disclosed in country and in the InfoShop\non November 9, 2016. An estimated 7,000 Batwa households lived in the target provinces in 2015\n(approx. 1.15 percent of the total population) [15] . In part because of their past nomadic huntinggathering livelihoods, Batwas have even less access to land in the communities where they settle.\nTheir specific needs are seldom taken into account in local development plans both through lack\nof capacity and interest from sectoral service providers and lack of Batwa participation in local\ndevelopment councils. Batwa face severe human endowment gaps (access to reproductive health\nservices, nutrition, access to schools), and very limited access to economic opportunities and\nproductive assets. These gaps are particularly severe for Batwa women with high levels of genderbased violence and early marriages, little awareness of their rights, and limited political\nrepresentation: 13 Batwa women are members of communal councils (out of 68 Batwa council\nmembers). These gaps are large compared to Batwa men but also when compared to other\nBurundian women.\n\n87. **The project expected impacts on the Batwa are mostly positive if they actually**\n**participate in the project** . Through fair access to the cash transfers and their accompanying\nactivities, the impacts on Batwa beneficiaries include: an improvement in the nutrition of\nbeneficiary children and pregnant and lactating women, a general improvement in health,\nstrengthened cohesion and social inclusion, increased school attendance and decreased drop-out,\nincrease in the participation of Batwa women in the management of their household goods, and\neventually increase in income through own income-generation.\n\n\n15 Given these preliminary figures and the experience of the Concern pilot, the team expects around 5-6 percent of\nproject beneficiaries (up to a maximum of 10 percent) to be Batwa.\n\n25\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 35
+ ]
+ }
+ },
+ {
+ "input_text": "88. **Based on the experiences in addressing the specific vulnerabilities and discrimination**\n**facing the Batwa, the Project will take specific measures to ensure the participation of eligible**\n**Batwa households** . Batwa households living in the targeted _collines_ will be included in the first\nlist of eligible households and surveyed in the PMT survey. The final list of beneficiaries will be\npublicly validated. It is expected that access to ID documents may be particularly low in these\ncommunities and the project will support beneficiaries in acquiring national IDs and birth\ncertificates.\n\n89. **The program will also ensure they can participate in the accompanying measures by**\n**partnering with NGOs that are experienced in taking into account their specific challenges**,\nin particular with hygiene, food preparation and feeding practices. Extra behavior change\ncommunication may be necessary, in particular for the potential use of cell phones as well as\nchargers and incentives to open accounts in micro-finance cooperatives to safeguard the transfer\nmonies, given increased risks of thefts. Service providers will ensure that Batwa households can\nparticipate in regular IEC/BCC sessions with the rest of the community to foster social inclusion.\nHowever, specific sessions on sensitive topics such as reproductive health and gender-based\nviolence may be conducted separately for the Batwa. Once _collines_ are selected for participation\nin the project, provincial Indigenous People’s Plans will be developed. After validation of the IPP\nby the Batwa beneficiaries, the latter will nominate a provincial representative who will work\nclosely with the program provincial and communal focal points and coordinate activities targeted\nto the Batwa.\n\n**F.** **Environment (including Safeguards)**\n\n\n90. The Project will not support public works, nor any changes in land use. Therefore, the\nproject is categorized as B and does not require an Environmental Assessment.\n\n\n**G.** **World Bank Grievance Redress**\n\n\n91. Communities and individuals who believe that they are adversely affected by a World Bank\n(WB) supported project may submit complaints to existing project-level grievance redress\nmechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints\nreceived are promptly reviewed in order to address project-related concerns. Project affected\ncommunities and individuals may submit their complaint to the WB’s independent Inspection\nPanel which determines whether harm occurred, or could occur, as a result of WB non-compliance\nwith its policies and procedures. Complaints may be submitted at any time after concerns have\nbeen brought 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 (GRS), please visit http://www.worldbank.org/GRS. For\ninformation on how to submit complaints to the World Bank Inspection Panel, please visit\nwww.inspectionpanel.org.\n\n\n26\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 36
+ ]
+ }
+ },
+ {
+ "input_text": ".\n\n\n.\n\n\n.\n\n\n\n**Annex 1: Results Framework and Monitoring**\n\n\n**Annex 1: Results Framework and Monitoring**\n\n\n**Country: Burundi**\n\n**Project Name: BI-Social Safety Nets (Merankabandi) (P151835)**\n\n\n**Results Framework**\n\n\n\n**Project Development Objectives**\n\n\n.\nPDO Statement\n\nThe objectives of the proposed Project are to provide regular cash transfers to extreme poor and vulnerable households with childrenin selected areas\nwhile strengthening the delivery mechanisms for the development of a basic social safety net system.\n\n**These results are at** Project Level\n\n\n.\n\n**Project Development Objective Indicators**\n\n\n\n\n\n|Col1|Col2|Cumulative Target Values|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Indicator Name|Baseline|YR1|YR2|YR3|YR4|YR5|YR6|YR7|YR8|YR9|End
Target|\n|Beneficiaries of
Safety Nets
programs
(number)
(Number) -
(Core)|0.00|0.00|24000.00|48000.00|48000.00|48000.00|48000.00||||48000.00|\n|Beneficiaries of
Safety Nets
programs -
Female
(number)|0.00|0.00|12000.00|24000.00|24000.00|24000.00|24000.00||||24000.00|\n\n\n27\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 37
+ ]
+ }
+ },
+ {
+ "input_text": "|(Number - Sub-
Type:
Breakdown) -
(Core)|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Beneficiaries of
Safety Nets
programs -
Unconditional
cash transfers
(number)
(Number - Sub-
Type:
Breakdown) -
(Core)|0.00|0.00|24000.00|48000.00|48000.00|48000.00|48000.00||||48000.00|\n|Proportion of
households
enrolled in the
beneficiary
database living
below the
extreme poverty
line
(Percentage)|0.00|0.00|50.00|60.00|70.00|70.00|70.00||||70.00|\n\n\n.\n\n\n\n\n\n**Intermediate Results Indicators**\n\n\n\n\n\n|Col1|Col2|Cumulative Target Values|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Indicator Name|Baseline|YR1|YR2|YR3|YR4|YR5|YR6|YR7|YR8|YR9|End
Target|\n|Proportion of
beneficiary
households that
increased their
food
consumption by|0.00|0.00|0.00|10.00|25.00|30.00|40.00||||40.00|\n\n\n28\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 38
+ ]
+ }
+ },
+ {
+ "input_text": "|more than 10%
than the control
group
(Percentage)|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Proportion of
beneficiary
households in
the beneficiary
collines
participating in
behavior change
promotion
activities
(Percentage)|0.00|0.00|50.00|50.00|70.00|80.00|80.00||||80.00|\n|Proportion of
beneficiary
mothers of
children less
than 2 years old
who breast-feed
according to the
recommended
protocol
(Text)|Value
TBD|Baseline
+10%|Baseline
+10%|Baseline
+20%|Baseline
+25%|Baseline
+25%|Baseline
+25%||||Baseline
+25%|\n|Proportion of
beneficiaries
who know the
dates of their
payments and
exact amounts
(Percentage)|0.00|0.00|50.00||70.00||75.00||||75.00|\n|Percentage of
community
members (of|0.00|0.00|60.00||70.00||70.00||||70.00|\n\n\n29\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 39
+ ]
+ }
+ },
+ {
+ "input_text": "|which women)
satisfied with
the targeting
process
(Percentage)|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Households with
up-to-date
information
(less than 3-year
old) in the
registry
(Percentage)|
0.00|0.00|100.00|100.00|100.00|90.00|90.00||||90.00|\n|Beneficiaries
receiving
payments on the
schedule set-up
in the
operational
manual
(Text)|TBD|0|Baseline
+10%|Baseline
+10%|Baseline
+20%|Baseline
+25% (at
least 80%)|Baseline
+25% (at
least 80%)||||Baseline
+25% (at
least 80%)|\n|Social Registry
MIS developed
(modules) and
working
(reports)
(Text)|No
module|Modules
1, 2|Module 4|Module 3|Reports|Reports|Reports||||Reports|\n|Public
expenditure in
social assistance
programs
tracked and
available on a
yearly basis at
the Permanent|Ad-hoc
report|Standardiz
ed data
collection
and report|Governme
nt and
donors
report|Governme
nt and
donors
report|Mapping
of social
assistance
expenditur
e in 4
provinces|National
and
province
level
mapping
of SA
expenditur
es|National
and
province
level
mapping
of SA
expenditur
es||||National
and
province
level
mappint
of SA
expenditur
es|\n\n\n30\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 40
+ ]
+ }
+ },
+ {
+ "input_text": "|Executive
Secretariat of
the National SP
Commission
(Text)|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Basic
knowledge of
implementers
about SSNs
and/or the CT
program
(concepts and
practice)
(Text)|N/A|Scores
SSN
Module|TBD|TBD|TBD|TBD|TBD||||TBD|\n|Cash transfer
program
grievance
redress
mechanism
implemented
(Text)|N/A|Protocols
defined|Instrument
s ready
and actors
trained|Timely
resolution
of 20% of
cases|Timely
resolution
of 25% of
cases|Timely
resolution
of 30% of
cases|Timely
resolution
of 40% of
cases||||Timely
resolution
of 40% of
cases|\n|Process
evaluation
implemented
(Text)|N/A|Baseline
CT
targeting
payment|Baseline
CCT|Follow-up|Follow-up|Follow-up|At least 12
evaluation
reports|
|||At least 12
evaluation
reports|\n|Impact
evaluation
realized
(Text)|N/A||Baseline
for 2
provinces||Midpoint
data
collection|Final data
collection|3
evaluation
datasets
and
reports||||3
evaluation
datasets
and
reports|\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\n31\n\n\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "SSNs",
+ "confidence": 0.7617495059967041,
+ "start": 110,
+ "end": 111
+ },
+ "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": "reports",
+ "confidence": 0.5232536792755127,
+ "start": 371,
+ "end": 372
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+ "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": 0.6126891374588013,
+ "start": 458,
+ "end": 459
+ },
+ "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/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 41
+ ]
+ }
+ },
+ {
+ "input_text": "**Indicator Description**\n\n\n.\n\n**Project Development Objective Indicators**\n\n\n\n|Indicator Name|Description (indicator definition etc.)|Frequency|Data Source / Methodology|Responsibility for Data
Collection|\n|---|---|---|---|---|\n|Beneficiaries of Safety Nets
programs (number)|This indicator measures the number of
individual beneficiaries covered by safety
nets programs supported by the Bank.
Safety nets programs intend to provide
social assistance (kind or cash) to poor and
vulnerable individuals or families,
including those to help cope with
consequences of economic or other shock.|
Yearly|Cash Transfer Program
MIS|Project Implementation
Unit|\n|Beneficiaries of Safety Nets
programs - Female
(number)|This indicator measures female
participation in SSN programs. It has the
same definition as the \"Beneficiaries of
Safety Nets programs\" but applies only to
female. This indicator will yield a measure
of coverage of SSN projects disaggregated
by gender (in absolute numbers)|
Yearly|Cash Transfer Program
MIS|Project Implementation
Unit|\n|Beneficiaries of Safety Nets
programs - Unconditional
cash transfers (number)|Follows the safety nets programs’
classification used in SP Atlas.|Yearly|Cash Transfer Program
MIS|Project Implementation
Unit|\n|Proportion of households
enrolled in the registry
living below the extreme
poverty line|This indicator measures the proportion of
extreme poor households per the national
poverty line, in the targeting database.
This indicator will yield a measure of the
quality of targeting|Yearly|Registry database|Project Implementation
Unit|\n\n\n.\n\n\n\n\n\n\n\n\n\n\n\n32\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Project Development Objective Indicators",
+ "confidence": 0.7964399456977844,
+ "start": 9,
+ "end": 13
+ },
+ "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": "indicator",
+ "confidence": 0.8565840125083923,
+ "start": 189,
+ "end": 190
+ },
+ "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": "households",
+ "confidence": 0.8738903403282166,
+ "start": 331,
+ "end": 332
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "SP Atlas",
+ "confidence": 0.6093172430992126,
+ "start": 307,
+ "end": 309
+ },
+ "dataset_tag": "named",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "households",
+ "confidence": 0.939343273639679,
+ "start": 331,
+ "end": 332
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "registry",
+ "confidence": 0.7740193605422974,
+ "start": 338,
+ "end": 339
+ },
+ "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": {
+ "text": "households",
+ "confidence": 0.9025086760520935,
+ "start": 331,
+ "end": 332
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "targeting database",
+ "confidence": 0.7342859506607056,
+ "start": 375,
+ "end": 377
+ },
+ "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": "extreme poor households",
+ "confidence": 0.8426755666732788,
+ "start": 361,
+ "end": 364
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 42
+ ]
+ }
+ },
+ {
+ "input_text": "**Intermediate Results Indicators**\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|Indicator Name|Description (indicator definition etc.)|Frequency|Data Source / Methodology|Responsibility for Data
Collection|\n|---|---|---|---|---|\n|Proportion of beneficiary
households that increased
their food consumption by
more than 10% than the
control group|Based on results from similar programs in
Zambia and results from the_Tuburamure_
trial in Cankuso and Ruyigi provinces
(IFPRI, 2015 and 2016)|Bi-yearly|Process evaluation
(qualitative) and impact
evaluation (quantitative)|Project Implementation
Unit|\n|Proportion of beneficiary
households in the
beneficiary_collines_
participating in behavior
change promotion activities|This indicator tracks the attendance of
beneficiaries in the monthly IEC sessions
through attendance records of the session
provider.|Every 6
months|Cash Transfer MIS from
implementing NGO reports|Project Implementation
Unit|\n|Proportion of beneficiary
mothers of children less
than 2 years old who breast-
feed according to the
recommended protocol|WHO data from 2009 reported exclusive
breast-feeding at 6 months at 76% and
continued breast-feeding at 2 years at 87%
in rural areas|Bi-yearly|Beneficiary survey, spot
checks (observations) and
impact evaluation|Project Implementation
Unit|\n|Proportion of beneficiaries
who know the dates of their
payments and exact
amounts|This indicator measures the basic
knowledge of beneficiaries about a key
program process|Bi Yearly|Beneficiary survey|Project Implementation
Unit|\n|Percentage of community
members (of which women)
satisfied with the targeting
process|
This indicator measures the perception of
community members (with sex-
disaggregated results) about the
community-based and proxy-means
targeting in terms of transparency and
efficiency.|Bi-Yearly|Process evaluation and
beneficiary surveys|Project Implementation
Unit|\n|Households with up-to-date
information (less than 3-
year old) in the registry|This indicator tracks the dates of
interviews of households selected by the
CBT, in the program database. It will
provide a basic measure of the timeliness
of the database information.|Yearly|Social registry MIS|Project Implementation
Unit|\n\n\n\n33\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "WHO data",
+ "confidence": 0.7115873098373413,
+ "start": 265,
+ "end": 267
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "rural areas",
+ "confidence": 0.8530114889144897,
+ "start": 297,
+ "end": 299
+ },
+ "publication_year": null,
+ "reference_year": {
+ "text": "2009",
+ "confidence": 0.9769846200942993,
+ "start": 268,
+ "end": 269
+ },
+ "reference_population": {
+ "text": "beneficiaries",
+ "confidence": 0.805890679359436,
+ "start": 185,
+ "end": 186
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Beneficiary survey",
+ "confidence": 0.8178768754005432,
+ "start": 302,
+ "end": 304
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "rural areas",
+ "confidence": 0.6985302567481995,
+ "start": 297,
+ "end": 299
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "beneficiaries",
+ "confidence": 0.8277209997177124,
+ "start": 185,
+ "end": 186
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "registry",
+ "confidence": 0.7518825531005859,
+ "start": 495,
+ "end": 496
+ },
+ "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": "Households",
+ "confidence": 0.9294801950454712,
+ "start": 475,
+ "end": 476
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 43
+ ]
+ }
+ },
+ {
+ "input_text": "|Beneficiaries receiving
payments on the schedule
set-up in the operational
manual|This indicator measures the differences
between the planned payment date and
actual receipt date by the recipient. This
will provide a measure of the payment
agency(ies)’s performance.|Semester|Social Registry MIS|Project Implementation
Unit|\n|---|---|---|---|---|\n|Social Registry MIS
developed (modules) and
working (reports)|Registry MIS modules: 1 (household
database), 2 (PMT), 3 (beneficiary
database updating), 4 (complementary
activities). Reports refer to the timely
production of data for 4 quarterly reports,
1 annual report.|Yearly|Social registry MIS|Project Implementation
Unit|\n|Public expenditure in social
assistance programs tracked
and available on a yearly
basis at the Permanent
Executive Secretariat of the
National SP Commission|The CNCA tracks expenditures for donors
registered with the Ministry of Finance.
The report would use the format
developed for the SSNA. In the third year,
it would also include a mapping of the
interventions from NGOs and local
government levels in the provinces where
the cash transfers operate.|
Yearly|CNCA report and M&E
system|SEP/CNPS|\n|Basic knowledge of
implementers about SSNs
and/or the CT program
(concepts and practice)|These would be modelled on the entry test
in the basic SSN course and could cover
key operational processes relevant for
different types of operators.|Yearly|Learning evaluations|Project Implementation
Unit|\n|Cash transfer program
grievance redress
mechanism implemented|This indicator tracks the milestones in
developing the system to track and resolve
grievances about the cash transfer
program.|Semester|Cash transfer program MIS|Project Implementation
Unit|\n|Process evaluation
implemented|This indicator tracks the data collection
and analysis about the implementation of
key program processes: targeting,
payments and complementary activities.|Semester|Cash Transfer Program
MIS|Project Implementation
Unit|\n|Impact evaluation realized|This indicator tracks the data collection
and analysis of the impacts of the program|Bi-yearly|Cash Transfer MIS|Project Implementation
Unit|\n\n\n\n34\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Social registry MIS",
+ "confidence": 0.736219048500061,
+ "start": 186,
+ "end": 189
+ },
+ "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": "CNCA report",
+ "confidence": 0.6816076636314392,
+ "start": 317,
+ "end": 319
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "report",
+ "confidence": 0.5458418726921082,
+ "start": 318,
+ "end": 319
+ },
+ "acronym": null,
+ "author": {
+ "text": "SEP/CNPS",
+ "confidence": 0.7184358835220337,
+ "start": 328,
+ "end": 331
+ },
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "This indicator",
+ "confidence": 0.8031472563743591,
+ "start": 475,
+ "end": 477
+ },
+ "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/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 44
+ ]
+ }
+ },
+ {
+ "input_text": "35\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 45
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 2: Detailed Project Description**\n\n\n1. **Supporting** **resilience in the face of renewed fragility and addressing some structural**\n**poverty issues:** The proposed Project supports the Government of Burundi in its efforts to support\nthe extreme poor for their consumption and investments in human capital so as to increase their\nown income-generation capacity. The Project also supports the government in getting started on a\ntwin-track set of interventions to address both renewed vulnerability and structural poverty and\nthus contribute to the consolidation of the peace-building recovery and growth. The proposed\nProject focuses on supporting two sets of key instruments:\n\na) The first of these are the cash transfers and their complementary foundational human\ncapital investment measures. By providing reliable support to the poorest and food insecure\nhouseholds in the medium-term, the cash transfer program support them in improving their\nsituation in terms of strengthened resilience to shocks to avoid poverty traps; access to\nhuman development services such as education, health, and nutrition; and access to\neconomic opportunities. While the Project provides start-up funding for sixteen communes\nin four provinces, it is expected that the demonstration effect stimulates increased\nparticipation of the government and other key donors;\n\nb) The second key suite of interventions are the key delivery mechanisms built around the\ncash transfer program but potentially adaptable for other types of social safety net\ninterventions. The targeting processes and the ensuing eligible/beneficiary databases\nwould provide a mechanism to target the extreme poor in an efficient and transparent way.\nBuilding such processes is complex and costly, but, when used effectively by targeted\nprograms, they become a shared public good which allows the overall system to improve\nits targeting (and hence its impact) at a lower cost. The MIS would provide real-time\ninformation about program implementation, first for the SEP/CNPS and the National\nSocial Assistance and National Solidarity Directorate of the Ministry of Human Rights,\nSocial Affairs and Gender and potentially for other members of the CNPS. It would enable\nimplementers and policy-makers to track inputs, outputs and results across interventions.\nThis is at the basis of evidence-based planning for social services and provides a key tool\nfor coordination.\n\n2. **Providing catalytic funding to build-up capacity for a future roll-out** _**.**_ The proposed\nproject is spearheading the scaling-up of cash transfers in the country building on nascent efforts\non donor and government coordination and growing interest in cash transfers as a social assistance\ninstrument across both humanitarian and development sectors. The ability of the Government to\ntarget the extreme poor can be an important factor in policy discussions around addressing the\neconomic effects of the political crisis and promoting a return to a more inclusive growth. While\nthe cash transfer program and its associated delivery mechanisms will need to reach national\ncoverage to fully play their transformative roles, they are complex and will need to be rolled out\nprogressively. This will allow for testing and fine-tuning instruments and process. The proposed\nProject will focus on providing support for the development of the instruments, tools, methodology\nand material for the cash transfer program, which can subsequently be adopted more widely both\ngeographically and across programs.\n\n3. **Facilitating multi-sectoral collaboration and impacts** . The full effectiveness of the CT\nprogram relies on the coordination of efforts from several sectors which also benefit from the\n\n\n36\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 46
+ ]
+ }
+ },
+ {
+ "input_text": "demand-side stimulus provided by the CTs. Indeed, the transfer program relies on the contribution\nof social (health, nutrition, education) and development (agriculture, land management and\ncommunity development, micro-finance, etc.) actors to design its promotion activities and in the\nfuture, to ensure that the supply of basic services is in place to respond to the beneficiaries’\ndemand. On the other hand, the targeting mechanisms provide a tool for all sectors to improve\ntheir programs (by informing program design or guiding investment plans to meet supply gaps).\nEventually, this is expected to help programs coordinate their interventions, seeking synergies and\navoiding duplication\n\n4. **The proposed Project is organized around three components** : Component 1 supports\nthe building blocks for a basic social safety net system; Component 2 supports the national Cash\nTransfer Program; and Component 3 supports Project management, monitoring and evaluation.\n\n\n**Component 1 – Support to the cash transfer program (US$26.7 million equivalent)**\n\n5. **The first component will support the development and implementation of a cash**\n**transfer program to be implemented in phases**, targeted towards extreme poor and vulnerable [16]\nBurundian households with children under 12 years of age in selected areas. The program\ncombines regular cash transfers (Sub-component 1.1) with promotion activities to increase\nknowledge about essential care and nutrition practices and change behaviors to promote\ninvestments in human capital (Sub-component 1.2). The rationale for this combination is a twintrack approach to poverty reduction. Cash transfers will contribute to poverty alleviation in the\nshort-term and enable households to consume more and better food and to access basic services.\nBehavior change promotion activities will contribute to poverty alleviation in the medium-term by\npotentially activating synergies between health, nutrition, learning and income-generation\ncapacity. Extreme poverty such as the conditions facing potential program beneficiaries has\nnegative effects both on cognitive capacity (capacity to process information and make decisions)\nand executive control (impulse control). The cash transfer will provide households with some\n“breathing space” to acquire new knowledge and practices. The government also has a strategy to\nimprove the supply of basic health and education services and strengthen universal access. While\nthis is not in the scope of the project, ultimately the information in the database can support some\nof the planning by helping identify needs.\n\n6. **Objectives and beneficiaries** . The objective of the cash transfer program is to support the\nconsumption of extreme poor and vulnerable households and promote investments in the\nfoundations of human capital (nutrition, health, early childhood development). Ultimately, a\nnational scale program would aim to reach all the poorest households across Burundi (estimated\nat about 300,000 households, with approximately two million members [17] ). The beneficiaries are\nthe households, which receive the cash transfers and benefit from an increase in consumption.\nWithin the household, the focus is on women – as cash transfer recipients and targets of some of\nthe behavior change activities – and children – as targets of the behavior change activities and\n\n\n16 The main symptom of vulnerability in Burundi is food insecurity. At the country-level, it translates into most of the\ncountry classified as “stressed” and an increasing area in the North and East classified in “crisis” in the Integrated\nFood Security Phase classification (FAO, 2016). At the household-level, it translates in increasing numbers of\nindividuals in chronic or acute food insecurity (estimated to 4.6 million in October 2016 (OCHA))\n17 These estimations are based on the poverty analysis of the 2013/14 household survey ( _Enquête sur les Conditions_\n_de Vie des Ménages Burundais_, ECVMB)\n\n\n37\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "social safety net system",
+ "confidence": 0.5021295547485352,
+ "start": 145,
+ "end": 149
+ },
+ "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": {
+ "text": "beneficiaries",
+ "confidence": 0.809589684009552,
+ "start": 67,
+ "end": 68
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "national Cash\nTransfer Program",
+ "confidence": 0.5668286085128784,
+ "start": 154,
+ "end": 158
+ },
+ "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": {
+ "text": "Burundian households",
+ "confidence": 0.5744956135749817,
+ "start": 231,
+ "end": 233
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "database",
+ "confidence": 0.9842303395271301,
+ "start": 438,
+ "end": 439
+ },
+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "households",
+ "confidence": 0.6160560250282288,
+ "start": 309,
+ "end": 310
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "cash transfer program",
+ "confidence": 0.6206952333450317,
+ "start": 464,
+ "end": 467
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "FAO",
+ "confidence": 0.9048709273338318,
+ "start": 636,
+ "end": 637
+ },
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.9089478850364685,
+ "start": 512,
+ "end": 513
+ },
+ "publication_year": {
+ "text": "2016",
+ "confidence": 0.9797660708427429,
+ "start": 638,
+ "end": 639
+ },
+ "reference_year": null,
+ "reference_population": {
+ "text": "extreme poor and vulnerable households",
+ "confidence": 0.5260981321334839,
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+ "input_text": "investments in human capital through increased health, nutrition and education. The beneficiaries\nwill be selected from the initial community listing, based on their basic proxy-means test score\n(see component 2). The final list of eligible households for the cash transfer program will be shared\nwith the community, for validation. Each household will name a recipient (and a substitute) to\nreceive the transfers. The recipient is the main care provider for the children, mostly their mother.\n\n7. **Program duration** . The program is envisaged to be the precursor of a permanent national\nprogram, catering to the extreme poor. However, for each household, the cycle of program\nparticipation is three years (30 months with cash transfers and Behavior Change Communication\n(BCC) activities and an additional 6 months with BCC activities only), which reflects the\nprogram’s focus on extreme poverty and on building a basis for resilience. After three years, a recertification process would again assess households’ eligibility for continued participation or\ngraduation out of the program. Graduation from the cash transfer program does not preclude\ninclusion in other social protection and livelihood support programs such as health insurance,\npublic works, micro-credit and other “solidarity economic” activities. The re-certification will be\nsynchronized with new rounds of registration for the registry.\n\n8. **Implementation arrangements** . The program will be implemented by the Permanent\nExecutive Secretary (SEP) of the CNPS, placed under the authority of the Ministry of Human\nRights, Social Affairs and Gender, under the guidance of the Steering Committee and Technical\nCommittee for the National Social Protection Commission. Implementation will be supported by\na Project Implementation Unit with a central team to organize and supervise implementation and\nprovincial (four provincial focal points) and commune-level (16 commune focal points) teams\nresponsible for implementation in the field. Payment activities will be contracted to payment\nagencies while the behavior change activities will be contracted to NGOs. Relevant government\nentities (Ministry of Health (MSPLS), Ministry of Education, and Ministry of Communal\nDevelopment) are engaged at the national level (at the strategic and technical levels through the\nCNPS, its technical committee and the relevant thematic groups), the provincial level (through the\nCPPS) and at the local level where present. In particular, the focus of the Health System Support\nproject ((KIRA, P156012) on community health and nutrition provides for potential synergies. Deconcentrated administrative structures will also support the program’s implementation in the\n_collines_ .\n\n9. **The program will be implemented in phases** . The program will prioritize the poorest\nareas (with a combination of monetary poverty rate and chronic malnutrition at the province level\nand extreme poverty rate at the commune level). The project will support a first phase of the\nprogram to establish transparent and rule-based processes and allow for the gradual fine-tuning of\nthese processes and the instruments for program operation. For example, the involvement of\ncommunities in the targeting may evolve as better household survey data becomes available; cash\npayments may evolve, from cash to electronic or mobile payments; the enforcement of\nconditionalities may evolve with the availability of services and administrative capacity. The\nregistry will start in 16 communes of the four provinces with the largest rates of monetary poverty\nand chronic malnutrition.\n\n\n_**Sub-component 1.1. Cash Transfers (US$19.5 million equivalent)**_\n\n\n10. **Payment amount and schedule.** The level of transfers will be BIF 20,000 (US$ 12\nequivalent) per household and per month for 30 months. This corresponds to approximately 19\n\n\n38\n\n\n",
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+ "input_text": "percent of the extreme poverty line [18] . It is in line with transfer amounts in comparable African\ncontexts. For operational reasons, the payments may be originally made on a quarterly basis. Once\npayments systems are established, alternative payment schedules will be tested, with a goal of\nmonthly payments. The payment schedule takes into account the lean periods (March-April and\nDecember) and periods of significant expenditure (beginning of the school year in September).\n\n\n_Source: PAM 2014. Gitega, Karuzi, Kirundo, and Ruyigi provinces are located in the Eastern and Northern_\n_depressions, the Plateaux humides, and Plateaux Secs de l’Est_\n\n11. **Payment mechanisms.** A payment study has assessed the payment options in the four\nselected provinces. So far, experiences of delivering payments have relied on informing\nbeneficiaries through mobile phones [19] and distributing cash through the post office (Concern),\nmobile payments (Concern), NGOs (Red Cross) and micro-finance institutions delivering cash\ndirectly, and payments through mobile units of a bank (WFP). Financial inclusion is very low\nacross the poor (less than 7 percent of both males and females above 15 years of age have access\nto an account and 2.3 percent among the bottom 40 percent (Global Findex, 2014). Mobile phone\ncompanies have started to offer electronic wallets and cash transfer programs and with the recent\nchanges of the legal framework, they could expand rapidly, following the pattern in other\n\n\n18 Extreme poverty line is BIF 28,201 per adult equivalent per month\n19 Mobile phone penetration rate was 22.6 percent in Burundi, placing the country as the 7th least developed market.\nBased on Concern experience, if possible, the first transfer of the program would include a cell phone (as an in-kind\nshare of the first payment).\n\n\n39\n\n\n",
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+ "input_text": "neighboring countries. The payment mechanisms that will be selected, through a competitive\nbidding process, will demonstrate the following competencies: ability to pay, accessibility (safe\npayment network and good connectivity), transparency, proven reliability, acceptable transaction\ncosts, efficiency, capacity of planning and monitoring. Payment providers may differ in each\nprovince (or other geographical grouping as some of the selected communes are contiguous) to\nguarantee accessibility across the program’s area of operation. The payment study has identified\npotential bank and mobile providers in all provinces.\n\n12. **Co-responsibilities and verification.** The cash transfer program aims to provide\npredictable and regular income to extreme poor households so as to enable them to increase\nconsumption and invest in the foundations of their children’s human capital. Given the limited\nadministrative capacity, beneficiary households will initially be required to participate in the\nbehavior change communication activities described in sub-component 1.2 but the payments will\nnot be conditional on attendance. As the provision of basic services and the capacity to monitor\nimprove, the program will explore the provision of making the payments conditional on the actual\nparticipation in the BCC activities and possibly on the use of basic services (verified through the\nhealth card or the primary school attendance records). Participation in the behavior change\nactivities will be recorded in the MIS. The cash transfer recipient, her husband and other adults\nwill be expected to participate in the main BCC activities, with absences collected and transmitted\nto the provincial and central program offices. In a first step, a local program official (from the\nCFDC) and the _colline_ focal point will visit the household, assess the reason for missing the session\n(illness, accident) and encourage them to participate in the future. If and when payments become\nconditional, in a second step, two consecutive absences without justification may cause the\nsuspension of half of the following payment. Decisions about conditionalities will be taken at the\nproject mid-term based on implementation performance.\n\n13. **Specifically, subcomponent 1.1. will support the payment of cash transfers to 48,000**\n**households** of the national cash transfer program, as well as the payment of associated financial\nfees. This corresponds to 15 percent of the poorest 20 percent households in Burundi (and 60\npercent in the four provinces). Twelve thousand households in the provinces of Karuzi and Ruyigi\n(total 24,000) would enter the program in the first wave. Then the remaining 12,000 households\nin Gitega and Kirundo province would enter the program in the second wave as described in the\nresults framework in Annex 1. At full scale, the program targets the first quintile or roughly\n300,000 households with children under 12 years of age.\n\n\n_**Subcomponent 1.2:**_ _**Behavior change for investments in human capital**_ _**(US$7.2 million**_\n_**equivalent)**_\n\n\n14. **Curriculum of promotion activities** . The core curriculum for the promotion activities\nwill consist of five themes: (1) Program objectives, activities and roles and responsibilities\nincluding the information about processes to obtain birth and marriage registration and national\nIDs (required for cell phone registration), (2) nutrition for children and pregnant women\n( _Alimentation et nutrition du jeune enfant_ ), (3) early childhood development (positive parenting,\nplay-based learning, school preparedness based on the _Pratiques Essentielles Familiales_ package),\n(4) mother and child health (pregnancy risks, childhood illness management, family planning,\nmalaria prevention, HIV/AIDS, intimate partner violence prevention), and (5) education, skills,\nand income-generation (importance of schooling and training, access to micro-finance, rotating\nsaving and credit organizations _nawunawaze_, basic accounting, etc). These themes are related to\n\n\n40\n\n\n",
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+ "input_text": "the program’s objectives, aligned with the priority needs identified in the vulnerability analysis of\n2012-13, appropriate given the delivery method and the learning can yield potential significant\nimpacts and spillovers at the household and community levels. For example, evaluations of\n_Tubaramure_, a food-assisted integrated health and nutrition intervention trial in Ruyigi and\nCankuso provinces (IFPRI, 2014 and Leroy _et al_ ., 2016) show very little knowledge and practice\nabout complementary foods for children above 6 months of age, scant knowledge of danger signs\nfor acute respiratory infections (the main cause of death for children below five years of age) and\nmanagement of diarrhea. The 2010 DHS also revealed high unmet contraception needs (31 percent\nfor limiting and spacing births), a significant proportion of women not deciding about the use of\ntheir own income (16.2 percent in the North and 7.5 percent in the East), a high proportion of\nwomen not involved in decisions about important purchases for the household (42 percent), and a\nhigh female acceptance of intimate partner violence (74 to 78 percent for at least one of the\nfollowing reasons: burning food, arguing with the husband, neglecting children, going out without\ninforming the husband, or refusing sex).\n\n15. **The modules will be implemented through a set of activities** (defined in a behavior\nchange facilitator manual) **and support materials** (posters, illustrated booklet, radio and video\nmodules). The modules will follow international and national guidelines. UNICEF will develop\nthe curriculum for the nutrition, health and ECD modules as their contribution to the proposed\nproject. The development will involve close coordination with the Ministries of Health, the 2 [nd]\nVice-Presidency and the SUN coordination. The development will draw on the latest\nmethodologies for child and adult learning (active and practice-based learning) and cognitive\nstimulation. Lessons from the process evaluation of the USAID-supported Food for Peace program\nin Cankuso and Ruyigi (IFPRI, 2014) and its on-going expansion in Muyinga emphasize the\nimportance of the design of the delivery of the behavior change communication and continued\ntraining for the frontline staff and volunteers to ensure accurate delivery. The program\nimplementation team will develop the curriculum on program processes based on the operation\nmanuals.\n\n16. **The materials will be tailored to the specificities of the Burundian rural context**, in\nparticular the gender norms in rural areas, the very high levels of chronic child malnutrition, and\nthe high levels of interpersonal violence which may affect some practices. The materials and\nmethodologies will be adapted to ensure their appropriateness for particularly marginal groups\nsuch as the _Batwa_ or single mothers. Social exclusion may affect their capacity to learn and their\npractices may differ from other groups so these factors will be taken into account when designing\nand implementing the modules.\n\n17. **The beneficiary household is the target of the promotional activities** . This reflects the\nprogram’s focus on households and the potential contribution of all household members to adopt\nnew practices. While mothers are the primary care providers, other household members –\nespecially fathers in their role of household head, grand-parents, and older children as potential\ncare providers -- play an important role in defining behaviors and norms. The BCC activities will\ntherefore engage with the household as a whole and with tailored activities to ensure that key\nmessages are received and understood by all household members. The monthly sessions will\ninclude household sessions open to the participation of all household members above 15 years of\nage, mothers’ sessions and fathers’ sessions. Children themselves may be engaged through age\nappropriate play-based learning. Depending on logistical capacity, sessions will be open to other\ncommunity members on a voluntary basis, which would help foster changes in norms.\n\n\n41\n\n\n",
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+ "input_text": "18. **Specific activities will target community leaders** (chef de _colline_, religious leaders,\n_imboneza_ _[20]_ _)_ **and service providers** (community health workers and teachers) since they\ncontribute to the definition of social norms and conduct. They will receive pedagogical materials\n(posters, booklets) to strengthen their dialogue with the community on these issues and post in\ntheir health post or classroom.\n\n19. **Behavior change activities will take place once every month** . Activities will be\norganized and implemented by qualified NGOs, selected on the basis of their skills and knowledge\nof the local conditions. Preliminary institutional assessments showed that such potential\nimplementers are present in each province. They will be supervised by the program communal\nteams which will include the MDPHASG social worker when available, and the program focal\npoint. Volunteer community members _(_ for example the _imboneza_, Red Cross volunteers, head of\na 10-household cell, and members of the Child Protection committees) who play a leadership role\nmay be involved to support organization and encourage attendance. They would work with 50\nhousehold and will receive an amount equivalent to half transfer. Beneficiary households will be\nrequired to attend while community leaders and service providers will be encourage to attend their\nsessions but their participation will be voluntary.\n\n20. **Specifically, the proposed project will support activities including:**\n\n(a) The proposed Project will finance mostly the development of the modules on the program,\nand on schooling, skills and income-generation. The development of the modules on\nhealth, nutrition and ECD will be the responsibility of UNICEF.\n\n(b) For the delivery of the BCC activities to the beneficiaries and their community, the\nproposed Project will support output-based contracts to qualified NGOs. The project will\nalso finance the production of the related learning materials (posters, images, booklets,\nradio messages, videos). The program itself will not distribute goods to beneficiary\nhouseholds but may coordinate with delivery NGOs to give small materials to encourage\nthe behavior changes such as soap, a covered bucket for water, mosquito nets, etc.\n\n(c) The proposed Project will also support activities for the programming, supervision,\nmonitoring and evaluation of the activities by the program provincial and communal teams\nwith the support of the commune-level structures of the MDPHASG. UNICEF may provide\nassistance for the implementation (and resources for additional modules on peacebuilding), technical supervision and quality control.\n\n\n**Component 2: Support to the key delivery mechanisms of a basic social safety net system**\n**(US$7.5 million equivalent)**\n\n\n21. **The second component will support the development and implementation of four key**\n**instruments for the implementation of the cash transfer program and the future**\n**coordination of other targeted social safety net interventions** targeted to the poorest households\nin Burundi. The framework for the component comes from the National Social Protection\nStrategy, which the SEP/CNPS and Technical Committee of the National Social Protection\n\n\n20 Volunteer focal points of the MDPHSAG in charge of mediating in cases of domestic violence and child\nprotection issues.\n\n\n42\n\n\n",
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+ "input_text": "Commission [21] developed with support from the African Development Bank, UNICEF and the\nWorld Bank in 2014-15. The strategy has three key objectives: (i) increase access to basic social\nservices, (ii) ensure food security and basic income security, (iii) strengthen social and natural risk\nmanagement; and a transversal objective (iv) contribute to decrease chronic malnutrition. (Box 2).\n\n22. **The four key instruments include:** a targeting mechanism and potential beneficiary\ndatabase; core modules of a basic management information system; a monitoring and evaluation\nmodule; and capacity building for the implementation of the NSPS. The instruments will be\ninitially anchored around the cash transfer program described in Component 1, but with a view to\nserve a broader set of targeted programs that would contribute to the realization of the NSPS\nobjectives.\n\n\n_**Sub-component 2.1: Implementation of a precursor database for the registry (US$2.0 million**_\n_**equivalent)**_\n\n\n23. **The beneficiary database and its associated targeting mechanism are a key pillar for**\n**the coordination of programs** . They are also critical for ensuring transparency in the selection\nof beneficiaries in the Burundian context of recurrent fragility and entrenched structural poverty\nThe database will be initially be developed to identify the extreme poor households for the purpose\nof the cash transfer program and its complementary activities. However its function is to ultimately\nserve as the foundation for a registry of extreme poor households, which would be used for all\ntargeted key programs as identified in the NSPS, and for the complementary targeted interventions\nof CNPS member ministries. A registry is a public good and its use will lower the overall cost of\ntargeting. The fact that the targeting will use clear and transparent rules (explicit criteria,\ncommunity involvement, and public validation) in the registration of extreme poor households will\ncontribute to strengthening the governance of the social assistance sector. This is especially\nimportant in the Burundian context of recurrent fragility and persistent post-conflict divisions.\n\n24. **The development of the database will take place in phases, according to the**\n**availability of poverty information and the implementation of the cash transfer program** .\nInitially, the program will start in selected provinces [22] (the provinces were selected as the ones\nwith the highest combination of monetary poverty from ECVMB 2013-14 and chronic\nmalnutrition from DHS 2010 and include Gitega, Karuzi, Kirundo and Ruyigi) for the purpose of\nidentifying potential beneficiaries of the cash transfer program. Given the implementation of a\nUS$50 million Food-for-Peace project in the province of Muyinga [23], targeting all mothers of\nchildren less than two years of age, the project will not work in that province. The project\npreparation team worked with the Poverty team and the National Statistical Institute (ISTEEBU)\nto build small-area extreme poverty maps (based on the ECVMB 2013-14 in combination with the\n2010 Census data), which provided the basis for a more systematic geographical targeting at the\ncommune-level and could inform the planned expansion of the safety net program and other\nprograms using the registry. In each province, the four communes with the highest poverty (from\n\n\n21 The CNPS includes 11 ministers under the authority of the President\n22 The country is divided in 18 provinces, 129 communes and 2,638 collines.\n23 The _Amashiga_ program started in 2016 and aims to foster community based-nutrition, using the lessons of the\n_Tubaramure_ pilot in Cankuso and Ruyigi. The program would distribute food to all households with pregnant\nwomen or children under two, and foster behavior change in terms of food consumption, preparation, production,\nwater and sanitation and hygiene practices, and access to health.\n\n\n43\n\n\n",
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+ "data_type": null,
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+ "text": "ECVMB 2013-14",
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+ "dataset_tag": "named",
+ "description": null,
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+ "text": "Poverty team",
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+ "text": "2013-14",
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+ "pages": [
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+ },
+ {
+ "input_text": "the 2013-14 ECVMB data analysis) were initially selected for the program (see Table A.2.1).\n\n**Table A.2.1: Provincial rates of monetary poverty and chronic malnutrition**\n\n|Province|Monetary poverty
(percent)|Stunting
(percent)|\n|---|---|---|\n|Bubanza
|
53.7
|
56.1
|\n|
Bujumbura mairie
|
17.4
|
27.9
|\n|
Bujumbura rural
|
35.2
|
59.8
|\n|
Bururi
|
48.9
|
49.6
|\n|
Cankuzo
|
71.1
|
48.3
|\n|
Citiboke
|
54.8
|
52.2
|\n|
**Gitega**
|
**72.0**
|
**59.7**
|\n|
**Karuzi**
|
**65.8**
|
**68.1**
|\n|
Kayanza
|
71.8
|
55.4
|\n|
**Kirundo**
|
**69.2**
|
**60.3**
|\n|
Makamba
|
53.3
|
62.1
|\n|
Muramvya
|
48.0
|
63.5
|\n|
**Muyinga**
|
**80.4**
|
**61.1**
|\n|
Mwaro
|
39.9
|
56.1
|\n|
Ngozi
|
49.5
|
71.2
|\n|
Rutana
|
60.1
|
56.6
|\n|
**Ruyigi**
|
77.8
|
66.1|\n\n\n\n25. **The first phase of the project will start in the Karuzi and Ruyigi provinces** . The second\nphase will include the remaining eight communes in the provinces of Gitega and Kirundo (Table\nA.2.2). The _collines_ within the commune or province capital will not be included in the program.\nIn the first phase, in the Karuzi communes, the program will select randomly half of the _collines_\nwith a stratification by zones to ensure that some _collines_ of all the zones are included. In the\nRuyigi communes, the program will first select randomly a zone and include all _collines_ in the\nselected zone then select another zone until it reaches half of the _collines_ in the selected communes.\nThe process evaluation will follow the cost-benefits associated with concentrating _collines_ vs.\ncovering all zones in terms of operational costs and feasibility and political acceptability to inform\nthe process of the roll-out in the second phase. The randomization at _colline_ -level is an important\nelement of transparency as no recent information is available on communes about welfare levels,\nit is also key for the identification of program impacts in the impact evaluation. The random\nselection of _collines_ will take place publicly in a commune-level assembly involving program staff,\nthe province governor, the commune administrator and all the _chefs de colline_ in that commune as\nwell as representatives from religious groups, traditional authorities, civil society and the _Batwa_ .\n\n\n44\n\n\n",
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "|Province|Communes|Number
of zones|Number of
collines|\n|---|---|---|---|\n|**Gitega**
|Bugendana
|
3
|
22
|\n|
|
Buraza
|
3
|
19
|\n|
|
Gitega
|
4
|
38
|\n|
|
Itaba
|
3
|
21
|\n|
|
|
|
|\n|
**Karuzi**
|
Bugenyuzi
|
3
|
27
|\n|
|
Gihogazi
|
3
|
21
|\n|
|
Mutumba
|
2
|
11
|\n|
|
Nyabikere
|
3
|
14
|\n|
|
|
|
|\n|
**Kirundo**
|
Bugabira
|
3
|
12
|\n|
|
Busoni
|
5
|
41
|\n|
|
Kirundo
|
4
|
29
|\n|
|
Ntega
|
4
|
37
|\n|
|
|
|
|\n|
**Ruyigi**
|
Butaganzwa 2
|
4
|
39
|\n|
|
Butezi
|
3
|
15
|\n|
|
Bweru
|
4
|
20
|\n|
|
Gisuru
|
3
|
43
|\n|
|
|
|
|\n|
**Averages**|
|
3.4|
25.6|\n\n\n26. **The household-level selection for the registry will use community-based targeting**\n**with listing of the 30 percent poorest households in the** _**colline**_ based on nationally agreed\ncriteria for extreme poverty including an indicator of access to land, a dependency index (taking\ninto account all not able-bodied members: children, elderly, persons with a disability and\nchronically ill members), and welfare indicators. Because of the extreme social exclusion they\nface, _Batwa_ households will be automatically registered in this first stage list through a separate\nlisting process. All households in the listing will be surveyed to compute a basic multi-dimensional\nproxy-means test (PMT) score, and rank households by their poverty status [24] . The preliminary\nand final lists will be validated by the community.\n\n27. **The composition of the targeting committees, as well as the instructions they receive**\n**will be designed to minimize exclusion errors** . The targeting committee will include\nrepresentatives from the _colline_ development committee (president and female member),\nrepresentatives from religious groups in the _colline_ (Caritas or priest, pastor), representatives from\nthe Child Protection Committee, the _imboneza_ if present (volunteer women in charge of addressing\ndomestic violence and children issues, with support from MDPHSAG), community health workers\nand the Red Cross, the community leader ( _bachingonazi_ ) or customary leader ( _Abagobo-_\n\n\n24 The poverty analysis on the household survey data (ECVMB 2014) for the poverty map will provide the PMT\ncoefficients and inform the design of a questionnaire to collect data on the variables associated with extreme poverty\nat the household-level.\n\n\n45\n\n\n\n\n",
+ "datasets": [
+ {
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+ "text": "Nyabikere",
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+ "end": 305
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+ "is_used": "False",
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+ "text": "dependency index",
+ "confidence": 0.7067676186561584,
+ "start": 761,
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+ "text": "_Batwa_ households",
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+ "start": 799,
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+ "text": "household survey data",
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+ "start": 979,
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+ "description": null,
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+ "text": "ECVMB",
+ "confidence": 0.8717447519302368,
+ "start": 983,
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+ "publication_year": {
+ "text": "2014",
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+ "input_text": "_amushingonare_ ) for a total of 8 to 10 members with at least half of the members from civil society.\nFollowing the FIDA model, an NGO will be recruited to provide technical assistance to the\ntargeting committees to ensure that they follow the criteria and adhere to the process. The\ncommittee list will be public and the final cash transfer beneficiary list will be validated in a _colline_\nin an assembly. All households in the listing will be surveyed by a data collection firm to compute\na multi-dimensional proxy-means test (PMT) score, and rank households by their poverty status.\n\n28. **As the program expands, the process may be reviewed** . Based on the progress on\ncoordinating other information and additional funding available for the program, at mid-term\nreview, a decision will be taken to continue with the initial process; or to apply the questionnaire\nto all potentially eligible households, based on the small-area estimate of extreme poverty in the\ncommune (and the community validation may then occur afterwards); or to use only the\ncommunity-based targeting.\n\n29. **The targeting questionnaire will collect basic socio-economic information about the**\n**household for the PMT calculation, as well as key information on specific vulnerabilities,**\n**access to basic social services, and livelihood strategies** . The exact content of the questionnaire\nwill be discussed by an advisory group including technical staff from SEP/CNPS, MDPHASG,\nMSPLS, other ministries involved in core SSN interventions, as well as ISTEEBU. This\ninformation could then be used for targeting by other “core” SP programs, and other programs\nmanaged by the Ministries members of the CNPS. The analysis of the data will provide a portrait\nof the extreme poor, their access to services and their livelihood strategies which can help inform\nthe design of poverty reduction programs and interventions to increase the extreme poor’s access\nto basic services. Information-sharing protocols will be developed so that programs that target the\nextreme poor can have access to the information but that the information remains secure.\n\n30. **The proposed methodology will be initially implemented in the 8 selected rural**\n**communes of the Karuzi and Ruyigi provinces and then will be reviewed for the**\n**implementation in the additional 8 communes in Gitega and Kirundo provinces** to: (i) assess\nthe operational processes for the implementation of the targeting, in terms of organizational\ncapacity and credibility, time and costs, (ii) test the targeting efficiency of the proposed CBT and\nPMT combination given the prevalence of poverty and the dearth of reliable consumption data.\nThe first phase results will inform the roll-out in the next eight communes.\n\n31. **As part of the registration process, the project will register the national ID number**\n**of the proposed cash transfer recipient and a potential substitute.** An estimated 20 percent of\nBurundians do not have an ID card and this proportion reached 30 percent among the beneficiaries\nof the _Terintambwe_ pilot). If needed, the project will coordinate with the Ministry of Interior for\nthe provision of national identity cards to potential recipients of the cash transfer program. This\nwill also help ensure their access to other public services and increase their citizen participation in\nsociety.\n\n\n46\n\n\n",
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+ "input_text": "**Box A.2.1: National ID card in Burundi**\n\n\nThe information on the present ID card includes: last and first names, names of\nparents, birth date, civil status, occupation, a black and white picture of the bearer\nand his/her signature. It also includes an ID number and the places of residence.\nTo obtain an ID card, one must present a birth certificate and proof of residence\nsigned by the _chef de colline_ and the commune administrator. Cost in 2016 is BIF\n2,500.00 (US$ 1.61).\n\nBurundi has piloted a biometric ID card. This card would include: first and last\nname, sex, birth date, province, commune, current residence, parents’ names and\nchildren’s names, CAM card number, Social Security National Institute number,\n_Mutuelle de la Fonction Publique_ number, profession, place of birth, picture,\nfingerprint, profession. It would be machine-readable per the requirements of the\nEAC.\n\n\n32. T **he sub-component will support the background analysis for the implementation of**\n**the database and its implementation.** These include:\n\n(a) Design and implementation of key tools: updated poverty and malnutrition maps,\ndevelopment of community-based targeting criteria and processes, development of\nregistration questionnaire, construction of proxy-means test score, the organization of the\ndifferent committees involved in the registration, the implementation of the PMT survey,\nstoring and analysis of the data as well as the preparation of beneficiary lists for the cash\ntransfer program and its complementary activities. It will also support the acquisition of\nkey equipment (hardware, software, back-up equipment).\n\n(b) Implementation of the targeting and registration in selected areas including the organization\nand support of the targeting committees, the implementation and processing of\nquestionnaires and the preparation of the list of registered households as well as eligible\nhouseholds for the cash transfer program.\n\n(c) Information campaigns to explain the purposes and processes of the targeting and\nregistration to commune and _colline_ administration and local government staff and to\nhouseholds in the selected _collines_, potential additional activities to ensure that\nbeneficiaries are aware of the requirements and supporting documents for national ID\ncards,\n\n(d) Quality controls: Spot checks, process evaluations, analysis of targeting efficiency to\nidentify necessary adjustments.\n\n\n_**Sub-component 2.2. Core modules of the Management Information System (US$1.5 million**_\n_**equivalent)**_\n\n\n33. **This sub-component will support the development of basic core modules for**\n**Management Information System to support the delivery mechanisms for a basic social**\n**safety net system** . All modules will use a unique individual identification number. The modules\nwill enable the production of key social program indicators used for the monitoring and tracking\nsystem of the SEP. The use of these modules is expected to improve program design and\nimplementation, foster future coordination between programs, improve program design and\n\n\n47\n\n\n",
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+ "text": "social program indicators",
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+ "start": 532,
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
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+ "input_text": "implementation, and the monitoring and evaluation of the cash transfer program, as a template for\nother social safety net interventions.\n\n34. **Building on the database of eligible households, these modules will include:** (i)\nprogram beneficiary lists with an eventual registration of complementary activities, (ii) payment\nmodules (payroll and the reconciliation from the payment provider(s)), (iii) operational tracking\nof program, and (iv) basic monitoring and evaluation, including beneficiary feedback and\ngrievance redress mechanisms when operational. The program beneficiary lists will start with the\ncash transfer beneficiary list and track beneficiaries’ participation in the complementary activities\nset-up by the program. While initially, participation will be required but payments will not be\nconditional on participation, the system will provide the functionality to set up conditionalities in\nthe future. The payment system will include the quarterly/monthly payroll based on beneficiary\nlists, the amounts transferred to the payment agency(ies), the beneficiary receipts and the\nreconciliation of accounts. The operational tracking module would provide an operational\ndashboard to enable program managers to plan and track activities, human and material resources\nand other inputs at the central, provincial and communal levels. The M&E system would track\nfinancial outlays, key program results (including those core indicators that would be common\nacross programs within the SP system), impacts and beneficiary feedback as inputs to guide\nprogram management in the implementation of the programs. The grievance redress mechanism\nwould track grievances linked to targeting, receipt of transfers and implementation of the\ncomplementary activities.\n\n35. **The project will also finance the development and management of a grievance redress**\n**mechanisms** to respond to complaints and ensure a high level of accountability across program\noperations. These mechanisms include: in-person complaints to program commune focal point,\nSMS-based system to a third-party grievance manager (conditional on finding a trusted and\ncompetent agent and for possibilities for social control of a Government program), boxes at the\n_colline_ -level in the care of a civil society organization, possibly a hotline at central-level. All\ncomplaints, whether received in person, through SMS, phone or boxes will be logged in the MIS\nand steps for their resolution will be tracked and monthly reports sent to the operation coordinator,\nthe coordinator for complementary activities as well as the project coordinator.\n\n36. **Typical grievances range from information requests, questions about exclusion and**\n**inclusion from the program by the community-based targeting or the proxy-means test,**\nrequests for correction of errors in registration (identification, household composition, socioeconomic status), complaints about stakeholders – program officials, service providers including\nmobile providers and financial intermediaries and NGOs in charge of the promotion activities,\nlocal committees, authorities). The grievance redress will be built to provide resolution as close\nto the point of occurrence as possible and to guarantee accessibility by beneficiaries. If resolution\nis not satisfactory to the plaintiff, voluntary mediation via traditional conflict resolution\nmechanism available at the commune level could provide an additional layer of redress before\nescalating to the provincial and central levels.\n\n37. **This sub-component will support:**\n\n(a) The development of an overall Management Information System, with modules including\nbeneficiary lists, payment-related information, basic monitoring of operational processes\nincluding the delivery of BCC activities and the participation of beneficiary households,\ngrievance redress records. The MIS should also produce regular reports on program\n\n\n48\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
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+ "input_text": "implementation at the _colline_, commune, province and central levels. The MIS will need\nto interface with the beneficiary database for the cash transfer program and potentially\nother databases constructed on the same structure for potential additional programs and\nwith the payment agency(ies) system.\n\n(b) The design and implementation of grievance redress mechanisms with different points of\nentry at the _colline_, commune and province-levels and different channels for citizen\nfeedback.\n\n(c) A specific MIS operational manual with a clear definition of roles in access, quality control,\nupdate, and safeguarding of personal data.\n\n(d) The implementation of the modules with the development of software and acquisition of\nkey IT equipment and hardware (some parts of the MIS and the registry may be hosted in\na cloud or on local servers, depending on relative cost-efficiency in terms of safeguarding\nand resilience)\n\n(e) Related communication and multi-media outreach materials as well as training for key\nstakeholders.\n\n\n_**Subcomponent 2.3: Monitoring and evaluation (US$2.8 million equivalent)**_\n\n\n38. **Since the project is supporting new interventions and processes in Burundi and to**\n**ensure transparency, the third sub-component will also support process evaluations of the**\n**key program processes and an impact evaluation including beneficiary surveys** . The\nevaluations are set up to provide learning between the first and second wave of communes\nimplementation and to provide key impact information to garner support for cash transfers as a\nrelevant social protection intervention in Burundi. The process evaluation will focus on the core\noperational processes: targeting and payment processes as well as the delivery of the\ncomplementary activities. In the first phase, the process evaluation will assess the relative\nefficiency of concentrating _collines_ by zones within communes. This will inform the expansion in\nthe second wave of communes and inform the design of the operating processes for the program.\nThe process evaluation will be complemented by regular beneficiary surveys to help map out\noperational bottlenecks, complaints and issues, and complement the grievance redress mechanism.\nThe impact evaluation will focus on key poverty, welfare, and human development indicators\n(including women and children health and nutrition outcomes) at the household and communitylevels for the cash transfers and the behavior change communication. It may also explore\nvariations in the delivery of the modules and specific women empowerment issues related to\nmanaging cash and fostering behavior change on parenting practices and social norms.\n\n39. **The process evaluations and beneficiary surveys will provide evidence for the mid-**\n**term review stock taking** of the first phase of the program, which will be used to update processes\nfor the expansion in the other two provinces. Subsequent evaluations will feed into the program\nmonitoring system to assess the quality of implementation.\n\n40. **The main impact evaluation will take advantage of the random selection of collines at**\n**the commune-level for a randomized cluster design** . Baseline data collection in participating\nand control _collines_ will take place before transfers start for beneficiary households. Mid-line data\ncollection will take place at 24 months (at the same time of year). End line data collection will take\nplace six months after the CT program is supposed to end (at 42 months) to assess the medium\n\n49\n\n\n",
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+ "geography": {
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+ "text": "beneficiary households",
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+ "text": "program\nmonitoring system",
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+ "start": 514,
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+ "text": "beneficiary households",
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "term sustainability of the changes in household welfare, a key concern of Burundian policymakers. These evaluations will support setting-up evidence-based program management and\npolicy design in the SEP and CNPS.\n\n41. **This sub-component will support:**\n\n(a) The design of the process and impact evaluation as well as complementary analytical tools\nto feed into the MIS,\n\n(b) Data collection and analysis for periodic (twice a year) process evaluations, beneficiary\nsurveys and an impact evaluation with a baseline, mid-line and endline rounds.\n\n\n_**Sub-component 2.4. Capacity building and analysis for the Implementation of the Social**_\n_**Protection Strategy (US$1.2 million equivalent)**_\n\n42. **This sub-component will support capacity building for the main actors in charge of**\n**social protection** in the central government and for the local implementers of the program. The\ncapacity building will seek to bring a common understanding about social protection across\ngovernment levels (at the central, provincial, communal and _colline_ levels) and sectors. Building\non the approach of the modules and training developed for provincial stakeholders with the support\nof the RSR trust fund (P149639), the project will support training on key issues about social safety\nnets implementation, workfare as safety nets, malnutrition, and early childhood development.\nSince the project will support a new type of intervention (the cash transfers), new operational\nprocesses (targeting, automatized registration and payments, coordination mechanisms, grievance\nregistration and redress and systematic M&E, contracting and partnership with CSOs), the project\nwill support capacity building to ensure the understanding of the interventions and the adoption,\nuse, and maintenance of these processes and the corresponding tools.\n\n43. **At the central level, the project will seek to reinforce existing or planned coordination**\n**mechanisms,** focusing on the CNPS Technical Committee and Permanent Executive Secretariat,\nin their capacity of coordinators and regulators for Social Protection. The proposed Project would\nprovide support to the CNPS thematic groups, including the development of their terms of\nreferences and support to their activities. Based on the needs identified in the forthcoming\nfunctional institutional assessment, the sub-component will support training and technical support,\nas well as assistance with coordination costs.\n\n44. **This sub-component will also support some basic analytical services** to build the\nevidence base which the technical committee and the SEP can use for the monitoring of the overall\nSP system and the discussion on programs design. This will likely include an analysis of the\nsupply of basic services (public, non-governmental and private providers), institutional analysis of\nthe different actors involved in social protection, potential for harmonization of the government\nand donor information, a mapping of public works program and background analysis for the\nproposed high-labor intensity public works policy, complementary studies on health coverage for\nthe poor, analysis of malnutrition dynamics and additional analysis as requested.\n\n45. **This sub-component would support:**\n\n(a) Development of training materials for program implementers and other key stakeholders\nsuch as commune and province local government administrators, and training modules\n(face-to-face and online)\n\n\n50\n\n\n",
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+ "input_text": "(b) Development of system indicators and paper-based or e-forms to collect the data,\n\n(c) Analytical services for the thematic groups, the SEP and the technical committee,\n\n(d) Activities of the steering committee\n\n(e) Participation in South-South knowledge exchanges such as the Africa Community of\nPractice on Cash Transfers\n\n\n**Component 3: Project Management (US$5.8 million equivalent)**\n\n46. **The third component will support a Project Implementation Unit (PIU), under the**\n**authority of MDPHASG** . The unit will be headed by a Project Coordinator and staffed by a small\nmanagement team of experienced technicians, who will transfer knowledge to the SEP by learningby-doing in implementing the program. The unit will be responsible for the technical and financial\nimplementation of project activities, including procurement, financial management, M&E,\nmitigation of potential negative social and environmental impacts, and communication about\nproject implementation and results. The unit will liaise with the SEP/CNPS and the Direction for\nSocial Assistance and National Solidarity in the Ministry of Human Rights, Social Affairs and\nGender at the central level. The PIU will be represented at the provincial and commune-level with\nstaff dedicated to the local implementation of the project in the selected provinces and communes\nin coordination with provincial and communal deconcentrated structures of the SEP/CNPS and the\nMDPHASG. At mid-term review, the project team will evaluate the possibility to revise the\ninstitutional set-up of the Project Implementation Unit with a view to transfer responsibilities to\nthe SEP and the MDPHASG.\n\n47. **Specifically, this component will finance:**\n\n(a) Core administrative and operational staff: a Project coordinator and operation manager,\nfiduciary specialists (audit, financial management and procurement staff), an IT system\nspecialist, an M&E specialist, a complementary activity coordinator, a communication\nspecialist, and support staff (senior and team assistants, drivers, guard) at the central level.\nThe complementary activity coordinator will be in charge of monitoring social impacts, in\nparticular as related to potential _Batwa_ beneficiaries. In addition, the PIU will count on\nfour provincial focal points and 16 commune-level operators in the communes where the\nproject will operate.\n\n(b) Equipment and operating costs linked to the daily management of the proposed Project\n(central office rental, vehicles operation, maintenance and insurance; utilities and supplies;\nIT hardware and software; equipment maintenance)\n\n(c) Regular internal and external audits (focusing on financial management and procurement\naspects)\n\n(d) Costs associated with project reporting including a mid-term review involving\nstakeholders.\n\n(e) Costs associated with development and implementation of the four provincial indigenous\npeoples’ plans.\n\n\n51\n\n\n",
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+ "reference_population": null,
+ "is_used": "False",
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+ "text": "project reporting",
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+ }
+ },
+ {
+ "input_text": "**Annex 3: Implementation Arrangements**\n\nBURUNDI **: Social Safety Nets project**\n\n**Project Institutional and Implementation Arrangements**\n\n\n1. **A steering committee has been appointed for the project, with representatives from**\n**central and provincial government and civil society.** The committee will be presided by the\nPermanent Secretary of the Ministry of Finance, Budget and Privatization with the Permanent\nExecutive Secretary of the National Social Protection Commission as Vice President. The\nsecretary will be the Project coordinator. Members will include:\n\n(a) from Government: the National Director for Social Assistance and National Solidarity at\nMDPHASG, high-level representatives from the Ministry of Public Health and Fight\nagainst AIDS, the Ministry of Interior and Patriotic Awareness Training, the Ministry of\nExternal Relations and International Cooperation, the Ministry of Education, Higher\nEducation and Research, the Ministry of Agriculture and Livestock, and the Ministry for\nCommunal Development, as well as a representative of the provincial governors;\n\n(b) from civil society: a representative from the Burundian Red Cross.\n\n2. The steering committee is in charge of the general supervision of the project and ensures\nthat the Project’s activities are implemented to reach the Project’s objectives and in accordance\nwith the dispositions in the Financing Agreement and the Operations Manual. The steering\ncommittee approves annual budgets and work plans, examines annual reports and decides about\nmain corrective measures as necessary. The steering committee meets at least twice a year on\ninvitation of its president or vice-president (Ministerial Order 540/225.01/1986 of October 10,\n2016).\n\n3. **The Technical Committee for the National Social Protection Commission (CT-CNPS)**\nis presided by the Minister for Human Rights, Social Affairs and Gender and the UNICEF resident\nrepresentative is the vice-president in his/her role as coordinator of the donor social protection\ngroup. Its members include representatives from the 11 ministries members of the Commission [25]\nas well as representatives from religious groups, employers, unions and health insurance _mutuelles_ .\nThe committee is a high-level committee in charge of validating strategic plans for SP, approving\ntechnical documents and studies related to social protection issues, monitoring the key programs\nunder the PNPS, supervising the SEP and the management of the SP support fund (Fonds d’ Appui\nà la Protection Sociale). The committee includes four thematic groups for social insurance, social\nassistance, access to income and financing for SP. The Social Assistance thematic group includes\nrepresentatives from the Ministries of Civil Service, National Solidarity, Communal Development,\nFinance and Planning, Health, and Committee on Aid Coordination as well as representatives from\nthe main religious groups. The technical committee acted as the Steering Committee for the\n\n\n25 The committee includes members from the Presidency, the 1st and 2nd Vice-Presidencies, the Ministry of Civil\nService, Labor and Employment, the Ministry of Human Rights, Social Affairs and Gender, the Ministry of Health\nand Fight against AIDS, the Ministry of Interior, the Ministry of Communal Development, the Ministry of Finance\nand Development Planning, the Ministry of Youth, Sports and Culture, the Ministry of Agriculture and Livestock,\nrepresentatives from the Catholic, Protestant and Islamic religions, representatives from the Burundian Association of\nEmployers, from the Confederation of Unions, Health Insurance “ _Mutuelles_ ”, representatives from the Aid\nCoordination Commission and the Permanent Secretary for Economic and Social Reforms.\n\n\n52\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 62
+ ]
+ }
+ },
+ {
+ "input_text": "National Social Protection Strategy development.\n\n4. **The Permanent Executive Secretariat of the CNPS will facilitate the technical**\n**coordination between the Project Implementation Unit and other key members of the CNPS** .\nThe SEP was created in January 2014, from the Social Protection direction of the then Ministry\nfor Civil Service, Labor and Social Security and is now under the authority “ _tutelle_ ” of the Ministry\nfor Human Rights, Social Affairs and Gender. The SEP coordinates activities to extend and\nstrengthen social protection; it executes action plans to reinforce the promotion and regulation of\nSP, it coordinates with its provincial and communal representations, monitors and evaluates SP\nprograms, provides secretary functions to the Technical Committee and ensures the technical\nimplementation of the Committee and Commission decisions. The SEP has three directorates:\n\n(a) Technical Directorate to promote Social Protection,\n\n(b) Directorate for Control, Monitoring and Evaluation of SP systems, and\n\n(c) Directorate for Administration and Finance.\n\n5. **As part of its coordination mandate to extend and strengthen social protection, the**\n**SEP will facilitate technical coordination** between the project activities and those of other\ngovernment agents within the CNPS at central level and the CPPS at provincial level. At central\nlevel, such partners include the National Statistical Institute (ISTEEBU), the National Aid\nCoordination Committee (CNCA) and key ministries in the social and local development sectors\n\n6. **The National Directorate of Social Assistance and National Solidarity in the Ministry**\n**of Human Rights, Social Affairs and Gender will support the implementation of the core**\n**local activities of the cash transfer program** (Component 1), based on its experience with\nhumanitarian assistance to vulnerable groups (persons with disabilities, orphans, street children,\nvulnerable elderly and victims of gender-based violence). It will coordinate with the commune\nlevel Commune Family Development Centers (CFDC), which depend on the Ministry’s cabinet.\nIn particular, social workers from the CDFC will monitor the implementation of the\ncomplementary promotion activities.\n\n7. **In a first phase, a Project Implementation Unit will be responsible for the overall**\n**implementation of the project activities** . This unit will under the authority of the MDPHASG.\nIt will be headed by a Project Coordinator, reporting to the SEP/CNPS and the General Director\nfor Social Assistance and National Solidarity and staffed by a small management team of\nexperienced technicians. The unit will be co-located with the SEP. The Project Coordinator will\nmanage the Project designated account. To help accelerate the activities in the first phase, the\nProject Implementation Unit will initially be responsible for the technical and financial\nimplementation of project activities, including procurement, financial management, M&E,\nmitigation of potential negative social and environmental impacts, and communication about\nproject implementation and results. At mid-term review, the project team will evaluate the\npossibility of a transition strategy to embed the implementation unit within the SEP/CNPS, based\non the results of the capacity building activities supported in Component 2. The unit will contract\nthe development of the MIS, the survey firm(s) for household registration and impact evaluation,\nthe financial institutions in charge of delivering the payments to the beneficiary households, and\nthe NGOs in charge of delivering the complementary activities. In Kirundo, where Concern has\nbeen operating a pilot cash transfer for 2,000 households in 2 communes, local implementation\ncould be delegated to Concern.\n\n\n53\n\n\n",
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+ "text": "MIS",
+ "confidence": 0.7913384437561035,
+ "start": 593,
+ "end": 594
+ },
+ "dataset_tag": "descriptive",
+ "description": {
+ "text": "household registration and impact evaluation",
+ "confidence": 0.5518506765365601,
+ "start": 602,
+ "end": 607
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+ "data_type": {
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+ "author": null,
+ "producer": null,
+ "geography": null,
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+ "reference_year": null,
+ "reference_population": {
+ "text": "beneficiary households",
+ "confidence": 0.7856404781341553,
+ "start": 619,
+ "end": 621
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+ "usage_context": "supporting"
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+ "description": null,
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+ "text": "Kirundo",
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+ "text": "pilot cash transfer",
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "8. **The Project Implementation Unit also includes staff dedicated to the local**\n**implementation of the project at the provincial and commune-levels** in the selected provinces\nand communes in coordination with provincial and communal deconcentrated structures of the\nSEP/CNPS and the MDPHASG. At the provincial level, these include the regional representatives\nof the SEP and the CDFCs and at commune-level, the social workers and the community health\nagents. At the local level, the Project will benefit from support from the administrative structure\n(provincial governorates (“ _Gouverneur_ ”), communes (“ _Administrateur Commun_ al”) and Collines\n(“ _Chefs de colline_ ”) and existing representatives from sectoral ministries. It will rely on existing\ncoordination mechanisms such as the Provincial Committee for Social Protection (“ _Comité_\n_Provincial de Protection Sociale_ ”) and the Colline Development Committees (“ _Comité de_\n_Développement Collinaire_ ”). It will also rely on civil society; community organizations and\nreligious groups and existing committees or monitoring/conflict-resolution structures such as\n( _Comité de Protection de l’Enfance_, _imboneza_ (mediators for domestic violence), Red Cross\nvolunteers).\n\n\n\n**Figure A3.1. Implementation arrangements**\n\n**Implementation** **Coordination**\n\n\nSteering\nCommittee\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nProvince\n\n|CDFC|Col2|\n|---|---|\n|||\n\n\n\nCommune\n\n\nColline\n\n\n\nSocial\nworker\n\n\n\n|Implementati on Support Unit Provincial focal point (4)|Col2|\n|---|---|\n|Communal
focal point
(16)|Communal
focal point
(16)|\n|||\n\n\nService\nproviders\n\n\n54\n\n\n\n\n",
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "9. **A project implementation manual, covering all aspects of the project implementation**\n**will be prepared** . In anticipation of any possible capacity constraints, the Project Implementation\nManual (PIM) will be written and adopted and a series of training workshops will be held to\nfamiliarize management and relevant staff with their contents and use. The PIM will include two\nmain sections: (i) the administrative, procurement, financial and accounting aspects of project\nimplementation; and (ii) the technical implementation of the cash transfers, complementary\nmeasures and key delivery mechanisms (this part of the PIM will be referred to as the operational\nmanual). In addition, the operational manual will include several annexed detailing field\nprocedures once they have been developed and tested and are ready for implementation.\n\n(a) The government will prepare and submit a draft PIM including the administrative,\nprocurement, financial and accounting section by the time of project effectiveness. It will\ndescribe clearly the procedures governing the operation of the Project Implementation Unit\nand its various project activities. It will also detail the responsibilities of the Project\nImplementation Unit and its staff at the central, provincial and commune-level.\n\n(b) The technical component of the PIM (also referred to as the operational manual) will be\ndeveloped during the first six months of the project implementation (legal covenant). It\nwill describe clearly such implementation aspects as beneficiary targeting, cash transfer\nprocedures, complementary measures, delivery mechanisms, accounting documentation,\nand information flows throughout the project implementation cycle. No disbursements for\ncash transfers will be made before the technical component of the PIM is prepared and\nadopted.\n\n10. **In addition to the measures mentioned above, the Project Implementation Unit will**\n**outsource several activities** to local consulting firms, NGOs to facilitate the implementation of\nthe projects. These arrangements may include:\n\n(a) Contractual arrangements with the National Statistical Institute (Institut de Statistiques et\nÉtudes Économiques du Burundi, ISTEEBU) or other data collection firms, to conduct\nhousehold-level surveys for the targeting and impact evaluation and individual-level\nsurveys for the beneficiary surveys;\n\n(b) Contracts with payment agencies to carry out transfer payments;\n\n(c) Contracts with NGOs or other entities with the required technical expertise, qualifications,\nand experience to facilitate the work of the targeting committees, the implementation of\nthe complementary measures and the implementation of the grievance redress mechanisms.\n\n_**Financial Management**_\n\n\n11. _**Financial Management Assessment**_ . A financial management (FM) assessment of the\nproject to be implemented by the SEP/CNPS and the Ministry of Human Rights, Social Affairs\nand Gender was carried out to determine: (a) whether the implementing entities have adequate\nfinancial management arrangements to ensure that project funds will be used for purposes\nintended, in an efficient and economical way; (b) project financial reports will be prepared in an\naccurate, reliable and timely manner; and (c) the entity’s assets will be safeguarded. Those\nassessment were carried out in accordance with the **Bank Directive** : Financial Management\nManual For World Bank Investment Project Financing Operations issued February 4, 2015 and\neffective from March 1, 2015; and the **Bank Guidance** : Financial Management in World Bank\nInvestment Project Financing Operations Issued and Effective February 24, 2015.\n\n\n55\n\n\n",
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+ {
+ "dataset_name": {
+ "text": "project implementation manual",
+ "confidence": 0.96205073595047,
+ "start": 5,
+ "end": 8
+ },
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+ "description": null,
+ "data_type": null,
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+ "author": null,
+ "producer": null,
+ "geography": null,
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "PIM",
+ "confidence": 0.7130782008171082,
+ "start": 162,
+ "end": 163
+ },
+ "dataset_tag": "non-dataset",
+ "description": {
+ "text": "administrative,\nprocurement, financial and accounting section",
+ "confidence": 0.6329188942909241,
+ "start": 165,
+ "end": 173
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+ "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": "household-level surveys",
+ "confidence": 0.9919189810752869,
+ "start": 385,
+ "end": 387
+ },
+ "dataset_tag": "descriptive",
+ "description": {
+ "text": "targeting and impact evaluation",
+ "confidence": 0.9531266689300537,
+ "start": 389,
+ "end": 393
+ },
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.9840093851089478,
+ "start": 373,
+ "end": 374
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "individual-level\nsurveys",
+ "confidence": 0.9364625811576843,
+ "start": 394,
+ "end": 396
+ },
+ "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": "Financial Management Assessment",
+ "confidence": 0.6937277317047119,
+ "start": 470,
+ "end": 473
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": {
+ "text": "FM",
+ "confidence": 0.524101197719574,
+ "start": 481,
+ "end": 482
+ },
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": {
+ "text": "2015",
+ "confidence": 0.7734438180923462,
+ "start": 604,
+ "end": 605
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 65
+ ]
+ }
+ },
+ {
+ "input_text": "12. The assessment indicates that those entities do not have capacity and experience in\nimplementing IDA-financed lending operations. There are some weaknesses and risks mainly in the\nareas of staffing arrangements and capacity, accounting systems, both internal and external\nauditing, and reporting arrangements. Proposed mitigation measures have been incorporated into\nthe design of the financial management arrangements with the aim of reducing these risks.\nMitigation measures include the establishment of a Project Implementation Unit within project\nlaunch; the financial management system of that unit will be supported by the following measures:\n(i) recruitment of a Financial Management specialist with qualification acceptable to the Bank; (ii)\na computerized accounting system in the implementation unit; and (iii) the development of Project\nImplementation Manual (PIM), including an administrative and financial component.\n\n13. _**Risk Assessment and Mitigation Measures**_ _._ The main financial risks and mitigating\nmeasures of this project are listed in Table A3.1 below.\n\n14. _**Implementing Entity**_ _._ The PIU will have the overall responsibility of project financial\nmanagement and procurement aspects, including budgeting, disbursement, book keeping,\nreporting, supervision, management of the designated accounts and auditing. It will be\nstrengthened with the recruitment of a fiduciary team well versed in World Bank fiduciary\nprocedures and through a competitive process. The fiduciary team will be composed of at least\none financial management specialist and one accountant. The World Bank will have the right to\nreview the recruitment process and issue a non-objection before formal appointment. The overall\nselection should be finalized before Project effectiveness as a condition for effectiveness.\n\n15. _**Planning and Budgeting arrangements**_ . The Annual Work Plan and Budget (AWPB)\nalong with the disbursement forecast will be elaborated by the PIU. It will be submitted to the\nProject Steering Committee for approval, and thereafter to IDA for no objection no later than\nOctober 30 of the year preceding the year the work plan should be implemented. The fiduciary\nunit of the PIU will monitor its execution in accordance with the budgeting procedures specified\nin the Project Implementation Manual. The budgeting system should forecast for each fiscal year\nthe origin and use of funds under the project. Only budgeted expenditures would be committed\nand incurred so as to ensure that the resources are used within the agreed upon allocations and for\nthe intended purposes. The quarterly IFRs will be used to monitor the execution of the AWPB.\n\n16. _**Accounting arrangements**_ **.** The current accounting standards in use in Burundi for ongoing\nBank-financed projects will be applicable. An integrated financial and accounting system will be\nput in place and used by the fiduciary unit. The Project code and chart of accounts will be\ndeveloped to meet the specific needs of the project and documented in the Project Implementation\nManual. The accounting system is expected to include a general ledger, auxiliary ledgers, general\nbalance, cash record, and fixed assets record. These ledgers and records should be maintained with\nthe support of financial management software that should be operational no later than three (3)\nmonths after Project effectiveness. Financial management staff at the PIU should be trained in the\nuse of the software by the same date.\n\n17. _**Internal Control and Internal Auditing arrangements.**_ The Administrative and\nAccounting Procedures Manual will provide a clear description of the approval and authorization\nprocesses in respect of the rule of segregation of duties. The Bank will pay attention to the\nadequacy of internal control during its supervision missions.\n\n\n56\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "assessment",
+ "confidence": 0.5710207223892212,
+ "start": 3,
+ "end": 4
+ },
+ "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": "Annual Work Plan and Budget",
+ "confidence": 0.8116182088851929,
+ "start": 322,
+ "end": 327
+ },
+ "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": "budgeting system",
+ "confidence": 0.6429044008255005,
+ "start": 403,
+ "end": 405
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.7304984927177429,
+ "start": 485,
+ "end": 486
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "IFRs",
+ "confidence": 0.5980262160301208,
+ "start": 451,
+ "end": 452
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.866607666015625,
+ "start": 485,
+ "end": 486
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 66
+ ]
+ }
+ },
+ {
+ "input_text": "**Table A3.1: Risk Assessment and mitigation measures**\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|Risk|Risk
Rating|Risk Mitigating Measures Incorporated into
Project Design|Conditions for
Effectiveness
(Y/N)|Residual
Risk|\n|---|---|---|---|---|\n|**Inherent risk**
|S|
|
|S|\n|**Country level.**Burundi is still a high
risk country from the fiduciary
perspective. The PER, the PEFA 2008
and 2014 as well as the UCS reports
outlined PFM weaknesses at both central
and decentralized levels.|
H|The Government is committed to a reform
program that includes the strengthening of the
PFM. This project will enhance Government’s
institutional capacity in adopting and using IDA
FM procedures.
|N|H|\n|
**Entity level.**Financial and regulation
rules which govern the fiduciary
arrangement will be implemented by the
PIU.|S|The PIU finance team will be composed of a
financial management specialist and an
accountant with extensive experience with WB
fiduciary procedures. Implementing a FM
procedures manual (which will be part of the
Project implementation manual) will also help to
mitigate internal control weaknesses.
|Y|M|\n|**Project level.**The project will be
implemented by a PIU team to be
recruited.
Ensuring funds are used for purposes
intended, as well as a fluid and efficient
flow of funds might be challenging.
|S
|
The recruitment of a Project Coordinator, a Field
Operation Manager, a Financial Management
Specialist, a Procurement Specialist, M&E
Specialist and a Communication Specialist will
be completed within project launch.
Training on fiduciary procedures will be
conducted for all FM staff throughout the life of
the project. Three FM supervision supports will
be conducted the first 12 months following the
effectiveness.
|N|S
|\n|**Control Risk**|**S **|
|
|**S **|\n|
**Budgeting.**The AWPB will be prepared
by the PIU and approved by the Project
Steering Committee based on the policy
guideline. The risks will be that there are
many actors involved and this may delay
the process.|
S|
The project Financial Procedures Manual (which
will be part of the Project implementation
manual) will define the arrangements for
budgeting, budgetary control and the
requirements for budgeting revisions. Annual
detailed disbursement forecasts and budgets will
be required. IFR will provide information on
budgetary control and analysis of variances
between actual and budget.
|N|
M|\n|**Accounting.**This project will use an
accounting software which complies
with WB procedures. The risks will be
the following: Poor policies and
procedures, and delay in keeping reliable
and auditable accounting records.
|S|
The current accounting standards in use in
Burundi for ongoing Bank-financed projects will
be applicable. Accounting procedures will be
documented in the manual of procedures (which
will be part of the Project implementation
manual). The FM functions will be carried out
by qualified consultants (individuals) composed
of one Financial Management Specialist and one
accountant to be recruited on competitive basis.
A software will be customized to take into
consideration the need for this new project.
Training will be provided to the Financial team
on the use of international accounting
procedures as well as the project’s software.|N|S|\n|**Internal Control.**Internal control
system may be weak due to the fact that
some of the project activities will have
technical control by the SEP/CNPS and
the Direction of National Solidarity in
the MHRSAG. Insufficient safeguards
and controls may result in improper use|S|
A project financial management Manual of
Procedures (which will be part of the Project
Implementation Manual) and training on the use
of the manual will help to mitigate the risk
relating to internal control|N|M|\n\n\n57\n\n\n\n\n",
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+ "producer": null,
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+ "text": "Burundi",
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+ "start": 788,
+ "end": 789
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+ "reference_population": {
+ "text": "Bank-financed projects",
+ "confidence": 0.6082537174224854,
+ "start": 791,
+ "end": 793
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "manual of procedures",
+ "confidence": 0.6452637314796448,
+ "start": 810,
+ "end": 813
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+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "MHRSAG",
+ "confidence": 0.6528591513633728,
+ "start": 985,
+ "end": 986
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
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+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 67
+ ]
+ }
+ },
+ {
+ "input_text": "|of funds and impact the implementation.
of the project|Col2|Col3|Col4|Col5|\n|---|---|---|---|---|\n|
**Funds Flow.** Due to the nature of the
activities which involve a huge number
of beneficiaries, funds may not be timely
released to allow the implementation of
activities.
The absence of financial institution in
some project implementation areas could
delay the payment to the beneficiaries.
The country may not be familiar with
customized disbursement method to the
project beneficiaries under component 2.|S|Training on the new disbursement procedures
particularly e-disbursement and report based
disbursement will be provided. Also regular
meetings between the PIU, the SEP/CNPS and
the Gov. technical focal points and FMS when
required.
|N|S|\n|**Financial Reporting.** Inaccuracy and
delays in submission of IFR to the WB
due to weak capacity of the FM team.|S|A computerized accounting system will be used.
In addition, IFR and financial statements
formats and contents were agreed upon during
project negotiations and IFRs template will be
included in the FM manual of procedures. The
IDA team will follow-up closely on FM
reporting, including training at the outset of the
project in IFRs.
|N|M|\n|**Auditing.** The risk would be the delay in
submission of audit report or qualified
opinion and delays in the
implementation of audit reports
recommendations.|S|
IFR will be produced on a quarterly basis,
reviewed to improve its quality.
Bank FMS will provide support if required
The audit firms will be recruited before the end
of the first year of the project.
|N|M|\n|**Governance and Accountability.**
Possibility of circumventing the internal
control, and abuse of administrative
positions are potential risks, mis-
procurement etc., is a critical issue.
|M
|The TOR of the external auditor will comprise a
specific chapter on corruption auditing. In
addition, (i) FM procedures manual will be
approved before project effectiveness; (ii) robust
FM arrangements will be established with
quarterly IFR including budget execution and
monitoring; and (iii) Measures will be taken to
improve transparency such as providing
information on the project status to the public.
|N|M
|\n|**OVERALL FM RISK**
|H|
|
|**S **|\n\n\n_Disbursements_\n18. _**Disbursement arrangements**_ . The report based disbursement method will be used by the\nproject. Disbursements will be made on a quarterly basis based on a six month cash flow forecast\nsupported by a work plan that is agreed between the PIU and the Bank (IDA) Task Team Leader.\nOther methods of disbursement that can be used by the project include direct payments to a third\nparty upon the PIU’s request; special commitments e.g. letters of credit; and reimbursements to\nGovernment for expenditures incurred under the project. Further details about disbursements to\nthe project will be included in the disbursement letter as well as the disbursement guidelines. The\nBank will conduct disbursement training for PIU staff on a need basis based on their performance\nand/or when new staff are recruited. An advance will be made into a two USD Designated\naccounts opened at the Burundi Central Bank (BRB) immediately after credit effectiveness. To\nfacilitate transactions with beneficiaries, two subsidiary accounts in BIF will be opened in a\ncommercial bank acceptable to the bank. The PIU should submit the initial withdrawal application\nrequest together with six months program’s cash forecast.\n\n\n\n58\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 68
+ ]
+ }
+ },
+ {
+ "input_text": "19. _**Eligible Expenditures**_ . Table A.3.2 specifies the categories of eligible expenditures that\nmay be financed out of the proceeds of the project, the allocations of the amounts of the financing\nto each category, and the percentage of expenditures to be financed for eligible expenditures in\neach category\n\n**Table A3.2. Eligible Expenditures**\n\n\n\n\n\n\n\n\n\n\n\n|Category|Amount of the Grant
Allocated (expressed
in SDR)|Percentage of Expenditures to
be Financed
(inclusive of Taxes)|\n|---|---|---|\n|(1) (a) First Cash Transfer
installments under Part A.1
of the Project
(b) Second Cash Transfer
installments under Part A.1
of the Project
|
7,100,000
7,100,000
|100% of amounts paid by the
Recipient under the Cash
Transfer
100% of amounts paid by the
Recipient under the Cash
Transfer
|\n|(2) Goods, non-consulting
services, and consultants’
services, Training and Operating
Costs for the Project
|
15,000,000
|
100%
|\n|**TOTAL AMOUNT**|29,200,000||\n\n\n20. _**Banking Arrangements.**_ Two separate Designated Accounts (DA) for the project will be\nopened in the Banque de la République du Burundi (BRB) on terms and conditions acceptable to\nIDA. Two subsidiary accounts in BIF will be opened in Commercial Bank acceptable to the bank.\nThose two accounts will be under the fiduciary responsibility of the PIU. Those accounts will be\nused for all eligible payments financed by the credit as indicated in the specific terms and\nconditions of the Financing Agreement.\n\n21. _**Financial Reporting arrangements.**_ The quarterly Interim Financial Reports (IFRs) will\nbe prepared at the end of each quarter and submitted to the Bank not later than 45 days after the\nend of the quarter. The format and content of the IFRs were discussed and agreed with the\ngovernment. The IFRs will include Sources and Uses of Funds Statement, Uses of Funds by\nProject Activity/Component, Designated Account Activity Statement and Physical Progress\n(Output Monitoring) Report.\n\n22. To support the continued use of report-based disbursement TPA will be required to submit:\n\n(a) Interim Financial Report (IFR).\n(b) Designated Account (DA) Activity Statement.\n(c) DA and Project bank accounts statements.\n(d) Bank reconciliations for both the DA and project bank accounts\n(e) Summary Statement of DA Expenditures for Contracts subject to Prior Review.\n(f) Summary Statement of DA Expenditures for contracts not subject to Prior Review.\n\n\n59\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 69
+ ]
+ }
+ },
+ {
+ "input_text": "**Figure A3.2. Flow of funds**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n23. **The financial statements will be prepared in accordance with International Financial**\n**Reporting Standards (IFRS)** . The IDA financing Agreement will require the submission of\naudited financial statements to the Bank within six months after the financial year end. These\nFinancial Statements will comprise of:\n\n(a) A **Statement of Sources and Uses of Funds / Cash Receipts and Payments** which\nrecognizes all cash receipts, cash payments and cash balances controlled by the entity;\nand separately identifies payments by third parties on behalf of the entity.\n\n(b) A **Statement of Affairs/ Balance Sheet** as at the end of the financial year showing all the\nassets and liabilities of the project.\n\n(c) The **Accounting Policies Adopted and Explanatory Notes.** The explanatory notes\nshould be presented in a systematic manner with items on the Statement of Cash Receipts\nand Payments being cross referenced to any related information in the notes. Examples of\nthis information include a summary of fixed assets by category of assets, and a summary\nof SOE Withdrawal Schedule, listing individual withdrawal applications; and\n\n\n60\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 70
+ ]
+ }
+ },
+ {
+ "input_text": "(d) A **Management Assertion** that Bank funds have been expended in accordance with the\nintended purposes as specified in the relevant World Bank legal agreement.\n\n24. Indicative formats of these statements will be developed in accordance with IDA\nrequirements and agreed with the Country Financial Management Specialist.\n\n25. _**External auditing arrangements.**_ A qualified, experienced, and independent external\nauditor will be recruited on approved terms of reference three months after effectiveness. The\nexternal audit will be carried out according to International Standards on Auditing (ISAs) and will\ncover all aspects of project activities implemented and include verification of expenditures\neligibility and physical verification of goods and services acquired. 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 verification). The audit period will be on annual basis and the reports including\nthe project financial statements submitted to IDA and to the auditors six months after the end of\neach fiscal year. The project will comply with the WB disclosure policy of audit reports (e.g.\nmaking them publicly available, promptly after receipt of all final financial audit reports (including\nqualified audit reports) and place the information provided on the official website within one\nmonth of the report being accepted as final by the team.\n\n26. _**Action Plan.**_ The following actions need to be taken in order to enhance the financial\nmanagement arrangements for the Project:\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|Nº|Action|Due Date|Responsible
Entity|\n|---|---|---|---|\n|1.
|Prepare a project manual of procedures (which will be part
of the Project implementation manual) which will define
FM and accounting procedures to run the project.
|By effectiveness
|
PIU/WB
|\n|2.
|
Recruitment of one financial management expert and one
accountant
|By effectiveness
|PIU/WB|\n|3.
|
Purchase and installation of a new software which
integrates all the functionality required to manage a World
Bank project. Train the fiduciary staff on the use of that
software.
|
By effectiveness
|PIU
|\n|4.
|
Recruitment of internal auditor with competence and
experience satisfactory to the Bank
|Four months after
effectiveness
|PIU
|\n|5.
|
Selection an external auditor with competence and
experience satisfactory to the Bank|
Four months after
effectiveness|PIU|\n\n\n\n27. _**Implementation Support Plan.**_ Implementation support missions will be conducted over\nthe project’s lifetime. The project will be supervised on a risk-based approach. It will comprise\ninter alia, the review of audit reports and IFRs, and advice to the task team on all FM issues. Based\non the current risk assessment which is substantial, the project will be supervised at least twice a\nyear and this may be adjusted when the need arises. However, three FM supervision supports will\nbe conducted the first 12 months following the effectiveness. The ISR will include a FM rating of\nthe project. An implementation support mission will be carried out before effectiveness to ensure\nthe project readiness. To the extent possible, mixed on-site supervision missions will be undertaken\nwith procurement monitoring and evaluation and disbursement colleagues. Based on the outcome\nof the FM risk assessment, the following implementation support plan is proposed with the\nobjectives of ensuring the project maintains satisfactory financial management systems throughout\nthe project’s life:\n\n\n61\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 71
+ ]
+ }
+ },
+ {
+ "input_text": "|FM Activity|Frequency|\n|---|---|\n|**Desk reviews**
|
|\n|Interim financial reports review
|Quarterly
|\n|Audit report review of the program
|Annually
|\n|Review of other relevant information such as interim internal
control systems reports.
|Continuous as they become available
|\n|
**On site visits**
|
|\n|Review of overall operation of the FM system
|Semi-Annually (Implementation Support Mission)
|\n|Monitoring of actions taken on issues highlighted in audit
reports, auditors’ management letters, internal audit and other
reports
|As needed but at least during each implementation
support mission
|\n|
Transaction reviews (if needed)
|As needed
|\n|**Capacity building support**
|
|\n|FM training sessions by World Bank FM team
|At project launch and thereafter as needed|\n\n\n28. _**Financial Covenants.**_ There are no FM effectiveness conditions. The Borrower shall\nestablish and maintain a financial management system including records, accounts and preparation\nof related financial statements in accordance with accounting standards acceptable to the Bank.\nThe Financial Statements will be audited in accordance with international auditing standards. The\nAudited Financial Statements for each period shall be furnished to the Association not later than\nsix (6) months after the end of the project fiscal year. The Borrower shall prepare and furnish to\nthe Association not later than 45 days after the end of each calendar quarter, interim un-audited\nfinancial reports for the Project, in form and substance satisfactory to the Association. The\nBorrower will be compliant with all the rules and procedures required for withdrawals from the\nDesignated Accounts of the project.\n\n_**Procurement**_\n\n29. _**Processes and procedures**_ . Procurement under the Project will be carried out in accordance\nwith the World Bank’s (i) _“_ Guidelines: Procurement of Goods, Works, and Non-Consulting\nServices under IBRD Loans and IDA grants & Grants by World Bank Borrowers” dated January\n2011, revised in July 2014 (ii) “Guidelines: Selection and Employment of Consultants under IBRD\nLoans and IDA grants & Grants by World Bank Borrowers _”_ dated January 2011, revised in July\n2014 and (iii) “Guidelines on Preventing and Combating Fraud and Corruption in Projects\nFinanced by IBRD Loans and IDA grants and Grants”, dated October 15, 2006, as revised in\nJanuary 2011, as well as the provisions stipulated in the Financing Agreement.\n\n30. The general description of various items under different expenditure categories is presented\nbelow under _Procurement Arrangements._ For each contract, the different procurement methods or\nconsultant selection methods, the need for prequalification, estimated costs, prior review\nrequirements, and time frame are agreed between the Borrower and the Bank in the Procurement\nPlan. The Procurement Plan will be updated at least annually, or as required, to reflect the actual\nproject implementation needs and improvements in institutional capacity.\n\n31. In addition to prior review of contracts by the Bank as indicated in the Procurement Plan,\nthe procurement capacity assessment recommends at least one supervision mission each year to\ncarry out post-review of procurement actions. The percentage of the procurements subject to postreviews and technical reviews will be decided on case-by-case by the World Bank mission.\n\n32. _**Advertising procedures**_ **.** In order to get the broadest attention from eligible bidders and\n\n\n62\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 72
+ ]
+ }
+ },
+ {
+ "input_text": "consultants, a General Procurement Notice (GPN) will be prepared by the implementing entity and\npublished in the United Nations Development Business online (UNDB online), on the World\nBank’s external website and in at least one newspaper of national circulation in the Borrower’s\ncountry, or in the official gazette, or a widely used website or electronic portal with free national\nand international access. The Borrower will keep record of the responses received from potential\nbidders/consultants interested in the contracts and send them the Specific Procurement Notices.\n\n33. Specific Procurement Notices for all goods and non-consulting services to be procured\nunder International Competitive Bidding (ICB) will be published in the UNDB online, on the\nBank’s external website, and in at least one newspaper of national circulation in the Borrower’s\ncountry, or in the official gazette, or a widely used website or electronic portal with free national\nand international access. Specific Procurement Notices (SPN) for goods and non-consulting\nservices to be procured using National Competitive Bidding (NCB) will be published in at least\none newspaper of national circulation in the Borrower’s country.\n\n34. _**Procurement documents**_ _._ Procurement would be carried out using the Bank’s Standard\nBidding Documents (SBD) for all International Competitive Bidding (ICB) for goods and Standard\nRequest for Proposal (RFP) for the selection of consultants through competitive procedures. For\nNational Competitive Bidding (NCB), the Borrower could build on the Bank’s SBD and submit a\nsample form of bidding documents to the Bank for prior review. This type of document would be\nused throughout the project implementation once agreed upon.\n\n35. _**Fraud and Corruption.**_ All procurement entities as well as bidders and service providers\n(i.e., suppliers, service providers, and consultants) shall observe the highest standard of ethics\nduring the procurement and execution of contracts financed under the Project in accordance with\nparagraphs 1.16 and 1.17 (Fraud and Corruption) of the Procurement Guidelines and paragraph\n1.23 and 1.24 (Fraud and Corruption) of the Consultants Guidelines, and the _“Guidelines on_\n_Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA_\n_grants and Grants”_, dated October 15, 2006 and revised in January 2011.\n\n_Procurement arrangements_\n\n36. _**Procurement of Works**_ . No civil works contracts are foreseen under the proposed Project.\n\n37. _**Procurement of Goods**_ . Goods to be procured under the Project will include vehicles,\nmotorbikes, computers and accessories, printers, photocopiers, mobile phones and other IT\nequipment, software and licenses, furniture, and stationary for training, recording equipment for\ncommunication. Contracts with an amount equal or above US$3,000,000 equivalent shall be\nprocured through ICB. Goods orders shall be grouped into larger contracts wherever possible to\nachieve greater economies of scale. Contracts with an amount lower than US$3,000,000, but equal\nto or above US$50,000 may be procured through NCB. Contracts with an amount below\nUS$50,000 may be procured using shopping procedures in accordance with paragraph 3.5 of the\nProcurement Guidelines and based on a model request for quotations satisfactory to the Bank.\nShopping consists of the comparison of at least three price quotations in response to a written\nrequest. Direct contracting may be used in exceptional circumstances only with the prior approval\nof the Bank regardless of the amount, in accordance with paragraph 3.7 and 3.8 of the Procurement\nGuidelines.\n\n38. _**Procurement of non-consulting services**_ **.** Procurement of non-consulting services, such as\n_services for organizing workshops, training, data_ collection _, transport services and maintenance_\n\n\n63\n\n\n",
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+ "pages": [
+ 73
+ ]
+ }
+ },
+ {
+ "input_text": "_of office equipment,_ will follow procurement procedures similar to those stipulated for the\nprocurement of goods, depending on their nature.\n\n39. _**Selection of Consultants**_ **.** Services of both national and international consultants will be\nrequired under the Project, as related to studies, advisory services, surveys, and process and\nfinancial auditing. Selection of consultants will be carried out in compliance with the Consultant\nGuidelines. The provisions vary for consulting services provided by firms and individual\nconsultants as follows:\n\n\n\n(a) Firm. Selection of consulting firms will include launching a Request for Expressions of\n\nInterest, preparing short-lists and issuing a Request for Proposal using Banks’ standard\nformats, when and as required by the Bank’s Guidelines. The selection method shall be\nchosen among the following: Quality and Cost Based Selection (QCBS) whenever\npossible; Quality Based Selection (QBS); Selection under a Fixed Budget (FBS); Least\nCost Selection (LCS); Single Source Selection (SSS) as appropriate; Consultant’s\nQualifications (CQS) for consultancy services estimated to cost less than US$200,000\nequivalent. The shortlist of firms for assignments estimated to cost less than US$200,000\nequivalent per contract may be composed entirely of national firms in accordance with the\nprovisions of paragraph 2.7 of the Consultant Guidelines, provided that a sufficient number\nof qualified national firms are available and no foreign consultant desiring to participate is\nbarred.\n(b) Individual Consultants. Individual consultants will be selected by comparing qualifications\n\nof at least three candidates and hired in accordance with the provisions of Section V. of the\nConsultant Guidelines.\n\n40. **Single-Source Selection** (SSS) may be used for consulting assignments that meet the\nrequirements of paragraphs 3.8 - 3.11 of the Consultant Guidelines and will always require Bank’s\nprior review regardless of the amount. Procedures of Selection of Individual Consultants (IC) will\napply to assignments which meet the requirements of paragraphs 5.1 and 5.6 of the Consultant\nGuidelines.\n\n41. **Procurement from United Nations Agencies** . There may be situations in which\nprocurement directly from agencies of the United Nations (UN), following their own procurement\nprocedures may be the most appropriate methods. In such circumstances the Recipient shall submit\nto the Bank for its no objection a full justification and the draft form of agreement with UN agency.\n\n42. A **ll terms of reference (ToRs) for the selection of firms and individual consultants**,\nregardless of the estimated value of the assignment, will be subject to Bank review and clearance.\n\n43. **The recruitment of civil servants** as individual consultants or as part of the team of\nconsulting firms will strictly abide by the provisions of paragraphs 1.9 to 1.13 of the Consultants\nGuidelines.\n\n44. _**Workshops, Seminars and Conferences**_ **.** Training activities would comprise workshops\nand training, based on individual needs, as well as group requirements, on-the-job training, and\nhiring consultants for developing training materials and conducting training. Selection of\nconsultants for training services follows the requirements for selection of consultants above. All\ntraining and workshop activities (other than consulting services) would be carried out on the basis\nof approved Annual Work Plans / Training Plans that would identify the general framework of\ntraining activities for the year, including: (i) the type of training or workshop; (ii) the personnel to\n\n\n64\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 74
+ ]
+ }
+ },
+ {
+ "input_text": "be trained; (iii) the institutions which would conduct the training and reason for selection of this\nparticular institution; (iv) the justification for the training, how it would lead to effective\nperformance and implementation of the project and or sector; (v) the duration of the proposed\ntraining; and (vi) the cost estimate of the training. Report by the trainee(s), including completion\ncertificate/diploma upon completion of training, shall be provided to the Project Coordinator and\nwill be kept as parts of the records, and will be shared with the Bank if required.\n\n45. _**Operating Costs**_ **.** Operating Costs are incremental expenses arising under the Project and\nbased on Annual Work Plans and Budgets approved by the Bank pursuant to the Financing\nAgreements. They are incurred based on eligible expenses as defined in the Financing Agreement\nand cannot include salaries of the Borrower’s civil and public servants. The procedures for\nmanaging these expenditures will follow the procedures agreed in the implementation manual,\nacceptable to the Bank.\n\n46. **Record Keeping and Filing** . To ensure transparency in the procurement process, the\nProject will document all steps in the process for each contract. These procurement documents will\nbe filed in a manner that will facilitate retrieval in the event of audits or reviews. Procurement\nrecord-keeping will be the responsibility of the Procurement Unit.\n\n\n**Assessment of Procurement Capacity of the Implementing Agency and Risks**\n\n47. **Procurement activities will be managed by the PIU which will have overall**\n**responsibility** in carrying the following activities: (i) managing the overall procurement activities,\nand ensuring compliance with the procurement process described in the relevant manuals; (ii)\npreparing and updating the procurement plan; (iii) preparing bidding documents, draft Request For\nProposals (RFPs), evaluation reports, and contracts in compliance with World Bank procedures;\nand (iv) seeking and obtaining approval of national entities and of IDA on procurement documents\nas required.\n\n48. **Procurement risks** . The table below summarizes procurement risks and their proposed\nmitigation measures. The overall project risk for procurement is _**High**_ and would be updated to\n_Substantial_ with the implementation of mitigations measures.\n\n49. **Frequency of procurement supervision.** In addition to the prior-review supervision\nconducted from Bank offices, the Bank will carry out annual supervision missions to conduct post\nreview of procurement actions and contracts under prior review thresholds on basis of a sample of\nabout 20 percent of contracts within review period.\n\n\n65\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 75
+ ]
+ }
+ },
+ {
+ "input_text": "|Risk|Action|Completion
Date|Responsible
Entity|\n|---|---|---|---|\n|Accountability for Procurement
Decisions in the Implementing
Agency or Agencies.
|Ensure the procurement decision
making is fully covered in the
Manual of the PIU and
available/known to staff.
|
Three months
after
effectiveness
|
GoB
|\n|Lack of procurement staff familiar
with WB guidelines.
|
Hire a procurement officer
conversant with modern procurement
procedures in general and specifically
WB guidelines.
Involve members of procurement unit
of line Ministry in the procurement
activities for their capacity building,
including training.
|Before
effectiveness
|
GoB
|\n|Internal manuals and clarity of the
procurement process.
|
Prepare manual as part of project
preparation.
|Three months
after
effectiveness
|
GoB
|\n|
Procurement planning.
|Develop and maintain procurement
planning that ensure competition in
line with market of procured items.
|
Throughout
project
implementation
|
GoB
|\n|Record keeping and records
management.
|
Establish a system of
records/procurement documents
keeping.|
Three months
after
effectiveness|
GoB|\n\n\n\n50. **Prior review threshold.** At preparation, the prior review thresholds are as follows:\n\na) Procurement of Goods and Non-consulting services\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Expenditure
category|Procurement method|Threshold (US$)|Contracts subject to prior
review|\n|---|---|---|---|\n|1.
Goods
|ICB
NCB
Shopping
Direct Contracting
|≥ US$3 million
< US$3 million
< US$50,000
All values
|≥1.5 million
≥1.5 million
None
All contracts (≥US$100,000
to be processed through
procys/step)
|\n|2.
Non-
consulting Services|NCB
Shopping
Direct Contracting|< US$0.5 million
< US$50,000
All values|
None
None
All contracts (≥US$100,000
to be processed through
procys/step)|\n\n\n\n66\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 76
+ ]
+ }
+ },
+ {
+ "input_text": "b) Selection of Consultants\n\n\n\n\n\n\n\n\n\n\n\n|Expenditure category|Contract value
(Threshold) US$|Procurement method|Contracts subject to
prior review|\n|---|---|---|---|\n|(a)
Firms
|
≥ US$200,000
< US$200,000
All values
|QCBS, QBS, FBS, LCS
QCBS, CQS, LCS, QBS,
FBS,
SSS
|
≥ US$ 500,000- All
contracts
None
(Selected
contracts as indicated in
the procurement plan)
All
contracts(≥US$100,000
$
to
be
processed
through procys/step)
|\n|(b)
Individuals|≥ US$200,000
All values
|Three CVs
Three CVs
SSS|
All contracts
None
(Selected
contracts as indicated in
the procurement plan)
All
contracts(≥US$100,000
to be processed through
procys/step)|\n\n\n51. **Procurement plan.** The Borrower, at appraisal, developed a simplified procurement plan\nthat project management will use during project implementation. This plan was agreed between\nthe Recipient and the Bank Team on November 14, 2016. It will be available in the Project’s\ndatabase and on the Bank’s external website. The Procurement Plan will be detailed and updated\nannually, in agreement with the Project Team, or as required to reflect actual project\nimplementation needs and improvements in institutional capacity.\n\n52. The following tables provide the details of the procurement arrangements involving major\ncontracts foreseen for the first 18 months, as identified during appraisal:\n\n\n\n\n\n**Table A3.4: List of Major Contracts for Goods and Non-Consulting Services**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|1|2|3|4|5|6|7|8|9|\n|---|---|---|---|---|---|---|---|---|\n|
Ref.
No.
|
Contract
(Description)
|
Estimated
Cost (US$)
|
Procurement
Method
|
Prequalification
(yes/no)
|
Domestic
Preference
(yes/no)
|
Review
by Bank
(Prior / Post)
|
Expected
Bid-
Opening
Date
|
Comments
|\n|1
|Vehicles
|360,000
|NCB
|No
|No
|No
|
February
2017
|
|\n|2
|Motorbikes
|72,000
|NCB
|No
|No
|No
|
February
2017
|
|\n|3
|Hardware
(laptops, tablets,
printers)
|70,000
|NCB
|No
|No
|No
|
February
2017
|
|\n|4
|
Office furniture
|30,000
|Shopping
|No
|No
|No
|February
2017
|
|\n|5
|Office software
|15,000
|Shopping
|No
|No
|No
|
April 2017
|
|\n|
6
|
Server for the MIS
|
200,000
|
NCB
|
No
|
No
|
No
|
April 2017
|
|\n|
7
|
Power Generator|
7,000|
Shopping|
No|
No|
No|
February
2017|
|\n\n\n\n67\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 77
+ ]
+ }
+ },
+ {
+ "input_text": "**Table A.3.5: List of Consulting Assignments**\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|\n|---|---|---|---|---|---|---|\n|
**Ref.**
**No.**
|
**Description of Assignment**
|
**Estimated**
**Cost (US$)**
|
**Selection**
**Method**
|
**Review**
**by Bank**
**(Prior / Post)**
|
**Expected**
**Proposals**
**Submission**
**Date**
|
**Comments**
|\n|1
|Project key staff (Coordinator*,
field operations, M&E,
Communication, procurement*,
FM*, Accountant*, Internal auditor,
IT)
|To be fixed
following PIU
standards
|IC
|Yes
|
*February
2017, all
others April
2017
|
|\n|2
|
MIS design
|63,000
|IC
|No
|June 2017
|
|\n|
3
|
2 Internal manuals (operations and
PIM)
|
35,000
|
IC
|
No
|
April 2017
|
|\n|4
|
PMT survey
|850,000
|QCBS
|Yes
|May 2017
|
|\n|
5
|
Impact & evaluation baseline
|
800,000
|
QCBS
|
Yes
|
May 2017
|
|\n|
6
|
Process evaluation (first phase)
|
100,000
|
CQS
|
No
|
May 2017
|
|\n|
7
|
Implementation of complementary
activities
|
450,000
|
QCBS/SS
|
Yes
|
April 2017
|
Selection Method
to be agreed
during project
implementation
|\n|8
|MT implementation in Kirundo
|1,100,000
|QCBS/SS
|Yes
|August 2017
|
Selection Method
to be agreed
during project
implementation
|\n|9
|Payment Agent
|510,000
|QCBS/SS
|Yes
|April 2017
|
Selection Method
to be agreed
during project
implementation
|\n|10
|Financial Audit|25,000|LCS|No|Dec. 2017|
Short list to be
prior reviewed by
the Bank|\n\n\n_Environmental and Social (including safeguards)_\n\n53. **The Project is a Category B project and it triggers the Indigenous Peoples OP/BP**\n**4.10.** The proposed Project is not expected to have negative environmental impacts, given that\nthere are no civil works. The project does not require any land acquisition leading to involuntary\nresettlement and/or restrictions of access to resources and livelihoods.\n\n\n\n|Safeguard Policies Triggered by the Project|Yes|No|\n|---|---|---|\n|Environmental Assessment OP/BP 4.01||X|\n|Natural Habitats OP/BP 4.04||X|\n|Forests OP/BP 4.36||X|\n|Pest Management OP 4.09||X|\n|Physical Cultural Resources OP/BP 4.11||X|\n|Indigenous Peoples OP/BP 4.10|X||\n|Involuntary Resettlement OP/BP 4.12||X|\n|Safety of Dams OP/BP 4.37||X|\n|Projects on International Waterways OP/BP 7.50||X|\n|Projects in Disputed Areas OP/BP 7.60||X|\n\n\n68\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 78
+ ]
+ }
+ },
+ {
+ "input_text": "54. **The Project is expected to have a positive social impact** by providing economic support\nto the poorest households and their communities. It is expected to directly increase the welfare of\nbeneficiary households and indirectly of participating _collines_ through local economy impacts. It\nis also expected to strengthen the inclusion of previously excluded households by raising their\nstatus in their _collines_ (through increased purchasing power, ability to integrate/return to social\nnetworks, and cell phone ownership). It has the potential to strengthen positive social norms\nregarding child development and gender.\n\n55. **Given the novelty of cash transfers in Burundi, there are some fears of increased**\n**intra-household** (since the women will be the recipient of the cash) **and inter-household**\n(between beneficiary and non-beneficiary) **violence** . Experience from most CT programs show\nthat these are not wide spread. However, since levels of intimate partner violence are probably\nalready quite high in the provinces where the project will start [26], the promotion activities will\nreinforce messages about the fact that the program seeks to benefit the whole households and\ninclude modules about household conflict and domestic violence. The process evaluation will\ntrack changes indirectly through the _imboneza_ and CPE reports. The impact evaluation will assess\nIPV levels using the WHO Women Health and Life Experience module and protocols at least at\nbaseline and mid-line. Transparency and understanding of the targeting process will be key to\nminimize inter-household conflicts and empower beneficiary households. A specific component\nof the impact evaluation implemented with the Africa GIL could consider the differential impacts\nof the cash and specific behavior change communication on this issue.\n\n56. **The grievance redress mechanism** will be a key tool to assess on-going issues, including\ncoerced transfer of a portion of the cash. The promotion activities will be open to all community\nmembers on a voluntary basis for non-beneficiary households to foster change in community social\nnorms. Both the process and the impact evaluations will track potential changes in conflict\n\n57. **Approximately one percent of the Burundian population is Batwa** . Initial data\ncollection for the indigenous peoples’ framework showed that an estimated 7,000 Batwa\nhouseholds were living in the provinces where the project will operate (300 in Ruyigi, 2,000 in\nKaruzi, 2,200 in Gitega and 2,500 in Kirundo). These data will be updated after the planned Batwa\nhousehold census in these provinces. Given the experience of the Concern pilot, it is expected that\nbetween one and six percent of the project beneficiaries will be Batwa. Given their overall level\nof poverty and exclusion, the indigenous peoples’ framework [27] seeks to ensure that eligible Batwa\nhouseholds can participate fully in the project activities and mitigate any potential negative impact\narising from the project’s intervention.\n\n58. **The framework was developed with a participatory and inclusive methodology**, with\nconsultations through individual interviews and focus groups with guides designed for this\npurpose. These consultations through participatory diagnosis allowed to reflect the socioeconomic situation of the Batwa, the actions needed to help address this situation, the risks inherent\nin the implementation of project activities and potential mitigation measures [28] .\n\n\n26 Umumbyeyi _et al_ . 2014 report that 18.8 percent of rural women in the Southern Province of Rwanda have been\nexposed to physical, sexual and psychological intimate partner violence in the past year with risk factors including\nlow schooling, low socio-economic status, and higher number of children.\n27 Cadre de planification en faveur de la population Batwa dans le cadre du Projet d’Appui aux filets sociaux, Octobre\n2016.\n28 The consultations took place in each of the four provinces over the week of September 20, 2016.\n\n\n69\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "CT programs",
+ "confidence": 0.5006826519966125,
+ "start": 163,
+ "end": 165
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.7674866914749146,
+ "start": 115,
+ "end": 116
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "CPE reports",
+ "confidence": 0.5534365177154541,
+ "start": 237,
+ "end": 239
+ },
+ "dataset_tag": "named",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "households",
+ "confidence": 0.652606725692749,
+ "start": 215,
+ "end": 216
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Batwa\nhousehold census",
+ "confidence": 0.999107301235199,
+ "start": 457,
+ "end": 460
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "census",
+ "confidence": 0.6288020610809326,
+ "start": 459,
+ "end": 460
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Batwa\nhouseholds",
+ "confidence": 0.8707611560821533,
+ "start": 511,
+ "end": 513
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "indigenous peoples’ framework",
+ "confidence": 0.9118854999542236,
+ "start": 499,
+ "end": 503
+ },
+ "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": "Projet d’Appui aux filets sociaux",
+ "confidence": 0.6691204905509949,
+ "start": 675,
+ "end": 682
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": {
+ "text": "2016",
+ "confidence": 0.7696505188941956,
+ "start": 684,
+ "end": 685
+ },
+ "reference_year": null,
+ "reference_population": {
+ "text": "population Batwa",
+ "confidence": 0.8374096751213074,
+ "start": 669,
+ "end": 671
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 79
+ ]
+ }
+ },
+ {
+ "input_text": "59. **The analysis of the Batwa’s socio-economic situation highlight the following issues** : (i)\nmarginalization and discrimination of the Batwa by other ethnic communities, (ii) lack of access\nto health especially for children under 5 and pregnant and lactating women, (iii) lack of access to\neducation, (iv) weak knowledge about nutrition, (v) food insecurity, (vi) precarious hygiene\npractices, (vi) access to justice issues, (vii) low Batwa participation in the instances of decision\nmaking resulting in their low representation in the various sectoral committees set up at\nCommunity level, (viii) lack of access to land and (ix) low access to housing.\n\n60. **Based on the experiences in addressing the specific vulnerabilities and**\n**discrimination facing the Batwa**, the Project will ensure that they are included in the first listing\n(by conducting a separate listing of Batwa households in the participating collines based on the\nprovincial census) and included in the beneficiary registry per the results of the targeting survey.\nThe project will also ensure that beneficiary Batwa households can participate in the\naccompanying measures by partnering with NGOs that are experienced in taking into account their\nspecificity. The IPPF highlights the following activities: additional training about the use of cell\nphones or alternate payment mechanisms, support to participation in the IEC/BCC complementary\nactivities with other _colline_ members, with separate sessions only on sensitive topics such as\nreproductive health and gender-based violence, capacity building for the Batwa and their\nassociations (literacy, participatory monitoring and evaluation, organization and management of\nassociations, basic bookkeeping, phone use, etc.), dedicated grievance redress mechanisms,\nadditional support to register births and marriages and acquire identification, participatory\nmonitoring and evaluation of the activities of the IPPF.\n\n61. **The main potential positive impacts of the project on the Batwa include** :\nimprovements in the household welfare, improvements in the health and nutrition of beneficiary\nhousehold members, especially children, pregnant women and breast-feeding mothers, increased\nsocial cohesion and integration of the Batwa in the communities where they live, increased school\nattendance of Batwa children, increased participation of women in household and community\ndecisions.\n\n62. **The main potential negative impacts and their mitigation measures** include:\n\n - Limited participation because of barriers to use the cell phone (lack of electricity to keep the\nphones charged) or access written materials. Targeted training and\ninformation/communication would help strengthen beneficiary capacities\n\n - Exclusion from the beneficiary lists: Batwa participation in the colline selection events and\npublic validation of the final beneficiary list\n\n - Exclusion from activities due to low quality of service providers: targeted capacity building\nfor service providers and specific service standards\n\n - Increased robberies as their houses are not secure: alternative cash delivery measures in areas\nof high insecurity, information about opening accounts in micro-finance institutions\n(COOPEC)\n\n - Increased intra-household conflict: specific awareness-raising on gender issues and build on\nconflict resolution mechanisms.\n\n63. **The budget for the implementation of the activities of this framework** is estimated at\nUS$ 200,000. The Project Implementation Unit will be responsible for the implementation of this\n\n\n70\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "provincial census",
+ "confidence": 0.9813022017478943,
+ "start": 189,
+ "end": 191
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "survey",
+ "confidence": 0.5196756720542908,
+ "start": 204,
+ "end": 205
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "participating collines",
+ "confidence": 0.6685183048248291,
+ "start": 184,
+ "end": 186
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Batwa households",
+ "confidence": 0.9781769514083862,
+ "start": 180,
+ "end": 182
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "beneficiary registry",
+ "confidence": 0.6894097924232483,
+ "start": 196,
+ "end": 198
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": {
+ "text": "survey",
+ "confidence": 0.5270829200744629,
+ "start": 204,
+ "end": 205
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
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+ "reference_population": {
+ "text": "beneficiary Batwa households",
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+ "end": 215
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+ "text": "beneficiary lists",
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+ "producer": null,
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+ "text": "beneficiary list",
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 80
+ ]
+ }
+ },
+ {
+ "input_text": "framework, in close collaboration with Batwa representatives, and project province and communelevel focal points. From the beginning of the project, the project provincial focal points will ensure\nthe strong participation of the Batwa in the implementation of this framework. After the selection\nof the participating “ _collines_ ”, provincial indigenous peoples’ plans will be prepared before\nlaunching activities in each “ _colline_ ”. Once Batwa beneficiaries in the province validate the plan,\nthey will nominate a representative who will be responsible for the coordination of any activities\nconcerning the Batwa beneficiaries. This individual will work in close collaboration with the\nproject communal and provincial focal points. Any report prepared by these representatives will\nbe sent to the central level, copied to provincial and communal authorities. The monitoring and\nevaluation of the framework implementation should be participatory and inclusive and will feed\ninto the project’s M&E at the communal, provincial and national levels. A specific complain\nmechanism is described in the Framework. It is based on preventive activities, mediation,\nnegotiation, arbitration and eventually recourse to justice.\n\n_Monitoring and Evaluation_\n64. **Monitoring and evaluation are key elements of the Project**, because they will provide\nthe regular assessment of the Project’s performance to the government, the World Bank and other\ndevelopment partners. In this Project, one of the core focuses of both Component 1 and Component\n2 is to build the capacity within the Government of Burundi to monitor the cash transfer program\nand by extension other safety net programs, and the safety nets implemented by donors in the\ncountry. In particular, the proposed Project supports the development of MISs for both the Social\nRegistry and the Cash Transfer Program that will allow the implementing institutions to manage\nand monitor the implementation of their programs.\n\n65. **Monitoring will mostly rely on regular monitoring based on the MIS as well as**\n**supervision in the field** . In addition, the proposed Project will support a series of specific\nactivities, including process evaluations that review the implementation of the program and\nidentify bottlenecks; and bi-yearly spot checks to assess the quality of implementation and respect\nof procedures in all _collines_ on a rolling basis. The team is evaluating the possibility to contract an\nNGO for the spot checks, GRM management, with direct report to the operational coordinator. In\naddition, an evaluation of the impact of the cash transfers with BCC activities component of the\nprogram is planned to provide for a proof of concept for Burundian policy-makers and donors.\nFinally, the implementing support unit will organize annual financial audits for the Project, annual\nreviews of progress, and a mid-term evaluation to guide the Project implementation. The mid-term\nreview will involve Project’s stakeholders and civil society in the review of performance,\nintermediary results, and outcomes.\n\n_Role of Partners_\n\n66. UNICEF will provide technical assistance for the design of the curriculum of BCC\nactivities related to health, nutrition and early childhood component based on the materials\ndeveloped for the _Alimentation and Nutrition du Jeune Enfant_, and _Pratiques Familiales_\n_Essentielles_ in West Africa. The package will include materials for the beneficiaries and for the\nfacilitators. The project will support printing and dissemination. In addition, UNICEF may\nprovide assistance in the implementation of the related promotion activities and additional ones,\nnotably on peace-building and quality control.\n\n\n71\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 81
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 4: Implementation Support Plan**\n\n**BURUNDI: Social Safety Net**\n\n**Strategy and Approach for Implementation Support**\n\n\n1. **The implementation support plan for the project lays out the approach to assist the**\n**government team in achieving the expected results based on the project design and risk**\n**profile** . Because the project seeks to boost the initial efforts of the government and other\nstakeholders to scale-up cash transfers to extreme poor and vulnerable households and provide the\nfoundational key delivery mechanisms for safety nets, the implementation of the project is\nexpected to trigger collaboration between government levels, between public, private and not-forprofit services providers and between the government and its development partners. The\nimplementation support will hence both assist the government team in achieving the project\nobjectives and in broadening the engagement of relevant partners in implementing safety net\ninterventions.\n\n2. **The design of the project relies heavily on the establishment of efficient systems to** :\nidentify the extreme poor and register beneficiaries; deliver and verify payment to the\nbeneficiaries; monitor program implementation and identify and resolve issues that would affect\nprogram performance; and generate regular reports to support program and system administration\nand monitoring. Within this approach, the Management Information System (MIS) will play a\ncentral role and its basic elements will be established during the first year of the project. The cash\ntransfer support to beneficiaries can start only when the basics elements of the MIS are established.\nThese include: the registry and the list of beneficiaries, the payment system, appropriate staff at\ncentral and local level, payment agents with certified capacity.\n\n**Implementation Support Plan**\n\n3. **The task team leadership as well as part of the core task team will be based in**\n**Washington or in the Africa region but outside of Burundi** . A few other team members will be\nbased in the country. This will require regular technical interaction with the Bank team and support\nmissions, especially during the first half of the project to ensure that any emerging challenges is\nidentified early enough and corrective actions are implemented well before any risk adversely\naffect progress toward the project’s development objectives. In this regard, two kinds of\nimplementation support arrangements have been designed as part of the project:\n\n - Implementation support missions from the Bank will be conducted every six months\nthroughout the project. These missions will make continuous assessments of progress in\nimplementation and toward the achievement of the PDO. These support missions will\nalso ensure that corrective actions will be taken to counter any emerging problems.\n\n - From time to time as needed, experienced Bank staff and/or consultants will make\ntechnical support visits in between missions to provide hands-on implementation support\nto the government and other stakeholders in addressing emerging technical issues. On\nthese technical visits, the team will provide both operational support and implementation\nadvice on any areas where there are capacity gaps.\n\n\n72\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 82
+ ]
+ }
+ },
+ {
+ "input_text": "4. **Specific technical assistance and capacity building will be mobilized in key technical**\n**areas that are considered critical for project implementation** . These include but are not limited:\n\n - Targeting and beneficiary identification;\n\n - Payment systems;\n\n - Operations and implementation management;\n\n - Implementation of IEC and BCC interventions focused on ECD and nutrition\n\n - ICT and MIS for safety nets;\n\n - Monitoring and evaluation;\n\n - Impact evaluation;\n\n\n**Table A.4.1: Activity Planning for the Main Areas of Implementation Support**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Time|Focus|Skills Needed|Resource
Estimate
(US$)|\n|---|---|---|---|\n|First twelve
months
|Targeting and beneficiary
identification, monitoring,
operations management
MIS design and implementation
Payment systems
Design of complementary
activities
Preparing coordinated systems
Procurement of goods and services
and other fiduciary support
|Targeting, monitoring and
evaluation, operations
management, planning
MIS and targeting support
Payment mechanisms, mobile
payments
Behavior Change, Community
Health and Nutrition and ECD
Technical implementation
Procurement and FM specialists
|
100,000
|\n|12-36
months
|
Baseline and mid-term survey for
impact evaluation
Cash transfer component (Phases 1
and 2) are implemented
Corresponding BCC measures are
implemented
Process evaluation start
Update of MIS modules
|
Impact evaluation expertise
Intensive support to
implementation
Outreach, training, and
sensitization skills for the
accompanying measures
Process evaluation
MIS support
|100,000
|\n|36 months
and beyond|
Cash transfers (Phase 2) is
implemented
Preparation and implementation of
MTR
Lessons learned from MTR are
implemented through action plan
to ensure a continued Satisfactory
project rating
Coordinating and scaling up
systems
Endline data collection for impact
evaluation
|Intensive support to
implementation
Technical implementation
Fiduciary support in
supervising compliance with
Bank requirements
Technical implementation
Impact evaluation expertise|100,000
(per year)|\n\n\n\n73\n\n\n",
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+ "dataset_name": {
+ "text": "Baseline and mid-term survey",
+ "confidence": 0.900454580783844,
+ "start": 308,
+ "end": 312
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "survey",
+ "confidence": 0.6080901026725769,
+ "start": 311,
+ "end": 312
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+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "MTR",
+ "confidence": 0.5553221702575684,
+ "start": 462,
+ "end": 463
+ },
+ "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"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 83
+ ]
+ }
+ },
+ {
+ "input_text": "**Table A.4.2: Skills Mix Required**\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|Skills Needed|Number of Staff Weeks
(annually)|Number of Trips
(annually)|Comments|\n|---|---|---|---|\n|TTL
|
13
|
2-3
|Based at HQ
|\n|
SP specialist
|
40 weeks years 1 and 2, 25
weeks thereafter
|
As required
|
Based in Burundi
|\n|M&E and impact
evaluation specialist
|
10
|As required
|Consultant
|\n|
Technical specialists for
BCC measures, payment
system, MIS, social
accountability system,
registry, social
communication, etc.
|10
|As required
|Consultant/Team members
based at HQ or in the
regions
|\n|
Operations specialist
|5
|As required
|Based in the
region/Consultant
|\n|PR Specialist
|4 in the first year then 2
|As required
|
Based in Burundi
|\n|
FM Specialist
|
4 in the first year then 2|
As required|
Based in Burundi|\n\n\n\n74\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 84
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 5: Economic Analysis**\n**Burundi: Social Safety Net System Project**\n\n**Context**\n\n1. The objectives of the proposed Project are to provide regular cash transfers to extreme poor\nand vulnerable households with children in selected areas while strengthening the delivery\nmechanisms for the development of a basic social safety net system. The project will achieve these\nobjectives through (i) supporting the development and implementation of a social safety net\nprogram based on cash transfers and (ii) supporting the development of the delivery mechanisms\nfor a basic social safety net through a targeting process with a beneficiary database, a management\ninformation system with a payment module, and a basic monitoring and evaluation system. The\nProject stands to have an impact on poverty through the direct support provided to the poorest\nfamilies, but also a broader impact through the targeting and coordination of other safety net\nprograms.\n\n2. The proposed Project design is based on the findings of the social safety net review in\nBurundi (2014), which identified the main challenge as needing to both address recurrent\nhumanitarian, emergency interventions and deal with the structural vulnerability of the country’s\npoorest members. The assessment also underscored the need for stronger targeting within\nprograms and for better monitoring and evaluation, to enable the Government and its partners to\nassess the contribution of the interventions to poverty reduction and impacts on human\ndevelopment outcomes. In light of this, the proposed project focuses on two key public goods.\nFirst, developing a mechanism to effectively support Burundi’s chronic poor and help strengthen\ntheir resilience in a context of multiple and recurrent crises and their investments in human capital.\nSecond, putting in place the key delivery mechanisms for targeted and effective safety net\nprograms, specifically through creating a precursor to a registry following a targeting methodology\nthat can be scaled-up.\n\n3. **The proposed Project is expected to support the inscription** **of about 72,000**\n**households in the targeting database and to directly support about 48,000 extreme poor and**\n**vulnerable households** over its implementation. However, through the development of the tools\nand procedures for both instrument, the proposed Project will potentially leverage significant\nnational resources.\n\n4. **The proposed Project will have both indirect and direct impacts on welfare and**\n**poverty** . Component 1, which focuses on a concrete support mechanism for chronic poor\nhouseholds, is expected to have strong direct impacts, as well as spillover effects. Component 2,\nthrough its focus on key delivery mechanisms is expected to have broad reaching, if indirect,\nimpacts. The main direct impact of Component 1 is made possible through the targeting,\nbeneficiary database and payment mechanisms created through Component 2. Component 3 is\nexpected to have capacity building impacts for the Ministry for Human Rights, Social Affairs and\nGender and the SEP/CNPS.\n\n\n75\n\n\n",
+ "datasets": [
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+ "dataset_name": {
+ "text": "beneficiary database",
+ "confidence": 0.9855455756187439,
+ "start": 114,
+ "end": 116
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+ "description": null,
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+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.8218642473220825,
+ "start": 11,
+ "end": 12
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
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+ "dataset_name": {
+ "text": "management\ninformation system",
+ "confidence": 0.6273198127746582,
+ "start": 118,
+ "end": 121
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+ "description": null,
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+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.5943336486816406,
+ "start": 11,
+ "end": 12
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "social safety net review",
+ "confidence": 0.924713134765625,
+ "start": 182,
+ "end": 186
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.9948228597640991,
+ "start": 187,
+ "end": 188
+ },
+ "publication_year": {
+ "text": "2014",
+ "confidence": 0.6440887451171875,
+ "start": 189,
+ "end": 190
+ },
+ "reference_year": {
+ "text": "2014",
+ "confidence": 0.7651720643043518,
+ "start": 189,
+ "end": 190
+ },
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "registry",
+ "confidence": 0.9685378670692444,
+ "start": 335,
+ "end": 336
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Burundi",
+ "confidence": 0.6724533438682556,
+ "start": 187,
+ "end": 188
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "targeting database",
+ "confidence": 0.7064662575721741,
+ "start": 374,
+ "end": 376
+ },
+ "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": {
+ "text": "chronic poor\nhouseholds",
+ "confidence": 0.5859140753746033,
+ "start": 459,
+ "end": 462
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "beneficiary database",
+ "confidence": 0.8871956467628479,
+ "start": 513,
+ "end": 515
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+ "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": "chronic poor\nhouseholds",
+ "confidence": 0.9357927441596985,
+ "start": 459,
+ "end": 462
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
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+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 85
+ ]
+ }
+ },
+ {
+ "input_text": "_Source: Social Safety Net Assessment Update, 2015_\n\n**Development impacts of the Cash Transfer Program**\n\n5. **Component 1 is expected to have direct impacts on consumption and the human**\n**capital of extremely poor households** . Supporting the consumption of households helps avoid\nnegative coping strategies, and ensure investments in human capital are not disrupted by\nconsumption fluctuations. The Cash Transfer Program combines regular cash transfers with\nbehavior change activities designed to promote knowledge of essential family practices and\ninvestment in households’ foundational human capital. Transfers and promotion are combined\nbecause poverty has a strong negative effect on both cognitive capacity (the capacity to process\ninformation and make decisions) and executive control (the capacity for impulse control)\n(Mullainathan, 2013), and thereby impedes the capacity to concentrate and focus on the future\n(Parasuraman, 1998). The relief provided by regular cash transfers therefore creates a unique\nopportunity to incentivize change, and for poor households to acquire new knowledge and adopt\nnew practices. The behaviors on which the project will focus are essential to family health,\nnutrition, hygiene and early childhood development, all of which dramatically improve\nhouseholds’ long-term well-being and productive potential (Walker 2005).\n\n6. **The growing experience with cash transfer programs which are geared towards**\n**improving consumption and human capital over the medium-term has highlighted the range**\n**of impacts** they can have on numerous dimensions of well-being. Of course, the impacts will\ndepend on the specific design of each program – amounts/frequency, supply of services or\npromotion activities, conditionalities – as well as on the initial conditions in terms of poverty and\nservices and the quality of the implementation. This note draws, to the extent possible, on\nexperiences that are relevant for Burundi and provides a benchmark for our estimates. The benefits\nof the program are summarized in Figure A.5.2.\n\n\n76\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 86
+ ]
+ }
+ },
+ {
+ "input_text": "**Figure A.5.2: Benefits of cash transfer programs**\n**(** short-term impacts in black and medium to long-term impacts in blue)\n\n\n7. _**Impact on consumption and poverty**_ . The direct impacts of the program on poverty was\nsimulated on the basis of the 2012-13 household survey (PMS), assuming annual transfers of\nUS$155 per household. The simulations assume that the program targets 300,000 extreme poor\nhouseholds, that it is rolled out over the course of 10 years, starting with the Karuzi, Ngozi and\nRuyigi [29] and following with the rest of Northern and Eastern regions, that it is perfectly targeted\nand that households participate in the promotion activities that are delivered as designed.\nBeneficiary households’ income would increase by an average of 15 percent over the period. Their\nextreme poverty gap would shrink by a third, and extreme poverty severity would decline by 42\npercent.\n\n8. These estimates clearly represent the higher bound of potential direct impacts. While\nimperfect targeting limits the impact on extreme poverty, the resources transferred still contribute\nto overall poverty reduction (through transfers to the second quintile) and to reducing vulnerability\n(through transfers to households in the third quintile, above the extreme poverty threshold). Since\nthe distribution of income is extremely flat in the first three quintiles, the main concern is about\nexclusion errors.\n\n9. _**Impacts on food security.**_ The Cash Transfer Program is also expected to positively impact\nfood security in Burundi. At 2014 prices, the transfer would allow households to purchase an\nadditional 30 kg of cassava flour per month, or 18 kg of beans, at market prices. The _Terintambwe_\npilot showed increases in the number of meals (from 19 to 82 percent of adults eating two meals a\nday compared to 33 percent for the control group and from 32 to 61 percent of children compared\nto 50 percent in the control group). Participants also reported decreased number of months of\nhunger.\n\n10. _**Impacts on households’ coping strategies**_ . Furthermore, by providing a regular, minimum,\nincome during difficult times (lean season) or crisis (drought), a cash transfer also protects the\nconsumption and income generation strategies of households and help them avoid resorting to\n\n\n29 This will be updated based on the expansion of the program and the change in provinces\n\n\n77\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/900951482030099834/pdf/1482030098559-000A10458-PAD-Burundi-SSN-11282016.pdf",
+ "pages": [
+ 87
+ ]
+ }
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+ "input_text": "negative coping strategies (reducing expenses in health and education –the 3 [rd] most frequent,\ndistress sales of livestock and productive assets (4 [th] and 5 [th] strategies, PAM 2014)). This effect\nwas demonstrated during the coffee crisis in Nicaragua in 2000 (Maluccio 2005); the beneficiaries\nof the _Red de Protección Social_ program saw their incomes fall less than non-beneficiaries and\nfaced less risk of having to pull their children out of school or stop going to health centers when\nsick.\n\n11. _**Impacts on investment in human capital.**_ International experience has demonstrated that\ntransfers can have significant impacts on human capital development over the medium and long\nterm. Studies show that cash transfer programs can play an important role in improving the\ndistribution of growth outcomes across the population, and improving social indicators, provided\nthey last over several years. Over time, cash transfers increase the quantity and quality of\nhouseholds’ consumption; improve children’s nutritional intake, education and health outcomes;\nand increase expenditure towards productive activities necessary to strengthen the resilience of the\npoorest. [30] Furthermore, the proposed social promotion activities are expected to create positive\nchanges in attitudes, which are expected to extend beyond beneficiary households as activities will\nbe open to all and spill overs can be expected. This could be important particularly in fields where\nknowledge is very low across the board, for example in practices tied to parenting practices\nsurrounding early childhood development (ECD). Non-cognitive skills (self-control, confidence\nand persistence – major factors in the lifetime success of children) are partly acquired through\ndaily active adult engagement with young children.\n\n12. _**Impacts on health outcomes.**_ Recent experience in Senegal, showed the positive impact of\ncash transfers on the nutrition and health of children. The impact evaluation of the cash transfers\nprovided through the NETS child nutrition project ( _Projet Nutrition ciblée sur l’Enfant et_\n_Transferts Sociaux_ ), found that, at the household level, benefits were predominantly dedicated to\nfood purchases, leading to increases in the number of meals reported and reductions in negative\ncoping strategies. [31] Mothers showed increased awareness of reproductive health care, through\ntrainings provided as part of the program. The intervention led to: (i) more diverse diets for\nchildren 0 to 23 months old, (ii) the adoption of better eating habits for children under the age of\n5, (iii) the recommended number of meals for children 6 – 23 months old, (iv) a reduction in infant\nmorbidity, particularly diarrheal disease, and (v) improved vaccination coverage. The evaluation\nof the program of education subsidies for vulnerable HIV/AIDS-affected children shows positive\nimpacts on school enrolment and on civil registration. Evaluations of sanitation campaigns in India\nand health, nutrition and education programs in China (Luo et al, 2012) and Nepal (Borghi et al,\n2005) show low to moderate health behavior impacts over several years. The evaluation of\nNicaragua’s CCT ( _Atención a Crisis_ ) found behavioral changes going beyond what could be\nexpected from a simple income increase, but stops short of attributing these effects to the behavior\nchange activities themselves or to other factors, such as giving the transfers to women (Macours,\n2012).\n\n13. _**Impacts on education outcomes**_ **.** Cash transfers also typically lead to increased school\nenrolment and attendance, though impacts tend to vary by program. In Africa, primary and\nsecondary school enrollment increased in Kenya, Zambia, Malawi, Ghana and South Africa, and\n\n\n30 See Independent Evaluation Group (2011) and “State of Social Safety Nets, 2014” World Bank (2014). It is important to note\nthat in no evaluated country did cash transfers ever lead to increased expenditures on alcohol or tobacco.\n31 Institut Fondamental d’Afrique Noire (IFAN). “Impact Evaluation of Cash Transfers in the NETS Program of Social Transfers\nTargeting Children” University of Dakar (2012).\n\n\n78\n\n\n",
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+ "input_text": "in some cases led to increases in the highest grade completed (Kenya), reductions in grade\nrepetition (Ghana) and absences (South Africa). [32] The impact on education outcomes has been\nstrongest for the most vulnerable or traditionally neglected children (Burkina Faso), but impacts\non actual learning outcomes have been lower than initially expected.\n\n14. _**Impacts on productive investments.**_ Cash transfers can also lead to significant increases in\nproductive investment. Cash transfer programs in Zambia led to increased investments in\nagricultural inputs, particularly for smaller households, as well as a shift to higher-value\nagricultural production (from cassava to maize or rice) and more selling at market (from 23 to 35\npercent) and ownership of non-agricultural enterprise (from 22 to 39 percent). Cash transfers also\nled to increased livestock ownership in the Zambia, Kenya and Malawi programs. Cash transfers\nalso promote more productive allocations of labor within households, leading to reductions in adult\nagricultural wage labor and increases in time spent on household production, such as family farms\n(in Zambia, Malawi, Kenya, and Ghana). Evaluations also show an increase in non-agricultural\nlabor market participation (Zambia and South Africa). Cash transfers also allowed elderly and\nphysically disabled to “rest” (Zimbabwe). However, results remain mixed on child labor, with\nprograms leading to reductions of child labor in Kenya and South Africa, reductions in child wage\nlabor but increases in on-farm activity in Malawi, and no impact in Ghana or Zambia.\n\n15. _**Impact on local economies.**_ Evidence is also accumulating on the positive spillovers of\ncash transfers on local economic activity. [33] Cash transfers provide an immediate impact by raising\nthe purchasing power of beneficiary households. As beneficiary households spend cash, impacts\nimmediately spread outside beneficiary households to others inside and outside their communities.\nIn Ghana for example beneficiaries of the LEAP program spend about 80 percent of the transfers\ninside the local economy, which in turn launches a new round of income increases in the\ncommunity. In turn, periodic markets and purchases outside village will shift income effects to\nother communities. In the longer run, as programs are scaled up, transfers will have direct and\nindirect (or general equilibrium) effects throughout the region of implementation. Cash transfers\ncan therefore have large income multiplier effects, provided markets are functioning fluidly. If, on\nthe other hand, production constraints limit supply response, it is conceivable that transfers may\nlead to higher prices and a lower multiplier effect.\n\n\n**Development impacts of the key delivery mechanisms**\n\n16. **Component 2 will develop and implement the tools and mechanisms to identify**\n**extreme poor and vulnerable households** and establish the precursor of a national database of\nextreme-poor and vulnerable households in Burundi. While the quantifiable impact of such an\nactivity is difficult to establish, the effect is important in terms of the potential for improved\ntargeting, increased coordination and increased investments in foundational human capital.\n\n17. _**Targeting quality**_ _._ The targeting processes will allow Burundi to improve the quality of\ntargeting of current and future social programs. The first impact of the activity will be to enable\nthe Cash Transfer Program (supported in component 1) to identify its beneficiaries. The database\nwill also serve as a precursor database of potential beneficiaries for other social assistance\n\n\n23From Protection to Production Project (FAO, 2014) and the Transfer project (FAO, 2013)\n\n\n79\n\n\n",
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+ "input_text": "programs. Improved targeting efficiency, while allowing for savings in targeting costs, contributes\nto increasing the impact of a given budget on poverty reduction.\n\n18. _**Impact on access to services**_ . As households are registered in the database, those which\ninclude members that lack an identity number or document will be noted. During the BCC\nactivities first module, the providers will provide said households with the information necessary\nfor their inscription in the civil registry (and receipt of identity card for the adults). While Burundi\nhas made very significant progress in registering its population in the Civil Registry over the past\ndecade, some adults still lack documentation. Furthermore, in 2010, an estimated 25 percent of\nbirths were not registered (DHS 2010) with worse rates in rural areas and among the poorest. By\npromoting access to identity, the targeting process will open the door for socially isolated or\nexcluded groups to gain access to other services and increase their participation in society.\n\n19. _**Increased coordination.**_ Coordinating and/or pooling beneficiary databases can bring\nseveral benefits. These benefits include (a) preventing or reducing undesirable duplication of\nbenefits (e.g., people receiving benefits from more than one donor or program when people should\nnot); (b) reducing duplication of administrative costs across programs by relying on a single\ndatabase and (c) monitoring the evolution of living conditions of potential beneficiaries over time.\nFurthermore, the coordination efforts supported by the proposed Project are expected to help the\ngovernment achieve a better knowledge of its target population for safety net programs, and help\nidentify needs and gaps in service delivery. The data and evidence created by the registry, together\nwith the map of services produced by the 2 [nd] Vice-Presidency and the poverty map should\ntherefore contribute to more efficient overall allocation of resources, and support the transition\nfrom often small and fragmented programs, to a more comprehensive system based on analysis of\noverall needs. The future registry would create a link between social programs, allow information\nto be shared and interventions to be coordinated.\n\n**Analysis of costs**\n\n20. **The total direct cost of the cash transfer program at scale** (transfers and BCC activities)\nwould represent 1.98 percent of the 2015 GNP. While not out of line for low income countries,\nthis is much higher than the present expenditures for social assistance by the government and\nwould require sustained funding by development partners. During the first phase, the Project will\nsupport approximately all recurrent costs of the proposed cash Transfer Program and its key\ndelivery mechanisms (the proposed Project also supports development and equipment costs, as\nwell as selected analytical tasks).\n\n21. **Recurrent implementation costs** would include: inclusion of a new household or\nupdating of household information in the Registry at US$12, and operational costs to manage and\nmaintain the Registry of about US$2 per household. For the Cash Transfer Program, estimates\nassume annual transfers of US$145 per household, promotion activities costing around US$90 per\nhousehold (over 3 years), and administrative and financial costs of US$20 per household\n(including the financial fees for the payment of transfers).\n\n\n**2. Rationale for public sector provision/financing, if applicable**\n\n22. **Public sector intervention in the sector of social safety nets in Burundi is justified on**\n**three main grounds** . First, the high levels of poverty in the country, the recurrent crises, and the\n\n\n80\n\n\n",
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+ "input_text": "increasing inequality justify public intervention on grounds of equity and in order to contribute to\nthe progressive realization of basic human rights such as the constitutional right to live in dignity.\nGeographic disparities remain elevated and have failed to shrink. Numerous households remain\nhighly vulnerable to exogenous and idiosyncratic shocks. Second, there are major market\nimperfections or failures in the goods, services, credit, insurance, and labor markets facing poor\nhouseholds in Burundi which limit their investment in human and productive capital. The poorest\nhouseholds have limited access to basic services, which could help them improve their living\nconditions and their ability to generate incomes. Informal support and insurance mechanisms have\nbeen too stretched by the conflict and the repeated weather shocks to protect the poorest and most\nvulnerable from the impact of shocks. The provision of cash and of complementary activities can\nhelp address some of these imperfections. Third, there are high externalities to fostering\ninvestments in human capital which translate into higher GDP and more cohesive societies, two\nmajor challenges for the country as it seeks to move out of conflict and fragility into a sustained\ndevelopment path.\n\n23. **In addition, there are high externalities to setting-up some of the key delivery**\n**mechanisms of a basic SP system such as a beneficiary database, a payment module, an MIS**\n**and the M&E system** . Most of the current safety nets are funded and implemented by donors. A\nhigh degree of inefficiency plagues these interventions since they all set up _ad hoc_ targeting and\nrelatively weak monitoring systems. This is a strong argument in favor of an intervention that\nwould support improved targeting and coordination of programs and contribute to the initial setup costs of systemic tools to better anchor safety net interventions around effective needs and\ncapacity. Efficiency gains could help free additional resources for the programs.\n\n\n**3. Value added of Bank's support**\n\n24. **The proposed project focuses on technical areas where the World Bank has a strong**\n**competitive advantage** . Building on its involvement with conditional cash transfer programs in\nthe Latin America since the early 2000s, the Bank has moved in strongly to support the\ndevelopment of cash transfer programs in Africa in the past ten years. It has accumulated unrivaled\nexpertise on targeting and registry, payment, operations in low-capacity and fragile environments\nand on system-building in the region.\n\n25. **For the past three years, the Bank has also facilitated a Community of Practice on**\n**Cash and Conditional Cash Transfers in Africa** . The community includes 19 English-speaking\ncountries, including Ethiopia, Tanzania, Uganda and Zambia which experience is highly relevant\nto Burundi. In 2013, the Community started a French-speaking group which includes 15 countries,\nsome of which are also developing programs with complementary interventions in the areas of\nnutrition. Through the Project, Burundi can take advantage of this network and build on their\naccumulated knowledge.\n\n\n81\n\n\n",
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