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+[
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+ "input_text": "Document of\n# The World Bank\n\n\n**FOR OFFICIAL USE ONLY**\n\n\nReport No: PAD1587\n\nPROJECT APPRAISAL DOCUMENT\n\n\nON A\n\n\nPROPOSED GRANT\n\n\nIN THE AMOUNT OF US$ 6 MILLION EQUIVALENT\n\n\nTO THE\n\n\nFEDERAL REPUBLIC OF SOMALIA\n\n\nFOR A\n\n\nSOMALI URBAN INVESTMENT PLANNING PROJECT\n\n\nFebruary 3, 2016\n\n\n_Social, Urban, Rural and Resilience Global Practice_\n_AFRICA_\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 World\nBank authorization.\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
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+ "input_text": "CURRENCY EQUIVALENTS\n\n\n(Exchange Rate Effective December 31, 2015)\n\n\nCurrency Unit = Somali Shilling\nSomali Shilling 588.2 = US$1\n\n\nFISCAL YEAR\nJanuary 1 - December 31\n\n\n\nABBREVIATIONS AND ACRONYMS\n\nBE Bank Execution\nBRA Benadir Regional Administration\nDA Designated Bank Account\nEAFS External Agency for Fiduciary Support\nE&S Environmental and Social\nESMF Environmental and Social Management Framework\nFGS Federal Government of Somalia\n\n\n\nBE Bank Execution\nBRA Benadir Regional Administration\nDA Designated Bank Account\nEAFS External Agency for Fiduciary Support\nE&S Environmental and Social\nESMF Environmental and Social Management Framework\nFGS Federal Government of Somalia\n\nFMS Financial Management Specialist\nGDP Gross Domestic Product\n\n\n\nFMS Financial Management Specialist\nGDP Gross Domestic Product\n\nGM Garowe Municipality\nGoPL Government of Puntland\nGoSL Government of Somaliland\n\n\n\nGoPL Government of Puntland\nGoSL Government of Somaliland\n\nHM Hargeisa Municipality\nHWA Hargeisa Water Agency\nICT\nIDP Internally Displaced Persons\nIFRs\n\n\n\nICT Information and Communications Technology\nIDP Internally Displaced Persons\nIFRs Interim Unaudited Financial Reports\n\nIPSAS International Public Sector Accounting Standards\nISN Interim Strategy Note\nLGs Local Governments\nLDF Local Development Fund\nJPLG Joint Partnership for Local Governance\nMoF Ministry of Finance\nMoPW Ministry of Public Works\nMPF Multi Partner Fund\nNDP National Development Plan\nNGOs Non-Government Organizations\n\n\n\nNDP National Development Plan\nNGOs Non-Government Organizations\n\nOP Operational Policy\nPFM Public Financial Management\nRAP Resettlement Action Plan\nRETF Recipient Executed Trust Fund\nRPF Resettlement Policy Framework\nSoE Statement of Expenditure\n\n\n\nii\n\n\n",
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+ "text": "Internally Displaced Persons",
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+ "input_text": "SUDP Somali Urban Development Project\nSUIPP Somali Urban Investment Planning Project\nUCS Use of Country Systems\nWSP Water and Sanitation Project\n\n\nRegional Vice President: Makhtar Diop\nCountry Director: Bella Bird\nSenior Global Practice Director: Ede Jorge Ijjasz-Vasquez\nPractice Manager: Idrissa Dia\nTask Team Leader: Dean Cira\n\n\niii\n\n\n",
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+ "input_text": "**SOMALI URBAN INVESMENT PLANNING PROJECT**\n\n\n**TABLE OF CONTENTS**\n\n\n**Page**\n\n\nI. **STRATEGIC CONTEXT .................................................................................................1**\n\nA. Country Context ............................................................................................................ 1\n\nB. Situations of Urgent Need of Assistance or Capacity Constraints ............................... 2\n\nC. Sectoral and Institutional Context ................................................................................. 2\n\nD. Higher Level Objectives to which the Project Contributes .......................................... 3\n\n\nII. **PROJECT DEVELOPMENT OBJECTIVES ................................................................4**\n\nA. PDO............................................................................................................................... 4\n\nB. Project Beneficiaries ...................................................................................................... 4\n\nC. PDO Level Results Indicators ........................................................................................ 4\n\n\nIII. **PROJECT DESCRIPTION ..............................................................................................4**\n\nA. Project Components ...................................................................................................... 4\n\nB. Project Financing .......................................................................................................... 9\n\nC. Series of Project Objective and Phases ....................................................................... 10\n\n\nIV. **IMPLEMENTATION .....................................................................................................10**\n\nA. Institutional and Implementation Arrangements ........................................................ 10\n\nB. Results Monitoring and Evaluation ............................................................................ 11\n\nC. Sustainability............................................................................................................... 11\n\n\nV. **KEY RISKS ......................................................................................................................11**\n\nA. Overall Risk Rating and Explanation of Key Risks.................................................... 11\n\nB. Risk Ratings Summary Table ..................................................................................... 12\n\n\nVI. **APPRAISAL SUMMARY ..............................................................................................12**\n\nA. Economic and Financial (if applicable) Analysis ....................................................... 12\n\nB. Technical ..................................................................................................................... 13\n\nC. Financial Management ................................................................................................ 13\n\nD. Procurement ................................................................................................................ 16\n\nE. Social (including Safeguards) ..................................................................................... 16\n\nF. Environment (including Safeguards) .......................................................................... 17\n\n\niv\n\n\n",
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+ },
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+ "input_text": "G. World Bank Grievance Redress .................................................................................. 18\n\n\n**Annex 2: Detailed Project Description .......................................................................................24**\n\n\n**Annex 3: Implementation Arrangements ..................................................................................31**\n\n\n**Annex 4: Systematic Operations Risk-Rating Tool (SORT)....................................................41**\n\n\n**Annex 5: Implementation Support Plan ....................................................................................45**\n\n\nv\n\n\n",
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+ "input_text": "**PAD DATA SHEET**\n\n_Somalia_\n\n_Somali Urban Investment Planning (P150374)_\n\n**PROJECT APPRAISAL DOCUMENT**\n\n\n_AFRICA_\n\n_0000009354_\n\n\n\nReport No.: PAD1587\n\n\n\n\n\n\n\n\n\n|Basic Information|Col2|Col3|\n|---|---|---|\n|Project ID|EA Category|Team Leader(s)|\n|P150374|B - Partial Assessment|Dean A. Cira|\n|Lending Instrument|Fragile and/or Capacity Constraints [ X ]|Fragile and/or Capacity Constraints [ X ]|\n|Investment Project Financing|- Fragile States
|- Fragile States
|\n||Financial Intermediaries [ ]|Financial Intermediaries [ ]|\n||Series of Projects [ ]|Series of Projects [ ]|\n|Project Implementation Start Date|Project Implementation End Date|Project Implementation End Date|\n|15-Feb-2016|30-Sep-2017|30-Sep-2017|\n|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|\n|15-Mar-2016
30-Jun-2017|15-Mar-2016
30-Jun-2017|15-Mar-2016
30-Jun-2017|\n|Joint IFC
|Joint IFC
|Joint IFC
|\n|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|\n|Idrissa Dia
Ede Jorge Ijjasz-Vasquez Bella Bird
Makhtar Diop|Idrissa Dia
Ede Jorge Ijjasz-Vasquez Bella Bird
Makhtar Diop|Idrissa Dia
Ede Jorge Ijjasz-Vasquez Bella Bird
Makhtar Diop|\n|**Approval Authority**|**Approval Authority**|**Approval Authority**|\n|Approval Authority|Approval Authority|Approval Authority|\n|RVP Decision|RVP Decision|RVP Decision|\n|please explain|please explain|please explain|\n|The project is being processed under OP 10, para 12 whereby the Bank will be executing activities on
behalf of the Recipient due to limited capacity.|The project is being processed under OP 10, para 12 whereby the Bank will be executing activities on
behalf of the Recipient due to limited capacity.|The project is being processed under OP 10, para 12 whereby the Bank will be executing activities on
behalf of the Recipient due to limited capacity.|\n|Recipient: Ministry of Finance
Responsible: H.E Mohamad Adan Ibrahim, Minister
Ministry of Finance
Federal Government of Somalia
+252616310844|Recipient: Ministry of Finance
Responsible: H.E Mohamad Adan Ibrahim, Minister
Ministry of Finance
Federal Government of Somalia
+252616310844|Recipient: Ministry of Finance
Responsible: H.E Mohamad Adan Ibrahim, Minister
Ministry of Finance
Federal Government of Somalia
+252616310844|\n\n\nvi\n\n\n",
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Responsible: H.E Ali Hussein Ismail, Minister
Somaliland Ministry of Planning and Development
+252634425833
alijirdeh@gmail.com|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|Col13|Col14|Col15|Col16|Col17|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|**Safeguards Deferral (from Decision Review Decision Note)**|\n|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|Will the review of Safeguards be deferred? [ ] Yes [ X ] No|\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)**|**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)**|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|\n|[ ]
Loan|[ ]
Loan|[ ]
IDA Grant|[ ]
IDA Grant|[ ]
IDA Grant|[ ]
IDA Grant|[ ]
Guarantee|[ ]
Guarantee|[ ]
Guarantee|[ ]
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Guarantee|[ ]
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Guarantee|\n|[ ]
Credit|[ ]
Credit|[ X ]
Grant|[ X ]
Grant|[ X ]
Grant|[ X ]
Grant|[ ]
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Other|[ ]
Other|[ ]
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Other|\n|Total Project Cost:|Total Project Cost:|Total Project Cost:|Total Project Cost:|6.00|6.00|6.00|6.00|6.00|6.00|Total Bank Financing:|Total Bank Financing:|Total Bank Financing:|Total Bank Financing:|0.00|0.00|0.00|\n|Financing Gap:|Financing Gap:|Financing Gap:|Financing Gap:|0.00|0.00|0.00|0.00|0.00|0.00||||||||\n|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|**Financing Source**
**Amount**|\n|Borrower|Borrower|Borrower|Borrower|Borrower|Borrower|Borrower|Borrower|0.00|0.00|0.00|0.00|0.00|0.00|0.00|0.00|0.00|\n|Somalia Multi-Partner Fund|Somalia Multi-Partner Fund|Somalia Multi-Partner Fund|Somalia Multi-Partner Fund|Somalia Multi-Partner Fund|Somalia Multi-Partner Fund|Somalia Multi-Partner Fund|Somalia Multi-Partner Fund|6.00|6.00|6.00|6.00|6.00|6.00|6.00|6.00|6.00|\n|Total|Total|Total|Total|Total|Total|Total|Total|6.00|6.00|6.00|6.00|6.00|6.00|6.00|6.00|6.00|\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)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|**Expected Disbursements (in USD Million)**|\n|Fiscal
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Climate Change|[ ]
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Climate Change|[ ]
Climate Change|[ ]
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Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
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Jobs|[ X ]
Jobs|\n|[ ]
Public Private Partnership|[ ]
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Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|[ ]
Public Private Partnership|\n|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|**Sectors / Climate Change**|\n|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|Sector (Maximum 5 and total % must equal 100)|\n\n\nvii\n\n\n",
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+ "usage_context": "supporting"
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+ {
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+ "start": 1974,
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+ {
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+ "is_used": "False",
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+ },
+ {
+ "dataset_name": {
+ "text": "Climate Change",
+ "confidence": 0.705369770526886,
+ "start": 2731,
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+ {
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+ "text": "Fragile, Conflict & Violence",
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+ "text": "Fragile, Conflict & Violence",
+ "confidence": 0.5014749765396118,
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+ "is_used": "False",
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+ },
+ {
+ "dataset_name": {
+ "text": "Public Private Partnership",
+ "confidence": 0.5615554451942444,
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+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "|Major Sector|Sector|Col3|Col4|%|Adaptation
Co-benefits %|Col7|Col8|Mitigation
Co-benefits %|\n|---|---|---|---|---|---|---|---|---|\n|Transportation|Urban Transport|Urban Transport|Urban Transport|40|||||\n|Public Administration, Law, and
Justice|Sub-national government
administration|Sub-national government
administration|Sub-national government
administration|20|||||\n|Water, sanitation and flood protection|Solid waste management|Solid waste management|Solid waste management|20|||||\n|Water, sanitation and flood protection|Water supply|Water supply|Water supply|20|||||\n|Total|Total|Total|Total|100|100|100|100|100|\n|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.|\n|**Themes**|**Themes**|**Themes**|**Themes**|**Themes**|**Themes**|**Themes**|**Themes**|**Themes**|\n|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|Theme (Maximum 5 and total % must equal 100)|\n|Major theme|Major theme|Theme|Theme|Theme|Theme|Theme|%|%|\n|Urban development|Urban development|Other urban development|Other urban development|Other urban development|Other urban development|Other urban development|50|50|\n|Urban development|Urban development|Municipal governance and institution
building|Municipal governance and institution
building|Municipal governance and institution
building|Municipal governance and institution
building|Municipal governance and institution
building|20|20|\n|Urban development|Urban development|Urban services and housing for the poor|Urban services and housing for the poor|Urban services and housing for the poor|Urban services and housing for the poor|Urban services and housing for the poor|20|20|\n|Public sector governance|Public sector governance|Decentralization|Decentralization|Decentralization|Decentralization|Decentralization|8|8|\n|Social dev/gender/inclusion|Social dev/gender/inclusion|Conflict prevention and post-conflict
reconstruction|Conflict prevention and post-conflict
reconstruction|Conflict prevention and post-conflict
reconstruction|Conflict prevention and post-conflict
reconstruction|Conflict prevention and post-conflict
reconstruction|2|2|\n|Total|Total|Total|Total|Total|Total|Total|100|100|\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)**|\n|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment
and institutional strengthening activities in southern Somalia, Puntland and Somaliland, and (ii)
enhanced project preparation and implementation capacity of participating agencies.|\n|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|**Components**|\n|**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|Mogadishu|Mogadishu|Mogadishu|1.73|1.73|1.73|1.73|1.73|1.73|\n|Garowe|Garowe|Garowe|0.98|0.98|0.98|0.98|0.98|0.98|\n|Hargeisa|Hargeisa|Hargeisa|1.03|1.03|1.03|1.03|1.03|1.03|\n|Cross-cutting Activities|Cross-cutting Activities|Cross-cutting Activities|1.83|1.83|1.83|1.83|1.83|1.83|\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)**|\n|**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|High|High|High|\n|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|Substantial|Substantial|Substantial|\n\n\nviii\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Adaptation and Mitigation Climate Change Co-benefits information",
+ "confidence": 0.9991539716720581,
+ "start": 199,
+ "end": 206
+ },
+ "dataset_tag": "non-dataset",
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+ "geography": null,
+ "publication_year": null,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Adaptation and Mitigation Climate Change Co-benefits information",
+ "confidence": 0.9991329312324524,
+ "start": 309,
+ "end": 316
+ },
+ "dataset_tag": "non-dataset",
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+ "producer": null,
+ "geography": null,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Systematic Operations Risk- Rating Tool",
+ "confidence": 0.8016317486763,
+ "start": 1665,
+ "end": 1671
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+ "dataset_tag": "non-dataset",
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 7
+ ]
+ }
+ },
+ {
+ "input_text": "|3. Sector Strategies and Policies|Col2|Col3|Col4|Low|Col6|Col7|Col8|\n|---|---|---|---|---|---|---|---|\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|Moderate|Moderate|Moderate|Moderate|\n|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|5. Institutional Capacity for Implementation and Sustainability|High|High|High|High|\n|6. Fiduciary|6. Fiduciary|6. Fiduciary|6. Fiduciary|Moderate|Moderate|Moderate|Moderate|\n|7. Environment and Social|7. Environment and Social|7. Environment and Social|7. Environment and Social|Low|Low|Low|Low|\n|8. Stakeholders|8. Stakeholders|8. Stakeholders|8. Stakeholders|High|High|High|High|\n|9. Other|9. Other|9. Other|9. Other|High|High|High|High|\n|**OVERALL**|**OVERALL**|**OVERALL**|**OVERALL**|High|High|High|High|\n|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|**Compliance**|\n|**Policy**|**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?|Does the project depart from the CAS in content or in other significant
respects?|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|\n|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|Does the project require any waivers of Bank policies?
Yes [ ]
No [ X ]|\n|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Yes [ X ]
No [ ]|Yes [ X ]
No [ ]|Yes [ X ]
No [ ]|\n|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|Yes [ ]
No [ X ]|\n|Explanation:|Explanation:|Explanation:|Explanation:|Explanation:|Explanation:|Explanation:|Explanation:|\n|||||||||\n|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|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**|**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**|**X**|**X**|**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**|\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**|**Legal Covenants**|\n|**Name**
|**Recurrent**|**Due Date**|**Due Date**|**Due Date**|**Due Date**|**Frequency**|**Frequency**|\n\n\nix\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 8
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|\n|---|---|---|---|---|---|---|---|---|\n|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|**Description of Covenant**|\n||||||||||\n|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|**Conditions**|\n|**Source of Fund**|**Name**|**Name**|**Name**|**Name**|**Name**|**Type**|**Type**|**Type**|\n|SOMP|Subsidiary Agreements|Subsidiary Agreements|Subsidiary Agreements|Subsidiary Agreements|Subsidiary Agreements|Effectiveness|Effectiveness|Effectiveness|\n|**Description of the Condition**
Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
the provisions of Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
the provisions of Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
the provisions of Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
the provisions of Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
the provisions of Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
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Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
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provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
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Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
the provisions of Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
Each of the Subsidiary Agreements between the Recipient and the Benadir Regional Administration and
between the Recipient and the Puntland State of Somalia has been executed in accordance with the
provisions of Section I.C of Schedule 2 of the Grant Agreement, and the Implementation Agreement
between the Puntland State of Somalia and the Garowe Municipality has been executed in accordance with
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of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
of Section I.F in Schedule 2 of the Grant Agreement.|The Recipient shall have adopted the Project Implementation Manual in accordance with the provisions
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The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
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The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
accordance with the provisions of Section I.B of Schedule 2 of the Grant Agreement.|**Description of the Condition**
The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
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The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
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The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
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The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
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The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
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The Subsidiary Agreement between the Recipient and the Hargeisa Municipality has been executed in
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The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
Section I.D of Schedule 2 of the Grant Agreement.|**Description of the Condition**
The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
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The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
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The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
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The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
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The Recipient has adopted the Project Implementation Manual in accordance with the provisions of
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Specialist|Procurement|Procurement|Procurement|GGODR|\n|Leonard Mutuku
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Management
Specialist|Financial
Management
Specialist|Consultant|Consultant|Financial
Management|Financial
Management|Financial
Management|GGODR|\n|Abdoul Wahabi Seini|Safeguards|Safeguards|Senior Social|Senior Social|Social Safeguards|Social Safeguards|Social Safeguards|GSURR|\n\n\nx\n\n\n",
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+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 9
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Col2|Specialist|Col4|Development
Specialist|Col6|Col7|Col8|Col9|Col10|\n|---|---|---|---|---|---|---|---|---|---|\n|Adenike Sherifat
Oyeyiola|Adenike Sherifat
Oyeyiola|Team Member|Team Member|Sr Financial
Management
Specialist|Sr Financial
Management
Specialist|Sr Financial
Management
Specialist|Financial
Management|Financial
Management|GGODR|\n|Christiaan Johannes
Nieuwoudt|Christiaan Johannes
Nieuwoudt|Team Member|Team Member|Finance Officer|Finance Officer|Finance Officer|Disbursement/finan
ce|Disbursement/finan
ce|WFALA|\n|John F. A Etidau|John F. A Etidau|Team Member|Team Member|Consultant|Consultant|Consultant|Procurement|Procurement|GGODR|\n|Joseph A. Gadek|Joseph A. Gadek|Team Member|Team Member|Consultant|Consultant|Consultant|Engineer|Engineer|GSU13|\n|Matthias Mayr|Matthias Mayr|Team Member|Team Member|E T Consultant|E T Consultant|E T Consultant|Conflict/Risk|Conflict/Risk|AFCTZ|\n|Rildo Santos|Rildo Santos|Team Member|Team Member|Language Program
Assistant|Language Program
Assistant|Language Program
Assistant|||GSURR|\n|Roland White|Roland White|Team Member|Team Member|Lead Urban
Specialist|Lead Urban
Specialist|Lead Urban
Specialist|Urban
Development|Urban
Development|GSURR|\n|Edith Mwenda|Edith Mwenda|Counsel|Counsel|Counsel|Counsel|Counsel|Legal|Legal|LEGAM|\n|Wolfhart Pohl|Wolfhart Pohl|Safeguards
Specialist|Safeguards
Specialist|Adviser|Adviser|Adviser|Safeguards|Safeguards|GCFDR|\n|Zishan Faiza Karim|Zishan Faiza Karim|Team Member|Team Member|Social
Development
Specialist|Social
Development
Specialist|Social
Development
Specialist|Community
Development|Community
Development|GSURR|\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|||||||||||\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|Federal
Government
of Somalia
and
Government
of
Somaliland|||Mogadishu,
Hargeisa, Garowe|Mogadishu,
Hargeisa, Garowe|Mogadishu,
Hargeisa, Garowe|||||\n|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|**Consultants (Will be disclosed in the Monthly Operational Summary)**|\n|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|Consultants Required?
Consultants will be required
|\n\n\nxi\n\n\n",
+ "datasets": [
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+ "pages": [
+ 10
+ ]
+ }
+ },
+ {
+ "input_text": "I. **STRATEGIC CONTEXT**\n\n\n**A.** **Country Context**\n\n\n1. The Somali Urban Investment Planning Project (SUIPP) will support feasibility,\nassessment and preliminary design studies for urban investment activities, which could be\nfunded from a Multi Partner Fund (MPF), across the geographic territory of southern Somalia,\nPuntland and Somaliland. The total population of this area is estimated to be over 12 million,\ngrowing at a rate of roughly 3 percent annually. [1] The current urbanization level is estimated at\naround 42 percent, with an urban population growth rate of around 4 percent per annum. [2]\nSomali human development indicators are among the lowest in the world. Poverty incidence is\n73 percent – 61 percent in urban areas and 80 percent in rural areas, with extreme poverty\nestimated at 43 percent.\n\n2. This area has witnessed severe conflict and violence over the past two decades. Since\nthe collapse of the Siad Barre government in 1991, southern Somalia has experienced cycles of\nconflict that fragmented the country, destroyed legitimate institutions and created widespread\nvulnerability. In contrast to the war-torn south, northern areas are relatively stable and have put\nin place functioning institutions, although considerable development challenges remain.\n\n3. The August 2012 peaceful transfer of power from a transitional to a full federal\ngovernment in Mogadishu generated domestic political momentum and triggered international\nrecognition. For the first time since 1991, there is a federal (rather than transitional) government\nand a widely supported provisional constitution. The September 2013 Brussels Conference\ngalvanized further domestic and international support for the government, and endorsed a\nCompact whose Peace-building and State-building Goals provide an important roadmap for the\ncoming three year period. While positive momentum has been generated, sustaining domestic\nconfidence through the translation of international support into improved security, governance,\nand economic benefits on the ground is an increasingly pressing challenge.\n\n4. Somalia’s macro-economic framework reflects the country’s underlying fragility **.**\nReliable macro-economic data for Somalia is not available – however regional fiscal and\neconomic data does exist and broader estimates can be aggregated. Public expenditure is\nestimated to account for 7.7 percent of GDP [3] compared with private sector consumption of 73\npercent of GDP. Agriculture and services are the key contributors to GDP. Based on regional\nfiscal data, Somaliland controls the largest budgetary resource envelope, generating US$127\nmillion in revenue during 2012, compared to US$35 million at the federal level and US$38\nmillion in Puntland.\n\n5. In contrast to the war-torn south, authorities in the northern regions have put in place\nfunctioning institutions that have succeeded in sustaining stability although considerable\ndevelopment challenges remain. Following their declaration of independence and semiautonomy respectively, Somaliland and Puntland have developed hybrid forms of governance\ncombining modern institutions with religious authorities, civil society, the private sector and\n\n1 Interim Strategy Note FY14-16, World Bank, December 2013, UNFPA Population Estimates 2014\n2 A Rapid Assessment of Three Somali Urban Areas, World Bank, November 2013, UNFPA Population Estimates 2014\n3 In the UNDP Human Development Report, Somalia’s GDP is estimated to be US$2.6 billion and per capita GDP is estimated to\nbe US$288 based on the World Development Indicators and Economist Intelligence Unit.\n\n\n1\n\n\n",
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+ "dataset_name": {
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+ "confidence": 0.978793203830719,
+ "start": 124,
+ "end": 128
+ },
+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "southern Somalia",
+ "confidence": 0.5683804750442505,
+ "start": 63,
+ "end": 65
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "urban population",
+ "confidence": 0.5498277544975281,
+ "start": 110,
+ "end": 112
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+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
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+ "text": "provisional constitution",
+ "confidence": 0.5179021954536438,
+ "start": 284,
+ "end": 286
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+ "data_type": null,
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+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": {
+ "text": "2013",
+ "confidence": 0.677678644657135,
+ "start": 289,
+ "end": 290
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "macro-economic data",
+ "confidence": 0.8280042409896851,
+ "start": 376,
+ "end": 378
+ },
+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Somalia",
+ "confidence": 0.8634480237960815,
+ "start": 358,
+ "end": 359
+ },
+ "publication_year": null,
+ "reference_year": {
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+ "input_text": "diaspora organizations, which have guaranteed higher levels of peace, security and institutional\ndevelopment. Nevertheless, Puntland and Somaliland seek very different futures: while\nSomaliland’s constitution envisages an independent existence, Puntland is committed to\nparticipate in Somalia’s federal system [4] and held presidential elections in 2014. Somaliland in\nJune 2010 held presidential elections for the second time and power was peacefully transferred to\nthe opposition. Presidential elections are expected in 2017. Local elections were also held in\nNovember 2012. Elections are expected for the federal level in 2016.\n\n**B.** **Situations of Urgent Need of Assistance or Capacity Constraints**\n\n\n6. This project is being prepared under OP/BP 10.0 and triggers paragraph 12 which\nprovides additional flexibility for countries with capacity constraints because of fragility.\nSomalia meets the key criteria of fragility with a CPIA rating of below 3.2, the presence of a\nregional peace-keeping mission and a prolonged period of acute conflict and insecurity.\nInstitutional capacity constraints in Somalia are severe, requiring Bank Execution of feasibility\nstudies for infrastructure investments outlined in this project and capacity support to Somali\ninstitutions that will be implementing these investments in the follow on Urban Development\nProject.\n\n\n**C.** **Sectoral and Institutional Context**\n\n\n7. There has been no systematic analysis of the economic and demographic structure of the\nSomali urban system. Broadly, however, the pattern of urban development within the country\nappears to have been determined largely by locational dynamics related to regional and\ninternational trade and transit (with associated development of infrastructure, particularly ports\nand airports), [5] the servicing of agricultural activities in adjacent hinterlands, the location of\ngovernment administration, and more recently, the emergence of services sectors, such as\nInformation and Communications Technology (ICT). Normal urbanization patterns have been\ncomplicated by significant refugee migrations from neighboring countries and within the\nterritory (Internally Displaced Persons).\n\n8. In this context, a three level urban hierarchy has emerged comprising one primary city,\nMogadishu, six secondary cities, including Hargeisa and Garowe [6], and a range of tertiary cities.\nUnsurprisingly, urban services and infrastructure in sectors such as roads and transport, drainage,\nwater supply, sanitation, and solid waste removal are extremely poorly provided throughout the\nterritory. Investment in urban infrastructure and service delivery to improve the economic\nproductivity of Somali cities and living conditions for urban dwellers is an urgent priority.\n\n9. The institutional environment pertaining to urban development and management\ncomprises two key levels. At the local/sectoral level, city governments have key (in fact, the\nkey) functional powers and responsibilities in respect of urban infrastructure and services\nprovision and management together with public utilities, such as the Hargeisa Water Agency\n\n\n4 Although Puntland is committed to participate in the federal system, Puntland is currently concerned that the FGS is itself not fully committed\nto implement the federal system. Tensions have arisen during 2013 that will need to be addressed at the political level, but also through the\nbalanced and transparent allocation of development effort across Somalia\n5 There is no reliable data relating to city GDP in Somalia. As a very rough illustration of level of economic activity, it may be noted that import\nduties and taxes, most of which are collected in a few of the larger cities account for large shares of total government revenue (Somaliland 79\npercent, Puntland 74 percent – WB CEM, 2006.)\n6 Other secondary cities include Berbera, Bosaso, Galkayo, Kismayo, Marka which may be covered in subsequent phases of the project.\n\n\n2\n\n\n",
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+ "input_text": "(HWA). Again with some variation, these institutions are weak and require strengthening.\nOutside of these cities, local infrastructure and services are delivered by District Councils of\ndifferent grades, or sizes, and widely varying capacities. In general, these entities are weak and\nhave very limited financial resources with which to carry out their mandates, one of the most\nsignificant one being the Local Development Fund grant flow which provides an average of\nUS$200,000/annum to 14 of the largest (Grade A) District governments in these two areas (and,\nfrom 2014, one area within southern Somalia).\n\n10. Both the Somali Compact Building Goal 4 on Economic Foundations and the Somaliland\nSpecial Arrangement prioritize the enhancement of productivity through rehabilitation of critical\ninfrastructure including roads and water. The Puntland Five Year Development Plan (2014-19)\nPillar 1 on Governance prioritizes the strengthening of local authorities and delivering\ndecentralized services while Pillar 4 on Economic Foundations prioritizes investment in roads\ninfrastructure. The Somaliland National Development Plan (NDP) (2012-16) pillar on\nInfrastructure prioritizes support to the Hargeisa Water Agency to increase water production,\npumping and transmission lines, and expansion of the distribution network. The NDP’s pillar on\nGood Governance recognizes the challenges to decentralization caused by structural constraints\nand identifies projects that promote decentralization, transparency and accountability as a\npriority.\n\n**D.** **Higher Level Objectives to which the Project Contributes**\n\n\n11. The project will undertake technical and economic feasibility studies and preliminary\ndesign work for portfolios of potential investments in urban infrastructure, and the strengthening\nof urban management institutions in Mogadishu, Hargesia and Garowe, and an assessment of the\npotential for expanding the Local Development Fund and institutionalizing it as a core element\nof the intergovernmental fiscal framework. It will also directly strengthen the project preparation\nand execution capacity of the Somali institutions that will implement the investment activities.\nThe higher level objectives to which the project will contribute are improved urban productivity\nand service delivery, enhanced urban management and state-building in the Somali territories.\nThrough improved urban productivity and service delivery, the project will also contribute to\nreducing poverty and enhancing shared prosperity.\n\n12. This project will also be supporting one of the two priorities in the Interim Strategy Note\n(ISN) (FY2014-16) which is the expansion of economic opportunity through the financing of\nbasic rehabilitation of infrastructure for employment generation and productivity. The ISN\nhighlights the importance of urban sector development to address this priority given its potential\nto enhance economic productivity, reduce human vulnerability and build capacity of local\nauthorities. The strategy goes further and indicates the Bank’s intention to develop a national\nurban program that benefits main urban centers, with a focus on water and sanitation, solid\nwaste, and roads upgrading using labor intensive methods to maximize employment generation.\nThe ISN also suggests the use of a differentiated regional approach, within an emerging national\nframework, which the SUIPP follows in supporting the development of activities and working\nwith different government agencies in Mogadishu, Hargeisa and Garowe.\n\n\n3\n\n\n",
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+ "input_text": "II. **PROJECT DEVELOPMENT OBJECTIVES**\n\n\n**A.** **PDO**\n\n\n13. The PDO is: To provide (i) an assessment of the feasibility of, and preliminary plans for,\nselected urban investment and institutional strengthening activities in southern Somalia, Puntland\nand Somaliland, and (ii) enhanced project preparation and implementation capacity of\nparticipating agencies.\n\n**B.** **Project Beneficiaries**\n\n14. The immediate project beneficiaries will be the city governments of Mogadishu, Hargeisa\nand Garowe. The ultimate project beneficiaries will be the residents of these cities.\n\n\n**C.** **PDO Level Results Indicators**\n\n15. The PDO level results indicators are:\n\n - Institutional assessments of government agencies responsible for urban development and\nservice delivery in Mogadishu, Hargeisa, Garowe;\n\n - Feasibility and preliminary design studies for specific urban investments (primary roads\nin Mogadishu and Garowe; secondary roads in Mogadishu; solid and liquid waste in\nHargeisa);\n\n - Assessment of the Local Development Fund and the potential for institutionalizing an\nintergovernmental fiscal transfer system;\n\n - Technical assistance units established in Mogadishu, Garowe, Hargeisa.\n\n.\nIII. **PROJECT DESCRIPTION**\n\n\n**A.** **Project Components**\n\n\n16. The SUIPP comprises a “project to prepare a project”. The main project, called the\nSomali Urban Development Project (SUDP), has an estimated budget envelope of US$86.11\nmillion (excluding currently unspecified contingency amounts), intended for support by the\nMPF. Pursuant to relevant Bank Operating Procedures, which specifically allow for such\nsituations, and given that the project has an environmental safeguard categorization of B, the\nactivities to be supported under the SUDP will include both detailed project design and\nimplementation. An overview of the activities to be undertaken under the SUDP is given in\nAnnex 2. [7] In brief, however, they constitute the rehabilitation and upgrading of primary and\nsecondary/community roads, a potential combination of the upgrading of intra-city roads and/or\nbridge-building in Garowe, the enhancement of solid and liquid waste management and water\nsupply in Hargeisa, the extension and institutionalization of the Local Development Fund, and\ninstitutional strengthening activities focused on the three municipalities and the Hargeisa Water\nAgency. These activities have been identified through a process of technical work and dialogue\nthe Bank Task Team has undertaken during a number of visits to the three cities and are\n\n\n7 A Project Concept Review of the SUDP was held simultaneously with the Project Concept Review of the SUIPP\non April 16, 2014.\n\n\n4\n\n\n",
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+ "input_text": "described in the Project Information Document for the SUDP and in the Aides Memoire\nproduced after each visit.\n\n17. Preliminary preparation, which includes feasibility studies and preliminary design for the\nmain infrastructure activities under the SUDP, as well as a number of potential urban\ninfrastructure investments on the Somali territories, and a range of institutional assessments, will\nbe undertaken under the SUIPP – i.e. the project which forms the subject of this Project\nAppraisal Document - also to be supported by the MPF. Some of the output of the technical\nwork undertaken under the SUIPP will provide the basis for the preparation of the SUDP, while\nthe scope of TA should also be applicable to urban development projects in a variety of different\nfunding contexts. It should be noted that final design work itself – e.g. detailed engineering\ndesign, social and environmental impact assessments, exploratory drilling and preparation of\nbidding documents – will not be undertaken as part of the SUIPP. They will be undertaken as\npart of the SUDP or other projects under different financing arrangements, and funding to cover\nthese costs will be included in the project documentation and proposals relating to that operation.\n\n\n18. Overall, the SUIPP will support two basic types of activity:\n\n\na. easibility and preliminary design studies for the physical investments that will be\nsupported by the SUDP and other urban development projects, and institutional\nassessments of the agencies that will execute these investments to provide an\ninformational and analytic base for the preparation of institutional strengthening\nactivities that will be supported by the SUDP. In order to facilitate the quick\nexecution of these activities in the fragile and conflict affected environment of the\nSomali territories, they will be executed by the Bank pursuant to OP 10 (para 12);\n\nb. provision of technical assistance to enhance the capacity of the Somali executing\nagencies to prepare and implement urban development projects, such as the SUDP,\neffectively and efficiently and to mitigate fiduciary and safeguards risk. These\nactivities will be client executed.\n\n19. These activities are described on a component-by-component basis below. An itemized\nbudget for the full project is given in section B below.\n\n**Component 1: Mogadishu (US$1.73 million)**\n\n20. Feasibility and preliminary design studies for the primary roads will be undertaken to\nassess whether the selection of the three roads by the Benadir Regional Administration (BRA) is\nthe most efficient use of roads funds in relation to the roads already being upgraded with Turkish\nassistance, survey these roads, take soil core samples along the roadway to determine the existing\nsub-base and base materials of the roads, determine the standards for roads construction, locate\nthe options for road material quarries, locate options for the asphalt and concrete batching plants,\nassess the labor pool available in Mogadishu vis-à-vis roads construction, and provide cost\nestimates. For the secondary/community roads, the activities will focus on a dialogue with\ncommunities to determine the priority works to be undertaken in each of the 17 Districts in\nMogadishu, to determine optimum implementation modalities, and provide cost estimates.\n\n\n5\n\n\n",
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+ "input_text": "technical and operational capacity, fiduciary systems, transparency and accountability\nmechanisms and environmental and social management.\n\n\n27. In order to establish sufficient capacity to prepare and then implement the SUDP,\ntechnical assistance for the GM will need to be recruited under SUIPP comprising a full-time\nproject coordinator, full-time procurement specialist, full-time financial management specialist, a\npart-time social and environmental specialist, and a part-time monitoring and evaluation\nspecialist. It is possible that some of these roles could be combined, thus generating efficiencies.\nThe potential for this will be explored as the SUIPP is executed. Operating and minor equipment\ncosts related to the recruitment and employment of these positions will also be incurred. In\naddition, some training and capacity building for these individuals and other staff associated with\npreparation and execution of the SUIPP and SUDP will be required.\n\n\n**Component 3: Hargeisa (US$1.03 million)**\n\n28. Feasibility and preliminary design studies for the solid and liquid waste investments will\nbe undertaken to determine the costs and siting of bulk solid and liquid waste disposal/treatment\nsites and improvements in transfer points/stations, determine necessary construction standards\nand the basic technologies that are most appropriate and cost-effective, identify options for\nsourcing of materials and equipment, and assess the labor pool, and determine requirements\n(financial, technical and institutional) for sustaining and expanding the system of solid waste\ncollection that has been introduced under donor-funded technical assistance efforts in recent\nyears. This work has already been completed for the water supply sub-component (under the\nUN-Habitat supported project) and so is not required under SUIPP.\n\n29. Environmental and social due diligence work will contribute to the sub-component via\ntwo main types of activities: (i) a baseline survey of environmental and social information, data\nand issues that would help to identify E&S constraints, but also areas of potential enhancement\nof project outcomes, and provide E&S information, criteria and constraining factors for the\nprocesses for design and environmental/social assessments planned for SUDP or other\ndownstream planning activities; (ii) the development of an environmental and social\nmanagement framework, which would constitute a generic tool for managing social and\nenvironmental risks related to urban investments, and planning follow-up investigations,\nassessments and analyses (for e.g. water supply and waste management activities) regardless of\nfunding source, in Somaliland for use by entities such as local governments and water utilities.\n\n\n30. At the institutional level, assessments will be undertaken of the Hargeisa Municipality\n(HM) and the Hargeisa Water Agency (HWA) in order to provide an informational and analytic\nfoundation for the detailed preparation and execution of institutional strengthening activities that\nwill be undertaken under the SUDP. The assessments will focus on basic conditions of\nperformance, strategic planning capacity, technical and operational capacity, fiduciary systems,\ntransparency and accountability mechanisms and environmental and social management. In the\ncase of the HWA, the assessment will build on the review being carried out by the Water and\nSanitation Program (WSP) as part of their Corporate Governance Advisory support to the\nagency. The SUIPP institutional assessment will identify potential residual activities from WSP’s\nwork; and recommend areas for future support in SUDP to enable HWA to take on these residual\nactivities.\n\n\n7\n\n\n",
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+ "end": 324
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+ "start": 323,
+ "end": 324
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+ "producer": null,
+ "geography": {
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+ "confidence": 0.8805586695671082,
+ "start": 440,
+ "end": 441
+ },
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
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+ "text": "environmental and social\nmanagement framework",
+ "confidence": 0.9279816746711731,
+ "start": 390,
+ "end": 395
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+ "description": null,
+ "data_type": null,
+ "acronym": null,
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+ "end": 441
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+ "reference_population": null,
+ "is_used": "False",
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+ "text": "SUIPP institutional assessment",
+ "confidence": 0.5641348958015442,
+ "start": 577,
+ "end": 580
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+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
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+ }
+ },
+ {
+ "input_text": "31. In order to establish sufficient capacity to prepare and then implement the SUDP,\ntechnical assistance which can be shared by the HM and HWA will need to be recruited under\nSUIPP by HM comprising a full-time project coordinator, full-time financial management\nspecialist, full-time procurement specialist, a full-time social and environmental specialist, and a\nfull-time monitoring and evaluation specialist. Operating and minor equipment costs related to\nthe recruitment and employment of these positions will also be incurred. In addition, some\ntraining and capacity building for these individuals and other staff associated with preparation\nand execution of the SUIPP and SUDP will be required.\n\n\n**Component 4: Cross-cutting Activities (US$1.83 million)**\n\n32. _Local Development Fund (US$0.17 million)_ . The preliminary preparation activities for\nthe Local Development Fund (LDF) component to be conducted under the SUIPP will constitute\nan assessment of the LDF focusing on quantum and allocation of the funding it provides, the\nusage of the funds, the efficiency of the funding and allocation process, the performance criteria,\nfiduciary issues, environmental and social management approaches used by beneficiary local\ngovernments, reporting and monitoring, budgeting and planning, and related issues. Detailed\ndesign of the support to be provided will be undertaken under the SUDP.\n\n\n33. _Cross-cutting studies (US$0.40 million)._ There will be two of these. One will focus on\nthe issue of conflict. The SUDP will be implemented in three urban areas, namely, Mogadishu,\nHargeisa and Garowe. These contexts – and particularly those most affected by conflict - require\nthat enhanced attention be paid to understanding (i) potentially harmful conflict and fragility\nfactors which could affect the project, (ii) the potential conflict-increasing impacts of each of the\nmain project activities be assessed, and (iii) the mitigating strategies be identified. To this end,\nconflict assessment/mitigation work is necessary at two levels. First, an assessment will be\nundertaken to identify differentiated sources of conflict and fragility and their potential impacts\non the specific activities which are likely to constitute the SUDP, to sensitize the design of the\noperation to such factors, and to develop a screening tool which can be utilized in the detailed\npreparation of the project components to identify potentially conflict-aggravating impacts of\nproject activities and develop strategies to mitigate these impacts. This will include an initial,\n“do no harm” screening of the proposed SUDP investment activities which will feed into the\nfeasibility studies under the SUIPP. Second, the conflict screening tool will need to be applied in\ngreater detail during the detailed preparation of SUDP to gain a better understanding of the\nconflict factors surrounding the project activities and to identify opportunities for the activities to\nhelp, where possible, mitigate conflict.\n\n34. Second, evidence indicates that infrastructure development projects can have social,\nhuman and economic impacts and outcomes for targeted communities. Infrastructure\ndevelopment furthermore can have different impacts and outcomes on men and women,\ninfluencing access to services and economic opportunities, resource allocations, and participation\nin community decision-making. Given that the SUDP will be one of the first major infrastructure\ninvestment projects that will take place across the Somali territories in many years, it is\nimportant to begin to develop an understanding of these impacts, particularly to inform the\ncharacter and design of infrastructure investment interventions that will take place in the future.\n\n\n8\n\n\n",
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+ {
+ "input_text": "35. To this end, an evaluation of the socio-economic impact of select urban infrastructure\ncomponents will be conducted, including a disaggregation of some of the results by gender, to\nimprove the understanding and knowledge of the impact of project activities of the kind\nanticipated under SUDP. This evaluation will be conducted in two phases. Overarching survey\ndesign, including evaluation tools and protocols, will be developed during the SUIPP to assess\nand evaluate the social and economic impacts of the SUDP, including the differentiated impact\nof sele ~~c~~ t components on men and women, both during and at the end of the project (i.e. the\nimpact of project implementation and project outputs). Thereafter, impact evaluation activities,\nincluding survey administration, data collection and analysis of results, will be undertaken during\nthe implementation of SUDP. The evaluation activities will focus tentatively on road\nconstruction activities in Garowe, assuming the feasibility of security and other conditions.\n\n36. _Financial Audit (US$0.4 million)._ An external financial audit of the project will be\nundertaken across all the four implementing agencies by an external audit firm which will be\nprocured and funded by the project. Further detail on the project financial audit is provided in\nSection VI C.\n\n37. _Implementation enhancements to mitigate security and operational risks (US$0.86_\n_million)._ As elaborated in the Implementation Arrangements section, enhanced implementation\nmodalities will be provided by a UN Agency for a number of the project components in order to\nmitigate the security and operational risks associated with working in the current Somalia\nenvironment. These have associated costs.\n\n\n**B.** **Project Financing**\n\n\n38. The project will be financed by a RETF sourced from the MPF. This funding, which will\nbe primarily executed by the World Bank on behalf of the client, is needed as the client has no\nother source of funding for this work – which is necessary in order to present the larger operation\nto the MPF for funding consideration.\n\n**Project Cost and Financing**\n\n\n\n\n\n\n\n\n\n|Project Components|Project
Costs|Grant
Financing|%
Financing|Execution|\n|---|---|---|---|---|\n|**Component 1: Mogadishu**|**1.73**|**1.73**|**100**||\n|
Primary Roads FS and PD
Secondary roads FSBRA and
MoPW Institutional Assessment
Project Prep/exec TA|0.43|0.43||Bank|\n|
Primary Roads FS and PD
Secondary roads FSBRA and
MoPW Institutional Assessment
Project Prep/exec TA|0.29|0.29||Bank|\n|
Primary Roads FS and PD
Secondary roads FSBRA and
MoPW Institutional Assessment
Project Prep/exec TA|0.21|0.21||Bank|\n|
Primary Roads FS and PD
Secondary roads FSBRA and
MoPW Institutional Assessment
Project Prep/exec TA|0.80|0.80||BRA|\n|**Component 2: Garowe**|**0.98**|**0.98**|**100**||\n|
Intra-city roads FS and PD
GM institutional assessment|0.23|0.23||Bank|\n|
Intra-city roads FS and PD
GM institutional assessment|0.10|0.10||Bank|\n|
Project Prep/exec TA|0.65|0.65||GM|\n|**Component 3: Hargeisa**|**1.03**|**1.03**|**100**||\n|
Waste management FS and PD|0.21|0.21||Bank|\n\n\n9\n\n\n",
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Project Prep/exec TA|0.12|0.12|Col4|Bank|\n|---|---|---|---|---|\n|
HM, HWA institutional assessment
Project Prep/exec TA|0.70|0.70||HM|\n|**Component 4: Crosscutting Activities**|**1.83**|**1.83**|**100**||\n|
LDF Assessment
Conflict assessment
Impact assessment
Audit
Operational enhancements|0.17|0.17||Bank|\n|
LDF Assessment
Conflict assessment
Impact assessment
Audit
Operational enhancements|0.20|0.20||Bank|\n|
LDF Assessment
Conflict assessment
Impact assessment
Audit
Operational enhancements|0.20|0.20||Bank|\n|
LDF Assessment
Conflict assessment
Impact assessment
Audit
Operational enhancements|0.40|0.40||Bank|\n|
LDF Assessment
Conflict assessment
Impact assessment
Audit
Operational enhancements|0.86|0.86||Bank|\n|**Total Baseline Costs**|**5.57**|**5.57**|**100**||\n|
Contingencies
|0.43|0.43|||\n|
Contingencies
|||||\n|**Total Project Costs and Financing Required**
|**6.00**|**6.00**|**100**||\n\n\n**C.** **Series of Project Objective and Phases**\n\n\n39. Not applicable\n\nIV. **IMPLEMENTATION**\n\n\n**A.** **Institutional and Implementation Arrangements**\n\n\n40. Project activities related to the feasibility, preliminary design and assessment studies will\nbe executed by the Bank on behalf of the client; and project activities which relate to the\nrecruitment of technical assistance to enhance project preparation and execution activities will be\nundertaken by client executing agencies as detailed in the Project Cost table above. In\nundertaking the activities it will execute, the Bank team will work and consult closely with its\ncounterparts, particularly the city governments of Mogadishu, Hargeisa and Garowe, the MoPW\nof the FGS, the Hargeisa Water Authority, and the Planning Ministries of Puntland and\nSomaliland. The detailed modalities and procedures for these working relationships will be\nestablished during the early stages of the implementation of the SUIPP.\n\n41. The security environment in Somalia continues to be poor and appears to have\ndeteriorated over the past year. Moreover, the activities that will be undertaken under the Bank\nExecuted components of the project will entail the substantial exposure of technical specialists\nand consultants to this environment as they will have to travel widely throughout the three cities\nand undertake regular site visits. In this context, it has been necessary to develop an\nimplementation approach for these components which is specifically adapted for this\nenvironment. The Bank will contract with a UN agency with the necessary experience and\nexpertise to operate effectively in these conditions. Working with contracted-in capacity, this\nagency will provide security and operational implementation enhancements to mitigate the risks\nof executing project activities under prevailing conditions. This agency will be supported and\nsupervised by a World Bank implementation support team.\n\n\n10\n\n\n",
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+ "input_text": "**B.** **Results Monitoring and Evaluation**\n\n\n42. The Bank team will be responsible for monitoring the progress of the activities it will\nexecute; client agencies will be responsible for monitoring the progress of the activities they will\nexecute. Reporting procedures between client agencies and the Bank on client-executed\nactivities will be agreed during the early stages of implementation of the SUIPP. Given that the\nsecurity environment may make monitoring difficult, the Bank will explore the possibility of\nusing third parties to monitor aspects of progress, to the extent that this may be necessary and\npossible. Given that the project supports only feasibility and preliminary design studies, no\nevaluation will be undertaken.\n\n**C.** **Sustainability**\n\n43. Not applicable\n\nV. **KEY RISKS**\n\n\n**A.** **Overall Risk Rating and Explanation of Key Risks**\n\n\n44. The overall risk rating for this project is **High.**\n\n45. **Insecurity is the greatest risk to the project.** The security situation in the area – or part\nof the area – may prevent or delay work, and may make monitoring difficult. The chief\nmitigation measure that will be undertaken, will be the use of consulting firms, NGOs, UNOPs\nand other UN Agencies etc. for much of the technical work which have appropriate expertise and\nwhich are not precluded, by regulation, from working in environments in which the Bank itself\nmay find it difficult to operate. However, it must be recognized that at a certain point it may be\nnecessary for the Bank team to visit sites in certain locations to ensure that work is being\nundertaken satisfactorily and that security conditions may delay the work process until this\nbecomes possible. In other words, there is a degree to which this risk cannot be mitigated.\n\n\n46. **The macroeconomic risk is Substantial.** Somalia is one of the poorest countries, with\na gross national income of US$284. Some 80 percent of its exports are from one product—\nlivestock—leaving it exceptionally prone to external economic shocks. The substantial\ndependency of the FGS upon donor funding underlines the fiscal fragility and weak revenue\nbase. The Bank, working with others such as the International Monetary Fund (IMF), is engaged\nin strengthening the overall macroeconomic and fiscal framework. This includes potential next\nsteps toward debt relief. There will most likely be minimal impact from macroeconomic risk on\nthis project as it is primarily Bank-executed.\n\n47. **The institutional capacity for implementation and sustainability risks are high** . In\norder to execute the work successfully, the Bank will need to rely on its key counterpart\ninstitutions for close co-operation throughout and on efficient decision-making at critical points.\nAs indicated above, many of these institutions have significant capacity constraints; moreover,\nthey and the Bank have not previously worked together and are unfamiliar with one another’s\norganizational cultures and practices. This may complicate decision-making, make reaching\nconsensus difficult, and be the source of some delay. The key mitigation measure here will be an\n\n\n11\n\n\n",
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+ "input_text": "investment in sustained client dialogue, managed so far as possible from as close as possible\n(mainly Nairobi) but it needs to be recognized that this risk, too, cannot be fully mitigated.\n\n48. **Technical design of project is complex** involving many different activities spread over a\nnumber of different areas working with a range of different organizations and institutions. This\ncreates complexity risk and creates significant project management burdens. The chief\nmitigation measure here will be seeking to establish contracting arrangements with consulting\nentities that will be undertaking the technical work of the project which are as simple and as\nwide in scope as possible (e.g. seeking to contract with a single firm to undertake a number of\ndifferent activities rather than one firm for each activity).\n\n\n49. **Stakeholder risks are high** based on the lack of clarity on the division of labor amongst\nvarious government Ministries, agencies and departments and as a result, poor coordination.\nGiven the number of levels of government and agencies this project will be working with, this\nlack of internal coordination could potentially slow down some of the project activities. The\nproject has prepared subsidiary agreements between various levels of government involved in\nimplementation which clearly outline the respective roles and responsibilities of each entity. The\ntask team will ensure these agreements are adhered to during project supervision.\n50.\n\n|B. Risk Ratings Summary Table|Col2|\n|---|---|\n|**Risk Categories**
|**Rating (H, S, M or L)**
|\n|1. Political and governance
|High
|\n|2. Macroeconomic
|
Substantial
|\n|3. Sector strategies and policies
|Low
|\n|4. Technical design of project or program
|Moderate
|\n|5. Institutional capacity for implementation and sustainability
|High
|\n|6. Fiduciary
|Moderate
|\n|7. Environment and social
|Low
|\n|8. Stakeholders
|High
|\n|9. Other (Security)
|High
|\n|**Overall**
|High|\n\n\n\nVI. **APPRAISAL SUMMARY**\n\n\n**A.** **Economic and Financial Analysis**\n\n\n51. Given that the project will support feasibility and preliminary design studies and the\nrecruitment of technical assistance only, the cost of the project is limited to the US$ 6.00m\ninvestment that the MPF will make in it. The rationale for Bank financing is predicated on the\npublic goods nature of the future investments and the limited budgetary resources of both the\nFederal Republic of Somalia and the Government of Somaliland which are emerging from\ndecades of conflict. The economic benefit of the project will derive from the enhanced urban\ninfrastructure and strengthened urban management institutions supported by the investment\nactivities which will follow from the preliminary design and TA work undertaken under the\n\n\n12\n\n\n",
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+ "input_text": "SUIPP. Overall rates of return to these investments (e.g. roads, water) are expected to be high\nbut cannot be calculated at this point. The economic benefits of improved public health from the\nwater supply improvements and solid and liquid waste removal from the urban environment will\nbe examined during the detailed design activities.\n\n**B.** **Technical**\n\n\n52. Preliminary assessments and consultations undertaken by the Bank Task Team during\ntwo missions to Mogadishu, Garowe, Hargeisa and Nairobi indicate that the identified\ninvestment priorities for which the feasibility studies and preliminary design work under SUIPP\nwill be undertaken are sensible and technically feasible. This view must, however, be qualified\nby the fact that in some cases – particularly Mogadishu – it has not been possible to visit the sites\nof the initial investments, and secondary information is scarce. In addition, conditions –\nparticularly, but not only, those related to security – may make the implementation of project\nactivities difficult or even impossible. It will certainly add to their costs. It thus needs to be\nrecognized that the feasibility of at least some of the proposed project activities is difficult to\ndetermine at the outset, and that the work conducted under the SUIPP will further inform this\nassessment. The cost estimates for the activities to be undertaken in Mogadishu in particular are\nsubject to considerable variations once the feasibility and preliminary design engineering has\ncommenced. This might necessitate the reduction in the scope of works should the true costs\nescalate.\n\n**C.** **Financial Management**\n\n\n53. _Overview_ . The SUIPP will involve both activities executed by the Bank on behalf of the\nRecipient (BE) activities, and Recipient Executed (RE) activities. The RE activities comprise\nlimited and simple activities related to the employment of specialist technical staff by the key\nimplementing agencies i.e. the Mogadishu BRA, HM, and GM. An initial FM assessment\nconducted during missions to these areas indicate that they are capable of handling the FM\nresponsibilities related to these activities, but at high levels of risk and that financial management\ncapacity challenges that are likely to affect the project exist. These include (i) weak legal Public\nFinancial Management (PFM) Frameworks; (ii) lack of prior experience in the implementation of\nBank supported projects; (iii) inadequate financial management competencies and internal\ncontrols mechanisms; (iv) lack of or weak intergovernmental fiscal relations arrangement\nframeworks between the FGS and the regional governments, as well as internally between the\nState governments, local authorities (BRA, GM, HM) and the quasi-government entities (HWA);\nand (v) very rudimentary banking arrangements.\n\n54. Various mitigating measures will be designed both specific to the project and as part of\nother Bank/Donor engagements in the country. Given the consideration for Use of Country\nSystems (UCS), the project, so far as is practical, will adopt UCS in various aspects of the\nproject’s financial management arrangements. These include financial planning, budgeting,\nfunds flow arrangements, banking, internal control framework, accounting, reporting, internal\nand external audit arrangements. The project will institute appropriate oversight arrangements,\nstaffing and capacity building initiatives. The project will also focus on developing financial\nmanagement capacity as part of project activities through targeted financial management\ntechnical assistance with a clear requirement for knowledge transfer incorporated.\n\n\n13\n\n\n",
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+ "input_text": "55. _Staffing._ The HWA has been receiving targeted financial management capacity building\ninterventions through other Bank initiatives. HM municipality has been receiving financial\nmanagement assistance from Joint Program for Local Government (JPLG)/UNDP project. BRA,\nHM and GM will each need to recruit a dedicated Financial Management Specialist (FMS) to\ncarry out the project financial management functions. The implementing agencies’ financial\nmanagement staff will work closely with the respective Ministries of Finance to ensure that\nproject activities are well recorded and incorporated in governments budget and financial\nstatements.\n\n56. _Planning and budgeting_ . The projected annual disbursements shall be integrated into the\nrespective budgets of the national agencies onto which the transfers to the municipalities\nexecuting the RE activities fall and the respective municipal budgets. Each implementing agency\n(municipality) will prepare the budget, work plan and cash flow forecast and submit for the\nnecessary approvals from the governments and the World Bank.\n\n57. _Funds flow, banking and disbursements_ **.** The project will open three dollar denominated\nDesignated Accounts in a financial institution acceptable to the World Bank.\n\n\n58. Designated Account 1: The FGS External Aid Fiduciary Support (EAFS) department will\nopen a US Dollar Designated Bank Account (DA) in Central Bank of Somalia. The BRA will\nopen and operate a separate project bank account for transfers from the DA for project\nexpenditures based on a quarterly cash projection of expenditure. Payments from the DA will\nonly be for eligible expenditure which will have to be justified and properly documented. The\nEAFS will prepare and submit withdrawal applications for the DA.\n\n59. Designated Account 2: The Somaliland Ministry of Finance will open and operate a DA\nfor the HM in a financial institution acceptable to the World Bank. HM will open a segregated\nproject bank account for transfers from the DA for project related expenditure based on a\nquarterly cash projection of expenditure.\n\n\n60. The HM will prepare and submit detailed reports and analysis of expenditure to the\nMinistry of Finance and the World Bank prior to reimbursement of its project account. The\nMinistry of Finance will prepare Withdrawal Applications. Payments from the project account\nwill only be for eligible expenditure which has to be justified and properly documented.\n\n61. Designated Account 3: The Puntland Ministry of Finance will open and operate a DA for\nthe GM in a financial institution acceptable to the World Bank. The GM will open and operate a\nseparate project bank account for transfers from the DA for project expenditures based on a\nquarterly cash projection of expenditure. Payments from the DA will only be for eligible\nexpenditure which will have to be justified and properly documented.The Ministry of Finance\nwill prepare and submit withdrawal applications for the DA.\n\n\n62. IDA funds will be transferred into the DAs against an approved Withdrawal Application.\nThe first IDA fund release will be an advance payment based on an agreed ceiling and on the\nsubmission of a Withdrawal Application. Replenishment and Reimbursement of Withdrawal\nApplications will be accompanied by Statement of Expenditures (SOEs) and direct payment will\n\n\n14\n\n\n",
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+ "input_text": "be accompanied by copies of records in accordance with the procedures established in the\ndisbursement Letter and the Bank’s Disbursement Guidelines.\n\n\n63. Detailed disbursement arrangements will be documented in the Disbursement Letter.\n\n64. _Accounting and reporting._ Each of the implementing entities will prepare and submit\nfinancial reports from the existing systems supplemented by predesigned excel worksheets. Each\nof the implementing agencies will be required to prepare and submit unaudited interim financial\nreport (IFR) not later than 45 days after the end of the calendar quarter. The content and details\nof the reporting formats will be discussed and agreed during the project negotiations. The IFRs\nand financial statements will be submitted to the EAFS for consolidation.\n\n65. The accounting system will ensure that financial reports are designed to provide relevant\nand timely information to the project management units and various stakeholders monitoring the\nproject’s performance. It is expected that all levels of implementation will maintain adequate\nfiling and archival systems of all accounting and relevant supporting documents for review by\nthe World Bank’s FM team during supervision mission and also for audit purposes.\n\n66. The implementing entities would also prepare financial statements (FS) covering the\nentire project period. The FS will be prepared in accordance with International Public Sector\nAccounting Standards (IPSAS) - Cash Basis. The FS shall include adequate notes and\ndisclosures consistent with the cash basis of financial reporting under the IPSAS.\n\n67. Each implementing entity will ensure that all important business and financial processes\nare adhered to; adequate internal controls and procedures are in place; Interim Un-audited\nFinancial Reports (IFRs) are prepared and submitted to the World Bank on a timely basis; the\nannual financial statements are prepared on a timely basis and in accordance with Cash Based\n(IPSAS and the external audit is carried out with audit findings and recommendations monitored\nto ensure they are implemented expeditiously.\n\n\n68. _Internal control systems_ **:** The project internal controls procedures and processes will be\nbased on the Financial Management manuals for the EAFS [8], HWA [9] and HM [10] for the respective\nregions and implementing entities. The Financial Management manuals are found to be sufficient\nfor the SUIPP and will be updated for the main project activities by the engaged FM Specialists.\n\n69. _Auditing:_ Given the regional spread and the capacity challenges in the Offices of the\nAuditors General in the regions, an external audit firm will be engaged and funded by the project\nto carry out the audit of the project activities. Each of the project implementing agencies (BRA,\nGM, HWA and HM) will prepare and submit project financial statements.The project will carry\nout one external audit covering the entire project period for the RE activities. The audited\nproject financial statements together with any additional information required will be submitted\nto the World Bank not later than six months after the end of the project. The audit would be in\nconformity with the World Bank’s audit requirements and in accordance with internationally\nrecognized auditing standards. The auditor will express an opinion on the Financial Statements in\ncompliance with International Standards on Auditing (ISA); and also prepare a Management\n\n8\nDeveloped by E&Y with support from the Bank PFM Capacity Strengthening project\n9 Developed by E & Y with support from Bank WASP\n10 Developed by UNDP administered JPLG Project\n\n\n15\n\n\n",
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+ "input_text": "Letter giving observations and comments, and providing recommendations for improvements in\naccounting records, systems, controls and compliance with financial covenants in the Grant\nAgreements.\n\n**D.** **Procurement**\n\n\n70. Under SUIPP, the major procurements will be undertaken in respect of Bank Executed\nactivities. In addition, some project funding is to be used for Recipient Executed activities. These\nprocurements will be simple i.e. to procure qualified individuals (viz. Project Coordinator,\nProcurement Specialist, Financial Management Specialist, Safeguard Specialist and M&E\nSpecialist) at all the three locations Mogadishu, Garowe and Hargeisa to assist with preparation\n(and, later, implementation) of SUDP. This activity will be conducted by the BRA at Mogadishu,\nHM at Hargeisa and GM at Garowe. An initial procurement assessment of these agencies\nsuggests that though these agencies have some procurement experience they will require some\nsupport to undertake the necessary procurements according to Bank procedures satisfactorily. In\nMogadishu the necessary procurement support would be provided to BRA by EAFS of the\nMinistry of Finance. However, at Hargeisa and Garowe necessary support/guidance would be\nprovided by the World Bank procurement staff. The project will hire the procurement specialists\nfirst who will then handle the procurement processes for the remaining four positions.\n\n71. Procurement of the specialists will be conducted by following “Guidelines: Selection and\nEmployment of Consultants under IBRD Loans and IDA Credits & Grants by World Bank\nBorrowers” dated January 2011 as well as the “Guidelines on Preventing and Combating Fraud\nand Corruption in Projects Financed by IBRD Loans and Grants”, dated October 15, 2006 and\nrevised in January 2011. Additionally, since Somalia is one of the FCS countries, paragraph 12\nof Bank Operational Policy (OP) 10.00 will be triggered to allow the application of the flexibility\ndetailed in the Guidance to World Bank staff: Simplified Procurement Procedures in Situations\nof Urgent Need of Assistance or Capacity Constraints, April 2013.\n\n**E.** **Social (including Safeguards)**\n\n\n72. The project is financing the preparation of feasibility and preliminary design studies for\ncivil works in Mogadishu, Garowe and Hargeisa (see Section F below) for which the ToRs will\nbe disclosed in-country and at the InfoShop. Subsequent operations (likely to be financed by the\nMPF) will undertake the preparation of detailed engineering designs and environmental and\nsocial studies.\n\n73. Environmental and social safeguard management frameworks (ESMFs) will be produced\n(see next section for details), complying with international good practice norms and approaches,\nthat also would cover the collection of socio-economic baseline data and the determination of\nlikely typologies of social and livelihood impacts, or the need for land acquisition or\nresettlement. These activities will be accomplished during SUIPP’s implementation period,\ninforming the planned technical and engineering studies.\n74. Moreover, should it be determined that the subsequent operation (SUDP) will involve\nworks or activities with land acquisition leading to involuntary resettlement and/or restrictions of\naccess to resources or livelihoods, ToRs for a Resettlement Policy Framework (RPF) and/or\nResettlement Action Plan (RAP) would be prepared, consulted upon and disclosed.\n\n\n16\n\n\n",
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+ "input_text": "**F.** **Environment (including Safeguards)**\n\n\n75. While the project will not finance any physical activities, civil works or final design\nstudies for the potential investments in urban infrastructure in Mogadishu, Hargesia and Garowe,\nit has been assigned the safeguards category B. The rationale for this safeguards rating is that the\nproject will finance the preparation of feasibility and preliminary design studies for primary\nroads in Mogadishu, roads and, potentially, bridges in Garowe, and water supply infrastructure\nas well as solid waste investments in Hargeisa, as well as strengthening institutional structures\nand capacity. All of these activities could have downstream environmental and social impacts\nand implications that would need to be assessed and managed with appropriate instruments.\n\n76. The final identification of specific projects and detailed design work – e.g. detailed\nengineering design, social and environmental impact assessments, exploratory drilling and\npreparation of bid estimates – will not be carried out as part of the project (SUIPP). This will be\nundertaken in a later phase, most likely as part of a MPF funded operation which will be\nprepared on the basis of the studies prepared under the SUIPP. Detailed preparation of this\nfollow-up operation, which has been classified as environmental category B, will commence\nonce the work supported by the SUIPP is completed. This will include the preparation,\nconsultation on, and disclosure of the required E&S due diligence instruments, for which two\nmain types of activities will be carried out:\n\n\n(a) a baseline survey of environmental and social information, data and issues that\nwill help to identify E&S constraints, but also areas of potential enhancement of\nproject outcomes, and provide E&S information, criteria and constraining factors\nfor the processes for design and environmental/social assessments planned for\nSUDP or other downstream planning activities;\n\n\n(b) the development of an Environmental and Social Management Framework\n(ESMF), which would constitute a generic tool for managing social and\nenvironmental risks related to urban investments, and planning follow-up\ninvestigations, assessments and analyses (for e.g. roads, bridges, water supply and\nwaste management activities) regardless of funding source, in the Somali\nterritories for use by entities such as local governments as well as water utilities or\nwaste management authorities. To broaden the scope of its potential applicability,\nthe ESMF will be based on international good practice, rather than tied\nspecifically to the World Bank’s safeguard requirements. The intention is to\nproduce an instrument for use by Somali institutions, which is in line with\ninternational good practice norms, which can be applied to urban development\nprojects in a variety of different funding contexts. This would be useful in itself\nfor Somali urban institutions, which will be the primary purpose, but can also be\nswiftly adapted for use for Bank funded investments under projects such as the\nSUDP.\n\n77. The Scope of Work outlining the above environmental and social studies has been\nproduced during SUIPP preparation and disclosed in InfoShop.\n\n\n17\n\n\n",
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+ "input_text": "**G.** **World Bank Grievance Redress**\n\n78. Communities and individuals who believe that they are adversely affected by a World\nBank (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 noncompliance with its policies and procedures. Complaints may be submitted at any time after\nconcerns have been brought directly to the World Bank's attention, and Bank Management has\nbeen given an opportunity to respond. For information on how to submit complaints to the\nWorld Bank’s corporate Grievance Redress Service (GRS), please visit\n[http://www.worldbank.org/GRS. For information on how to submit complaints to the World](http://www.worldbank.org/GRS)\n[Bank Inspection Panel, please visit www.inspectionpanel.org.](http://www.inspectionpanel.org/)\n\n\n18\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 28
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 1: Results Framework and Monitoring**\n\n\n**Country: Somalia**\n\n**Project Name: Somali Urban Investment Planning (P150374)**\n\n\n\n\n\n\n\n|Project Development Objectives|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|PDO Statement|\n|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|To provide (i) an assessment of the feasibility of, and preliminary plans for, selected urban investment and institutional strengthening activities in
southern Somalia, Puntland and Somaliland, and (ii) enhanced project preparation and implementation capacity of participating agencies.|\n|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|**These results are at**
Project Level|\n|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|\n|||Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|\n|Indicator Name|Baseline|YR1|YR2||||||||End
Target|\n|Institutional
assessments of
government
agencies
responsible for
urban
development
and service
delivery in
Mogadishu,
Hargeisa and
Garowe
(Number)|0.00||3.00||||||||3.00|\n|Feasibility and
preliminary|0.00||3.00||||||||3.00|\n\n\n19\n\n\n",
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+ "end": 27
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+ "is_used": "False",
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+ }
+ },
+ {
+ "input_text": "|design studies
for specific
urban
investments:
(primary roads
in Mogadishu
and Garowe;
secondary roads
in Mogadishu;
solid and liquid
waste in
Hargeisa)
(Number)|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Assessment of
Local
Development
Fund and the
potential for
institutionalizin
g an
intergovernment
al fiscal transfer
system
(Number)|0.00||1.00||||||||1.00|\n|Technical
assistance units
established in
Mogadishu,
Garowe,
Hargeisa
(Number)|0.00||3.00||||||||3.00|\n|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|\n|||Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|Cumulative Target Values|\n|Indicator Name|Baseline|YR1|YR2||||||||End|\n\n\n20\n\n\n",
+ "datasets": [
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+ "dataset_name": {
+ "text": "design studies",
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+ "usage_context": "background"
+ },
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+ "is_used": "False",
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+ },
+ {
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+ "text": "Intermediate Results Indicators",
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+ "end": 310
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+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Target|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Contracting for
Feasibility
Studies and
Institutional
Assessments
(Date)|0|One FS
Contract
One IA
Contract|||||||||15-Feb.
2016|\n\n\n\n21\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "|Indicator Description|Col2|Col3|Col4|Col5|\n|---|---|---|---|---|\n|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|**Project Development Objective Indicators**|\n|Indicator Name|Description (indicator definition etc.)|Frequency|Data Source / Methodology|Responsibility for Data
Collection|\n|Institutional assessments of
government agencies
responsible for urban
development and service
delivery in Mogadishu,
Hargeisa and Garowe|Institutional assessments of the
participating agencies in the project that
will provide an informational and analytic
foundation for detailed preparation and
execution of institutional strengthening
activities in the future SUDP.|Over the
course of the
project|Output of project|Bank team|\n|Feasibility and preliminary
design studies for specific
urban investments: primary
roads in Mogadishu and
Garowe; secondary roads in
Mogadishu; solid and liquid
waste in Hargeisa|Feasibility and preliminary design studies
for specific urban investments to
determine estimated costs, determine
standards for construction, locate options
for construction material and assess the
labor pool.|Over the
course of the
project|Output of project|Bank team|\n|Assessment of Local
Development Fund and the
potential for
institutionalizing an
intergovernmental fiscal
transfer system|Assessment of the ongoing Local
Development Fund to determine the
potential for scaling up and
institutionalizing an intergovernmental
fiscal transfer system.|Over the
course of the
project|Output of project|Bank team|\n|Technical assistance units
established in Mogadishu,
Garowe, Hargeisa|Technical assistance units established in
Mogadishu, Garowe and Hargeisa staffed
with relevant staff for the project.|Over the
course of the
project|Project activity|Client agencies|\n|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|**Intermediate Results Indicators**|\n|Indicator Name|Description (indicator definition etc.)|Frequency|Data Source / Methodology|Responsibility for Data
Collection|\n|Contracting for Feasibility
Studies and Institutional|The successful contracting of firms for the
feasibility studies and institutional|Once|Project activity|Bank team|\n\n\n\n22\n\n\n",
+ "datasets": [
+ {
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+ "text": "Project Development Objective Indicators",
+ "confidence": 0.9997499585151672,
+ "start": 36,
+ "end": 40
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
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+ "text": "Feasibility and preliminary design studies",
+ "confidence": 0.7646040320396423,
+ "start": 256,
+ "end": 261
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
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+ "confidence": 0.7777414321899414,
+ "start": 205,
+ "end": 207
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+ "reference_population": null,
+ "is_used": "False",
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+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 32
+ ]
+ }
+ },
+ {
+ "input_text": "Assessments assessments.\n\n\n\n23\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 33
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 2: Detailed Project Description**\n\n**Somali Urban Development Project**\n\n1. The project described in the main body of the text, the Somali Urban Investment\nPlanning Project (SUIPP), will support the preparation of a future MPF-funded operation\ntargeted at urban infrastructure investment and institutional strengthening in southern Somalia,\nPuntland and Somaliland, as well as technical assistance to government agencies to assist them\nprepare and implement these activities. This Annex describes the likely components of the future\nSomali Urban Development Project (SUDP).\n\n2. The SUDP will support investment in urban infrastructure and the development of\nformal, public-sector institutional systems and capacities in the cities of Mogadishu, Hargeisa,\nand Garowe, and an expansion and institutionalization of the Local Development Fund.\nTogether, the operation’s activities will improve the economic productivity of the three cities,\nenhance living conditions and inclusive access to urban economies, strengthen systems of urban\nmanagement and governance, and support ongoing state-building and consolidation.\n\n\n3. Clearly, urban investment needs in the region – and in the three cities on which the\noperation will focus – greatly outweigh available resources. Moreover, a cardinal design\nconsideration for the SUDP is that it is being developed in the context of the state and peacebuilding goals of the Compact, including the Special Arrangement for Somaliland, and the\nassociated mandate of the MPF to support development throughout southern Somalia, Puntland\nand Somaliland. Accordingly, the operation will comprise four key components: three of these\nwill support focused urban infrastructure and institutional strengthening in each of the three\ncities, while a fourth will support the expansion, deepening and consolidation of a fiscal transfer\nto fund basic infrastructure delivery and capacity-building of local governments in the larger\nurban concentrations across the three territories.\n\n\n4. The indicative components of the SUDP operation are indicated below.\n\n_**Component 1: Mogadishu**_\n\nThis will comprise three chief sub-components:\n\n\n - Rehabilitation of key primary/arterial roads running through the city;\n\n - Improvement and extension of secondary/tertiary roads at the District level;\n\n - Strengthening the key institutions of urban management and governance of the city.\n\nSubcomponent 1.1: Primary roads\n\n5. With support from the Turkish Government, rehabilitation of approximately 33\nkilometers of primary roads has been undertaken. These roads are in a general area north of the\nairport and north of the port. A further 17 km of primary roads requiring priority attention for\nrehabilitation to improve transport and transit efficiencies within and through the city have been\nidentified by the municipality. The economic and social returns to this investment are expected\n\n\n24\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Local Development Fund",
+ "confidence": 0.5609139204025269,
+ "start": 139,
+ "end": 142
+ },
+ "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": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "SUDP",
+ "confidence": 0.6752340793609619,
+ "start": 221,
+ "end": 222
+ },
+ "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": "SUDP operation",
+ "confidence": 0.5552746057510376,
+ "start": 336,
+ "end": 338
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "Mogadishu",
+ "confidence": 0.5177104473114014,
+ "start": 348,
+ "end": 349
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 34
+ ]
+ }
+ },
+ {
+ "input_text": "to be high. The roads, once reconstructed, would complete one road network loop which has\nalready been partially undertaken by the Turkish aid program, as well as the rehabilitation of\nother key roads. The roads requested by BRA and currently earmarked for financing\nconsideration are: the Heart (Wadnaha), the Thirty (Soddonka), and Industrial Road\n(Warshadaha).\n\n6. The technical specifications for the road rehabilitation would include replacing the subbase and base materials of the roads – if determined by road materials tests – with an\nappropriately designed asphalt cement road surface. All road infrastructures would be designed\nto have robust associated road-side drainage networks.\n\n\n7. An initial cost estimate of the 17 km of primary road network including detailed\npreparation and traffic management and optimization (junctions, signaling etc.) is approximately\nUS$ 21.5 million. However, it is possible that costs may be significantly higher than this and\nuntil the Feasibility Studies are commissioned, the costs of the roads will be difficult to estimate\naccurately to within 25%-30%. Depending on the outcome of the Feasibility Studies, a reduction\nin the total length of roads to be rehabilitated relative to the 17 km initially estimated may be\nneeded.\n\nSubcomponent 2: Secondary/tertiary roads\n\n8. A second priority is the upgrading of secondary and tertiary roads and footpaths\n(including associated side-drainage) at the District and community levels in Mogadishu (i.e. in\nall 17 Districts) to enhance intra-neighborhood mobility and access to the city, particularly\namong more marginalized communities. These roads would be constructed using interlocking\npaving block or cobble stone surfacing technologies which are labor-intensive – thus assisting\nwith job creation – and deliver surfaces which are easy to maintain and repair. In addition to\nmobility (hence productivity) benefits, this activity is likely to improve the hygiene and\nsanitation of affected neighborhoods through as a result of enhanced drainage.\n\n9. Preliminary estimates during the mission indicate that the potentially available resource\n(US$ 6.5m) for this activity would be sufficient to finance about 2km of road and drainage\nupgrading per District.\n\nSubcomponent 3: Institutional strengthening and capacity-building\n\n10. Strengthening the institutions and systems of urban management and local government,\nand strengthening the organizational capacities of the BRA is a critical priority. In this context,\nthe project should make resources available, and be designed to incentivize activities which\nsupport these objectives. Broadly, and building on the platform already established by other\ndonor programs (e.g. the Sustainable Employment Creation and Improved Livelihoods – SESILactivities which support the BRA Planning Unit; the USAID financial management support),\nsuch activities are likely to focus on (i) spatial and project planning; (ii) procurement and\ncontracting, (iii) financial management, (iv) asset management, (v) project execution and\nsupervision; (vi) environmental and social management.\n\n\n25\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 35
+ ]
+ }
+ },
+ {
+ "input_text": "11. A likely budget of US$2 million would probably be necessary for these activities at a\nscale sufficient for them to have the desired impact.\n\n_**Component 2: Hargeisa**_\n\n\n - This component has three main subcomponents: Solid and Liquid Waste Management\n(SLWM)\n\n - Water Supply\n\n - Drainage\n\n - Institutional Strengthening and Capacity Building\n\n12. Adequate waste management and water supply directly translates into cross cutting\nbenefits in public health, job creation, poverty reduction and environmental management.\n\nSubcomponent 1: Waste Management\n\n13. The World Bank has been supporting preliminary solid waste management (SWM)\nactivities in Hargeisa directed at developing an enabling environment for Public Private\nPartnerships (PPPs) for investment, services expansion and quality improvements in private\nprovision of solid waste management. There is a rudimentary system in place based on a PPP\nbetween Hargeisa Municipality (HM) and private operators on concession basis. The\nperformance of two contractors during the recent eight months has increased municipal revenues\nby approximately 120% in one case and 30% in another, with a proportionate rise in the\ncustomer base. To date the number of households served by all the contractors has reached\n30,000, approximately 35% of the city population.\n\n14. There is a need to underpin and expand these gains with further support and investment\nin both the collection and bulk disposal dimensions of the solid and liquid waste cycle because\nHargeisa is rapidly expanding and the production of waste is increasing proportionately. Waste\nranges from general household waste containing a large amount of organics and plastics, to\nindustrial waste and construction detritus, to specific medical waste from 3 hospitals where\nincinerators are in need of overhaul. There are currently two major dumpsites, one to the South\nof town and one to the East, and these are not adequately engineered or managed. Septage and\nother liquid waste is disposed of in open sites which are not managed at all. The sites are open\nand present a public health hazard since constant burning results in excessive dioxins released,\netc. Informal dumping sites compound the problem, suggesting that regulation of dumpers\nrequires enforcement for SWM across the city to be effective. Inadequate infrastructure at the\nsecondary level of the supply chain (transfer stations) compounds the problem. The objective of\ninvestment support would be to develop the bulk disposal system (i.e. engineered landfill),\nimprove secondary level infrastructure in the refuse collection and disposal chain (i.e. transfer\nstations), and to scale up the collection system for city wide SWM through building on and\nexpanding the private collection/PPP arrangements that have already been established, and\nconstruct an appropriate liquid waste treatment pond at, or around, the existing informal disposal\nsite for septage and other liquid waste.\n\n\n26\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "15. An initial cost estimate of the engineering of two landfills, the transfer stations and\nequipment, and the liquid waste site is in the region of US$10 million. More accurate estimates\nwould build off a comprehensive feasibility study initially leading to implementation of physical\nworks, closely linked to capacity building activities to reach the minimum standard of impact\nrequired [11] .\n\nSubcomponent 2: Water Supply\n\n16. Hargeisa depends for its water supply on groundwater well fields some 35km to the\nNorth of the city built originally in the 1970s, and distributing through a reticulated network in\nHargeisa that is inadequate to meet current and future needs. The water supply is provided and\nmanaged by the Hargeisa Water Agency (HWA) and currently the North of the city receives the\nvast majority of the supply. The current distribution remains grossly inequitable and much of the\nSouthern part of the city does not receive piped water from HWA. For unserved citizens directly\nvended water costs are on average five times the amount for a compound/household connection.\n\n17. On a daily basis it is estimated that up to 11,000 m3 of potable water are provided to the\ncity, with 8,000 m3 supplied by HWA through the city supply pumped from Ged Deeble well\nfield to the North, and with an additional 2-3,000 m3 brought in by private operator tankers.\n\n\n18. Supported by UN-Habitat HWA is in the process of developing the supply to supplement\nproduction from the existing 8,000 m3 day to 20,000 m3 day by 2016 with 24,000 m3day max\nfor the system according to the hydraulic limits of the design. Of this 15,000 m3/day is foreseen\nfrom Ged Deeble and Hora Hadlay while a prospective 6,000 m3/day from Las Dhuure requires\nverification through hydrogeological studies, test drilling and connection to the supply pipeline.\nIn addition HWA currently draws from Somaliland Development Fund (SDF) funding to extend\nthe distribution into the South and East of the city. While distribution can draw on up to 24,000\nm3/day the requirement to deliver 50 l/c/d from 2016 onwards suggests a shortfall of 16,000\nm3/day at that time, and underpins the need for long term water resources investigations to\nsecure adequate supply. This program has a number of critical priorities which are currently\nunfunded, particularly related to the development of the Las Dhuure aquifer. The activity\nproposed here would be targeted at these priorities, specifically (i) construction of pump and\ngenerator buildings at Ged-Deeble, (ii) Las Dhuure groundwater investigations and test drilling,\n(iii) civil works for connection of the Las Dhuure aquifer, and (iv) pumps and generators at GedDeeble.\n\n19. An initial cost estimate of the engineering and infrastructure is in the region of US$ 6\nmillion.\n\n\nSubcomponent 3: Drainage\n\n\n20. A feasibility study and preliminary design for drainage works will be commissioned\nduring the implementation of the SUDP to provide a more rational approach to addressing the\ndeficiencies in the drainage network and provide a cost framework for corrective measures.\n\n11 Liquid waste is a significant issue in Hargeisa but given funding constraints is not addressed here.\n\n\n27\n\n\n",
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+ "input_text": "Subcomponent 4: Institutional strengthening and capacity-building\n\n21. Strengthening the governance and organizational systems and capacities for HWA, and\nthe capacities and systems of urban management for HM are important priorities. In this context,\nthe operation should make resources available, and be designed to incentivize activities which\nsupport these objectives. Broadly, and building on the platform already established by other\ndonor programs (e.g. the Habitat and Water and Sanitation Program (WSP) activities for HWA\nand Joint Program for Local Government (JPLG) and UN-Habitat activities for HM), such\nactivities are likely to focus on, for HWA, (i) governance (ii) technical strengthening; for HM, (i)\nspatial and project planning; and for both (i) procurement and contracting, (ii) financial\nmanagement, (iii) asset management, (iv) project execution and supervision; and (v)\nenvironmental and social management.\n\n22. A likely budget of US$1.6m would probably be necessary for these activities at a scale\nsufficient for them to have the desired impact.\n\n_**Component 3: Garowe**_\n\n23. This component would include two subcomponents: upgrading of key intra-city roads\nand institutional strengthening.\n\nSubcomponent 1: Intra-city roads\n\n24. Since 2010, using UN JPLG financing Garowe Municipality (GM) has undertaken a\nprogram of upgrading targeted intra-city roads to provide a freer flow of urban traffic, facilitating\neasier and quicker transport between various parts of the municipality. This improvement in\nurban mobility is aimed at facilitating increased commercial activity, improving revenue\ngeneration and boosting incomes within the urban setting. The upgrading program from 2010 to\n2013 mainly consisted of providing an engineered earth base with some of the roads having a\ngravel surface applied. USAID is also financing some roads upgrading in Garowe.\n\n25. This program has benefited from UN-Habitat technical assistance. A survey of road\nconditions has been conducted by the Municipality with UN-Habitat assistance, the results of\nwhich have been documented and recorded on a Geographic Information System (GIS) platform\nfor improved roads network planning and assets management capabilities of the GM. Currently with JPLG assistance - three roads with a combined length of 7.6 km are in the process of being\nupgraded with the application of a bitumen surface. The bitumen surfaces are of a double-seal\ndressing technical specification. Based on the roads conditions survey and additional planning\nactivities by the GM, an additional 27.03 km of roads in two categories – gravel and earthengineered – have been identified for priority bitumen surfacing. The cost estimate of this roads\ncontracting program is in the range of US$11 million for the completion of 27 km of roads\nupgrading, including the cost of traffic management and optimization. The GM has also\nidentified two bridges that need to be built to enhance mobility within the city. Given the likely\ncosts of the bridges, it would not be possible to construct these and develop the 27 km of roads\nwithin likely available resources. The combination of road and/or bridge construction\n\n\n28\n\n\n",
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+ "input_text": "investments that will be supported under the SUDP will be decided on the basis of the\ninformation generated by the feasibility studies to be undertaken under the SUIPP.\n\nSubcomponent 2: Institutional strengthening and capacity-building\n\n26. Strengthening the governance and organizational systems and capacities for GM,\nparticularly for urban planning and management, is an important priority. In this context, the\nproject should make resources available, and be designed to incentivize, activities which support\nthese objectives. Broadly, and building on the platform already established by other donor\nprograms (e.g. the JPLG and Habitat), such activities are likely to focus on (i) governance, (ii)\ntechnical strengthening, (iii) spatial and project planning, (iv) procurement and contracting, (v)\nfinancial management, (vi) asset management, (vii) project execution and supervision, and (viii)\nenvironmental and social management.\n\n27. A likely budget of US$1 million would probably be necessary for these activities at a\nscale sufficient for them to have the desired impact.\n\n_**Component 4: Local Development Fund**_\n\n28. The Local Development Fund (LDF), an activity within the Joint Program on Local\nGovernment (JPLG), provides an average of US$200,000/annum to 14 of the largest category A\nDistrict Governments (DGs) in Somaliland and Puntland for investment in basic services and\ninfrastructure in line with local priorities determined through a bottom-up planning process and\nwill expand for the first time to one District Government in southern Somalia. [12] The LDF was\ninitiated with a budget of US$950,000 for 2011. This was doubled to US$2.1 million for 2012,\ngrew to US$3 million for 2013 and is budgeted at US$4.5 million for 2014. The grant\nincentivizes performance and is accompanied by a range of technical assistance and capacity\nbuilding activities to support sub-project planning and execution and the management of the\nfunds. DGs have used the fund to invest in small-scale projects such as roads construction and\nmaintenance, repair and re-building of schools, water systems, garbage collection, community\ncentres and markets. Given their resource constraints, the LDF provides DGs with one of their\nonly funding streams which allows them to actualize their core service-delivery functions.\n\n29. One important recent development has been the progression of decentralization policy in\nSomaliland and Puntland and, to a much more limited extent, in southern Somalia. Both\nSomaliland and Puntland have developed Decentralization Policy Documents which articulate a\nclear, and similar, vision of a substantially decentralized intergovernmental system in which\nadequately resourced and empowered local governments are responsible for local governance\nand service delivery in significant sectors, including municipal infrastructure and services. [13] In\nthe case of Somaliland, the policy document has been endorsed by the Inter-ministerial\nCommittee which has overseen its formulation, and is awaiting Cabinet approval. In Puntland,\nendorsement has been interrupted as a result of the change in government following the recent\n\n\n12 It is not active in southern Somalia primarily because of insecurity. Initial engagement in Adado District was\nmentioned by UNDP colleagues in 2014.\n13 Somaliland Decentralization Policy 2013-2020, Final Draft November 2013; and Puntland Decentralization Policy\n2013-2020, Final Draft November 2013.\n\n\n29\n\n\n",
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+ "input_text": "Presidential election. Progress in southern Somalia has been much slower, but work has begun\non the development of a decentralization policy framework. Of particular note in the Somaliland\nand Puntland policy documents is a clear commitment to fiscal decentralization including,\namong other things, the development of a system of unconditional and conditional\nintergovernmental fiscal transfers to finance recurrent and development expenditures.\n\n30. In this context, provision of support to the LDF presents an important potential\nopportunity. The architecture of the LDF has many of the core features of the sort of systematic,\nequitable, conditional grant to be used to support development expenditures envisaged in the\nSomaliland and Puntland policy documents. Over time, and with the right type of support, it\ncould be expanded (from the bottom up, as the system grows) and institutionalized (from the top\ndown, as policy consolidates and is implemented) as a central element of the evolving subnational fiscal framework throughout Somaliland, Puntland and, eventually (should the policy\nenvironment permit it), southern Somalia.\n\n\n31. The Bank has specific expertise in assisting countries in developing, intergovernmental\ntransfer systems of this kind – in the immediate region - and could add specific value to the LDF\nthrough providing support with this as a core objective. In order to achieve this, two basic types\nof activity would be necessary: (i) direct support to expanding and deepening the fiscal transfer\nmechanism itself, accompanied by design optimisation to the extent necessary (e.g. to enhance\nits performance orientation, strengthen the way in which capacity-building is delivered etc.); and\n(ii) support to the institutionalization process, focused on the formulation of a detailed\nimplementation plan to phase in universal coverage, followed by the development and\nimplementation of the grant instruments, mechanisms and procedures (on the foundation,\nnaturally, of what the LDF has already established).\n\n\n32. Given the limited total budget envelope available for the project, it appears that no more\nthan US$11m would be available for these activities over four years. Of this, approximately\nUS$10m would be targeted at support of the grant instrument with approximately US$1m\navailable for support to the institutionalization process. With MPF funding, the projected LDF\nbudget for the next 3 years (2015-2017) [14] will increase from US$14.5 million to US$25.4\nmillion. There will be substantial deepening in investment funding with a geographic expansion\nfrom 20 LGs to 30 LGs (from 16 in Puntland and Somaliland to 24 and in southern Somalia from\n4 to 6 LGs), with investments in Mogadishu alone increasing about 600% to enable noticeable\ncontribution to service delivery.\n\n\n14 Funding is projected through 2017 as this is when JPLG ends; however the amount can naturally be configured\nover a 4 year duration.\n\n\n30\n\n\n",
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+ "input_text": "**Annex 3: Implementation Arrangements**\n\n**Somali Urban Investment Planning Project**\n\n\n**Project Institutional and Implementation Arrangements**\n\n_Project administration mechanisms_\n\n\n1. Project activities related to the feasibility, preliminary design and assessment studies will\nbe executed by the Bank on behalf of the client; and project activities which relate to the\nrecruitment of technical assistance to enhance project preparation and execution activities will be\nundertaken by client executing agencies. In undertaking the activities it will execute, the Bank\nteam will work and consult closely with its counterparts, particularly the city governments of\nMogadishu, Hargeisa and Garowe, the MoPW of the FGS, the Hargeisa Water Authority, and the\nPlanning Ministries of Puntland and Somaliland. The detailed modalities and procedures for\nthese working relationships will be established during the early stages of the implementation of\nthe SUIPP.\n\n2. The security environment in Somalia continues to be poor and appears to have\ndeteriorated over the past year. Moreover, the activities that will be undertaken under the Bank\nExecuted components of the project will entail the substantial exposure of technical specialists\nand consultants to this environment as they will have to travel widely throughout the three cities\nand undertake regular site visits. In this context, it has been necessary to develop an\nimplementation approach for these components which is specifically adapted for this\nenvironment. The Bank will contract with a UN agency with the necessary experience and\nexpertise to operate effectively in these conditions. Working with contracted-in capacity, this\nagency will provide security and operational implementation enhancements to mitigate the risks\nof executing project activities under prevailing conditions. This agency will be supported and\nsupervised by a World Bank implementation support team.\n\n\n**Financial Management, Disbursements and Procurement**\n\n_Financial Management_\n\n3. The SUIPP will involve both activities executed by the Bank on behalf of the Recipient\n(BE) activities, and Recipient Executed (RE) activities. The RE activities comprise limited and\nsimple activities related to the employment of specialist technical staff by the key implementing\nagencies i.e. the Mogadishu BRA, HM, and GM. An initial FM assessment conducted during\nmissions to these areas indicate that they are capable of handling the FM responsibilities related\nto these activities, but at high levels of risk and that financial management capacity challenges\nthat are likely to affect the project exist. These include (i) weak legal Public Financial\nManagement (PFM) Frameworks; (ii) lack of prior experience in the implementation of Bank\nsupported projects; (iii) inadequate financial management competencies and internal controls\nmechanisms; (iv) lack of or weak intergovernmental fiscal relations arrangement frameworks\nbetween the FGS and the regional governments, as well as internally between the State\n\n\n31\n\n\n",
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+ "input_text": "governments, local authorities (BRA, GM, HM) and the quasi-government entities (HWA); and\n(v) very rudimentary banking arrangements.\n\n4. Various mitigating measures will be designed both specific to the project and as part of\nother Bank/Donor engagements in the country. Given the consideration for Use of Country\nSystems (UCS), the project, so far as is practical, will adopt UCS in various aspects of the\nproject’s financial management arrangements. These include financial planning, budgeting,\nfunds flow arrangements, banking, internal control framework, accounting, reporting, internal\nand external audit arrangements. The project will institute appropriate oversight arrangements,\nstaffing and capacity building initiatives. The project will also focus on developing financial\nmanagement capacity as part of project activities through targeted financial management\ntechnical assistance with a clear requirement for knowledge transfer incorporated.\n\n_Staffing_\n\n5. The HWA has been receiving targeted financial management capacity building\ninterventions through other Bank initiatives. HM municipality has been receiving financial\nmanagement assistance from JPLG/UNDP project. BRA, HM and GM will each need to recruit a\ndedicated Financial Management Specialist (FMS) to carry out the project financial management\nfunctions. The implementing agencies’ financial management staff will work closely with the\nrespective Ministries of Finance to ensure that project activities are well recorded and\nincorporated in governments budget and financial statements.\n\n_Budgeting Arrangements_\n\nThe projected annual disbursements shall be integrated into the respective budgets of the national\nagencies onto which the transfers to the municipalities executing the RE activities fall and the\nrespective municipal budgets. Each implementing agency (municipality) will prepare the budget,\nwork plan and cash flow forecast and submit for the necessary approvals from the governments\nand the World Bank.\n\n_Accounting and Reporting_\n\n6. Each of the implementing entities will prepare and submit financial reports from the\nexisting systems supplemented by predesigned excel worksheets. Each of the implementing\nagencies will be required to prepare and submit unaudited interim financial report (IFR) not later\nthan 45 days after the end of the calendar quarter. The content and details of the reporting\nformats will be discussed and agreed during the project negotiations. The IFRs and financial\nstatements will be submitted to the EAFS for consolidation.\n\n7. The accounting system will ensure that financial reports are designed to provide relevant\nand timely information to the project management units and various stakeholders monitoring the\nproject’s performance. It is expected that all levels of implementation will maintain adequate\nfiling and archival systems of all accounting and relevant supporting documents for review by\nthe World Bank’s FM team during supervision mission and also for audit purposes.\n\n\n32\n\n\n",
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+ "input_text": "8. The implementing entities would also prepare financial statements covering the entire\nproject period. The FS will be prepared in accordance with IPSAS - Cash Basis. The FS shall\ninclude adequate notes and disclosures consistent with the cash basis of financial reporting under\nthe IPSAS.\n\n9. Each implementing entity will ensure that all important business and financial processes\nare adhered to; adequate internal controls and procedures are in place; Interim Un-audited\nFinancial Reports (IFRs) are prepared and submitted to the World Bank on a timely basis; the\nannual financial statements will be prepared on a timely basis and in accordance with Cash\nBased IPSAS and the external audit will be carried out and audit findings and recommendations\nmonitored to ensure they are implemented expeditiously.\n\n_Internal Control and Auditing_\n\n10. The project internal controls procedures and processes will be based on the FM manuals\nfor the EAFS [15], HWA [16] and HM [17] for the respective regions and implementing entities. The FM\nmanuals are found to be sufficient for the SUIPP and will be updated for the main project\nactivities by the engaged FM specialists.\n\n11. Given the regional spread and the capacity challenges in the Offices of the Auditors\nGeneral in the regions, an external audit firm will be engaged and funded by the project to carry\nout the audit of the project activities. Each of the project implementing agencies (BRA, GM,\nHWA and HM) will prepare and submit project financial statements.The project will carry out\none external audit covering the entire project period for the Recipient Executed activities. The\naudited project financial statements together with any additional information required will be\nsubmitted to the World Bank not later than six months after the end of the project. The audit\nwould be in conformity with the World Bank’s audit requirements and in accordance with\ninternationally recognized auditing standards. The auditor will express an opinion on the\nFinancial Statements in compliance with International Standards on Auditing (ISA); and also\nprepare a Management Letter giving observations and comments, and providing\nrecommendations for improvements in accounting records, systems, controls and compliance\nwith financial covenants in the Grant Agreements.\n\n_Disbursements_\n\n12. The project will open three dollar denominated Designated Accounts in a financial\ninstitution acceptable to the World Bank.\n\n13. Designated Account 1: The FGS EAFS will open a US Dollar Designated Bank Account\n(DA) in Central Bank of Somalia. The BRA will open and operate a separate project bank\naccount for transfers from the DA for project expenditures based on a quarterly cash projection\nof expenditure.Payments from the DA will only be for eligible expenditure which will have to be\n\n\n15\nDeveloped by E&Y with support from the Bank PFM Capacity Strengthening project\n16 Developed by E & Y with support from Bank WASP\n17 Developed by UNDP administered JPLG Project\n\n\n33\n\n\n",
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+ "input_text": "justified and properly documented. The EAFS will prepare and submit withdrawal applications\nfor the DA.\n\n14. Designated Account 2: The Somaliland Ministry of Finance will open and operate a DA\nfor the HM in a financial institution acceptable to the World Bank. HM will open a segregated\nproject bank account for transfers from the DA for project related expenditure based on a\nquarterly cash projection of expenditure.\n\n15. The HM will prepare and submit detailed reports and analysis of expenditure to the\nMinistry of Finance and the World Bank prior to reimbursement of its project account. The\nMinistry of Finance will prepare Withdrawal Applications. Payments from the project account\nwill only be for eligible expenditure which has to be justified and properly documented.\n\n16. Designated Account 3: The Puntland Ministry of Finance will open and operate a DA for\nthe GM in a financial institution acceptable to the World Bank. The GM will open and operate a\nseparate project bank account for transfers from the DA for project expenditures based on a\nquarterly cash projection of expenditure. Payments from the DA will only be for eligible\nexpenditure which will have to be justified and properly documented.The Ministry of Finance\nwill prepare and submit withdrawal applications for the DA.\n\n17. IDA funds will be transferred into the DAs against an approved Withdrawal Application.\nThe first IDA fund release will be an advance payment based on an agreed ceiling and on the\nsubmission of a Withdrawal Application. Replenishment and Reimbursement of Withdrawal\nApplications will be accompanied by Statement of Expenditures (SOEs) and direct payment will\nbe accompanied by copied of records in accordance with the procedures established in the\ndisbursement Letter and the Bank’s Disbursement Guidelines.\n\n18. Detailed disbursement arrangements will be documented in the Disbursement Letter.\n\n_Procurement_\n\n\n19. Under SUIPP the major procurements will be undertaken in respect of Bank Executed\nactivities. In addition, some project funding is to be used for Recipient Executed activities. These\nprocurements will be simple i.e. to procure qualified individuals (viz. Project Coordinator,\nProcurement Specialist, Financial Management Specialist, Safeguard Specialist and M&E\nSpecialist) at all the three locations Mogadishu, Garowe and Hargeisa to assist with the\npreparation (and, later, implementation) of SUDP. This activity will be conducted by the BRA at\nMogadishu, HM at Hargeisa and GM at Garowe. An initial procurement assessment of these\nagencies suggests that though these agencies have some procurement experience they will\nrequire some support to undertaken the necessary procurements according to Bank procedures\nsatisfactorily. In Mogadishu the necessary procurement support would be provided to BRA by\nEAFS of Ministry of Finance. However, at Hargeisa and Garowe necessary support/guidance\nwould be provided by the World Bank procurement staff. The project will hire the procurement\nspecialists first who will handle the procurement processes for the remaining four positions.\n\n\n34\n\n\n",
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+ "input_text": "20. Procurement of the specialists will be conducted by following “Guidelines: Selection and\nEmployment of Consultants under IBRD Loans and IDA Credits & Grants by World Bank\nBorrowers” dated January 2011 as well as the “Guidelines on Preventing and Combating Fraud\nand Corruption in Projects Financed by IBRD Loans and Grants”, dated October 15, 2006 and\nrevised in January 2011. Additionally, since Somalia is one of the FCS countries, paragraph 12\nof Bank Operational Policy (OP) 10.00 will be triggered to allow the application of the flexibility\ndetailed in the Guidance to World Bank staff: Simplified Procurement Procedures in Situations\nof Urgent Need of Assistance or Capacity Constraints, April 2013.\n\n\n21. Procurement Plan. A procurement plan indicating procurements to be carried out over\nthe project period has been developed and included below. This procurement plan includes\ncontracts that will be Bank executed as well as those that are Recipient executed and consists of\nthe procurement methods or consultant selection methods, estimated costs, and prior review\nrequirements. The procurement plan will be updated as required.\n\n\n35\n\n\n",
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+ "input_text": "**Project Procurement Plan**\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\n\n\n\n\n|Col1|Contract
Description|Estimated
Cost
(US$)|Bank
Executed
or
Recipient
Executed|Procurement
/ Selection
Method|Review
by
World
Bank
(Prior/
Post)|Col7|Expected
Bid/Propos
al/ EOI(for
ICS)
Submission
date|Col9|Expected
Contract
Signature|Col11|Expected
completion
date|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|
||||||||||||\n||
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
**Bank Executed Activities**
|
|\n|**Consultancy Services**
|**Consultancy Services**
|
|
|
|
|
|
|
|
|
|
|\n|
1
|Engineering feasibility studies, preliminary designs
for urban roads, and solid and liquid waste
management Mogadishu secondary/community
roads feasibility studies and preliminary design
|2,200,000
|BE
|SSS
|NA
|NA
|Feb 2016
|Feb 2016
|Mar 2016
|Mar 2016
|Feb 2017
|\n|2
|
Institutional assessments of government agencies in
Mogadishu, Hargeisa and Garowe and of the Local
Development Fund
|600,000
|BE
|QCBS
|NA
|NA
|Feb, 2016
|Feb, 2016
|Mar., 2016
|Mar., 2016
|Oct., 2016
|\n|3
|
Conflict studies - Individual consultant(s)
|150,000
|BE
|ICS
|NA
|NA
|Feb, 2016
|Feb, 2016
|Apr, 2016
|Apr, 2016
|Dec, 2016
|\n|4
|Impact assessment preparation study - Individual
consultant(s)
|150,000
|BE
|ICS
|NA
|NA
|Feb, 2016
|Feb, 2016
|Apr, 2016
|Apr, 2016
|Dec, 2016
|\n||
Total BE|**3,100,000**||||||||||\n|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|**Recipient Executed Activities**
|\n|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|**Component 2 Mogadishu**
|\n|
|**CONSULTANCY SERVICES**
|
|
|
|
|
|
|
|
|
|
|\n|1
|Project Coordinator (for 9 months)
|148,500
|CE
|ICS
|Prior
|Mar. 2016
|Mar. 2016
|Apr 2016
|Apr 2016
|Jan 2017
|Jan 2017
|\n|2
|Procurement Specialist (for 9 months)
|148,500
|CE
|ICS
|Prior
|Mar 2016
|Mar 2016
|Apr 2016
|Apr 2016
|Jan 2017
|Jan 2017
|\n|3
|Financial ManagementSpecialist (for 9 months)
|148,500
|CE
|ICS
|Prior
|Mar 2016
|Mar 2016
|Apr 2016
|Apr 2016
|Jan 2017
|Jan 2017
|\n|4
|Safeguard Specialist (STC for 4.5 months over 9
months)
|74,250
|CE
|ICS
|Prior
|Apr 2016
|Apr 2016
|May 2016
|May 2016
|Jan 2017
|Jan 2017
|\n|5
|
M&E Specialist (STC for 4.5 months over 9 months)|74,250|CE|ICS|Prior|Apr 2016|Apr 2016|May 2016|May 2016|Jan 2017|Jan 2017|\n\n\n36\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 46
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|GOODS|Col3|Col4|Col5|Col6|Col7|Col8|Col9|\n|---|---|---|---|---|---|---|---|---|\n|6|Procurement of Equipment( furniture, filing cabinets,
computers and accessories) for HM and HWA|65,000|CE|Shopping|Prior|Feb, 2016|Apr, 2016|Apr, 2016|\n|
|
**OPERATING COSTS**
|
|
|
|
|
|
|
|\n|7
|Costs of specialized and short training for HWA and
HM staff
|40,000
|CE
|SOE
|Post
|NA
|NA
|Dec2016
|\n|8
|
Costs related to the PCU operations (advertisements;
conference room hire, office stationery, Internet
connectivity, refreshments e.t.c)|15,000
|CE
|SOE|Post|NA|NA|Dec2016|\n||**TOTAL**|**714,000**|||||||\n|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|
**Recipient Executed Activities**
|\n|**Component 2 Garowe**
|**Component 2 Garowe**
|**Component 2 Garowe**
|**Component 2 Garowe**
|**Component 2 Garowe**
|**Component 2 Garowe**
|**Component 2 Garowe**
|**Component 2 Garowe**
|**Component 2 Garowe**
|\n|
|**CONSULTANCY SERVICES**
|
|
|
|
|
|
|
|\n|1
|Project Coordinator (for 9 months)
|126,000
|CE
|ICS
|Prior
|Mar. 2016
|Apr 2016
|Jan 2017
|\n|2
|Procurement Specialist (for 9 months)
|126,000
|CE
|ICS
|Prior
|Mar 2016
|Apr 2016
|Jan 2017
|\n|3
|Financial ManagementSpecialist (for 9 months)
|126,000
|CE
|ICS
|Prior
|Mar 2016
|Apr 2016
|Jan 2017
|\n|4
|Safeguard Specialist (for 4.5 over a period of months)
|63,000
|CE
|ICS
|Prior
|Apr 2016
|May 2016
|Jan 2017
|\n|
5|
M&E Specialist (for 4.5 over a period of 9 months)|
63,000|
CE|
ICS|
Prior|
Apr 2016|
May 2016|
Jan 2017|\n|
|**GOODS**
|
|
|
|
|
|
|
|\n|6|Procurement of Equipment( furniture, filing cabinets,
computers and accessories) for HM and HWA|54,000|CE|Shopping|Prior|Feb, 2016|Apr, 2016|Apr, 2016|\n|
|
**OPERATING COSTS**
|
|
|
|
|
|
|
|\n|7
|Costs of specialized and short training for HWA and
HM staff
|30,000
|CE
|SOE
|Post
|NA
|NA
|Dec2016
|\n|8
|
Costs related to the PCU operations (advertisements;
conference room hire, office stationery, Internet
connectivity, refreshments e.t.c)|15,000
|CE
|SOE|Post|NA|NA|Dec2016|\n||**TOTAL**|**603,000**|||||||\n\n\n37\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 47
+ ]
+ }
+ },
+ {
+ "input_text": "|Recipient Executed Activities|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|\n|---|---|---|---|---|---|---|---|---|\n|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|**Component 3 Hargeisa**
|\n|
|**CONSULTANCY SERVICES**
|
|
|
|
|
|
|
|\n|1
|Project Coordinator (for 9 months)
|103,500
|CE
|ICS
|Prior
|Mar. 2016
|Apr 2016
|Jan 2017
|\n|2
|Procurement Specialist (for 9 months)
|103,500
|CE
|ICS
|Prior
|Mar 2016
|Apr 2016
|Jan 2017
|\n|3
|Financial ManagementSpecialist (for 9 months)
|103,500
|CE
|ICS
|Prior
|Mar 2016
|Apr 2016
|Jan 2017
|\n|4
|Safeguard Specialist (for 9 months)
|103,500
|CE
|ICS
|Prior
|Apr 2016
|May 2016
|Jan 2017
|\n|
5|
M&E Specialist (for 9 months)|
103,500|
CE|
ICS|
Prior|
Apr 2016|
May 2016|
Jan 2017|\n|
|**GOODS**
|
|
|
|
|
|
|
|\n|6|Procurement of Equipment( furniture, filing cabinets,
computers and accessories) for HM and HWA|80,000|CE|Shopping|Prior|Feb, 2016|Apr, 2016|Apr, 2016|\n|
|
**OPERATING COSTS**
|
|
|
|
|
|
|
|\n|7
|Costs of specialized and short training for HWA and
HM staff
|30,000
|CE
|SOE
|Post
|NA
|NA
|Dec2016
|\n|8
|
Costs related to the PCU operations (advertisements;
conference room hire, office stationery, Internet
connectivity, refreshments e.t.c)|20,000
|CE
|SOE|Post|NA|NA|Dec 2016|\n|
|**TOTAL**|**647,500**|||||||\n\n\n38\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 48
+ ]
+ }
+ },
+ {
+ "input_text": "_Environmental and Social (including safeguards)_\n\n22. The project is a TA that is financing the preparation of feasibility and preliminary design\nstudies for civil works in Mogadishu, Garowe and Hargeisa for which the ToRs will be disclosed\nin-country and at the InfoShop. Subsequent operations (likely to be financed by the MPF) will\nundertake the preparation of detailed engineering designs and environmental and social studies.\n\n23. Environmental and Social Management Frameworks (ESMFs) will be produced (see next\nsection for details), complying with international good practice norms and approaches, that also\nwould cover the collection of socio-economic baseline data and the determination of likely\ntypologies of social and livelihood impacts, or the need for land acquisition or resettlement.\nThese activities will be accomplished during SUIPP’s implementation period, informing the\nplanned technical and engineering studies.\n\n\n24. Moreover, should it be determined that the subsequent operation (SUDP) will involve\nworks or activities with land acquisition leading to involuntary resettlement and/or restrictions of\naccess to resources or livelihoods, ToRs for a Resettlement Policy Framework (RPF) and/or\nResettlement Action Plan (RAP) would be prepared, consulted upon and disclosed.\n\n25. While the project will not finance any physical activities, civil works or final design\nstudies for the potential investments in urban infrastructure in Mogadishu, Hargesia and Garowe,\nit has been assigned the safeguards category B. The rationale for this safeguards rating is that the\nproject will finance the preparation of feasibility and preliminary design studies for primary\nroads in Mogadishu, roads and, potentially, bridges in Garowe, and water supply infrastructure\nas well as solid waste investments in Hargeisa, as well as strengthening institutional structures\nand capacity. All of these activities could have downstream environmental and social impacts\nand implications that would need to be assessed and managed with appropriate instruments.\n\n\n26. The final identification of specific projects and detailed design work – e.g. detailed\nengineering design, social and environmental impact assessments, exploratory drilling and\npreparation of bid estimates – will not be carried out as part of the project (SUIPP). This will be\nundertaken in a later phase, most likely as part of a MPF funded operation which will be\nprepared on the basis of the studies prepared under the SUIPP. Detailed preparation of this\nfollow-up operation, which has been classified as environmental category B, will commence\nonce the work supported by the SUIPP is completed. This will include the preparation,\nconsultation on, and disclosure of the required E&S due diligence instruments, for which two\nmain types of activities will be carried out:\n\n\n(c) a baseline survey of environmental and social information, data and issues that will\nhelp to identify E&S constraints, but also areas of potential enhancement of project\noutcomes, and provide E&S information, criteria and constraining factors for the\nprocesses for design and environmental / social assessments planned for SUDP or\nother downstream planning activities;\n\n(d) the development of an ESMF, which would constitute a generic tool for managing\nsocial and environmental risks related to urban investments, and planning follow-up\n\n\n39\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 49
+ ]
+ }
+ },
+ {
+ "input_text": "investigations, assessments and analyses (for e.g. roads, bridges, water supply and\nwaste management activities) regardless of funding source, in the Somali territories\nfor use by entities such as local governments as well as water utilities or waste\nmanagement authorities. To broaden the scope of its potential applicability the ESMF\nwill be based on international good practice, rather than tied specifically to the World\nBank’s safeguard requirements. The intention is to produce an instrument for use by\nSomali institutions, which is in line with international good practice norms, which can\nbe applied to urban development projects in a variety of different funding contexts.\nThis would be useful in itself for Somali urban institutions, which will be the primary\npurpose, but can also be swiftly adapted for use for Bank funded investments under\nprojects such as the SUDP.\n\n27. The Scope of Work outlining the above environmental and social studies has been\nproduced during SUIPP preparation and disclosed in InfoShop.\n\n_Monitoring & Evaluation_\n\n28. The Bank team will be responsible for monitoring the progress of the activities it will\nexecute; client agencies will be responsible for monitoring the progress of the activities they will\nexecute. Reporting procedures between client agencies and the Bank on client-executed\nactivities will be agreed during the early stages of implementation of the SUIPP. Given that the\nsecurity environment may make monitoring difficult, the Bank will explore the possibility of\nusing third parties to monitor aspects of progress, to the extent that this may be necessary and\npossible. Given that the project supports only feasibility and preliminary design studies, no\nevaluation will be undertaken.\n\n\n40\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "environmental and social studies",
+ "confidence": 0.7800789475440979,
+ "start": 165,
+ "end": 169
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "SUIPP",
+ "confidence": 0.5600917935371399,
+ "start": 173,
+ "end": 174
+ },
+ "producer": null,
+ "geography": {
+ "text": "Somali territories",
+ "confidence": 0.858856201171875,
+ "start": 29,
+ "end": 31
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "primary"
+ },
+ {
+ "dataset_name": {
+ "text": "SUIPP",
+ "confidence": 0.5629826188087463,
+ "start": 173,
+ "end": 174
+ },
+ "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/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 50
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 4: Systematic Operations Risk-Rating Tool (SORT)**\n\n**Somali Urban Investment Planning Project**\n\n\n1. The assessment of risks takes into account both the likelihood of the risk materializing, as\nwell as the severity of its impact on the achievement of the project development objectives\n\n\n\n\n\n\n\n\n\n\n|(PDO). The SORT operation. 18|T focuses on identifying, assessing, and managing risks throughout an|\n|---|---|\n|**Risk Categories18 **
|**Rating (H, S, M or L)**
|\n|1. **Political and**
**governance**
|
Risks to the development objective stemming from the country’s political situation and
governance context.
**_Rating: High_ **
**Changes in leadership (substantial)**
Changes in political leadership/appointees could undermine government ownership of both
this preparatory project and the follow on SUDP. Any changes in leadership could result in
the Federal Government of Somalia raising concerns regarding planned activities in any of
the three cities.
_Risk mitigation._ There will be a continuous process of engagement and consultation with
government at the federal and decentralized level during project implementation and
investment in client dialogue through regular missions to all territories. The project TTL
will be based in Nairobi and would follow up on discussions with Government,
documentation and dissemination of agreement in all meetings.
**Political competition for project resources (substantial)**
The Government at the Federal and decentralized level may raise issues over the allocation
of project funds across the territories in the main SUDP which would impact planned
activities in this preparatory project. Issues may also be raised regarding the selection of
consulting entities contracted for technical activities.
_Risk mitigation._Project team will engage in transparent dialogue with stakeholders
regarding the allocation of resources and the selection and contracting processes used for
consultants carrying out the technical activities.
|\n|2. **Macroeconomic**|
External and domestic economic risks that may derail proper preparation, implementation
and achievement of results.
**_Rating: Substantial._**
Somalia is one of the poorest countries, with a gross national income of US$284. Some 80
percent of its exports are from one product—livestock—leaving it exceptionally prone to
external economic shocks. The substantial dependency of the FGS upon donor funding
underlines the fiscal fragility and weak revenue base. The Bank, working with others such
as the International Monetary Fund (IMF), is engaged in strengthening the overall
macroeconomic and fiscal framework. This includes potential next steps toward debt relief.
_Risk mitigation_. There will most likely be minimal impact from macroeconomic risk on this|\n\n\n\n18 In all risk categories the assessment is of the risk to PDO or the risk of unintended consequences associated with\nthe operational engagement, and does not refer to “country level” risk in and of itself.\n\n\n41\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 51
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|project as it is primarily Bank-executed. There are therefore no risk mitigation measures.|\n|---|---|\n|3. **Sector**
**strategies and**
**policies**
|
Risks associated with the strategies and policies of the sector(s) relevant to the project.
**_Rating: Low. No significant sector risks identified._ **
|\n|4. **Technical**
**design of**
**project or**
**program**
|
Risks related to the technical design of the project.
**_Rating: Moderate_**
**Complexity in project design (moderate)**
Project involves many different activities spread over a number of different areas working
with a range of different organizations and institutions which will make project
management a challenge.
_Risk mitigation._Seeking contracting arrangements with consulting entities that are simple
and as wide in scope as possible (e.g. seeking to contract UNOPS to undertake a number of
different activities) rather than entering into contracts with several different entities. Begin
contract negotiations (especially with UN agencies) as early as possible in order to allow
sufficient time for communication with relevant headquarters.
**Lack of coordination between WB projects (low)**
WB projects targeting institutional capacity building and/or support to decentralized
government (capacity injection, PFM, WSP, SFF- local government facility) may be
insufficiently coordinated to effectively and efficiently deliver desired results.
_Risk mitigation._The project team will maintain regular communication with related project
teams to ensure coordination. The MPF Secretariat will provide additional support for fund-
level coordination of WB activities.
|\n|5. **Institutional**
**capacity for**
**implementation**
**and**
**sustainability**
|
Risks related to the capacity of the government to implement the recipient executed
activities and oversee the Bank executed activities, taking into account the institutional
capacity of the implementing agencies.
**_Rating: High_**
**Capacity constraints within implementation agencies (high)**
There are severe capacity constraints among potential implementation agencies identified
across the three main cities, mainly lack of availability of competent staff with
procurement, financial management, technical and management experience to supervise
feasibility studies or preparation of preliminary designs. Although this project will be
Bank-executed on behalf of the client, close co-operation, support and effective decision
making may be required from key counterpart institutions at critical points.
_Risk mitigation._The project activities will be executed by the Bank on behalf of the client
thereby greatly mitigating any capacity risks. Supervision support will be provided to
implementing agencies at critical points as required. This project plans to undertake an
institutional assessment of government agencies responsible for urban development and
service delivery which will inform any future urban operations in Somalia.
**Lack of familiarity with WB procedures (high)**
The client’s lack of familiarity with WB procedures may lead to delays in implementation
of the Recipient Executed activities.|\n\n\n\n42\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 52
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Risk mitigation. The team will hold regular dialogue with the client to explain procedures
and provide support, a project focal point will be based in Nairobi to provide regular
support.|\n|---|---|\n|6. **Fiduciary**
|
Risks that funds will not be used to achieve value for money with integrity in delivering
sustainable development
**_Rating: Moderate_**
**Limited FM and Procurement capacity (moderate)**
There are capacity constraints among potential implementation agencies identified across
the three main cities in both procurement and financial management.
_Risk mitigation._ Most project activities will be executed by the Bank on behalf of the client
thereby greatly mitigating any capacity risks. Given this is a preparatory project, one of the
activities is to set up PIUs across the three cities and hire qualified procurement and FM
staff and address this capacity gap ahead of the main project -SUDP.
**Fraud / corruption (moderate)**
The main project activities are being implemented by the Bank through contracted
consulting entities that will be undertaking the technical studies and institutional
assessments. Only a fraction will be managed by the client. There is therefore a moderate
chance of misuse of project funds.
_Risk mitigation:_Directly contracting consulting entities with prior experience with similar
activities in Somalia; closely monitoring work of consulting entities; providing strategic
technical support when required.
|\n|7. **Environment**
**and social**
|
Risks posed to the project by environmental and social risks and potential unintended
consequences posedbythe activity on physical, biological and cultural resources and on
human health and safety.
**_Risk: Low_**
**Environmental and social impact of project activities (low)**
The proposed feasibility studies and institutional assessments are not expected to entail
major safeguard issues. The proposed road works to be studied are within the existing
right-of-way thus reducing considerably the safeguard risk.
_Risk mitigation._Close monitoring of safeguards during implementation, appropriate staffing
within the task team –social and environment safeguard support throughout
implementation.
|\n|8. **Stakeholders**
|
Risks related to stakeholders who may affect successful project completion by delaying or
halting its implementation.
**_Risk: High_**
**Lack of intra-governmental coordination (moderate)**
Within government, there is a lack of clarity on the division of labor amongst Ministries,
agencies and departments and as a result, poor coordination. Given the number of levels of
government and agencies this project will be working with, this lack of internal
coordination could potentially slow down some of the project activities.
|\n\n\n\n43\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 53
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Risk mitigation. The project will prepare subsidiary agreements between various levels of
government involved in implementation which clearly outline the respective roles and
responsibilities of each entity. The task team will ensure these agreements are adhered to
during project supervision.|\n|---|---|\n|9. **Other**
**(Security)**|
Additional context-specific risks not captured in the other categories.
**_Risk: High_**
**Insecurity (high)**
Insecurity poses a risk to human security (WB staff, consultants and client) and project
implementation. It creates severe limitations on access to the operating environment, which
in turn elicits a number of additional project risks, creating challenges for project design,
implementation and monitoring.
_Risk mitigation._Recognizing that the risk of insecurity cannot be completely mitigated, the
project will be contracting a UN agency with appropriate expertise and experience to
provide implementation enhancements to mitigate security and operational risks associated
with implementation in the Somali environment. The Bank supervision team will follow
Bank/UN security rules when traveling.
**Political crisis / breakdown (high)**
Challenges to state authority by anti-government elements (AGEs) could delay or block
project implementation, essentially stall progress on feasibility studies and institutional
assessments.
_Risk mitigation._The Country Management Unit will monitor the political and security
environment, in collaboration with United Nations Department for Safety and Security. In
the case of acute political crisis or breakdown, the project will be put on hold based on the
severity of the situation.
|\n|**Overall**
|
**High-**The overall risk rating for the project is**high**. While the project and capacity risks
have been largely mitigated, the volatile security situation in Somalia makes this project
high risk.|\n\n\n\n44\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 54
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 5: Implementation Support Plan**\n\n**Somali Urban Investment Planning Project**\n\n**Strategy and Approach for Implementation Support**\n\n\n1. In the design of the Implementation Support Plan (ISP), consideration has been given to\nthe risks identified in the SORT, the context of Somalia as a fragile and post conflict country and\nthe implementation arrangements of the SUIPP involving a combination of Bank and Recipient\nexecution as well as a number of implementing agencies.\n\n2. The main challenge to providing the necessary implementation support to the project will\nbe insecurity which poses a risk to human security of WB staff, consultants as well as the client.\nThe second key issue is the complexity of the project involving a range of different activities\nspread over three different cities – Mogadishu, Garowe and Hargeisa involving several\nimplementing agencies at the central and subnational level. Factoring in these challenges, the\nimplementation support for the project will include:\n\n(a) A multidisciplinary Bank team as has been the case during preparation, with an engineer,\nenvironment and social safeguards specialists, procurement and financial management\nspecialists, conflict specialist, institutional strengthening specialist and a Task Team\nLeader.\n\n(b) Formal implementation support missions three times a year to assess and respond to\nimplementation challenges and the evolving risks which could impact project activities.\nInsofar as the missions make field trips, necessary protection will need to be provided.\n\n(c) Regular support to the client and consultants in between formal missions. Specific\nattention would be paid to RE activities. The Task Team Leader and the fiduciary team\nwill be located in Nairobi allowing for regular travel to each of the three cities as\nnecessary.\n\n(d) Continuous monitoring of the political and security environment by the Country\nManagement Unit based on which the Bank team would continue to refine and adapt the\nISP.\n\n(e) Continuous dialogue with implementing agencies of the project and other development\npartners both in-country and out of country to keep track of the evolving political and\nsecurity situation as well as other ongoing stakeholder initiatives to identify areas where\nthere could be greater coordination.\n\n(f) Enhanced implementation modalities will be provided by a UN Agency for a number of\nthe project components in order to mitigate the security and operational risks associated\nwith working in the current Somalia environment.\n\n\n45\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 55
+ ]
+ }
+ },
+ {
+ "input_text": "**Implementation Support Plan**\n\n\n3. A core technical team will be established in the region to provide hands-on support to the\nclient, UN agency and consultants including a TTL and a multidisciplinary task team. The team\nwill include an Engineer, an Environmental Safeguard Advisor, a Social Safeguard Specialist, a\nSenior Procurement Specialist, a Financial Management Specialist, a Conflict Advisor, and an\nInstitutional Strengthening Specialist.\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Time|Focus|Skills Needed|Resource
Estimate|Partner Role|\n|---|---|---|---|---|\n|_First twelve_
_months_|_Component 1: Mogadishu_
Contracting of and
technical support to UN
agency and Consultants
carrying out feasibility
and preliminary design
studies for primary and
secondary roads.
Contracting of and
technical support to
consultant carrying out
an institutional
assessment of BRA and
MoPW.
Contracting of technical
assistance for BRA and
establishing a project
support office
Training and capacity
building support to TA
_Component 2: Garowe_
Contracting of and
technical support to UN
agency and consultant
carrying out feasibility
and preliminary design
studies for roads and
bridges.
Contracting of and
technical support to
consultant carry out an
institutional assessment
of GM.
Contracting of technical
assistance for GM and
establishing a project
support office.|Technical
expertise in
engineering,
institutional
strengthening,
safeguards,
procurement,
financial
management, and
conflict.|$250,000||\n\n\n46\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 56
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1| Training and capacity
building support to TA.
Component 3: Hargeisa
Contracting of and
technical support to UN
agency and Consultant
carrying out feasibility
and preliminary design
studies for solid and
liquid waste
investments.
Contracting and
technical support to
consultant carrying out
institutional
assessments of HM and
HWA.
Contracting of technical
assistance for HM and
HWA and establishing
a project support office.
Training and capacity
building support to TA.
Component 4: Other
Cross Cutting Activities
Contracting of
consultant to carry out
an assessment of the
LDF.
Contracting and support
to consultant carrying
out a study on conflict
and fragility and on
socio-economic impacts
of infrastructure
investments.|Col3|Col4|Col5|\n|---|---|---|---|---|\n|_12-48 months_|_Component 1: Mogadishu_
Finalize feasibility and
preliminary design
studies for primary and
secondary roads.
_Component 2: Garowe_
Finalize feasibility and
preliminary design
studies for roads and|Technical
expertise in
engineering,
institutional
strengthening,
safeguards,
procurement,
financial
management, and
conflict.|$150,000||\n\n\n47\n\n\n\n\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 57
+ ]
+ }
+ },
+ {
+ "input_text": "|Skills Mix Required|Col2|Col3|Col4|\n|---|---|---|---|\n|**_Skills Needed_**|**_Number of Staff Weeks_**|**_Number of Trips_**|**_Comments_**|\n|_Task Team Leader_|_15_|_5 _|_TTL based in Nairobi_|\n|_Engineer_|_10_|_5 _|_Based in the region_|\n|_Safeguard Advisor_|_6 _|_3 _|_Based in Nairobi_|\n|_Social Safeguard_
_Specialist_|_4 _|_2 _||\n|_Procurement Specialist_|_6 _|_4 _|_Based in Nairobi_|\n|_Financial Management_
_Specialist_|_6 _|_4 _|_Based in Nairobi_|\n|_Conflict Specialist_|_8 _|_3 _|_Based in Nairobi_|\n|_Institutional_
_Strengthening Specialist_|_8 _|_3 _||\n\n\n48\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/965101617648211610/pdf/Somali-Urban-Investment-Planning-Project.pdf",
+ "pages": [
+ 58
+ ]
+ }
+ }
+]
\ No newline at end of file