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+[
+ {
+ "input_text": "Document of\n# The World Bank\n\n**FOR OFFICIAL USE ONLY**\n\nReport No: PAD1199\n\nINTERNATIONAL DEVELOPMENT ASSOCIATION\n\nPROJECT APPRAISAL DOCUMENT\n\nON A\n\nPROPOSED CREDIT\n\nIN THE AMOUNT OF SDR 50.2 MILLION\n(US$70.00 MILLION EQUIVALENT)\n\nTO THE\n\nREPUBLIC OF CAMEROON\n\nFOR A\n\nCOMMUNITY DEVELOPMENT PROGRAM SUPPORT PROJECT-PHASE III\n\nSeptember 4, 2015\n\nSocial, Urban, Rural and Resilience Global Practice\nCountry Department AFCC1\nAfrica Region\n\nThis document has a restricted distribution and may be used by recipients only in the\nperformance of their official duties. Its contents may not otherwise be disclosed without\nWorld Bank authorization.\n\n\n",
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+ {
+ "input_text": "CURRENCY EQUIVALENTS\n\n(Exchange Rate Effective, July 2015)\n\n\n\nCurrency Unit = CFA Francs\nFCFA 597 = US$1\nUS$0.71 = SDR 1\n\nFISCAL YEAR\nJanuary 1 - December 31\n\nABBREVIATIONS AND ACRONYMS\n\nAFD _Agence Française de Développement_ (French Development Agency)\nAfDB African Development Bank\nAIP Annual Investment Plans\nANAFOR _Agence Nationale des Forêts_ (National Forest Agency)\n\n\n\nAfDB African Development Bank\nAIP Annual Investment Plans\nANAFOR _Agence Nationale des Forêts_ (National Forest Agency)\n\nAPL Adaptable Program Loan\nARMP _Agence de Régulation des Marchés Publics_ (Procurement Regulatory\nAgency)\nCAA _Caisse Autonome d’Amortissement_ (National Debt Management Agency)\nCAC _Centimes Additionnels Commmunaux_\nCAR Central African Republic\nCDP Communal Development Plan\n\n\n\nCAC _Centimes Additionnels Commmunaux_\nCAR Central African Republic\nCDP Communal Development Plan\n\nCEFAM _Centre de Formation de l’Administration Municipale (_ Local Government\nTraining Center)\nCLS _Comité Local de Suivi du Budget d’Investissement Public_ (Local PIB\nMonitoring Committee)\nCOMES _Conseil Municipal Elargi aux Sectoriels (_ Municipal Council Expanded to\nSector)\nCONAFIL _Comité National des Finances Locaux (_ National Committee of Local\n\nFinance)\n\nCVUC _Communes et Villes du Cameroun_ (United Councils and Cities of\n\n\n\nCONAFIL _Comité National des Finances Locaux (_ National Committee of Local\n\nFinance)\n\nCVUC _Communes et Villes du Cameroun_ (United Councils and Cities of\n\nCameroon)\nCSO Civil Society Organization\nECAM II _Enquête Camerounaise des Ménages_ (Household Survey II)\nEIA Environmental Impact Assessment\nESIA Environmental and Social Impact Assessment\nESMF Environmental and Social Management Framework\n\n\n\nEIA Environmental Impact Assessment\nESIA Environmental and Social Impact Assessment\nESMF Environmental and Social Management Framework\n\nEU European Union\nFEICOM _Fonds Spécial d’Equipement et d’Intervention Intercommunale_ (Special\nFund for Council Management)\nFM Financial Management\nGESP Growth and Employment Strategy Paper\nGIZ German Agency for Technical Cooperation\nGRM Grievance Redress Mechanism\nGRS Grievance Redress Service\nGPS Global Positioning System\n\n\n\nGIZ German Agency for Technical Cooperation\nGRM Grievance Redress Mechanism\nGRS Grievance Redress Service\nGPS Global Positioning System\n\nGOC Government of Cameroon\nICR Implementation Completion and Results Report\nIDA International Development Association\nIFMIS Integrated Financial Management Information System\n\n\n\nii\n\n\n",
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+ "input_text": "IFR Interim Unaudited Financial Report\nIPP Indigeneous People Plan\nIPSAS International Public Sector Accounting Standards\nLSP Local Service Provider\n\nM&E Monitoring and Evaluation\nMINFI _Ministère des Finances (_ Ministry of Finance _)_\nMINMAP _Ministère des Marchés Publics_ (Ministry of Public Contracts)\nMINAS _Ministère des Affaires Sociales_ (Ministry of Social Affairs)\nMINATD _Ministère de l’Administration Territoriale et de la Décentralisation_\n(Ministry of Territorial Administration and Decentralization)\nMINEPDED _Ministère de l’Environnement, de la Protection de la Nature et du_\n_Développement Durable_ (Ministry of Environment, Protection of Nature\nand Sustainable Development)\nMINEPAT _Ministère de l’Economie, de la Planification et de l’Amenagement du_\n_Territoire_ (Ministry of Economy, Planning and Regional Development)\nMIS Management Information System\nMTEF Medium Term Expenditure Framework\nMTR Mid-Term Review\nNACC National Anti-Corruption Commission\nNCD National Council for Decentralization\nNCU National Coordination Unit\n\n\n\nIFR\nIPP\nIPSAS\nLSP\n\n\n\nNACC National Anti-Corruption Commission\nNCD National Council for Decentralization\nNCU National Coordination Unit\n\nNGO Non-Governmental Organization\nO&M Operations and Maintenance\nPACA Agricultural Competitiveness Project\nPAD Project Appraisal Document\nPCU Project Coordination Unit\nPDO Project Development Objective\nPFM _Public Finance Management_\nPEFA\nPEMFAR\nPIB Public Investment Budget\nPIDMA\nPIU Project Implementation Unit\nPIM Project Implementation Manual\n\n\n\nPFM _Public Finance Management_\nPEFA _Public Expenditure and Financial Accountability_\nPEMFAR _Public Expenditure Management and Financial Accountability Review_\nPIB Public Investment Budget\nPIDMA Agricultural Investment and Market Development Project\nPIU Project Implementation Unit\nPIM Project Implementation Manual\n\nPMP Pest Management Plan\nPNDP _Programme National de Développement Participatif_ (National\nCommunity Development Program)\nPNSC Project’s National Steering Committee\nRAP Resettlement Action Plan\nRCU Regional Coordination Unit\nRDPC Cameroon People Democratic Movement\nRPF Resettlement Policy Framework\nSOP Series of Projects\n\n\n\nPNSC Project’s National Steering Committee\nRAP Resettlement Action Plan\nRCU Regional Coordination Unit\nRDPC Cameroon People Democratic Movement\nRPF Resettlement Policy Framework\nSOP Series of Projects\n\nTSP Technical Service Provider\n\n\n\nRegional Vice President: Makhtar Diop\nCountry Director: Elisabeth Huybens\nSenior Global Practice Director: Ede Jorge Ijjasz-Vasquez\nPractice Manager / Manager: Jan Weetjens\nTask Team Leader: Amadou Nchare\n\niii\n\n\n",
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+ "start": 289,
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+ "usage_context": "background"
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
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+ },
+ {
+ "input_text": "",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "**REPUBLIC OF CAMEROON**\n**Community Development Program Support Project-Phase III**\n\n**TABLE OF CONTENTS**\n\n**Page**\n\n\nI. **STRATEGIC CONTEXT .................................................................................................1**\n\nA. Country Context ............................................................................................................ 1\n\nB. Sectoral and Institutional Context ................................................................................. 1\n\nC. Higher Level Objectives to which the Project Contributes .......................................... 4\n\n\n**II.** **PROJECT DEVELOPMENT OBJECTIVES ................................................................4**\n\nA. PDO............................................................................................................................... 4\n\nB. Project Beneficiaries ..................................................................................................... 5\n\nC. PDO Level Results Indicators ....................................................................................... 5\n\n\n**III. PROJECT DESCRIPTION ...................................................................................................5**\n\nA. Project Components ...................................................................................................... 5\n\nB. Project Financing .......................................................................................................... 8\n\nC. Series of Project Objectives and Phases ....................................................................... 9\n\nD. Lessons Learned and Reflected in the Project Design ................................................ 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 AND MITIGATION MEASURES ..........................................................12**\n\nA. Risk Ratings Summary Table ..................................................................................... 12\n\nB. Overall Risk Rating Explanation .................................................................................. 12\n\n\nVI. **APPRAISAL SUMMARY ..............................................................................................14**\n\nA. Economic and Financial (if applicable) Analysis ....................................................... 14\n\nB. Technical ..................................................................................................................... 14\n\nC. Financial Management ................................................................................................ 15\n\nD. Procurement ................................................................................................................ 15\n\nE. Social (including Safeguards) ..................................................................................... 16\n\n\niv\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 4
+ ]
+ }
+ },
+ {
+ "input_text": "F. Environment (including Safeguards) .......................................................................... 17\n\nG. Other Safeguards Policies Triggered (if required) ...................................................... 18\n\nH. World Bank Grievance Redress .................................................................................. 18\n\n\n**Annex 1: Results Framework and Monitoring .........................................................................19**\n\n\n**Annex 2: Detailed Project Description .......................................................................................26**\n\n\n**Annex 3: Implementation Arrangements ..................................................................................33**\n\n\n**Annex 4: Implementation Support Plan ....................................................................................66**\n\n\n**Annex 5: Economic and Financial Analysis ..............................................................................69**\n\n\n**Annex 6: Proposed Grievance Redress Mechanism .................................................................72**\n\n\n**Annex 7: Series of Projects Performance and Lessons Learned .............................................81**\n\n**Annex 8: MAP………………………………………………………………………………......96**\n\n\nv\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 5
+ ]
+ }
+ },
+ {
+ "input_text": ".\n\n\n\n**PAD DATA SHEET**\n\n_Cameroon_\n\n_Community Development Program Support Project-Phase III (P144637)_\n\n**PROJECT APPRAISAL DOCUMENT**\n\n\n_AFRICA_\n\n\nReport No.: PAD1199\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|.
Basic Information|Col2|Col3|Col4|Col5|Col6|Col7|\n|---|---|---|---|---|---|---|\n|Project ID|Project ID|Project ID|EA Category|EA Category|Team Leader(s)|Team Leader(s)|\n|P144637|P144637|P144637|B - Partial Assessment|B - Partial Assessment|Amadou Nchare|Amadou Nchare|\n|Lending Instrument|Lending Instrument|Lending Instrument|Fragile and/or Capacity Constraints [ ]|Fragile and/or Capacity Constraints [ ]|Fragile and/or Capacity Constraints [ ]|Fragile and/or Capacity Constraints [ ]|\n|Investment Project Financing|Investment Project Financing|Investment Project Financing|Financial Intermediaries [ ]|Financial Intermediaries [ ]|Financial Intermediaries [ ]|Financial Intermediaries [ ]|\n||||Series of Projects [ X ]|Series of Projects [ X ]|Series of Projects [ X ]|Series of Projects [ X ]|\n|Project Implementation Start Date|Project Implementation Start Date|Project Implementation Start Date|Project Implementation End Date|Project Implementation End Date|Project Implementation End Date|Project Implementation End Date|\n|29-Sept-2015|29-Sept-2015|29-Sept-2015|30-Aug-2019|30-Aug-2019|30-Aug-2019|30-Aug-2019|\n|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|Expected Effectiveness Date
Expected Closing Date|\n|16-Nov-2015
30-Nov-2019|16-Nov-2015
30-Nov-2019|16-Nov-2015
30-Nov-2019|16-Nov-2015
30-Nov-2019|16-Nov-2015
30-Nov-2019|16-Nov-2015
30-Nov-2019|16-Nov-2015
30-Nov-2019|\n|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|Joint IFC
|\n|No
|No
|No
|No
|No
|No
|No
|\n|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|Practice
Manager/Manager
Senior Global Practice
Director
Country Director
Regional Vice President|\n|Jan Weetjens
Ede Jorge Ijjasz-Vasquez
Elisabeth Huybens
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez
Elisabeth Huybens
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez
Elisabeth Huybens
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez
Elisabeth Huybens
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez
Elisabeth Huybens
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez
Elisabeth Huybens
Makhtar Diop|Jan Weetjens
Ede Jorge Ijjasz-Vasquez
Elisabeth Huybens
Makhtar Diop|\n|.
Borrower: REPUBLIC OF CAMEROON|.
Borrower: REPUBLIC OF CAMEROON|.
Borrower: REPUBLIC OF CAMEROON|.
Borrower: REPUBLIC OF CAMEROON|.
Borrower: REPUBLIC OF CAMEROON|.
Borrower: REPUBLIC OF CAMEROON|.
Borrower: REPUBLIC OF CAMEROON|\n|Responsible Agency: PNDP|Responsible Agency: PNDP|Responsible Agency: PNDP|Responsible Agency: PNDP|Responsible Agency: PNDP|Responsible Agency: PNDP|Responsible Agency: PNDP|\n|Contact:
Ministry of Economy, Planning
and Regional Development
Title:
Minister of Economy, Planning and
Regional Development|Contact:
Ministry of Economy, Planning
and Regional Development
Title:
Minister of Economy, Planning and
Regional Development|Contact:
Ministry of Economy, Planning
and Regional Development
Title:
Minister of Economy, Planning and
Regional Development|Contact:
Ministry of Economy, Planning
and Regional Development
Title:
Minister of Economy, Planning and
Regional Development|Contact:
Ministry of Economy, Planning
and Regional Development
Title:
Minister of Economy, Planning and
Regional Development|Contact:
Ministry of Economy, Planning
and Regional Development
Title:
Minister of Economy, Planning and
Regional Development|Contact:
Ministry of Economy, Planning
and Regional Development
Title:
Minister of Economy, Planning and
Regional Development|\n|Telephone No.: 694899091
Email: pndp@pndp.org|Telephone No.: 694899091
Email: pndp@pndp.org|Telephone No.: 694899091
Email: pndp@pndp.org|Telephone No.: 694899091
Email: pndp@pndp.org|Telephone No.: 694899091
Email: pndp@pndp.org|Telephone No.: 694899091
Email: pndp@pndp.org|Telephone No.: 694899091
Email: pndp@pndp.org|\n|.|.|.|.|.|.|.|\n|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|**Project Financing Data(in USD Million)**|\n|[ ]
Loan|[ ]
IDA Grant|[ ]
IDA Grant|[ ]
Guarantee|[ ]
Guarantee|[ ]
Guarantee|[ ]
Guarantee|\n|[ X ]
Credit|[ ]
Grant|[ ]
Grant|[ ]
Other|[ ]
Other|[ ]
Other|[ ]
Other|\n|Total Project Cost:|Total Project Cost:|133.00|133.00|Total Bank Financing:|Total Bank Financing:|70.00|\n|Financing Gap:|Financing Gap:|0.00|0.00||||\n|.|.|.|.|.|.|.|\n\n\nvi\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 6
+ ]
+ }
+ },
+ {
+ "input_text": "|Financing Source|Col2|Col3|Col4|Col5|Amount|Col7|Col8|Col9|Col10|Col11|Col12|Col13|Col14|Col15|\n|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|\n|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|BORROWER/RECIPIENT|56.00|56.00|56.00|56.00|56.00|56.00|56.00|56.00|56.00|56.00|\n|International Development Association (IDA)|International Development Association (IDA)|International Development Association (IDA)|International Development Association (IDA)|International Development Association (IDA)|70.00|70.00|70.00|70.00|70.00|70.00|70.00|70.00|70.00|70.00|\n|LOCAL BENEFICIARIES|LOCAL BENEFICIARIES|LOCAL BENEFICIARIES|LOCAL BENEFICIARIES|LOCAL BENEFICIARIES|7.00|7.00|7.00|7.00|7.00|7.00|7.00|7.00|7.00|7.00|\n|Total
|Total
|Total
|Total
|Total
|133.00|133.00|133.00|133.00|133.00|133.00|133.00|133.00|133.00|133.00|\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)**|\n|Fiscal
Year|2016|2017|2018|2019|2019|2020|||||||||\n|Annual|7.00|21.00|35.00|7.00|7.00|0.00|||||||||\n|Cumulati
ve|7.00|28.00|63.00|70.00|70.00|70.00|||||||||\n|.|.|.|.|.|.|.|.|.|.|.|.|.|.|.|\n|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|**Institutional Data**|\n|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|**Practice Area (Lead)**|\n|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|Social, Urban, Rural and Resilience Global Practice|\n|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|**Contributing Practice Areas**|\n||||||||||||||||\n|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|**Cross Cutting Topics**|\n|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|[ ]
Climate Change|\n|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|[ ]
Fragile, Conflict & Violence|\n|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|[ X ]
Gender|\n|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|[ X ]
Jobs|\n|[ ]
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**|\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)|\n|Major Sector|Major Sector|Major Sector|Major Sector|Sector|Sector|Sector|Sector|%|%|Adaptation
Co-benefits %|Adaptation
Co-benefits %|Adaptation
Co-benefits %|Mitigation
Co-benefits %|Mitigation
Co-benefits %|\n|Agriculture, fishing, and forestry|Agriculture, fishing, and forestry|Agriculture, fishing, and forestry|Agriculture, fishing, and forestry|General agriculture,
fishing and forestry
sector|General agriculture,
fishing and forestry
sector|General agriculture,
fishing and forestry
sector|General agriculture,
fishing and forestry
sector|35|35||||||\n|Education|Education|Education|Education|General education sector|General education sector|General education sector|General education sector|20|20||||||\n|Health and other social services|Health and other social services|Health and other social services|Health and other social services|Health|Health|Health|Health|20|20||||||\n|Water, sanitation and flood protection|Water, sanitation and flood protection|Water, sanitation and flood protection|Water, sanitation and flood protection|Water supply|Water supply|Water supply|Water supply|20|20||||||\n|Health and other social services|Health and other social services|Health and other social services|Health and other social services|Other social services|Other social services|Other social services|Other social services|5|5||||||\n|Total|Total|Total|Total|Total|Total|Total|Total|100|100|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.|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|
.|
.|
.|
.|
.|
.|
.|
.|
.|
.|
.|
.|
.|
.|
.|\n\n\nvii\n\n\n",
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+ {
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+ "text": "Adaptation and Mitigation Climate Change Co-benefits information",
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+ {
+ "dataset_name": {
+ "text": "Adaptation and Mitigation Climate Change Co-benefits information",
+ "confidence": 0.9995319843292236,
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+ "text": "Adaptation and Mitigation Climate Change Co-benefits information",
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+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 7
+ ]
+ }
+ },
+ {
+ "input_text": "|Themes|Col2|Col3|Col4|Col5|Col6|\n|---|---|---|---|---|---|\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)|\n|Major theme|Theme|Theme|Theme|Theme|%|\n|Rural development|Rural services and infrastructure|Rural services and infrastructure|Rural services and infrastructure|Rural services and infrastructure|35|\n|Social dev/gender/inclusion|Participation and civic engagement|Participation and civic engagement|Participation and civic engagement|Participation and civic engagement|20|\n|Urban development|Municipal governance and institution
building|Municipal governance and institution
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building|Municipal governance and institution
building|20|\n|Public sector governance|Decentralization|Decentralization|Decentralization|Decentralization|20|\n|Social dev/gender/inclusion|Indigenous peoples|Indigenous peoples|Indigenous peoples|Indigenous peoples|5|\n|Total
100
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100
|Total
100
|Total
100
|Total
100
|Total
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)**|\n|The development objective of phase 3 (PNDP III) is to strengthen local public finance management and
participatory development processes in communes for the delivery of quality and sustainable social and
economic infrastructure.
.|The development objective of phase 3 (PNDP III) is to strengthen local public finance management and
participatory development processes in communes for the delivery of quality and sustainable social and
economic infrastructure.
.|The development objective of phase 3 (PNDP III) is to strengthen local public finance management and
participatory development processes in communes for the delivery of quality and sustainable social and
economic infrastructure.
.|The development objective of phase 3 (PNDP III) is to strengthen local public finance management and
participatory development processes in communes for the delivery of quality and sustainable social and
economic infrastructure.
.|The development objective of phase 3 (PNDP III) is to strengthen local public finance management and
participatory development processes in communes for the delivery of quality and sustainable social and
economic infrastructure.
.|The development objective of phase 3 (PNDP III) is to strengthen local public finance management and
participatory development processes in communes for the delivery of quality and sustainable social and
economic infrastructure.
.|\n|
**Components**|
**Components**|
**Components**|
**Components**|
**Components**|
**Components**|\n|**Component Name**|**Component Name**|**Cost (USD Millions)**|**Cost (USD Millions)**|**Cost (USD Millions)**|**Cost (USD Millions)**|\n|Component A: Local development support|Component A: Local development support|46.77|46.77|46.77|46.77|\n|Component B: Support to the decentralization process|Component B: Support to the decentralization process|14.02|14.02|14.02|14.02|\n|Component C: Coordination, management, monitoring and
evaluation and communication
9.21
|Component C: Coordination, management, monitoring and
evaluation and communication
9.21
|Component C: Coordination, management, monitoring and
evaluation and communication
9.21
|Component C: Coordination, management, monitoring and
evaluation and communication
9.21
|Component C: Coordination, management, monitoring and
evaluation and communication
9.21
|Component C: Coordination, management, monitoring and
evaluation and communication
9.21
|\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)**|\n|**Risk Category**|**Risk Category**|**Risk Category**|**Rating**|**Rating**|**Rating**|\n|1. Political and Governance|1. Political and Governance|1. Political and Governance|Substantial|Substantial|Substantial|\n|2. Macroeconomic|2. Macroeconomic|2. Macroeconomic|Moderate|Moderate|Moderate|\n|3. Sector Strategies and Policies|3. Sector Strategies and Policies|3. Sector Strategies and Policies|Moderate|Moderate|Moderate|\n|4. Technical Design of Project or Program|4. Technical Design of Project or Program|4. Technical Design of Project or Program|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|High|High|High|\n|6. Fiduciary|6. Fiduciary|6. Fiduciary|Substantial|Substantial|Substantial|\n|7. Environment and Social|7. Environment and Social|7. Environment and Social|Moderate|Moderate|Moderate|\n|8. Stakeholders|8. Stakeholders|8. Stakeholders|Moderate|Moderate|Moderate|\n|9. Other-Violence related risk|9. Other-Violence related risk|9. Other-Violence related risk|Substantial|Substantial|Substantial|\n|**OVERALL**
Substantial
|**OVERALL**
Substantial
|**OVERALL**
Substantial
|**OVERALL**
Substantial
|**OVERALL**
Substantial
|**OVERALL**
Substantial
|\n|.
**Compliance**|.
**Compliance**|.
**Compliance**|.
**Compliance**|.
**Compliance**|.
**Compliance**|\n|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|**Policy**|\n|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Does the project depart from the CAS in content or in other significant
respects?|Yes [ ]
No [X ]|Yes [ ]
No [X ]|\n|.|.|.|.|.|.|\n\n\nviii\n\n\n\n\n",
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+ "is_used": "False",
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+ {
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+ "text": "Local development support",
+ "confidence": 0.5593326091766357,
+ "start": 797,
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+ "geography": {
+ "text": "communes",
+ "confidence": 0.5535892844200134,
+ "start": 616,
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+ {
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+ "text": "Component C",
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+ {
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+ "confidence": 0.789866030216217,
+ "start": 1017,
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+ "document": {
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+ "pages": [
+ 8
+ ]
+ }
+ },
+ {
+ "input_text": "|Does the project require any waivers of Bank policies?|Col2|Col3|Col4|Col5|Col6|Yes [ ] No [ X ]|Col8|Col9|\n|---|---|---|---|---|---|---|---|---|\n|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Have these been approved by Bank management?|Yes [ ]
No [ ]|Yes [ ]
No [ ]|Yes [ ]
No [ ]|\n|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Is approval for any policy waiver sought from the Board?|Yes [ ]
No [ ]|Yes [ ]
No [ ]|Yes [ ]
No [ ]|\n|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Does the project meet the Regional criteria for readiness for implementation?|Yes [ X ]
No [ ]|Yes [ X ]
No [ ]|Yes [ X ]
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with qualifications, experience and terms of reference acceptable to the Association
.|The Recipient has recruited an independent external auditor no later than 4 months after effectiveness,
with qualifications, experience and terms of reference acceptable to the Association
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with qualifications, experience and terms of reference acceptable to the Association
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with qualifications, experience and terms of reference acceptable to the Association
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with qualifications, experience and terms of reference acceptable to the Association
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with qualifications, experience and terms of reference acceptable to the Association
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with qualifications, experience and terms of reference acceptable to the Association
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with qualifications, experience and terms of reference acceptable to the Association
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**Conditions**|
**Conditions**|
**Conditions**|
**Conditions**|
**Conditions**|
**Conditions**|
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ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
ineligible expenditures, in accordance with Section V.B of Schedule 2 to the Financing Agreement.|The Recipient has fully reimbursed to the Association, the proceeds of the PNDP II financing applied to
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+ "input_text": "|Description of Condition|Col2|Col3|Col4|Col5|Col6|\n|---|---|---|---|---|---|\n|The Recipient has updated the Project Implementation Manual in form and substance satisfactory to the
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Development
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**Division**|**First**
**Administrative**
**Division**|**Location**|**Location**|**Location**|**Planned**|**Actual**|**Comments**|**Comments**|\n|Cameroon|South-West Region|South-West Region|South-West Region|South-West Region|South-West Region|**X**||||\n|Cameroon|South Region|South Region|South Region|South Region|South Region|**X**||||\n|Cameroon|West|West|West Region|West Region|West Region|**X**||||\n|Cameroon|North-West Region|North-West Region|North-West Region|North-West Region|North-West Region|**X**||||\n|Cameroon|North Region|North Region|North Region|North Region|North Region|**X**||||\n|Cameroon|Littoral|Littoral|Littoral Region|Littoral Region|Littoral Region|**X**||||\n|Cameroon|Far North|Far North|Far North Region|Far North Region|Far North Region|**X**||||\n|Cameroon|East|East|East Region|East Region|East Region|**X**||||\n|Cameroon|Centre|Centre|Centre Region|Centre Region|Centre Region|**X**||||\n|Cameroon|Adamaoua|Adamaoua|Adamaoua Region|Adamaoua Region|Adamaoua Region|**X**||||\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
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|Consultants Required
Consulting services to be determined|\n\n\nxi\n\n\n",
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+ "input_text": "I. **STRATEGIC CONTEXT**\n\n\n**A.** **Country Context**\n\n\n1. Cameroon is a lower middle income country with persistently high poverty levels\nand low social and human indicators. Cameroon is geographically and culturally diverse,\nwith over 250 different ethnic groups and endowed with significant natural resources,\nincluding oil, timber and agricultural products including coffee, cotton, and cocoa. Despite\nthese resources, Cameroon’s economic growth is lagging behind its potential and has not,\nin recent years, had a significant impact on poverty. Poor infrastructure, an unfavorable\nbusiness environment, and weak governance all hamper economic activities and impede\ngrowth.\n\n2. The level of poverty in Cameroon has stayed at about 40 percent since 2001 and\nthere are significant regional disparities. In the Far North and East regions, the incidence of\nchronic poverty is 67 and 52.6 percent respectively, compared to between 0 and 10 percent\nin urban areas. Fifty-five percent of rural households are poor, compared to 12 percent of\nurban households. The North and East also lag significantly behind the rest of the country\nin terms of access to health, water and sanitation, education services and economic\ninfrastructure. These areas have also been affected by an influx of refugees from\nneighboring countries, putting a further strain on resources. In spite of some progress,\nCameroon is not likely to meet any of the Millennium Development Goals.\n\n\n**B.** **Sectoral and Institutional Context**\n3. The Government of Cameroon (GOC) is addressing rural poverty and local\ndevelopment primarily through decentralized provision of social services and\ninfrastructure. Decentralization is focused on improving local service delivery and\naccountability, generating more equitable distribution of resources leading to a reduction\nin regional tension, facilitating a more efficient use of natural resources, and promoting\nmore effective provision of services for the most vulnerable and marginalized groups\n( _Cameroon Growth and Employment Strategy Paper_, _2010-2035_ ).\n\n4. In 2004, the GOC, in collaboration with the World Bank and other development\npartners, launched the _**Community Development Program**_ ( _Programme National de_\n_Développement Participatif,_ PNDP). The objective is to reduce poverty and promote\nsustainable rural development by strengthening local governance and empowering\ncommunities in rural areas, including marginalized groups. The program seeks to\nmainstream participatory approaches into the decentralization agenda and since its\nlaunch, there has been an impressive involvement of the rural population in the\nidentification and implementation of solutions for local development.\n\n5. The Bank’s first contribution to this program was a US$20.0 million IDA Credit\nfor the _**Community Development Program Support Project—Phase I**_ (PNDP I, 200409), designed as an Adaptable Program Loan (now Series of Projects, SOP) with three\nfour-year phases. PNDP I covered communes in five out of the ten regions, reaching 155\ncommunes. The first phase created a new environment for local development planning,\nfinancing and management, strengthened the capacity of communities and local\n\n\n1\n\n\n",
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+ "text": "PNDP I",
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+ "start": 508,
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+ "text": "rural population",
+ "confidence": 0.7593165040016174,
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ {
+ "input_text": "governments to plan and manage their own development, improved the legal and\nregulatory framework for decentralized rural development, and increased access to basic\nsocial services in rural areas (340 subprojects). The PNDP supported community-based\napproaches to prepare _**Communal Development Plans**_ (CDPs) as a tool for identifying\npriority investments and establishing a shared vision for local development. The success\nof the PNDP I led to high demand from all regions for a second phase of the program.\n\n6. The _**Community Development Program Support Project Phase II**_ (PNDP II,\n2009-2013, US$40.0 million IDA) improved access to basic social services, continued\nlocal capacity building efforts and established a mechanism for decentralized funding\nthrough the allocation of funds to municipalities to finance their development activities.\nAt closing, 329 rural communities had developed participatory CDPs as the main tool\nfor public investment planning at the local level. In recognition of this achievement, in\n2012 the President of the Republic included CDPs among the main instruments that\nshould guide the preparation of the national public investment budget (PIB) for fiscal\nyears 2013 and 2014. The project created many temporary and permanent jobs in rural\nareas by using local service providers (LSP) and local contractors in the construction of\nsmall-scale socioeconomic infrastructure. The overall outcome was rated ‘Satisfactory’\nin the 2014 Implementation Completion and Results Report (ICR). An impact\nassessment shows significant results for rural poor related to access to water, classrooms,\nhealth care centers and roads (see Annex 8). About 93 percent of beneficiaries are\nsatisfied with PNDP services. A technical and financial audit revealed the project was\ncost effective.\n\n7. **Decentralization.** Since 2010, Cameroon has deepened the decentralization\nprocess. Cameroon is a unitary state. Decentralization, including partial devolution to\nlocally elected councils ( _communes_ ) and local councils’ representation to the National\nAssembly through regional assemblies, is provided for in a 1996 revision of the\nConstitution. While the Decentralization law was passed in 2004, it was not until the\nadoption of a 2009 law on local councils’ financial management that transfers of\ncompetencies and resources started. The public finance management capacity of local\ncouncils has increased as local treasurers ( _receveur municipal_ ) were recruited and trained\nwith PNDP support. The overall budget allocated to local councils increased from US$8\nto US$16 million from 2010 to 2015. Local councils also benefit from the per-capita\nequalization transfers (CAC) through Special Funds for Council Management\n(FEICOM), local taxes and decentralized Public Investment Budget (see Figure 1).\n\n8. While the ruling party, Cameroon People Democratic Movement (RDPC)\ndominates 85 percent of the local councils (ruling 305 out of 360 communes), more than\n70 percent of local council members were renewed between the 2007 and 2013 elections.\nIn the 2013 election, voter turn-out was officially reported at 75 percent. Over the last\neight years, citizens were actively involved—through PNDP—in the development of\nCDPs in 329 local councils. Furthermore, the Local PIB Monitoring Committee ( _Comité_\n_Local de Suivi du BIP – CLS_ ) has, since 2006, provided a space for civil society and\ncitizens to be directly involved in quarterly monitoring of PIB execution at the district,\nregional and national levels. However, citizens still have limited access to the CLSs,\ncreating a lack of trust in local council members in comparison to other elected and\ngovernment bodies (Afrobarometer 2014).\n\n2\n\n\n",
+ "datasets": [],
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+ "input_text": "9. Challenges remain related to the devolution of competences to local councils and\npublic financial management. Cameroon lacks a Decentralization Strategy for the 2004\nlaw. So far, 18 ministries have transferred investment budget execution to local councils\n(on average 14 percent of their respective investment budget in 2015, see Table 6 in\nAnnex 8). [1] Local preferences, expressed through the local councils’ Local Development\nPlans or annual provisional budget, tend not to be taken into account at the central level\nfor the decentralized PIB. As a result, local councils are little more than the\nimplementation branch of the central Government’s investment budget. In addition, the\n2011/2012 Procurement reform, which centralized processes in the new Ministry of\nPublic Procurement (MINMAP), significantly affected the capacity of local councils to\ndeliver until the contract threshold requiring MINMAP involvement was increased to\nFCFA 100 million in 2013. Overall, local council decision-making and investment is\nmostly limited to equalization transfers (CAC) because: (i) PIB decision-making is\ncentralized, (ii) appropriation of the investment part of the overall decentralization\nallocation is uncertain, and (iii) local tax compliance is very low.\n\n\n10. _**PNDP Phase III**_ . In August 2013, the GOC requested IDA funding for the third\nphase of the PNDP program, in support of the long-term program objective. The\nachievements of the first two phases will be consolidated and extended nationwide, with\ngreater attention to sustainability and governance issues. PNDP III will emphasize\nownership of the entire process by beneficiary communes, from planning to\nimplementation and operation and maintenance of the facilities. Special efforts will be\nmade to develop management committees and maintenance funds that will ensure\ngreater sustainability and operation of infrastructure. Governance also remains an\nimportant challenge for the promotion of local development. The transfer of\nresponsibilities and resources to municipality level is not yet achieved. The project will\nsupport capacity-building activities to develop and strengthen institutional and financial\nmechanisms that will support long-term local development, including strengthened\n\n\n1 The larger budgets transferred to local councils were the Min. of Basic Education and Min. of Public Works with\nrespectively XAF 9.3 billion (i.e. 40% of its PIB) and XAF 8.6 billion (i.e. 3.4% of its PIB).\n\n\n3\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ "input_text": "citizen engagement and social and environmental screening processes, and communicate\nthe results to encourage the adoption of good practices. This third phase is built on the\nsuccess and lessons learned from the implementation of Phases I and II and the\nGovernment has already initiated discussions to transform the PNDP into a National\nParticipatory Development Agency to ensure its sustainability.\n\n**C.** **Higher Level Objectives to which the Project Contributes**\n\n\n11. The PNDP III is well aligned with the Strategic Theme Two (Improving Service\nDelivery) of the Country Assistance Strategy for 2010-2014 and with the Banks Twin Goals of\nreducing extreme poverty and promoting shared prosperity. More in particular, the proposed\nproject would contribute to (i) increasing access to basic services (education, health, water and\nsanitation) and basic infrastructure, (ii) strengthening the legal framework for decentralization,\nand iii) improving capacities of local entities (communes and communities) to manage their\nlocal development in a sustainable manner. A new Country Partnership Framework is under\npreparation and the proposed project will fall squarely within its purview.\n\n12. The PNDP III also supports the following policies: (a) the Cameroon Growth and\nEmployment Strategy Paper (2010-2035) that prioritizes the development of basic socioeconomic infrastructure in a sustainable environment; (b) the Rural Development Strategy\n(2005) that seeks to ensure the security and food self-sufficiency of households and the nation,\nincrease the income of rural producers and improve the living conditions of rural populations;\nand (c) the decentralization policies (1996 law and recent decrees) that seek to formalize and\nstrengthen the regional and communal structure and improve their ability to take responsibility\nfor local development.\n\n\n13. The project will likely contribute to the Bank’s twin goals of ending extreme poverty\nand promoting shared prosperity by contributing to improvement of basic social services and\ninfrastructure. The program has already contributed to social inclusion in some of the poorest\nand most vulnerable communes. The provision of basic social services is very important in the\nfight against poverty and in the promotion of human development. The new services and\ninfrastructure are intended to provide favorable conditions for the diversification of economic\nactivities through the development of agricultural and non-farm activities. These rural services\nwill strengthen the capacity of the poor to seek employment and income opportunities created\nby the expansion of economic activities and therefore contribute to rural livelihood\ndiversification.\n\n\n**II.** **PROJECT DEVELOPMENT OBJECTIVES**\n\n\n**A.** **PDO**\n\n\n14. The development objective of phase 3 (PNDP III) is to strengthen local public finance\nmanagement and participatory development processes in communes for the delivery of quality and\nsustainable social and economic infrastructure.\n\n\n4\n\n\n",
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+ "input_text": "**B.** **Project Beneficiaries**\n\n15. The direct beneficiaries will be the residents of the 329 communes that already have CDPs,\nplus 31 additional communes. At the end of this phase, the program will have achieved 100 percent\ncoverage of all 360 communes, potentially benefitting over one million people (50 percent\nwomen). Similar to the previous phases, Phase III will target vulnerable groups, including women\nand ethnic minorities. Other beneficiaries include local service providers, NGOs, decentralized\nministries, private contractors, civil society, communal staff, municipal councilors and other\nelected officials.\n\n**C.** **PDO Level Results Indicators**\n\n16. The PDO-level indicators include indicators that have been measured throughout the SOP\nand the Bank’s Core Sector Indicators: (a) share of decentralized Public Investment Budget\nprojects derived from Local Development Plans (percentage); (b) share of local councils whose\nfinancial accounts are submitted to the Audit Bench ( _Chambre des Comptes_ ) (percentage); (c)\nSubprojects or investments for which arrangements for community engagement in post-project\nsustainability and/or operations and maintenance are established (percentage); (d) Beneficiaries\nthat feel project investments reflected their needs (percentage); (e) Eligible new communes (31)\nthat have prepared CDPs of a quality acceptable to the association; (f) Direct project beneficiaries\n(number), of which female (percentage)\n\n**III. PROJECT DESCRIPTION**\n\n\n**A.** **Project Components**\n\n\n17. **Component A: Local Development Support (US$87.83 million equivalent of which:**\n**US$46.77 million IDA; US$34.06 million government, US$7 million beneficiaries).** To ensure\nequity, the project authorities will allocate funds to communes annually, using criteria agreed upon\nbeforehand and only investments not supported by other projects and programs will be eligible for\nproject financing (see Annex 2).\n\n18. **Sub-component A.1: Local Development Investments for Communes (US$47.37**\n**million equivalent of which: US$16.77 million IDA; US$23.61 million Government, US$7**\n**million Beneficiaries).** This sub-component will support the implementation of a program of\nactivities to support local development through:\n\n_**(a)**_ _**Provision of CDP-Subproject Grants**_ _**to participating communes**_ in six regions (Center,\nSouth, West, North-West, South-West, Littoral) to finance: (i) social infrastructure\nsubprojects in health, education, water and sanitation; and (ii) economic infrastructure\nsubprojects including the construction or rehabilitation of rural markets, community\nstorage facilities, rural roads, small bridges, culverts, and small irrigation schemes, all as\nidentified in the respective CDP and Annual Investment Plan (AIP). Funds would be\ntransferred to participating communes to finance priority investments identified in their\nCDPs. Communes will be fully responsible for the selection and implementation of\nsubprojects in a participatory manner, with technical assistance from the PNDP to ensure\ncitizens’ participation (cf. sub-component 2.2). The mechanism of transfer of funds into\nthe accounts of communes will be detailed in the Project Implementation Manual (PIM).\n\n5\n\n\n",
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+ "input_text": "_**(b)**_ _**Provision of CDP Preparation Grants for the preparation of CDPs and CDP-related**_\n_**activities by additional communes**_ (31 additional communes of Cameroon).\nMultidisciplinary teams consisting of representatives of the decentralized units of technical\nministries or LSPs will assist communes to prepare/update CDPs through a participatory\napproach. The decentralized services of sectoral ministries will also be closely involved in\nthe planning process to ensure that CDPs and subprojects comply with national standards\nand policies and that the quality of investment is adequate. Communes will also benefit\nfrom support to adapt the CDPs to the Program Budget in Cameroon. The municipal\ncouncil of every commune will be responsible for approving the CDP and its transmission\nto the divisional officer for administrative validation. Communes covered will also receive\nsupport to develop their Annual Investment Plans and to update their Medium Term\nExpenditure Framework (MTEF).\n\n19. **Sub-component A.2: Targeted Investments for the Poorest and Vulnerable Populations**\n**in the Adamaoua, North, Far North and Eastern regions (US$40.46 million** **equivalent of**\n**which: US$30 million IDA, US$10.46 million Government).**\n\n20. _**Poor and Vulnerable Investment Support Grants.**_ This sub-component will strengthen the\nlevel and quality of socio-economic infrastructure for poor and vulnerable populations in the\nAdamaoua, North, Far North and Eastern regions, which includes areas with refugees from the\nCentral African Republic and from Nigeria. These grants will finance: (i) social infrastructure\nincluding health, education, water and sanitation; and (ii) economic or productive investments such\nas the construction/rehabilitation of rural markets, communities’ storage facilities, rural roads,\nsmall bridges, culverts, and small scale irrigation schemes. Investments will be identified in\nconsultation with communities in the CDPs and appraised according to technical, financial, social,\neconomic, institutional, and environmental criteria set out in the PIM. Generally,\ncommunes/communities will be responsible for all phases of the subproject, including preparation\nof the proposal, contracting, implementation, and operation and maintenance. As needed, LSPs\nwill provide support.\n\n21. Activities related to the completion of feasibility studies and construction of socioeconomic infrastructure will likely create jobs for local people, especially young people and\nwomen as they will be used as local services providers and, even as agents for operational support\nto municipalities. If requested, local artisans will also benefit from capacity building that will\nprovide more opportunities to expand their business. Moreover, PNDP III will explore potential\nsynergies and complementarities with the forthcoming intervention under preparation (Labor\nIntensive Public Works Projects) by the French Development Agency which aims to create\nopportunities for work for unemployed youth in the Adamaoua, North and Far North regions of\nCameroon\n\n22. **Component B: Support to the Decentralization Process: (US$25.23 million equivalent of**\n**which: US$14.02 million IDA; US$11.21 million Government).** This component will seek\nto facilitate the sustainability of the PNDP's benefits and strengthen the capacity of institutions\nthat support the decentralization process.\n\n23. **Sub-component B.1: Institutional support to the decentralization process: (US$2.42**\n**million equivalent of which: US$1.34 million IDA; US$1.08 million Government).** This\n\n6\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
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+ }
+ },
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+ "input_text": "sub-component will provide institutional support to the GOC’s institutions responsible for the\ndesign and implementation of the decentralization process through: (a) provision of technical\nassistance and implementation of studies in support of MINATD in connection with the\ndrafting of implementing decrees under the Decentralization Laws and the finalization of the\nDecentralization Charter; (b) organization of workshops and dissemination of the\nDecentralization Laws and corresponding implementing decrees; (c) Provision of consultant\nservices and acquisition of small cartographic equipment required for the mapping of\ncommunes; (d) organization of study tours on decentralization and local development for the\ntechnical secretariat of the Inter-Ministerial Committee on Local Services, the National\nCouncil for Decentralization and the Mayors’ Association; and development and deployment\nby MINATD and MINFI of a financial management and accounting software for communes.\n\n24. **Sub-component B.2: Capacity Building** **(US$17.86 million equivalent of which:**\n**US$9.92 million IDA; US$7.94 million Government).** This sub-component will support\nimplementation of capacity building activities for communes and other local stakeholders as\nfollows:\n\n_**(a)**_ _**Strengthening the operational capacities of communes**_ . Capacity building activities are\ndetailed in Annex 2, but generally include: (a) promotion of nationwide competitions for\nlocal governments on best practices for enhancing good governance and transparency; (b)\nacquisition of computer equipment for communes that did not benefit in the second phase,\n(c) building capacity of the communal councils in monitoring environmental and social\nimpact of subprojects; (d) enhancing social accountability of communes and civil society\nand citizens' engagement, with regards to annual budget planning and execution –\nincluding subprojects and annual investment budget selection and execution monitoring,\n(e) updating and disseminating standard technical designs for constructing basic socioeconomic infrastructure; and (f) defining and supporting the communes in the\nimplementation of a sustainable mechanism for operations and maintenance (O&M) of\ninfrastructure with clear responsibilities and clear financing sources for O&M activities.\nFor activities related to local economic development, the PNDP III will continue to support\nthe initiative started under PNDP II which focuses on participatory development of land\nuse plans.\n\n_**(b)**_ _**Capacity building for local stakeholders**_ . This activity will strengthen and enhance the\ncapacity of local stakeholders that support the decentralization process namely: local\nelected officials (parliament, municipal councils), communal staff, and multidisciplinary\nteams of sectoral ministries, administrative authorities, technical service providers and\nlocal services providers. Workshops will be organized to inform all stakeholders about the\nobjectives and strategy of the project and to promote the participation and engagement of\ncivil society in planning, implementing, and monitoring local development actions. The\nproject will promote cooperation among the Project Coordination Units, the decentralized\noffices of the Ministry of Environment, Nature Conservation and Sustainable Development\n(MINEPDED), and other relevant sector ministries, and will assist in the organization of\nan environmental training program for members of municipal councils, divisional\nadministrative staff, parliamentarians and project staff. Finally, exchange visits will be\norganized for stakeholders of decentralization. A capacity building plan will be elaborated\nprior to the implementation of these activities.\n\n\n7\n\n\n",
+ "datasets": [],
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 18
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+ }
+ },
+ {
+ "input_text": "25. **Sub-component B.3: Local Public Financial Management System (US$4.96 million**\n**equivalent of which: US$2.76 million IDA; US$2.20 million Government).** This subcomponent will implement a program of activities to strengthen the public financial\nmanagement systems of the communes including:\n\n_**(a)**_ _**Scaling up of the implementation of local Integrated Financial Management**_\n_**Information System (IFMIS) (SIMBA) at communes (31) and remaining rural**_\n_**communes (276)**_ _._ During PNDP II, 53 out of 329 rural communes benefited from the\nsetting up of the information management system (SIMBA) which has improved the\nproduction of commune financial information. PNDP III will support capacity building and\ntechnical assistance activities to improve communes’ staff skills in the use of SIMBA with\nsupport from the Directorate of Treasury.\n\n_**(b)**_ _**Effective external scrutiny of local accounts:**_ The external scrutiny of local financial\naccounts is ensured by the Audit Bench of the Supreme Court of Cameroon “ _Chambre des_\n_comptes_ ”. The introduction of SIMBA at the local level will affect the role of the “ _Chambre_\n_des comptes._ ” The project will fill this gap by financing capacity building sessions for\nauditors at the “ _Chambre des comptes_ ” to gain the required skills to understand SIMBA\nand to audit the communes’ accounts. The project will also finance workshops to be\norganized by the “ _Chambre des comptes_ ” for local public accountants and mayors to\nincrease awareness.\n\n_**(c)**_ _**Transparency**_ . Cameroon legislation provides for access to information regarding the local\ncouncils’ budget. However, this right to information is not always known and budget\nliteracy can be low. The project will harness the lessons learned from the Budget\nTransparency Initiative, which developed a ‘citizen budget’ template simplifying budget\ninformation, and produce those simplified budget easily through SIMBA. Dissemination\nof the budget through: (i) local council members; (ii) public dashboard; and (iii) local\nmedia communication means will be conditionalities for the last transfer to subprojects.\n\n26. **Component C: Project Coordination, Management, Monitoring and Evaluation and**\n**Communication (US$19.94 million equivalent of which: US$9.22 million IDA; US$10.72**\n**million Government).** This component will finance project coordination, administrative,\ntechnical, and financial management of the project, monitoring and evaluation (M&E) and\ncommunication and dissemination activities. Based on the experiences of Phases I and II, an\neffective grievance redress mechanism (GRM) has been prepared.\n\n\n**B.** **Project Financing**\n\n\n27. The PNDP III will be financed as an IDA credit, continuing the SOP instrument that\nfinanced the first two phases of the program. This arrangement will ensure that the Bank’s initial\nlong-term commitment remains in place, with continuity in institutional and implementation\narrangements and the flexibility to adjust technical details as needed to address evolving local\ndevelopment and decentralization processes. The total cost of the PNDP III is estimated to be\nUS$133.00 million. The proposed Bank financing is US$70.00 million, whereas the Borrower will\ncontribute US$56.00 million and the beneficiaries will contribute up to US$7.00 million. In\n\n\n8\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "addition, the project will benefit from a parallel financing from the French Development Agency,\nwhich will be mainly directed towards agricultural activities identified in the CDPs.\n\n**Project Cost and Financing**\n\n**Table 1: Project Cost and Financing (US$ million)**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Project Components|Project
cost|Financing|Col4|Col5|Percentage
Financing
(IDA)|\n|---|---|---|---|---|---|\n|**Project Components**|**Project**
**cost**|**IDA**|**Government**
**contribution**|**Beneficiaries**
**contribution**|**Beneficiaries**
**contribution**|\n|A. Local development support
B. Support to the decentralization
process
C. Coordination, management,
monitoring and evaluation and
communication
Total Project Costs
Front-End Fees
Total Financing Required
|87.83
25.23
19.94
133
-
133
|46.77
14.02
9.22
70
-
70|34.06
11.21
10.72
56
-
56
|7
0
0
7
-
7
|53.25%
55.56%
46.23%
52.63%
|\n\n\n\n**C.** **Series of Project Objectives and Phases**\n\n28. The objective of the overall Community Development Program (PNDP), a 12-year\nprogram with three four-year phases, is to reduce poverty and to promote sustainable rural\ndevelopment in Cameroon by strengthening local governance and empowering communities in\nrural areas, including marginalized groups. Phase 1 (PNDP I) (2004-2009) successfully defined\nthe approach and methods, supported implementation in five of the ten regions, and 151 CDPs\nwere prepared. The project funded studies that led to laws and regulations and the development of\nseveral planning tools for regional and communal planning. During PNDP II (2010-2013), the\nlocal development responsibilities were gradually transferred from project entities to communes\nwhere community investment decisions were made based on priorities identified in the CDP. This\nphase covered all 10 regions, except for 31 communes. The program supported the recruitment of\n262 financial agents responsible for tracking fiscal assets and 259 development agents responsible\nfor M&E of communes. These agents are still operational and their contribution to the\nimprovement of communal management is already noticeable and appreciated by 91 percent of\nmayors. Furthermore, 178 new communal development plans (CDPs) were prepared, bringing the\ntotal to 329. These CDPs have revealed significant needs in basic social services (health, education,\nwater and sanitation), productive infrastructure and capacity building.\n\n29. The program has made significant progress on the four SOP triggers agreed between the\nGOC and the Bank to move to the third phase. In fact, three indicators out of the four triggers have\nbeen met, including: (i) draft laws and decrees on decentralization prepared during the first phase\nof the project will have been adopted and promulgated to pave the way for the improved\nintergovernmental fiscal transfer; (ii) at least 90 percent of communes supported by the project\n(292) will have reflected priority investments in the communal development plans and budgets;\nand (iii) at least 80 percent (260) of the beneficiary's communes will be satisfied with service\ndelivery. Regarding the trigger on the preparation and approval by the Government of the Charter\non Decentralization, the draft Charter was prepared and is awaiting government approval. Annex\n\n\n9\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 20
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+ }
+ },
+ {
+ "input_text": "8 provides detailed information on the performance of the previous two phases of the program,\nlessons learned and decentralization in Cameroon.\n\n**D.** **Lessons Learned and Reflected in the Project Design**\n\n\n30. PNDP III draws on the lessons learned from previous phases, ICRs, independent impact\nassessments and the beneficiary survey for the PNDP II. The design also includes lessons learned\nfrom similar operations in other countries, in particular in Burkina Faso and Niger, and worldwide.\nSee Annex 8 for detailed lessons learned.\n\n31. **Local governance and transparency** . PNDP III will develop tools, mechanisms and\ntraining to stimulate good governance, particularly in procurement and fiduciary processes. The\nsubstantial risk of corruption at the subproject level should be mitigated by the GRM, the citizen\nscorecard mechanism, participatory monitoring, and periodic detailed technical and financial\naudits. The pilot citizen satisfaction mechanism implemented in 10 communes in PNDP II will be\nextended to other communes during PNDP III.\n\n32. **Support for local development.** The CDPs should serve as important tools in budget and\nprioritization processes, but current community-level plans do not take into account the constraints\nand opportunities of the external environment. At this stage of the decentralization process, the\npreparation of CDPs should therefore be refocused, reinforcing the bottom-up approach—from\ncommunities (villages or village clusters) to the communes—to be consistent with the\ndecentralization law.\n\nIV. **IMPLEMENTATION**\n\n\n**A.** **Institutional and Implementation Arrangements**\n\n33. **Project oversight and supervision** _._ The Ministry of Economy, Planning, and Regional\nDevelopment (MINEPAT) will be responsible for overall project oversight. Implementation\narrangements are essentially the same as for PNDP II and in compliance with the decentralization\nframework (see Annex 3). The Project’s National Steering Committee (PNSC), with a broad\nrepresentation of stakeholders, will be responsible for approving the annual work plans and\nbudgets, as well as examining annual internal auditor reports and financial audit reports, and\nguiding the overall project implementation. The PNSC would meet twice a year.\n\n34. **Project Coordination and Management** _**.**_ The coordination and management of the\nproject is organized at two levels: The National Coordination Unit (NCU) prepares work and\nbudget plans and monitors and evaluates project activities while the Regional Coordination Units\n(RCU) prepare work and budget plans, monitor and evaluate the activities and manage the project\nin their regions (Pursuant to Order No. 22/CAB/PM of 7 October 2009). However, as the\ncommunes take on an increasingly pivotal role in program implementation, the operational\nframework of the project will adjust to meet requirements.\n\n35. **Planning and implementation at the commune level** _**.**_ Communes will have the principal\nresponsibility for preparing local development plans, preparing grant applications, and\nimplementing and monitoring subprojects. To ensure sustainability, Municipal Councils Expanded\nto Sector (COMES) will continue their missions of deliberation and approval of CDP at the\n\n10\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 21
+ ]
+ }
+ },
+ {
+ "input_text": "municipal level. Moreover, in addition to participating in deliberations, representatives of\ndecentralized services of sectoral ministries related to project operations will participate more\nactively in the CDP preparation process to ensure that subprojects comply with sectoral guidelines.\nPNDP III will continue to help recruit technical support staff for financial and development\nplanning duties in communes, and provide them with office equipment.\n\n36. **Technical assistance to communes** _**.**_ Under PNDP III, communes will receive technical\nassistance for planning from Technical Service Provider (TSP) (NGOs, consulting firms) and\nmultidisciplinary teams of the decentralized services of technical ministries. Private-sector TSP\nwill help communes identify subprojects, prepare detailed project proposals, and prepare funding\napplications. The **Project Implementation Manual** (PIM) details the organizational and technical\nprocedures that govern the project, including financial management, procurement, and the\nGrievance Redress Mechanism (GRM). This manual will be based on the PNDP II’s PIM and\nupdated to reflect lessons learned during implementation of PNDP II. The GRM will allow the\nNCU to address issues in a timely manner.\n\n\n**B.** **Results Monitoring and Evaluation**\n\n\n37. The M&E system of PNDP III is informed by the prior phases. The NCU will be\nresponsible for carrying out M&E activities and for meeting the agreed reporting requirements.\nThe M&E manual will provide details on the results framework, environmental monitoring\nindicators, social/gender-specific indicators, the methodology and tools for data collection, the\ninstitutional arrangements for M&E activities, and the mechanism for information dissemination.\nThe project management information system (MIS) set up during PNDP II will be adjusted to the\nneeds of the proposed project. See Annexes 1 and 3 for details.\n\n38. _**Evaluation**_ . Baseline data has been established based on studies and surveys conducted\nduring PNDP II. Two impact assessments using the difference-in-difference method (or other\nrelevant method) will be conducted during the implementation of the project: one at the mid-term\nreview, and another one at project completion. Impact studies will assess the impacts of the project\non poverty reduction in rural areas, with attention to the role of women. Moreover, a survey of\nbeneficiary satisfaction with services provided by the project will be conducted every two years.\n\n\n**C.** **Sustainability**\n\n\n39. The sustainability of the project will depend on: (a) Government commitment to effective\ndecentralization, which will require further devolution of competencies and resources to local\ngovernments; (b) strengthened capacity of local actors including communes, decentralized\ntechnical services and civil society to manage local development; (c) community engagement and\nownership of local development activities; (d) quality of local investments; and (e) integration of\nenvironmental sustainability into investments and planning.\n\n40. Moreover, the institutional sustainability of project investments in decentralization and\nsocioeconomic subprojects depends on how quickly the beneficiary communes can take\nresponsibility for operating the institutional and physical structures created with project financing.\nExperience from PNDP I and II has demonstrated that the regions and communes can plan and\nexecute subprojects once the key people have received appropriate training. This type of capacity\nbuilding and manpower assistance would continue in the third phase of the program.\n\n\n11\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "41. Financial sustainability will depend on the long-term availability of fiscal resources to\nfinance local development in Cameroon. In the beginning and probably for a fairly long period,\nthe government will need to provide funds to the communes to run their activities and operate the\nsocioeconomic infrastructure constructed. In addition, the donor community has shown great\ninterest in building on the experience gained on the first and second phases of the program,\nproviding resources for partially financing the initial administrative cost, and expanding the\nprogram to new communes and activities not covered hitherto. However, for long-run\nsustainability, people at the provincial and commune levels must understand their fiscal\nresponsibility for the viability and functioning of local governments. The project would support\nactivities that aim at lasting improvements in these respects, such as providing financial and audit\nstaff and improving local tax collection mechanisms.\n\n42. As indicated, for subprojects implemented at the local level to be sustainable, the project\nmust emphasize ownership of the entire process by beneficiary communes, from planning to\nimplementation and operation of the facilities, with their capacity enhanced to ensure adequate\nresources for maintaining and operating these infrastructures. Special efforts will be made during\nPNDP III to develop management committees and maintenance funds that would ensure greater\nsustainability and operation of infrastructures.\n\n\nV. **KEY RISKS AND MITIGATION MEASURES**\n\n|Summary Table|Col2|\n|---|---|\n|**Risk Category**|**Rating**|\n|1.
Political and Governance risk|Substantial|\n|2.
Macroeconomic risk|Moderate|\n|3.
Sector strategies and policies|Moderate|\n|4.
Technical design of project or program|Moderate|\n|5.
Institutional capacity for implementation
and sustainability|High|\n|6.
Fiduciary|Substantial|\n|7.
Environmental and Social|Moderate|\n|8.
Stakeholders|Moderate|\n|9.
Other- Violence-related risks|Substantial|\n|Overall|Substantial|\n\n\n\n**B. Overall Risk Rating Explanation**\n\n\n43. The overall risk rating of the project is Substantial. All risks are rated before mitigation:\n(i) the institutional capacity for implementation and sustainability is rated high; meanwhile, the\npolitical and governance, the technical design of project or program, the fiduciary and the other\n(security) risks are considered substantial. The most important risks and mitigating measures are\nbelow:\n\n\n12\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ }
+ },
+ {
+ "input_text": "a) **Political and Governance risks** are substantial: Cameroon is characterized by a dominant\nparty-system and the 2013 twin elections (legislative and local elections) did not change the\npower balance. Election organization improved (unique electoral code, use of biometry for\nvoters registrations, improved better logistics), and even though independent observers\nraised issues, results are unlikely to lead to political or social unrest. Next elections will be\nin 2018 (legislative, local, and presidential). Spill-over from Northern Nigeria and CAR\nconflicts raised security issues in the northern regions of Cameroon since 2012. Regarding\ncorruption, Cameroon has ranked below the 25th percentile in all worldwide governance\nindicators (2012), below LMICs and Sub-Sahara Africa averages. Furthermore, Cameroon\nranks 161 out of 183 countries in the 2012 Doing Business report. This is in large part a\nresult of poor ranking in the business-related “rule of law” areas (e.g. registering property,\nenforcing contracts, starting a business). Cameroon’s 2013 CPIA scores on “transparency,\naccountability, and corruption in the public sector” and “property rights and rule-based\ngovernance” were at 2.5—compared to an average of 2.9 among IDA borrowers. According\nto 2010-2011 Transparency International’s survey, 57% of interviewees paid a bribe in the\nlast 12 months. Investment in conflict-affected regions, where poverty is high will\ncontribute to mitigate the impact of the conflict. Furthermore, the Government has\nundertaken several initiatives against corruption and fraud in recent years: (i) the fight\nagainst corruption has been stepped up since 2012 by holding former ministers and high\npublic officials accountable through the administrative and criminal justice systems; and (ii)\ncivil society is increasingly involved in budget tracking and dialogue with local authorities\nis stronger. The project team will engage in transparent dialogue with stakeholders regarding\nthe allocation of resources. Strategic focus and objectives will be clearly defined to resist\npressures to spread support too thinly.\nb) **Technical design of project or program risk is substantial** . This risk is related to: (i) poor\nquality of contracts and service delivery to communes; and (ii) delay in preparation and poor\nbudget execution at the communal levels. To mitigate these risks, the PIU will develop an\noperation manual for communes that include the quality norms, such as region-specific unit\ncosts for each type of investments. It will provide support for communes to improve budget\nplanning and control.\nc) **Violence-related risks are substantial.** Violence spill-over from Central African Republic\n(CAR) and Northern Nigeria increases the chances of civil conflict and violence in\nCameroon. Overall, Cameroon is doing well in terms of peace and security (e.g. low\ncriminality and urban violence, no rebel movements, etc.). The GOC officially engaged\nmilitary actions against Boko Haram starting in May 2014. As a result, violence has\nincreased in Nigeria and Cameroon. Approximately 66,000 refugees from Nigeria are\ncurrently present in Cameroon (UNHCR, March 2015), while the CAR conflict has\ngenerated a growing and steady flow of refugees since 2013. As of January 2015, 198,890\nrefugees from CAR are present in Cameroon (UNHCR). An increase in weapons and\nfighters, combined with the existing grievances from part of the northern elite and citizens,\na high rate of poverty and weak human indicators in the North, together with pressure from\nrefugees and Internally Displaced persons (IDPs) increase the prevalence and chance of\nviolence and unrest. The PNDP program contributes to mitigating these risks by investing\nin service delivery and citizens’ participation at the local level. In the conflict–affected areas,\nthe NCU will adopt a flexible approach, working with local authorities to ensure both the\nsafety of its team and project implementation in all local councils.\n\n\n13\n\n\n",
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+ "input_text": "d) **Fiduciary risks. The risks of ineligible expenditures, weak FM and procurement**\n**capacities at commune level and the risks of fraud and corruption are substantial.** To\nmitigate these risks, the project will: (a) rely on the existing country arrangements to manage\ndonor-funded projects relying on _Caisse Autonome d’Amortissement_ (CAA); (b) build a\nstrong internal audit function; (c) involve the chamber of accounts to provide support to\ncommunes to improve the quality of their accounts; (d) enable external scrutiny through the\npublication of local councils’ accounts; and (e) facilitate community participatory\nmonitoring of subprojects. Moreover, the project will finance: (a) a procurement consultant\nand a dedicated IFMIS team to provide technical assistance for procurement planning,\npreparation and evaluation of bid documentation, contract management, reporting and\ncapacity building; and (b) a survey to ascertain indicative costs for commonly procured items\nand establishing an Item Master that would be used by the Purchasing Module of the IFMIS.\ne) **Institutional capacity of the implementing agencies, implementation arrangements,**\n**and M&E** . The risk that the development outcome in terms of organizational set up, budget,\npolitical, and environment will not be maintained is **High** . Indeed, Cameroon organizes\nmunicipal elections every 5 years and during every election, there is a renewal of about 70\nto 80 percent of the members of the municipal executive in all regions. The low capacity of\nthese municipal executives could have a negative impact on the short-, medium-, and longterm sustainability of the project benefits. To mitigate these risks, the PIU must train new\nmunicipal executives on the participatory approach and the implementation procedures for\nproject activities after each municipal election.\n\n\nVI. **APPRAISAL SUMMARY**\n\n\n**A.** **Economic and Financial Analysis**\n\n\n44. The PNDP III does not lend itself to economic or cost-benefit analysis. All investments\nwould be demand-driven, and their nature cannot be known beforehand. Therefore, an ex-ante\nestimation of their cost-effectiveness, economic rate of return, and fiscal impact is not possible.\nAll eligible subprojects would be of a service nature or linked with decentralization, and their\nbenefits in economic or financial terms cannot be estimated in advance. Similarly, the economic\nbenefits of capacity building at the individual or the commune level are difficult to quantify with\nany reasonable accuracy while they are expected to be significant. Therefore the team did not have\nenough information to undertake ex ante economic and financial analysis. However, given that the\nkey costs and benefits parameters of the third phase will be similar to those of Phases I and II, the\nresults of the ex-post economic analysis of the first and second phases were used to inform the exante economic analysis of the PNDP III. The ex-post economic analysis carried out during the\npreparation of the ICR (2010) of the PNDP I revealed that this project was an efficient and effective\nuse of scarce resources. Furthermore, it appears from results of ICR (2014) that PNDP II was cost\neffective (See Annex 6 for information).\n\n\n**B.** **Technical**\n\n\n45. Experience from the earlier phases demonstrates that the regions and communes have\nenough technical know-how (in technical ministries and through LSPs and TSPs) to handle the\nrelatively small scale infrastructure that would be financed under the project, as well as for the\npreparation of Communal Development Plans (CDPs) and Annual Investment Plans (AIPs).\nSupport from PNDP III RCUs and technical decentralized services from various sectoral ministries\nand high levels of community involvement are expected to lead to improved technical quality of\n\n14\n\n\n",
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+ "input_text": "the project. Eligibility criteria in the PIM would be used to appraise the technical quality of\nsubproject proposals. To ensure adequate technical quality and consistency with national\nstandards, technical ministries, such as the Ministries of Health, Education, and Public Works,\nwould participate in the review and approval process. Specifically, all subprojects would be\nsubjected to technical review by the divisional units of the Ministry of Environment. Moreover,\nregular internal and external independent technical audits will be undertaken to ensure that the\nconstruction is of appropriate quality and meets the required technical standards.\n\n\n**C.** **Financial Management**\n\n\n46. In line with paragraphs on FM policy in **OP/BP 10.00** on Investment Project Financing,\nthe current FM arrangements have been assessed to determine whether they are acceptable to the\nBank and that, as part of the overall arrangements in place for implementing the Project, it provides\nreasonable assurance that the proceeds of the Investment Project Financing are used for the\npurposes for which they are granted.\n\n47. The objective of the assessment was to determine whether: (i) the program still has\nadequate financial management arrangements to ensure that the project funds will be used for their\nintended purpose in an efficient and economical way; (ii) the financial reports will be prepared in\nan accurate, reliable, and timely manner; and (iii) project’s assets will be safeguarded.\n\n48. The assessment concludes that the financial management system is adequate provided that\nthe mitigating measures outlined below are well implemented.\n\n49. The overall FM risk is assessed as **Substantial.** The assessment recommends as mitigation\nmeasures: (i) the updating of the existing administrative and financial manual of procedures to\nclarify and mention the transfer of funds, accounting and reporting mechanisms between the\ncommunes, the regional coordination unit and national coordination unit. As such the funds\ntransferred should be recorded as expenses only for goods, works, and services delivered to\ncommunes, unspent funds held at the commune’s level, at the end of the grace period of the project\nshould be transferred to the national coordination unit, (ii) the recruitment of the regional\naccountant in a competitive manner with the Bank’s no objection, (iii) the competitive recruitment\nof one skilled internal auditor, (iv) the recruitment of an independent external auditor according to\nterms of reference (ToRs) acceptable to the Bank; (v) the updating of project’s accounting software\nto ensure the compatibility with CAA’s information system developed with World Bank support;\n(vi) the scaling up of SIMBA to all beneficiary communes, and (vii) the involvement of the\nDirectorate of Treasury and the chamber of accounts to support the communes in order to improve\nthe quality of their bookkeeping and their financial reporting for better transparency and\naccountability. The “chamber of accounts” will audit randomly the communes’ accounts to provide\nan opinion on their quality. The detailed financial management arrangements are described in\nAnnex 3.\n\n\n**D.** **Procurement**\n\n\n50. Recent changes in the Cameroon legislation have modified the institutional architecture for\npublic procurement in the country via three decrees issued on March 8, 2012, and on August 5,\n2013. No special exceptions, permits or licenses need to be specified in the Financing Agreement\nsince the procurement code, approved by the President of the Republic in September 2004 allows\nIDA procedures to take precedence over any contrary provisions in local regulations. Procurement\n\n15\n\n\n",
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+ "input_text": "will be the responsibility of the NCU with the technical support of the special tenders board placed\nunder its authority and set up by MINMAP Decree N 006/A/MINMAP on May 8, 2013. The\nmandate of this body should be broadened to cover the procurement of this project (PNDP III ).\nThe overall procurement risk for the project is rated as _**High**_, mainly due to the country\nenvironment risk of corruption in procurement, especially in public contracts, the relatively limited\nexperience of MINMAP with Bank-financed projects, the potential conflict of interest for\nMINMAP in relation to the management of complaints linked to contracts directly handled by\nMINMAP, and shortcomings in procurement operations and practices at the level of communes.\nMitigation action plans have been agreed upon, which, if properly implemented and monitored,\nwill bring this risk down to _**Substantial.**_\n\n**E.** **Social (including Safeguards)**\n\n\n51. **Social and cultural context** . Cameroon has an extremely heterogeneous population,\nconsisting of approximately 250 ethnic groups. As subproject selection responds to demand from\nbeneficiaries, three main social development outcomes are expected: (a) improved and sustainable\naccess to basic services (classrooms, water supply, health care facilities, rural roads); (b) shortterm and permanent employment for the locally available skilled or unskilled labor; and (c)\ncommunity participation in the subproject cycle. Women in rural areas will derive direct benefits\nfrom improvements in water supply, enabling more productive use of their time, since, on average,\nthey devote as much as two to four hours a day to fetch water. The refugees and possible conflicts\nin the North and East regions may lead to an increase in the poverty rates, the displacement of\npeople, food insecurity, less access to basic social services, environmental issues related to greater\npressure on natural resources and conflicts with local people for the use of available resources\n(water, health, education, hygiene and sanitation and housing). The PNDP III includes targeted\ninvestment support grants for the poorest and most vulnerable populations in these areas.\n\n52. **Citizen engagement throughout the project cycle** . Project preparation is based on broadbased participatory and consultation processes. Several workshops have been organized at the\nnational level and field missions have visited communes/communities to collect information about\ntheir expectations vis-a-vis the project. During implementation, communes and beneficiaries will\nbe involved in all phases of the subprojects. The communes and beneficiaries will also be engaged\nthrough the community scorecard, the community oversight, the GRM, the participatory physical\naudit, and the management committees of socio-economic infrastructure that will be implemented\nin the project. Social characteristics such as languages, culture, community-based forms of\norganization, and governance will be taken into account during project implementation. The main\nsocial impacts of the project will be monitored through social impact assessments that will include\noutcome indicators. The project will build on the gender approach of the PNDP II to create\nawareness and build capacity within the project team and among beneficiaries. See Annex 3 for\nmore information.\n\n53. **OP 4.10 Indigenous Peoples** : Even though the location of subprojects could not be\ndetermined prior to implementation, it is well known that Indigenous People are mainly located in\nEastern and Southern regions of Cameroon. The Borrower has updated the Indigenous Peoples\nAction Plan (IPP) prepared under PNDP II. This IPP takes advantage of the lessons learned during\nthe implementation of the previous phases. The final version was approved and disclosed on\nMarch 26, 2015.\n\n\n16\n\n\n",
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+ {
+ "input_text": "54. **OP 4.12 Involuntary Resettlement** : This policy is triggered as the project is likely to\nfinance activities that could lead to Involuntary Resettlement. Voluntary land contribution might\nbe expected from targeted beneficiaries as is sometimes the case with community-driven\ninterventions. For this reason, the Resettlement Policy Framework (RPF) might need to include\nspecial provision for land acquisition; and accepting and recording such voluntary contributions.\nThe RPF from the PNDP II was updated and disclosed on March 26, 2015. During PNDP II, no\nsubproject triggered the execution of a Resettlement Action Plan (RAP). If a RAP proves necessary\nunder PNDP III, it will be prepared by project-financed consultants and submitted to the Bank and\nthe National Coordination Unit during first project year to check its quality. The IPP and RPF\ninclude a GRM which will address complaints received from the populations.\n\n**F.** **Environment (including Safeguards)**\n\n55. The project is designated Category B per the Bank’s policy on Environmental Assessment\n(OP/BP 4.01). This designation suggests that the environmental and social impacts of the project,\nfor the most part, will be minimal, site-specific, and manageable to an acceptable level. In\nconsideration of the activities likely to be supported, the project has triggered the following\nenvironmental safeguard policies: OP 4.01: Environmental Assessment; OP 4.09: Pest\nManagement; OP 4.11: Physical Cultural Resources; and OP 4.36: Forests. See Annex 3 for\ndetailed information.\n\n56. **OP 4.01 Environmental Assessment** : Since the exact nature and location of the activities\nwas not identified prior to appraisal, to ensure that potential negative environmental and social\nimpacts of future subprojects are identified and appropriately mitigated, the Borrower has updated\nthe existing Environmental and Social Management Framework (ESMF) prepared during phase 2.\nThe revised ESMF document was approved and disclosed in Cameroon and at the Bank’s Infoshop\non March 26, 2015. The ESMF has outlined the environmental and social screening process for\nsubprojects (see Annex 3). In consideration of the activities likely to be supported, the following\nenvironmental safeguard policies are triggered:\n\n57. **OP 4.09 Pest Management** : While the project will not finance the purchase of pesticides,\nthe project activities under component 1 may induce the increase of pesticides use in the\ncommunities’ storage facilities. To ensure safe pest management under future subprojects\npromoting storage facilities, a pest management plan (PMP) of the Agriculture Investment and\nMarket Development Project (P143417) approved in 2014 was adapted and customized to reflect\nmeasures that need to be taken during the project implementation (storage facilities; protective\ngear for pesticide application; safe handling and disposal of packaging materials; and relevant\ntraining). The final customized version was approved and disclosed on March 26, 2015.\n\n58. **OP 4.11 Physical Cultural Resources** : The proposed operation will involve excavations\nand movement of earth for the planned rural roads construction and rehabilitation. Although the\nongoing ESMF has not yet anticipated any threat against physical cultural resources, the ESMF\nincludes clear procedures required for identification and protection of cultural property from theft\nand treatment of discovered artifacts; these will be included in standard bidding documents (SBD).\nEach Sub-projects ESIA/ESMP will provide specific procedures for handling “chance finds.”\n\n\n17\n\n\n",
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+ "input_text": "59. **OP 4.36 Forests** : This policy is triggered as the project may finance small scale\nreforestation activities based on communes’ demand. The ongoing program has signed a\nMemorandum of Understanding with the national agency in charge of leading the reforestation\nprogram. During the previous phase, no communes invested in the afforestation subproject, yet if\nthis occurs, mostly indigenous and adapted species will be used.\n\n60. **Public Consultations, disclosure, and capacity** . Extensive public consultations were\ncarried out during the update process of the ESMF, the RPF and the IPP and will continue during\nimplementation. A national validation workshop was organized prior to appraisal with\nparticipation of the main stakeholders (mayors, community-based organizations, civil society, as\nwell as relevant public sector organizations). The Bank team and the National Coordination Unit\nof Project will ensure that the same consultation process will be maintained for the specific\nsafeguards instruments as needed (ESIAs, ESMPs, RAPs, and IPPs). The revised safeguards\ndocuments were disclosed in country and at the InfoShop on March 26, 2015. Related to project\nsafeguards instruments management and capacity building, the Environmental and Social\ninstitutional arrangements of PNDP II will be maintained (Annex 3).\n\n**G.** **Other Safeguards Policies Triggered (if required)**\n\n\n61. **OP 7.50 Projects on International Waterways** : This policy is triggered because the\nproject is likely to support rehabilitation of irrigation schemes in the North and Far North of\nCameroon close to Chad and Niger watershed basins. Even though the technical evaluation\nconfirms that negative impacts against mentioned international waterways are limited, the Bank\nhas advised the Borrower to proceed with notification to riparians. By letter dated January 30,\n2015 addressed to the governments of Chad, Niger, and Nigeria through the Lake Chad Basin\nCommission and the Niger River Authority the Minister of Economy, Planning and Regional\nDevelopment (MINEPAT) notified the riparian countries. On May 8, 2015, MINEPAT sent the\nreminder letters to these Secretaries General. The countries were requested to respond to the\nGovernment of Cameroon with their comments by May 18, 2015. In response to the MINEPAT,\nthe Lake Chad Basin Commission and the Niger River Authority have respectively granted their\nno-objections on May 21 and 25, 2015.\n\n\n**H.** **World Bank Grievance Redress**\n\n\n62. Communities and individuals who believe that they are adversely affected by a World Bank\n(WB) supported project may submit complaints to existing project-level grievance redress\nmechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints\nreceived are promptly reviewed in order to address project-related concerns. Project affected\ncommunities and individuals may submit their complaint to the WB’s independent Inspection\nPanel which determines whether harm occurred, or could occur, as a result of WB non-compliance\nwith its policies and procedures. Complaints may be submitted at any time after concerns have\nbeen brought directly to the World Bank's attention, and Bank Management has been given an\nopportunity to respond. For information on how to submit complaints to the World Bank’s\ncorporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/GRS. For\ninformation on how to submit complaints to the World Bank Inspection Panel, please visit\nwww.inspectionpanel.org.\n\n\n18\n\n\n",
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+ "input_text": ".\n\n\n\n**Annex 1: Results Framework and Monitoring**\n\n\n**CAMEROON: Community Development Program Support Project-Phase III (P144637)**\n\n\n**Results Framework** .\n\n\n\n**Project Development Objectives**\n\n.\n\n\nPDO Statement: The development objective of phase 3 (PNDP III) is to strengthen local public finance management and participatory development processes in\ncommunes for the delivery of quality and sustainable social and economic infrastructure.\n\n**These results are at** Project Level\n\n\n**Project Development Objective Indicators**\n\n\n\n\n\n\n\n\n\n\n\n|Col1|Col2|Col3|Col4|Cumulative Target Values|Col6|Col7|Col8|Col9|Col10|Data Source/|Responsibility for|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Indicator Name|Core|Unit of
Measure|Baseline|YR1|YR2|YR3|YR4|End Target|Frequency|Methodology|Data Collection|\n|Share of
decentralized
Public Investment
Budget projects
derived from
Local
Development
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councils which
financial accounts
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the Audit Bench
(Chambre des
Comptes)||Percentage|0|5|20|30|50|50|annually|M&E system|NCU, RCUs,
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investments for
which
arrangements for
community||Percentage
|0.00|60|80|90|100|100|Bi-annually|M&E system|NCU, RCUs,
communes|\n\n\n19\n\n\n",
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+ "text": "M&E system",
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+ "start": 331,
+ "end": 335
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 30
+ ]
+ }
+ },
+ {
+ "input_text": "|engagement in
post-project
sustainability
and/or operations
and maintenance
are established|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Eligible 31 new
communes that
have prepared
CDPs of a quality
acceptable to the
association||Number
|0|0|11|20|31|31|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Beneficiaries that
feel project
investments
reflected their
needs||Percentage
Sub-type
Breakdown|0|-|55|-|80|80|MTR and at
the end of
the project|Beneficiary
assessments,
qualitative
analysis|NCU, RCUs|\n|Of which male||Percentage|0|-|60|-|80|80||||\n|Of which female||Percentage|0||50||80|80||||\n|Direct project
beneficiaries||Number|0|20,000|200,000|600,000|1,300,000|1,300,000|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Of which female
beneficiaries||Percentage|0|20|30|40|50|50||||\n\n\n.\n\n\n**Intermediate Results Indicators**\n\n|Col1|Col2|Col3|Col4|Cumulative Target Values|Col6|Col7|Col8|Col9|Col10|Data Source/|Responsibility for|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Indicator Name|Core|Unit of
Measure|Baseline|YR1|YR2|YR3|YR4|End
Target2|Frequency|Methodology|Data Collection|\n\n\n\n**Component 1: Local development support**\n\n\nSubprojects that\n0.00 100 100 100 100 100 Bi-annually M&E system [NCU, RCUs, ]\nhave implemented [Percentage ] communes\n\n\n2 Target values are estimated on the basis of the achievements of the two previous phases of the program.\n\n\n20\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "CDPs",
+ "confidence": 0.6360461115837097,
+ "start": 117,
+ "end": 118
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Beneficiaries",
+ "confidence": 0.667487382888794,
+ "start": 167,
+ "end": 168
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "M&E system",
+ "confidence": 0.7847058773040771,
+ "start": 152,
+ "end": 156
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Beneficiaries",
+ "confidence": 0.7020618915557861,
+ "start": 167,
+ "end": 168
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "M&E system",
+ "confidence": 0.8844472169876099,
+ "start": 328,
+ "end": 332
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Intermediate Results Indicators",
+ "confidence": 0.5179285407066345,
+ "start": 372,
+ "end": 375
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "M&E system",
+ "confidence": 0.8464493751525879,
+ "start": 513,
+ "end": 517
+ },
+ "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/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 31
+ ]
+ }
+ },
+ {
+ "input_text": "|the required
environmental
and social risk
mitigation
measures and are
functional|Col2|Col3|Col4|Col5|Col6|Col7|Col8|Col9|Col10|Col11|Col12|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Improved
community water
points
constructed/rehabi
litated under the
project||Number|1,721|1,721|2,502|2,940|3,275|3,275|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Rural roads
constructed/rehabi
litated under the
project||Kilometers|465|465|465|618|770|770|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Classrooms built
and/or
rehabilitated||Number|971|971|1,386|1,608|1,830|1,830|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Health facilities
constructed,
renovated
or equipped||Number|38|38|56|68|79|79|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Rural markets
constructed under
the project||Number|12|12|14|16|18|18|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Community
storage facilities
constructed under
the project||Number|34|34|44|49|52|52|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Communes
benefiting from
the project grant||Number|0.00|90|90|90|90|360|Bi-annually|M&E system|NCU, RCUs,
communes|\n\n\n\n**Component 2: Decentralization support for communes**\n\n\n\n21\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 32
+ ]
+ }
+ },
+ {
+ "input_text": "|Commune’s land
use plans
prepared|Col2|Number|91|91|113|135|135|135|Bi-annually|M&E system|NCU, RCUs,
communes|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Communes with a
public
information
and citizen
control
mechanism of
grant
management in
place and
operational||Number|10|60|110|140|160|160|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Communes
publishing their
Simplified Budget||Number|0|90|90|90|90|300|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Number of
beneficiaries
trained||Number|1,720|2,170|2,620|3,070|3,520|3,520|Bi-annually|M&E system|NCU, RCUs|\n|Of which female||Percentage||||||||||\n\n\n**Component 3: Coordination, management, monitoring and communication**\n\n\n\n\n\n|External financial
audit reports are
produced on time
and without any
major reservations|Col2|Yes/No|Yes|Yes|Yes|Yes|Yes|Yes|Yearly|Annual
reports|NCU, RCUs,
communes|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|One technical
audit on the
quality of
achievements is
carried out
randomly each
year.||Yes/No|Yes|Yes|Yes|Yes|Yes|Yes|Yearly|Annual
reports|NCU, RCUs,
communes|\n\n\n22\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 33
+ ]
+ }
+ },
+ {
+ "input_text": "|Biannual
monitoring/
evaluation
reports are
produced within
the agreed time
frames|Col2|Yes/No|Yes|Yes|Yes|Yes|Yes|Yes|Bi-annually|Biannual
reports|NCU, RCUs,
communes|\n|---|---|---|---|---|---|---|---|---|---|---|---|\n|Grievances
registered related
to delivery of
project benefits
that are actually
addressed||Percentage
|0.00|50|60|70|80|80|Bi-annually|M&E system|NCU, RCUs,
communes|\n|Communes with
investment
procedures
manual-including
planning,
budgeting,
contracting and
financial
management||Number|0.00|81|162|243|325|325|Bi-annually|M&E system|NCU, RCUs,
communes|\n\n\n23\n\n\n\n\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 34
+ ]
+ }
+ },
+ {
+ "input_text": "**Results Framework: Indicators Description**\n\n|Indicator|Description (indicator definition)|\n|---|---|\n|**PDO Indicators**|**PDO Indicators**|\n|Share of decentralized Public Investment Budget projects derived from Local
Development Plans|This indicator measures the cumulative percentage decentralized Public
Investment Budget projects derived from Local Development Plans|\n|Share of local councils which financial accounts are submitted to the Audit
Bench (_Chambre des Comptes_)|This indicator measures the cumulative percentage of local councils which
financial accounts are submitted to the Audit Bench
|\n|Subprojects or investments for which arrangements for community
engagement in post-project sustainability and/or operations and maintenance
are established|This indicator is likely to be the most relevant for CDD-type projects and will
measure the existence of specific arrangements created under the project to
ensure ownership by project beneficiaries.|\n|Eligible 31 new communes that have prepared CDPs of a quality acceptable to
the association|Measures the cumulative number of new CDPs prepared under the project|\n|Beneficiaries that feel project investments reflected their needs|This will measure the extent to which decisions about the project reflected
community preferences in a consistent manner|\n|Direct project beneficiaries|Direct beneficiaries are people or groups who directly derive benefits from an
intervention. This indicator requires supplemental information. Supplemental
value: Female beneficiaries (percentage)|\n|Female beneficiaries|Based on the assessment and definition of direct Project beneficiaries, specify
what percentage of the beneficiaries are female.|\n|**Intermediate Results Indicators**|**Intermediate Results Indicators**|\n|**Component 1. Local development support**|**Component 1. Local development support**|\n|Subprojects that have implemented the required environmental and social risk
mitigation measures and are functional|Assesses the extent to which subprojects are implemented in an
environmentally and socially sustainable manner.|\n|Improved community water points constructed/rehabilitated under the project|Measures the number of water points constructed/rehabilitated under the
project|\n|Rural roads constructed/rehabilitated under the project|Measures
the
cumulative
number
of
kilometers
of
rural
roads
constructed/rehabilitated under the project|\n|Classrooms built and/or rehabilitated|Measures the number of classrooms build/rehabilitated under the project|\n|Health facilities constructed, renovated
or equipped|Measures the number of health care facilities constructed/renovated or
equipped under the project|\n|Rural markets constructed under the project|Measures the number of rural markets constructed under the project|\n|Community storage facilities constructed under the project|Measures the number of storage facilities constructed under the project|\n|Market stands constructed under the project|Measures the number of market stands constructed under the project|\n|Communes benefiting from the project grant|Measures the number of communes benefiting from the project grant|\n|**Component 2. Decentralization support for communes**|**Component 2. Decentralization support for communes**|\n|Land use plans prepared|Measures the number of commune-level Land use plans prepared under the
project|\n\n\n\n24\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "PDO Indicators",
+ "confidence": 0.9908376336097717,
+ "start": 30,
+ "end": 32
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "local councils",
+ "confidence": 0.6992203593254089,
+ "start": 82,
+ "end": 84
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "CDPs",
+ "confidence": 0.8036969900131226,
+ "start": 201,
+ "end": 202
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Direct project beneficiaries",
+ "confidence": 0.8262909054756165,
+ "start": 258,
+ "end": 261
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Intermediate Results Indicators",
+ "confidence": 0.8735226392745972,
+ "start": 328,
+ "end": 331
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Direct project beneficiaries",
+ "confidence": 0.7332848906517029,
+ "start": 258,
+ "end": 261
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Land use plans",
+ "confidence": 0.5821624398231506,
+ "start": 640,
+ "end": 643
+ },
+ "dataset_tag": "descriptive",
+ "description": {
+ "text": "Measures the number of commune-level",
+ "confidence": 0.5089443325996399,
+ "start": 645,
+ "end": 650
+ },
+ "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/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 35
+ ]
+ }
+ },
+ {
+ "input_text": "|Communes publishing their Simplified Budget|Measures the number of Communes publishing the Communes Simplified
Budget at least annually through local counselors, local media and public
dashboard.|\n|---|---|\n|Communes with a public information and citizen control mechanism of grant
management in place and operational|Measures the number of communes with a public information and citizen
control mechanism of grant|\n|**Component 3. Coordination, management, monitoring and communication**|**Component 3. Coordination, management, monitoring and communication**|\n|External financial audit reports are produced on time and without any major
reservations|This indicator enables to ensure that the audit has been done|\n|One technical audit on the quality of achievements is carried out randomly each
year.|This indicator enables to ensure that technical and financial audits on the use
of the grant have been done|\n|Biannual monitoring/ evaluation reports are produced within the agreed time
frames|This indicator enables to ensure that the Biannual monitoring/evaluation
reports are produced regularly|\n|Grievances registered related to delivery of project benefits that are actually
addressed|Measures the transparency and accountability mechanisms establish by the
project so the target beneficiaries have trust in the process and are willing to
participate, and feel that their grievances are attended to promptly.|\n|Communes with investment procedures manual-including planning, budgeting,
contracting and financial management|Measures the number of communes with investment procedures manual-
including planning, budgeting, contracting and financial management|\n\n\n25\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "External financial audit reports",
+ "confidence": 0.7065489888191223,
+ "start": 118,
+ "end": 122
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "audit on the quality of achievements",
+ "confidence": 0.6785600781440735,
+ "start": 150,
+ "end": 156
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "target beneficiaries",
+ "confidence": 0.509371280670166,
+ "start": 258,
+ "end": 260
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Biannual monitoring/ evaluation reports",
+ "confidence": 0.6340988278388977,
+ "start": 191,
+ "end": 196
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "investment procedures manual",
+ "confidence": 0.6257829666137695,
+ "start": 309,
+ "end": 312
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 36
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 2: Detailed Project Description**\n\n\nCAMEROON: Community Development Program Support Project-Phase III (P144637)\n\n\n**Project Components**\n\n\n1. The PNDP III has three components: (1) Local Development Support, (2) Support to the\nDecentralization Process, (3) Project Coordination, Management, Monitoring and Evaluation and\nCommunication.\n\n2. **Component A: Local Development Support (US$87.83 million equivalent of which:**\n**US$46.77 million IDA; US$34.06 million government, US$7 million beneficiaries).** There\nare two subcomponents: (a) Local Development Investments for Communes; and (b) Targeted\nInvestments for the Poorest and Vulnerable Populations.\n\n3. **Sub-component A.1: Local Development Investments for Communes (US$47.37 million**\n**equivalent of which: US$16.77 million IDA; US$23.61 million Government, US$7 million**\n**Beneficiaries).** This sub-component will support the implementation of a program of activities\nto support local development.\n\n\na) _**Provision of CDP-Subproject Grants**_ _**to participating communes.**_ Sub-component 1.1 will\nsupport communes in promoting socio-economic growth through the financing of strategic local\ndevelopment investments for communes in six regions (Center, South, West, North-West, SouthWest, and Littoral). Under this component, funds would be transferred to communes to finance\npriority investments identified in their CDPs. Communes will be fully responsible for the selection\nand implementation of subprojects in a participatory manner, with technical assistance from the\nPNDP to ensure citizens’ participation (cf. sub-component 2.2). The mechanism of transfer of\nfunds into the accounts of communes will be detailed in the PIM. Subproject grants will finance:\n(i) social infrastructure subprojects in sectors including health, education, water and sanitation;\nand (ii) economic infrastructure subprojects including the construction or rehabilitation of rural\nmarkets, community storage facilities, rural roads, small bridges, culverts, small scale irrigation\nschemes, all as identified in the respective CDP and Annual Investment Plan. This social and\nproductive infrastructure is intended to improve the agricultural production environment and to\nprovide favorable conditions for the diversification of economic activities through the\ndevelopment of agricultural and non-farm activities by the grassroots communities.\n\n\nb) _**Provision of CDP Preparation Grants for the preparation of CDPs and CDP-related activities**_\n_**by eligible communes**_ (31 additional communes of Cameroon). Multidisciplinary teams consisting\nof representatives of the decentralized units of technical ministries or Local Service providers\n(LSP) will assist communes to prepare/update communal development plans through a\nparticipatory approach. The decentralized services of sectoral ministries will also be closely\ninvolved in the planning process to ensure that CDPs and subprojects comply with national\nstandards and policies and that the quality of investment is adequate. Also, the pilot experience of\nBamboutos and Koung-khi districts that enabled to track the share of CDP projects into the annual\nPublic Investment Budget will be scaled up. Communes will also benefit from support to adapt the\nCDPs to the Program Budget in Cameroon. The municipal council of every commune will be\nresponsible for approving the CDP and its transmission to the divisional officer for administrative\n\n\n26\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "PNDP III",
+ "confidence": 0.5560097694396973,
+ "start": 30,
+ "end": 32
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "CAMEROON",
+ "confidence": 0.8917944431304932,
+ "start": 10,
+ "end": 11
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "CDP-Subproject Grants",
+ "confidence": 0.5565987825393677,
+ "start": 224,
+ "end": 226
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Communes",
+ "confidence": 0.6558243036270142,
+ "start": 156,
+ "end": 157
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "CDPs",
+ "confidence": 0.5975548624992371,
+ "start": 295,
+ "end": 296
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "Communes",
+ "confidence": 0.7356444597244263,
+ "start": 156,
+ "end": 157
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "PIM",
+ "confidence": 0.5879694819450378,
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ "input_text": "validation. Communes covered will also receive support to develop their Annual Investment Plans\nand to update their Medium Term Expenditure Framework (MTEF).\n\n\n4. _Allocation of funds_ . To ensure equity, the project authorities will allocate funds to\ncommunes annually, using criteria agreed upon beforehand. The annual allocation is determined\nin accordance with the following factors: the demographics of the population, the poverty level of\nthe commune (administrative account, Household Survey-ECAM-III, 2007), the existing\nallocation system from the government, and the size of the commune. The allocation will cover\nthe following: (a) expenditures for CDP preparation activities: (i) LSP contracts and the travel\nexpenses of multidisciplinary sectoral teams for the preparation of the CDPs for the new\ncommunes and for the updating of CDPs of communes covered in the two previous phases; (ii)\ntechnical and environmental studies related to the design of feasibility studies of CDP subprojects;\n(iii) payment of salaries of newly recruited commune support staff on a gradual declining scale;\n(iv) partial payment for meetings of the Municipal Council that examine and approve development\nplans and subprojects, and for the sessions of the commune procurement commissions (for a\nmaximum period of two years); (b) expenditures for implementation of CDP-subprojects for 360\ncommunes, including quality control; (c) the production of a quarterly information newsletter of\nthe commune; (d) the payment of financial expenses related to the management of joint accounts;\nand (e) the establishment of a functional mechanism for operation and maintenance. The commune\nwill be notified of its allocated amount well ahead of time to allow it to be integrated into its\nbudget. Depending on the allocation for the implementation of the CDP-subprojects, the commune\nexecutive board will prepare an annual investment plan in accordance with the investment\npriorities of the commune (including the priority subprojects to be financed under the project).\n\n5. The allocation of funds to communes will be released as follows: The allocation for CDP\npreparation will cover hundred percent of: (a) as described above. The allocation for the financing\nof sub-projects will be disbursed in two instalments. The first and second payments will cover 60\npercent and 40 percent of (b), (c) and (d) respectively. The provision of the second payment will\nbe subject to approval of the implementation progress report of the subprojects. The conditions for\nproviding the grants and the eligibility criteria for subprojects will be described in detail in the\nProject Implementation Manual.\n\n6. _Flow of funds and monitoring_ . Funds will henceforth be transferred from the project’s\nDesignated Account directly to a commune account, opened at a local bank for this purpose. This\naccount will be operated jointly by the mayor of the commune, the “Receveur Municipal”, and the\nPNDP regional coordinator, requiring the signatures of all three. To ensure adequate financial\nmanagement and disbursement arrangements are in place for the communes, a public accountant\n“ _Receveur Municipal_ ” will be designated/recruited to ensure the adequate bookkeeping of\naccounts and prepare financial reports needed for the monitoring of the commune’s activities.\nTransfers of the funds to communes will not be made unless and until the said accountant has been\nidentified and trained. The last transfer will be conditional to the local council’s simplified budget\ndissemination, which will comprise PNDP transfers and subprojects. In any case, these transfers\nof cash will be accounted for by appropriate supporting documents to record in the project’s\naccounting books the expenses incurred and determine the cash balance held in the commune's\naccounts. Activities will be monitored closely to ensure that transfers are made only for activities\nthat can be completed on time prior to the end of project implementation. The commune’s budget\nsummary, the technical and financial project execution reports, as well as the expenditure\n\n\n27\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ "input_text": "statements on the communal joint account will be posted on the commune’s information board,\nthe website of civil society NGOs involved in budget transparency and accountability and made\navailable to the public for transparency and good governance at the local level. Beneficiary\ncommunes would have to contribute 0 percent to 15 percent (depending on the type of subproject),\nand deposit these funds in a bank account set up by the commune specifically for this purpose.\n\n7. **Sub-component A.2: Targeted Investments for the Poorest and Vulnerable Populations**\n**in the Adamaoua, North, Far North and Eastern regions (US$40.46 million** **equivalent of**\n**which: US$30 million IDA, US$10.46 million Government).**\n\n8. _**Poor and Vulnerable Investment Support Grants.**_ The objective of this sub-component is\nto strengthen the level and quality of social economic infrastructure in the Adamaoua, North, Far\nNorth and East regions, which includes areas with refugees. It will increase the access of the rural\npoor to essential physical assets and social services and thereby creating an environment for\neconomic and social activities in these regions. Targeted support to these regions meets several\nstrategic objectives such as: (a) target the poorest; (b) develop social infrastructure to provide\nminimum basic services to refugee camps, contributing to control spread of sickness and epidemics\nsuch as malaria, cholera, etc.; (c) provide economic infrastructure to support agricultural\nproduction to reduce the impact of food insecurity; and (d) help to support other industries such as\ntourism, which are sources of local employment.\n\n9. These grants will finance: (i) social infrastructure including health, education, water and\nsanitation; (ii) economic or productive investments such as the construction/rehabilitation of rural\nmarkets, communities’ storage facilities, rural roads, small bridges, culverts, small scale irrigation\nschemes for grassroots communities. Investments will be identified in consultation with\ncommunities in the CDPs, and appraised according to technical, financial, social, economic,\ninstitutional, and environmental criteria set out in the PIM. Generally, communes/communities\nwill be responsible for all phases of the subproject, including preparation of the proposal,\ncontracting, implementation, and operation and maintenance. As needed, local service providers\nwill provide support.\n\n10. The amount will be divided as follows: US$13 million for the Far North, US$5 million for\nthe Adamaoua, US$5 million for the North and US$7 million for the Eastern Region. Funding will\nbe provided for 100 percent of the investment costs. Therefore, no beneficiary’s contribution is\nplanned in this sub-component.\n\n11. Compared to other localities in Cameroon, the people living in rural areas in these regions are\nthe poorest and have limited access to socio-economic infrastructure. Moreover the Far North\nis a region affected by the influence of Boko Haram. This situation may lead to increase of the\npoverty rates, the displacement of people, food insecurity and lack of access to basic social\nservices. In these regions, there is a massive influx of refugees from the Central African\nRepublic and from Nigeria. This situation may lead to: (i) environmental issues related to\ngreater pressure on natural resources; and (ii) conflicts with local people for the use of available\nresources (water, health, education, housing, hygiene and sanitation). Therefore, providing\ntargeted support to these regions meets several strategic objectives such as: (i) reaching the\npoorest; (ii) contributing to disease control such as malaria, cholera, etc.; (iii) providing\n\n\n28\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ "input_text": "economic infrastructure to support agricultural production to reduce the impact of food\ninsecurity.\n\n12. **Component B: Support to the Decentralization Process: (US$25.23 million equivalent of**\n**which: US$14.02 million IDA; US$ 11.21 million Government).** This component will seek\nto facilitate the sustainability of the PNDP's benefits and to strengthen the capacity of\ninstitutions that support the decentralization process. It will also provide assistance for the\nimplementation of capacity building activities for communes and other stakeholders, such as\nLocal Service Providers (LSPs), multidisciplinary teams of the sectoral ministries and\nTechnical Services Providers (TSPs) to enable them to assume an effective role as promoters\nof local development. This component has three sub-components: (i) institutional support to\nthe decentralization process; (ii) capacity building of stakeholders in the decentralization\nprocess; and (iii) local public financial management system.\n\n13. **Sub-component B.1: Institutional support to the decentralization process: (US$2.42**\n**million equivalent of which: US$1.34 million IDA; US$ 1.08 million Government).** The\nefficiency of the use of funds provided by the various parties (the State, the private sector, and\nthe civil society) to local governments, in particular to the communes, depends on the\nsuccessful implementation of the decentralization process. This component would make it\npossible to: (i) further improve the legal and regulatory framework through specific activities\nand studies and improve implementation of the project at the communes and inter-communes\nlevels; (ii) help build the case for decentralization (e.g., by using the M&E data on land use\nplanning proactively to inform the public about the benefits of decentralization); and (iii)\nimprove budget management to increase performance of local tax collection for a sustained\ndecentralization funding mechanism.\n\n14. The project will support specific studies and the preparation of draft decrees for the\nimplementation of the mentioned decentralization laws. It will also finance workshops for the\nfinalization of the decrees, including relevant consultancy services for the workshops and\ndissemination of the enacted laws and decrees. It will finance and support: (a) a study on the\ndefinition of a planning methodology at regional level taking into account the Communal\nDevelopment Plans – drawing the lessons from Bamboutos and Koung-khi districts; (b) a study\non the definition of a planning methodology for urban communities and rural communes; (c) study\non the establishment of a local public service for communes; and (d) a study on the sustainability\nstrategy of the program benefits. Furthermore, the subcomponent will finance the acquisition of\nsmall cartography equipment and consultant services required for the mapping of communes. The\nproject will also finance study tours on decentralization and local development for the National\nCouncil of Decentralization and the Mayors’ Association. In addition, this subcomponent will\nfinance and support: (a) the finalization of the national decentralization strategy; (b) alignment of\nmunicipal budgets with program budget nomenclature; (c) alignment of annual decentralized\nPublic Investment Budget with CDPs through pilots and scaling up; (d) improvement of the civil\nregistration system (document archiving); (e) inter-municipal coordination; and (f) evaluation of\nthe progress of the decentralization process in Cameroon. Finally, the project will assist the\nGovernment to establish technical and financial information systems to improve budgetary and\naccounting performance and financial accountability in each participant communes. It will scale\n\n\n29\n\n\n",
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ "input_text": "up deployment of the financial management information system for local authorities (SIMBA)\ntested in the second phase in many communes covered.\n\n15. In order to pool efforts to support the decentralization process in Cameroon, the project\nwill also put an emphasis on collaboration and synergy with all the organizations that are\nresponsible for driving the process of decentralization, including: (i) the National Council for\nDecentralization (NCD) chaired by the Prime Minister, with a view to improving the legislative\nand regulatory framework for decentralization; (ii) the Inter-ministerial Committee for Local\nServices (CISL), chaired by the Minister of Territorial Administration and Decentralization, to\nfacilitate the exercise of the powers transferred to local governments; (iii) the National Committee\nof Local Finance (CONAFIL), chaired by the Minister of Territorial Administration and\nDecentralization; (iv) the Divisional Committees of Local Finance (CODEFIL), chaired by the\nDivisional Officer ( _Prefet)_ for improving collection and securing local taxes; (v) the technical\nMonitoring Committees of the physical and financial execution of the Public Investment\nestablished by Decree No. 2013/7987 of 13 September 2013, chaired by the mayor; and (vi) the\nUnited Councils and Cities of Cameroon ( _Association des Communes et Villes du Cameroun-_\nCVUC) in order to harmonize and systematize existing experiences of citizen control at the local\nlevel.\n\n16. **Sub-component B.2: Capacity Building (US$17.86 million equivalent of which: US$9.92**\n**million IDA; US$7.94 million Government).** This sub-component will support\nimplementation of capacity building activities for communes and other local stakeholders as\nfollows:\n\n17. _**Strengthening the operational capacities of communes**_ . The actual responsibilities\ntransferred to communes by the decentralization law require development of new capacities in\norder to ensure, on the one hand, the understanding and adoption of their new roles and efficient\naccomplishment of their missions, and, on the other, the right aptitude and adequate capabilities to\nassume responsibilities for the accountable management of local investments. The project will join\nforces with the Training Center of the Municipal Administration ‘‘CEFAM ( _Centre de Formation_\n_de l’Administration Municipale_ )” to inform and train the members of the commune councils and\ncommittees, including civil society, on how to play their roles efficiently, providing them with the\ntools necessary for managing the local governance institutions, for establishing an environment\nfor local economic development and promoting public-private partnerships.\n\n18. Under this sub-component, several capacity-building activities will be carried out, such as:\n(i) financing the development of a manual on the local economy; (ii) strengthening communal\nproject ownership; (iii) promotion of nationwide competitions for local governments on best\npractices on CDPs and on enhancing good governance and transparency; (iv) acquisition of\ncomputer equipment for communes that did not benefit in the second phase; (v) building capacity\nof the communal council in monitoring environmental and social impact of subprojects; (vi)\nenhancing social accountability and civil society and citizens' engagement, with regards to annual\nbudget planning and execution – including subprojects and annual investment budget selection\nand execution monitoring; (vii) updating and dissemination of standard technical designs for\nconstructing basic socio-economic infrastructure; (viii) training of the stakeholders on topics\nrelated to the local economy; (ix) promotion of inter-communal and decentralized cooperation;\n\n\n30\n\n\n",
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+ "input_text": "and (x) defining and supporting the communes in the implementation of a sustainable mechanism\nof maintenance and management of infrastructure.\n\nTo ensure that the investments financed are well maintained for lasting and sustainable results, this\nsubcomponent will support capacity building of communes to sustain the project's benefits through\nthe development and implementation of an operation and maintenance (O&M) plan for socioeconomic infrastructure with clear responsibilities and financing sources for O&M. The\nfunctioning of O&M organizations will be closely monitored during project implementation.\nFurthermore, for effective implementation of activities related to the development of the local\neconomy, the PNDPIII will continue to support the initiative started under PNDP II which focuses\non participatory development of land use plans.\n\n\n19. _**Capacity building for local stakeholders**_ . This activity will strengthen and enhance the\ncapacity of local stakeholders that support the decentralization process namely: local elected\nofficials (parliament, municipal councils), communal staff, multidisciplinary teams, administrative\nauthorities, and local services providers. Workshops will be organized to inform all stakeholders\nabout the objectives and strategy of the project and to equip ordinary citizens to participate in\nplanning, implementing, and monitoring local development actions. To facilitate such capacity\nbuilding, the project will finance technical assistance for training of local service providers and\nmultidisciplinary teams to improve their quality of service. Furthermore, the project will promote\ncooperation among the Project Coordination Units, the decentralized offices of the Ministry of\nEnvironment, Nature Conservation and Sustainable Development (MINEPDED), and other\nrelevant sector ministries, and will assist in the organization of an environmental training program\nfor members of Municipal Councils, divisional administrative staff, parliamentarians and project\nstaff. Finally, exchange visits will be organized for stakeholders of decentralization. A capacity\nbuilding plan will be elaborated prior to the implementation of these activities.\n\n20. **Sub-component B.3: Local Public Financial Management System (US$4.96 million**\n**equivalent of which: US$2.76 million IDA; US$2.2 million Government).** This subcomponent will implement a program of activities to strengthen the public financial\nmanagement systems of the communes.\n\n21. Deepening of decentralization is a way to improve the performance of service delivery to\ncitizens; yet it implies the achievement of a certain number of conditions. The transfer of\nresources requires that communes have strengthened their management capacity. For this\npurpose, the existence of a minimum set of skills related to three competences is crucial: (i)\nbudget management, financial and accounting capabilities; (ii) procurement capacity; and (iii)\nhuman resources management. Thus, this sub-component will be allocated to activities to\nimprove local public financial management.\n\n22. Under this subcomponent, the following activities will be undertaken:\n_**a)**_ _**Scaling up of the implementation of local IFMIS (SIMBA) at communes (31) and remaining**_\n_**rural communes (276)**_ _._ During PNDP II, 53 out of 329 rural communes benefited from the\ninformation management system (SIMBA), which has improved the production of commune\nfinancial information. The PNDP III will support intense and sustainable capacity building and\ntechnical assistance activities aiming at improving communes’ staff skills in the ownership and\nthe use of the IFMIS with support from the Directorate of Treasury.\n\n\n31\n\n\n",
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+ "input_text": "_**b)**_ _**Effective external scrutiny of local accounts:**_ The external scrutiny of local financial accounts\nis ensured by the Audit Bench of the Supreme Court of Cameroon “ _Chambre des comptes_ ”.\nThe introduction of SIMBA at the local level and the production of local accounts constitute\nan improvement that will affect the role of the “ _Chambre des comptes_ ” which is not endowed\nwith adequate skills. The project will fill this gap by financing capacity building sessions for\nauditors at the “ _Chambre des comptes_ ” to gain the required skills to understand SIMBA and to\naudit the communes’ accounts. The project will also finance workshops to be organized by the\n“ _Chambre des comptes_ ” for local public accountants and mayors to discuss weaknesses\nidentified during their controls and increase awareness. The last workshop held in 2011\ndemonstrated its pedagogical value and has improved the quality of financial reports submitted\nby the communes.\n_**c)**_ _**Transparency**_ . Cameroon legislation provides for access to information with regards to local\ncouncils’ budget. However, this right to access information is not always known nor enforced,\nand budget literacy can be low. To facilitate access to information and social accountability,\nthe project will harness the lessons learned from the Budget Transparency Initiative which\ndeveloped a ‘citizen budget’ template to simplify budget information and develop a way to\nproduce these simplified budgets easily through SIMBA. Dissemination of budget through: (i)\nlocal council members; (ii) public dashboard; and (iii) local media communication means will\nbe conditionalities of the last transfers to subprojects.\n\n23. **Component C: Project Coordination, Management, Monitoring and Evaluation and**\n**Communication (US$19.94 million equivalent of which: US$9.22 million IDA; US$10.72**\n**million Government).** This component will facilitate: (i) administrative, technical, and financial\nmanagement of the project; (ii) coordination among all institutional partners to ensure efficient\nsupport to communes for local development; (iii) effective contractual arrangements with\ncommunes, sectoral ministries, and TSPs/private-sector operators, NGOs (TSPs), including the\nacquisition of the equipment required for project implementation; (iv) monitoring and evaluation\nof the performance and the financial, environmental, and social impact of the project (including\ndeveloping monitoring scorecards to assess satisfaction of the beneficiaries with services provided\nby communes); and (v) development of communication activities to publicize and disseminate\nproject implementation tools and results, local development potential and best practices. The\nNational Council for Decentralization (NCD) will be a member of the project's national steering\ncommittee. Compared to NCD, PNDP will position itself as a major support tool for communes in\nthe implementation of the powers transferred by central government. At the end of this final phase,\nlocal development responsibilities would be totally transferred to communes. The integrated\nfinancial management software will be upgraded with additional tools to enable permanent access\nto information in the accounting system of the regions for analysis and ensure timely synchronized\nconsolidation of accounts.\n\n\n24. Under this component, the project will finance the: (i) rehabilitation of office spaces; (ii)\npurchase of office equipment and vehicles; (iii) training of the staff of the project’s National\nCoordination Unit (NCU) and the Regional Coordination Units (RCUs); (iv) various audits\n(technical, procurement, and financial management audits); (v) consultant services, including the\npreparation and publishing of manuals, establishment of an electronic library; and (vi) monitoring\nand evaluation of the implementation of environmental and social mitigation measures. Also, it\nwill support the program’s statutory supervisory and coordination groups meetings as well as the\noperating costs of NCU and RCUs. Based on the experience of PNDP I and II, an effective\n\n\n32\n\n\n",
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+ "start": 587,
+ "end": 588
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+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "grievance redress mechanism (GRM) has been developed and will be used by the project team\nduring the implementation to address complaints of all stakeholders on project activities in a timely\nmanner.\n\n\n**Annex 3: Implementation Arrangements**\n\nCAMEROON: Community Development Program Support Project-Phase III (P144637)\n\n\n33\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
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+ }
+ },
+ {
+ "input_text": "**Project Institutional and Implementation Arrangements**\n\n1. **Project oversight and supervision** _._ The Ministry of Economy, Planning, and Regional\nDevelopment (MINEPAT) will have responsibility for the overall oversight of the project. It will\nharmonize methodological approaches in CDPs and make them consistent with investment\nplanning at the regional and central levels. In addition, MINEPAT will ensure that commune\ndevelopment maps are aligned with sustainable regional development master plans and that they\nserve as the basis for the elaboration of CDPs. More generally, the ministry will organize periodic\ncoordination meetings with technical and financial partners, the National Council for\nDecentralization (NCD), United Councils and Cities of Cameroon (CVUC), and sector ministries.\n\n2. The Project’s National Steering Committee (PNSC), with a broad representation of\nstakeholders, will be responsible for approving the annual work plans and budgets, as well as\nexamining the annual internal auditor report and the financial audit report for steering the overall\nimplementation of the project’s activities. The PNSC would meet twice a year.\n\n3. At the decentralized level, the Divisional Officer ( _Prefet_ ) will be in charge of\nadministrative coordination. The Officer will organize the decentralized technical staff under his\nor her authority into multisectoral teams, particularly for the planning process. After the Municipal\nCouncil has processed a CDP, the Divisional Officer will approve it after being satisfied that it\nmeets the required standards as a programming and budgeting tool. The Divisional Officer also\nmakes sure that neighboring communes cooperate and that infrastructure is equitably distributed.\n\n4. **Project Coordination and Management** _**.**_ Pursuant to Order No. 002PM of 9 January\n2004, the coordination and management of the project are organized at two levels: The National\nCoordination Unit (NCU) prepares work and budget plans and monitors and evaluates project\nactivities while the Regional Coordination Units (RCU) prepare work and budget plans, monitor\nand evaluate the activities and manage the project in their regions. The terms of reference for\nexecutive staff will be fine-tuned to facilitate evaluation of their performance.\n\n5. **Planning and implementation at the commune level** _**.**_ Communes will have the principal\nresponsibility for preparing communal development plans, preparing grant applications, and\nimplementing and monitoring subprojects. To ensure sustainability, Municipal Councils extended\nto Sector (COMES) will continue their missions of deliberation and approval of CDPs at the\nmunicipal level. Moreover, in addition to participating in deliberations, representatives of\ndecentralized services of sectoral ministries related to project operations will participate more\nactively in the CDP preparation process to ensure that subprojects comply with sectoral guidelines.\nPNDP III will continue to help recruit technical support staff for financial and development\nplanning duties in communes, and provide them with office equipment.\n\n6. **Technical assistance to communes** _**.**_ Under PNDP III, communes will receive technical\nassistance for planning from TSPs (NGOs, consulting firms) and multidisciplinary teams of the\ndecentralized services of technical ministries. Private-sector TSPs will help communes identify\nsubprojects, prepare detailed project proposals, and prepare funding applications.\n\n\n34\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 45
+ ]
+ }
+ },
+ {
+ "input_text": "7. **Local governance and transparency** _**.**_ Good governance will enhance the legitimacy of\ncommunes in the eyes of the citizenry, and thus encourage them to support local development\nthrough co-financing and joint management of local investments (subprojects) and payment of\nlocal taxes. The PNDP III will develop appropriate tools and mechanisms to stimulate good\ngovernance in all of the project activities.\n\n8. To ensure synergy and efficiency, only investments not supported by other projects and\nprograms will be eligible for the Project’s financing. This is the case, for example, with the\nagricultural production (plant and animal production) subprojects which already receive\nsubstantial funding from the Agricultural Competitiveness (PACA) and Agricultural Investment\nand Market Development (PIDMA) projects. Similarly, the project will explore potential synergies\nwith the Lom Pangar operation, including through harmonizing the preparation and\nimplementation of CDPs and envisioned regional development plans in the Eastern region. Regular\nconsultations will also be maintained with the Urban and Water Development Project (PDUE); the\nEnergy Sector Development Project (PDSEN); the Agricultural Competitiveness Project, the\nSanitation Project, the Social Safety Nets Project and the Agriculture Investment and Market\nDevelopment Project. Information sharing, including the Annual Work Plan and Budget (AWPB)\nand periodic joint monitoring missions will be organized as necessary amongst these projects.\n\n9. The PIM details the organizational and technical procedures that govern the project,\nincluding financial management, procurement, and the Grievance Redress Mechanism (GRM).\nThis manual will be based on the PNDP II’s PIM and updated to reflect lessons learned during\nimplementation of PNDP II. The GRM will allow the NCU to address issues in a timely manner.\n\n**Financial Management, Disbursements and Procurement**\n\n**Country PFM situation and Use of Country System**\n\n\n10. Following the 2006 Public Expenditure Management and Financial Accountability Review\n(PEMFAR) and the 2007 Public Expenditure and Financial Accountability (PEFA) that identified\nseveral weaknesses in Cameroon’s Public Financial System (budget credibility,\ncomprehensiveness and transparency, policy-based budgeting, budget execution, accounting and\nreporting, auditing and external scrutiny), the country has embarked on comprehensive reforms to\nimprove budget transparency and efficiency. This effort resulted in the _Nouveau Régime Financier_\n_de l’Etat_ (2007) and a public financial management modernization plan covering 2009-2015\n(PMFP). The GOC has also introduced program budgeting in the 2013 budget year as part of the\nreforms. The public financial management modernization plan is composed of seven strategic\npillars (planning, budget execution-revenue, donors financing, budget execution-expenses,\naccounting, cash and debt management and internal and external control) which are achieved\nthrough the implementation of 170 actions, under the leadership of a dedicated high level\nCommittee ( _Comité de Pilotage des Réformes des Finances Publiques_ ).\n\n11. The independent midterm review of the PMFP concludes that 18 percent of the actions\nwere implemented, about 37 percent are ongoing and the remaining 45 percent are lagging behind.\nThe review has pointed out the need to undertake a country system assessment to determine\nmodalities that could be used for the donor-financed projects.\n\n\n35\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 46
+ ]
+ }
+ },
+ {
+ "input_text": "12. To support the ongoing PFM reform process, the World Bank is preparing a Governance\nand Accountability Project aiming at (i) enhancing transparency and efficiency in public financial\nmanagement, and (ii) improving public procurement performance to achieve efficiency,\ntransparency, competition and better value for money. The implementation of the governance\nproject will sustain the results already achieved and contribute to the improvement of the overall\nPFM environment in Cameroon.\n\n13. Finally, a Bank Institutional Development Fund (IDF) grant has supported the development\nof a harmonized FM manual and an integrated information system for investment projects aiming\nat ensuring better integration of an investment project FM system to the country system. The\ninformation system will contribute to improved synergy between a project’s accounting system\nand the Government information system by allowing automated transmission and integration of a\nproject’s financial information to the Government system, and thus enhance transparency of donorfunded projects’ funds management. The detailed financial management arrangements are\ndescribed below.\n\n**Financial Management**\n\n\n14. The program’s financial management arrangements are coherent with its decentralized\nfeature and involve the PNDP NCU, RCUs, and communes’ financial management system. The\nfinancial management arrangements are the planning, budgeting, accounting, internal control,\nfunds flow, financial reporting, and auditing arrangements of the borrower or entities responsible\nfor Project implementation. It relies on the borrower’s existing institutions and systems (this\nfinancial platform is already in place for the PNDP II), with due consideration of the capacity of\nthose institutions.\n\n15. In line with paragraphs on FM policy in **OP/BP 10.00** on Investment Project Financing,\nthe current FM platform has been assessed to determine whether the latter is acceptable to the Bank\nand that, as part of the overall arrangements in place for implementing the Project, it provides\nreasonable assurance that the proceeds of the Investment Project Financing are used for the\npurposes for which they are granted.\n\n16. The objective of the assessment was to determine whether, (i) the program still has\nadequate financial management arrangements to ensure that the project funds will be used for their\nintended purpose in an efficient and economical way; (ii) the financial reports will be prepared in\nan accurate, reliable, and timely manner; and (iii) project’s assets will be safeguarded. The\nassessment concludes that the financial management system is _**adequate**_ provided that the\nmitigating measures outlined below are well implemented.\n\n\n_**Risk Assessment and Mitigation Measures**_ **.** The overall FM risk is assessed as _**Substantial**_ . The\nassessment recommends as mitigation measures,\n\n\n(i) the updating of the existing administrative and financial manual of procedures to clarify and\nmention the transfer of funds, accounting and reporting mechanisms between the communes, the\nregional coordination unit and national coordination unit. As such the funds transferred should be\nrecorded as expenses only for goods, works, and services delivered at communes, unspent funds\n\n\n36\n\n\n",
+ "datasets": [
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+ "text": "Government system",
+ "confidence": 0.6152121424674988,
+ "start": 161,
+ "end": 163
+ },
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+ "description": null,
+ "data_type": null,
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+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "donorfunded projects",
+ "confidence": 0.9100255370140076,
+ "start": 169,
+ "end": 171
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "financial reports",
+ "confidence": 0.9692744612693787,
+ "start": 417,
+ "end": 419
+ },
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+ "description": null,
+ "data_type": null,
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+ "author": null,
+ "producer": null,
+ "geography": null,
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "financial management system",
+ "confidence": 0.8119049072265625,
+ "start": 449,
+ "end": 452
+ },
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+ "description": null,
+ "data_type": null,
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+ "producer": null,
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "administrative and financial manual of procedures",
+ "confidence": 0.7773517370223999,
+ "start": 517,
+ "end": 523
+ },
+ "dataset_tag": "non-dataset",
+ "description": {
+ "text": "transfer of funds, accounting and reporting mechanisms",
+ "confidence": 0.6240819692611694,
+ "start": 528,
+ "end": 536
+ },
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
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+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 47
+ ]
+ }
+ },
+ {
+ "input_text": "held at the commune’s level, at the end of the grace period of the project should be transferred at\nthe national coordination unit, (ii) the recruitment of the regional accountant in a competitive\nmanner with the Bank’s no objection, (iii) the competitive recruitment of one skilled internal\nauditor, (iv) the recruitment of an independent external auditor according to ToRs acceptable to\nthe Bank, (v) the updating of project’s accounting software to ensure the compatibility with CAA’s\ninformation system developed with World Bank support, (vi) the scaling up of SIMBA to all\nbeneficiary communes; and (vii) the involvement of the Directorate of Treasury and the chamber\nof accounts to support the communes in order to improve the quality of their bookkeeping and\ntheir financial reporting for better transparency and accountability. The “chamber of accounts”\nwill audit randomly the communes’ accounts to provide an opinion on their quality.\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Risk|Risk Mitigating Measures Incorporated into
Project Design|Residual
Risk/ (Risk)
rating|Preparation/Imp
lementation|\n|---|---|---|---|\n|**Inherent risk**||**High**||\n|**Country level**
Delay in the implementation
of the PFM master plan could
hamper governance.|Implement PFM reform agenda with the support
of World Bank and others donors (AfDB and
EU).|High
||\n|**Entity level**
Weak capacity at commune
level which affects their
ability to assume their
fiduciary role effectively|
Provide training to elected authorities in the
domain of fiduciary and governance in order to
allow them perform the assigned functions and
be accountable for their performance|
Substantial|
Implementation
|\n|**Project level**
Lack of effective
coordination between
national coordination,
regional coordination and
communes|Maintain dialogue and monitoring mechanism
between all these actors|Substantial|Implementation|\n|**Control Risk**||**Substantial**||\n|**Budgeting**
Delay in preparing yearly
budget and inappropriate
monitoring of budget
execution resulting in delay
in achieving project
objectives both at Project
level but also at communes’
level.
|Follow strict budget procedures and timeline as
per administrative and financial manual of
procedures.
Ensure that the annual work program is in line
with the procurement plan and feasibility
studies for subproject to prevent any delay due
to the procurement process
Track budget variances and take proactive
decisions at Project and communes’ level|Substantial|Implementation
Implementation
Implementation|\n\n\n\n37\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 48
+ ]
+ }
+ },
+ {
+ "input_text": "|Risk|Risk Mitigating Measures Incorporated into
Project Design|Residual
Risk/ (Risk)
rating|Preparation/Imp
lementation|\n|---|---|---|---|\n|**Accounting**
Inappropriate accounting of
expenses incurred at
communes and project’s
level and delay in
bookkeeping|
Define clear accounting procedures for funds
transferred to communes and train all FM staff
(communes and project level) on these
procedures.
Fill competitively all vacant FM positions
Appoint the “receveur municipal” in all
beneficiary communes and provide training to
them on FM|
Substantial|
Implementation
|\n|**Internal Controls and**
**Internal audit**
Weakness in the existing
manual of procedures related
to accounting and reporting
of funds transferred to the
communes
Absence of earlier
identification of operational
and financial risk and
inadequate management of
the latters|Update the existing manual of procedures
(expenses accounted only after receiving works,
services or goods, interim financial report at
communes and project level should display
funds received, funds expenses, advance, and
cash balance)
Provide training to FM staff to master these
procedures
Scale up SIMBA at communes level and update
project’s existing software to be compatible
with CAA’s software
Recruit a skilled internal auditor upon ToRs
agreed with the World Bank|
Substantial|
Implementation
Implementation
Implementation
Implementation
|\n|**Funds Flow**
Funds may be diverted or
used for ineligible
expenditures
|
Open a Designated Account in acceptable
commercial bank into which funds will be
deposited.
Provide joint signature (Mayor, regional
coordinator, and “Receveur municipal”) on
account opened at communes level|
Substantial|
Implementation
Implementation
|\n|**Financial Reporting and**
**Monitoring**
Delay in the submission of
reliable IFRs and annual
project financial statements|Update the accounting software to handle the
project’s transactions and generate the required
financial information.
Agree on IFR template at project level and
communes level|
Substantial|Implementation
Negotiation
|\n|**External Auditing**
Inadequate audit opinion|Recruit qualified and independent external
auditors under TORs satisfactory to the Bank.
The audit will be performed according to
internationally recognized standards, the scope
and the objectives of the audit tailored to the
particularity of the project.|Substantial|Implementation|\n|**Fraud & Corruption**
Risk of fraud & corruption in
the contracts management|**Ex post controls**: Perform internal audit and
external audit, and integrated fiduciary review
will be performed.
|Substantial
|Implementation
|\n\n\n38\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "|Risk|Risk Mitigating Measures Incorporated into
Project Design|Residual
Risk/ (Risk)
rating|Preparation/Imp
lementation|\n|---|---|---|---|\n||**Ex-ante controls**: Undertake a technical audit
by third party
**Ensure citizen participation** in term of social
audit of subproject
Set up**grievance mechanism** to ensure
effective treatment of complaints||Implementation
Implementation
Implementation|\n\n\n\n17. The overall residual risk rating is **Substantial** .\n\n18. **Strengths** . Financial management arrangements already exist with some FM staff familiar\nwith World Bank FM procedures and an existing administrative and financial manual of\nprocedures.\n\n19. **Staffing** . The existing staffing arrangements at national and regional level will be used.\nNevertheless, for all vacant positions to be financed under IDA resources the recruitment\nprocedures should be competitive according the World Bank’s procedures of selection of\nconsultant and the ToRs need to be agreed with IDA. The role and responsibilities of FM staff\nwill include; (i) preparation of Withdrawal applications; (ii) preparation of periodic financial\nreports and annual financial statements, (iii) bookkeeping; and (iv) project’s assets safeguard.\n\n20. _**Budgeting.**_ The overall responsibility for preparing a consolidated annual work plan and\nbudget will lie with PNDP under the leadership of the PNDP’s Financial and Administrative\nManager. This will be done in line with the program-based budget currently in place in Cameroon.\nThe different steps of budget management (preparation, revision, adoption, and execution) are\ndetailed in the PIM. The annual work plan and budget will be prepared yearly, submitted to the\nBank for review by December 31 in each calendar year, and then approved by the Steering\nCommittee. The annual work program will be in line with the procurement plan and feasibility\nstudies of subprojects to prevent any delay due to the procurement process. A budget execution\nreport will be included in a quarterly interim financial report to enable the project’s implementation\nto be monitored.\n\n\n21. Accounting Arrangements and System. FM staff will have the responsibility for\nmaintaining the accounts of the project and ensuring that the annual financial statements are\nproduced in a timely manner and in accordance with the accounting standards that are in effect in\nCameroon. The existing computerized accounting system will be upgraded to be compatible with\nCAA’s software and to record the project’s transactions and to produce the required periodic\nfinancial reports. The accounting procedures related to funds transferred to communes to be\nintegrated in the manual of procedures will indicate clearly that transactions will be recorded as\nexpenses only after completion of goods, services and works. These procedures will apply at\ncommunes and project coordination unit level. Each commune will produce a quarterly financial\nreport comprising funds received, funds expenses, advances to suppliers, consultants and others\nproviders not yet justified, and period-end cash balance. Communes’ financial reports along with\n\n\n39\n\n\n",
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+ "is_used": "False",
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+ "text": "periodic financial\nreports",
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+ "start": 272,
+ "end": 275
+ },
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+ "start": 175,
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+ "start": 348,
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+ "text": "FM staff",
+ "confidence": 0.6102383732795715,
+ "start": 254,
+ "end": 256
+ },
+ "is_used": "False",
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+ },
+ {
+ "dataset_name": {
+ "text": "budget execution\nreport",
+ "confidence": 0.7314916253089905,
+ "start": 433,
+ "end": 436
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+ "description": null,
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+ "start": 348,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "annual financial statements",
+ "confidence": 0.7739335298538208,
+ "start": 480,
+ "end": 483
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
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+ "text": "CAA",
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+ "start": 515,
+ "end": 516
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+ "text": "Cameroon",
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+ "start": 501,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "quarterly financial\nreport",
+ "confidence": 0.5529621839523315,
+ "start": 590,
+ "end": 593
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+ "description": null,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Communes’ financial reports",
+ "confidence": 0.6796829700469971,
+ "start": 617,
+ "end": 621
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
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+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 50
+ ]
+ }
+ },
+ {
+ "input_text": "the technical certification of the completion to be sent to the project coordination unit will serve\nas the basis for recording funds transferred to communes as expenses in the project’s quarterly IFR\nand annual financial statements. The project coordination unit will ensure that the cash balance is\nreconciled with communes’ joint account bank statement. At communes’ level, SIMBA will be\nscaled up and communes’ staff trained to gained necessary skill for effective use of all SIMBA’s\nmodules.\n\n\n**Key weaknesses and Action Plan to reinforce the control environment**\n\n\n\n\n\n\n\n\n\n\n|Significant Weaknesses or risks|Actions|Responsible|Completion|\n|---|---|---|---|\n|Weaknesses in the existing manual of
procedures related to accounting and
reporting of funds transferred to the
communes
Absence of earlier identification of
operational and financial risk and
inadequate management of these risks
Current accounting systems needs to
be strengthened and made compatible
with the CAA information systems
Some FM positions are vacant at
project level
Absence of “receveur municipal” at
certain communes level|Update the existing manual of
procedures (expenses accounted
only
after
receiving
works,
services
or
goods,
interim
financial report at communes and
project level should display funds
received,
funds
expenses,
advance, and cash balance)
Recruit a skilled internal auditor
and an independent external
auditor upon ToRs agreed with
the World Bank
The upgrading of the current
computerized accounting system
to ensure its compatibility with
the information system developed
by CAA with the World Bank
support
Fill competitively all vacant FM
positions
Appoint the “receveur municipal”
in all beneficiaries communes and
provide training to them on FM|
PNDP
PNDP
PNDP
PNDP
PNDP|
Effectiveness
By effectiveness
3 months after
effectiveness
3 months after
effectiveness
Conditions of funds
transfer to the
Communes|\n\n\n\n22. _**Internal Control.**_ The existing administrative and financial procedures are defined in the\nadministrative, accounting, and financial procedures manual. The manual includes a description\nof the initiation and approval processes with respect to segregation of duties. Nevertheless, the\nmanual of procedures will be updated to take into account weaknesses identified during the phase\nII of the program (expenses accounted only after receiving works, services or goods, interim\nfinancial report at communes and project level should display funds received, funds expenses,\nadvance, and cash balance). The FM staff responsibility in terms of internal control includes\nmaintaining all necessary FM controls to ensure: (i) that the project funds are used only for the\nintended purposes in an efficient and economical way; (ii) the preparation of accurate, reliable,\nand timely periodic financial reports; and (iii) that the project’s assets are adequately safeguarded.\n\n\n40\n\n\n",
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+ },
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+ "input_text": "_**Internal Audit**_\n\n\n23. A skilled internal auditor will be recruited by effectiveness upon ToRs agreed with the\nWorld Bank and will perform a risk-based audit. The internal auditor will submit periodic reports\non his or her findings and recommendations to strengthen the internal control system to the project\ncoordination unit and the World Bank. The auditor annual report will be transmitted to the Steering\nCommittee.\n\n\n_**Financial Reporting and Monitoring**_\n\n\n24. The country’s financial reports are not made available in a timely manner and are not\ncompliant with International Public Sector Accounting Standards (IPSAS). As result, tailored\nQuarterly financial reports were agreed during negotiation. The quarterly interim financial reports\n(IFRs) to be generated from the computerized financial management system will be presented in\naccordance with the format agreed with IDA and submitted to IDA within 45 days of the end of\neach calendar quarter. The IFRs will include: (i) sources and uses of funds (IDA and counterpart\nfunds) by the classifications of project expenditures; (ii) a comparison of budgeted and actual\nproject expenditures (commitment and disbursement) to date and for the quarter; (iii) a statement\nof the use of funds by component or activity; (iv) designated account activity; and (v) a physical\nprogress report on the implementation of the project.\n\n\n_**External Auditing**_\n\n\n25. The annual financial statements and quarterly IFRs prepared by the PNDP as well as the\ninternal control system will be subject to an annual audit by a reputable and independent auditing\nfirm based on terms of reference that are satisfactory to IDA. The scope of the audit will be tailored\nto the project’s specific risks in accordance with World Bank requirements and will be agreed\nupon with the government. In particular, the independent auditor will audit the use of all funds\nflowing from the designated account to the ultimate beneficiaries. The project will comply with\nthe World Bank’s access to information and disclosure policies by making of all disclosable audit\nreports publicly available promptly after receiving them. The project’s external auditor will be\nhired within four months of effectiveness. A single audit opinion, in compliance with International\nStandards on Auditing, will be issued and will cover all project receipts, payments, and accounts.\nThe audited financial statements, along with the auditor’s report and management letter\n(incorporating management’s comments) covering any identified internal control and accounting\nsystem weaknesses, will be submitted to IDA within six months of the end of each financial year.\nThe chamber of account will also provide support to the communes to ensure the reliability of their\naccounts, and thus increase transparency and accountability.\n\n\n_**Technical audits or third party verification**_\n\n\n26. An audit firm will be recruited to ensure third party verification of infrastructure realized\nat communes’ level. One of these technical audits will be performed at the project’s closure to\nensure the effective completion or delivery of works, goods and services. The terms of reference\nof these verifications will be agreed with the World Bank.\n\n\n**Funds flow arrangements**\n\n\n41\n\n\n",
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
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+ "end": 273
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+ "dataset_tag": "non-dataset",
+ "description": null,
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+ "producer": null,
+ "geography": null,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
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+ "text": "audit\nreports",
+ "confidence": 0.8442774415016174,
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+ "end": 385
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+ "reference_population": null,
+ "is_used": "False",
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+ },
+ {
+ "dataset_name": {
+ "text": "audited financial statements",
+ "confidence": 0.7184295654296875,
+ "start": 436,
+ "end": 439
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
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+ "producer": null,
+ "geography": null,
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "IDA",
+ "confidence": 0.5448910593986511,
+ "start": 471,
+ "end": 472
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "communes",
+ "confidence": 0.7279627919197083,
+ "start": 493,
+ "end": 494
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 52
+ ]
+ }
+ },
+ {
+ "input_text": "27. **Funds Flow and Disbursement Arrangements:** Three Designated Accounts (DA-A, DAB and DA-C) in C.F.A Francs BEAC (XAF) will be opened in a commercial Bank acceptable to\nthe Bank and managed by the joint signature of the _Caisse Autonome d’Amortissement_ or CAA’s\nGeneral Manager and Deputy Manager. The DAs will receive an initial deposit equivalent to four\nmonth expenditures forecast and will be replenished regularly through monthly Withdrawal\nApplications.\n\n28. The DA-A will be used for category 1or Part A except grants, B, C, the DA-B for Category\n2 or Part A.1(a) CDP and the DA-C for Category 3 and 4 or Parts A.1(b) and A.2 . The withdrawal\napplications on the DAs will be submitted to IDA monthly. For funds transferred to communes, a\n“Customized SOE” will be used as per the form attached to the disbursement letter. The\nCustomized SOE will reflect payments made by the communes to beneficiaries pursuant to the\nterms and conditions of the use of funds which will include milestones linked to the completion of\noutputs as triggers for subsequent payments to the beneficiaries (until full payment made).\n\n\n**Transfer of funds from DA to communes**\n\n\n29. After the signature of the conventions with communes, the funds will be transferred from\nthe DA to communes’ accounts according to modalities defined in the PIM. The triggers of\nsubsequent transfer of funds will include the certification of satisfactory completion of activities\nor subproject. Citizen participation in this process is envisaged.\n\n30. **Government contribution.** Government agrees to provide its contribution to pay for\nexpenditures not covered by the financing. The estimated total amount to be released is US$56\nmillion over the lifetime of the project. The funds will be transferred annually to the designated\naccount to be opened in a commercial bank/Treasury directorate and the payments will be made\nvia CAA. Reporting of the use of these funds will be provided in the IFRs and the annual financial\nstatements.\n\n\n42\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 53
+ ]
+ }
+ },
+ {
+ "input_text": "**Funds flow diagram**\n\n\n\n43\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 54
+ ]
+ }
+ },
+ {
+ "input_text": "**Disbursements by category** : The table below sets out the expenditure categories to be financed\nout of the Loan/Credit proceeds. This table takes into account the prevailing Country Financing\nParameter for Cameroon in setting out the financing levels.\n\n**Table 3: Disbursements by category**\n\n\n\n\n\n\n\n\n\n|Categories|Amount of the
Financing Allocated
(expressed in SDR)|Percentage of
Expenditures to be
Financed
(Inclusive of Taxes)|\n|---|---|---|\n|(1) Goods, minor works, non-
consulting services, consultants’
services, Operating Costs and
Training for the Project except (a)
CDP-Subproject Grants under Part
A.1(a) of the Project, (b) CDP
Preparation Grants under Part
A.1(b) of the Project and (c) Poor
and Vulnerable Investment
Support Grants under Part A.2 of
the Project|17,000,000|100%|\n|(2) CDP-Subproject Grants under
Part A.1(a) of the Project|10,400,000|100% of amounts paid by
the Recipient under the
CDP-Subproject Grants|\n|(3) CDP Preparation Grants under
Part A.1(b) of the Project|1,300,000|100% of amounts paid by
the Recipient under the
CDP Preparation Grants|\n|(4) Poor and Vulnerable
Investment Support Grants under
Part A.2 of the Project|21,500,000|100% of amounts paid by
the Recipient under the
Poor and Vulnerable
Investment Support Grants|\n|**TOTAL AMOUNT**|**50,200,000**||\n\n\n**FM Conditions** **and FM covenants**\n(i) The updating of the existing administrative and financial manual of procedures as a\ncondition of effectiveness;\n(ii) the recruitment of a skilled internal auditor competitively, as an effectiveness condition;\n(iii) The filling of vacant FM positions not later than 3 months after effectiveness;\n(iv)The transfer of funds to communes is conditioned on the appointment and training of the\n“receveur municipal”;\n(v) The recruitment of an independent external auditor no later than 4 months after\neffectiveness;\n(vi) The upgrading of the current computerized accounting system to ensure its compatibility\nwith the information system developed by CAA with World Bank support.\n\n31. **Implementation Support Plan:** FM implementation support missions will be consistent\nwith a risk-based approach, and will involve a collaborative approach with the entire Task Team\n\n\n44\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 55
+ ]
+ }
+ },
+ {
+ "input_text": "(including the procurement specialist). A first implementation support mission will be performed\nthree months after the project’s effectiveness. Afterwards, the missions will be scheduled by using\nthe Governance-Global Practice risk based approach model and will include the following\ndiligences: (i) monitoring of the financial management arrangements during the supervision\nprocess at intervals determined by the risk rating assigned to the overall FM Assessment at entry\nand subsequently during Implementation Status Reports (ISRs); (ii) review the IFRs; (iii) review\nthe audit reports and management letters from the external auditors and follow-up on material\naccountability issues by engaging with the task team leader, Client, and/or Auditors; the quality of\nthe audit also is to be monitored closely to ensure that it covers all relevant aspects and provides\nenough assurance on the appropriate use of funds by recipients; and, (iv) physical supervision on\nthe ground; and (v) intensive assistance to build or maintain appropriate financial management\ncapacity.\n\n\n32. **Conclusions of the FM Assessment:** The overall FM risk is considered to be _**Substantial**_ .\nThe proposed financial management arrangements for this project are considered adequate to meet\nthe Bank’s minimum FM requirements under OP/BP10.00: (i) the updating of existing\nadministrative and financial manual of procedures to clarify and mention the reporting mechanism\nbetween the communes, the regional coordination unit and national coordination unit related to the\naccounting of funds transferred and expensed (funds should be recorded as expenses only for\ngoods, works, and services delivered at communes); (ii) the recruitment of FM staff to fill vacant\npositions at project coordination unit in competitive manner with the Bank’s no objection; (iii) the\neffective appointment of a “receveur municipal” at beneficiary communes, (iv) the competitive\nrecruitment of a skilled internal auditor according to ToRs agreed with the Bank; (v) the\nrecruitment of an independent external auditor according to ToRs acceptable to the Bank; (vi) the\nupdating of project’s accounting software to ensure compatibility and communication with CAA’s\ninformation system developed with World Bank support; (vii) the scaling up of SIMBA to all\nbeneficiary communes; and (viii) the involvement of the “chamber of accounts” to provide support\nto communes in order to improve the financial reporting for better transparency and accountability.\n\n\n_**Procurement**_\n\n\n**Guidelines**\n33. Procurement for phase III of the Project will be carried out in accordance with the World\nBank “Guidelines: Procurement of Goods, Works, and Non-Consulting Services under\nInternational Bank for Reconstruction and Development (IBRD) Loans and IDA Credits & Grants\nby World Bank Borrowers” dated January, 2011, revised July 2014; and “Guidelines: Selection\nand Employment of Consultants under IBRD Loans and IDA Credit & Grants by World Bank\nBorrowers”, dated January, 2011, revised July 2014, and the provisions stipulated in the Legal\nAgreement. Procurement (works, goods and non-consulting services) or Consultant Selection\nmethods, prequalification, estimated costs, prior review requirements, and time-frame are agreed\nin the Procurement Plan. The Procurement Plan will be updated at least annually or as required to\nreflect the actual project implementation. The Bank’s Standard Bidding Documents (SBD) or\nCameroon National Standard Bidding Documents satisfactory to the Association will be used. To\nthe extent practicable the Bank’s Standard Bidding Documents for works, goods and NonConsulting Services and Standard Request for Proposals, as well as all standard evaluation forms,\nwill be used throughout project implementation.\n\n\n45\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 56
+ ]
+ }
+ },
+ {
+ "input_text": "34. Procurement (works, goods and services) for subprojects of communes, such as small\ninfrastructure, social infrastructure, classrooms, health centers, community halls,, minor works or\nrehabilitation, will be procured on the basis of community participation in accordance with the\nclause 3.19 of the World Bank Procurement Guidelines (Community Participation in\nProcurement), and the Guidelines for Simplified Procurement and Disbursement for CommunityBased Investments (March 3, 1998) detailed in the specific manual or guidelines to communes\napproved by the Bank.\n\n**Advertising:**\n35. The Borrower is required to prepare and submit to the Bank a General Procurement Notice\n(GPN). The Bank will arrange for its publication in UN Development Business online (UNDB\nonline) and on the Bank’s external website. The General Procurement Notice shall contain\ninformation concerning the Borrower, amount and purpose of the credit, scope of procurement\nreflecting the Procurement Plan, and the name, telephone (or fax) number, and address (es) of the\nBorrower’s agency (ies) responsible for procurement, and the address of a widely used electronic\nportal with free national and international access or website where the subsequent Specific\nProcurement Notices will be posted. If known, the scheduled date for availability of\nprequalification or bidding documents should be indicated. The related prequalification or bidding\ndocuments, as the case may be, shall not be released to the public earlier than the date of\npublication of the General Procurement Notice.\n\n36. In the case of ICB or LIB, invitations to prequalify or to bid, as the case may be, shall be\nadvertised as Specific Procurement Notices in at least one newspaper of national circulation in the\nBorrower’s country, or in the official gazette, or on a widely used website or electronic portal with\nfree national and international access, in English, French, or Spanish, or at the option of the\nBorrower, in a national language. Such invitations shall also be published in UNDB online.\nNotification shall be given in sufficient time to enable prospective bidders to obtain\nprequalification or bidding documents and prepare and submit their responses. The Bank will\narrange the simultaneous publication of all Specific Procurement Notices prepared and submitted\nby the Borrowers on the Bank’s external website.\n\n37. In the case of National Competitive Bidding (NCB), the complete text of advertisement\nshall be published in a national newspaper of wide circulation in the National Language, or in the\nofficial gazette, provided that it is of wide circulation, or on a widely used website or electronic\nportal with free national and international access. The Borrower may publish a shorter version of\nthe advertisement text, including the minimum relevant information, in the national press provided\nthat the full text is simultaneously published in the official gazette or on a widely used website or\nelectronic portal with free national and international access. Notification shall be given to\nprospective bidders in sufficient time to enable them to obtain relevant documents.\n\n38. To obtain expressions of interest (EOIs), the Borrower shall include a list of expected\nconsulting assignments in the General Procurement Notice, and shall advertise a request for\nexpressions of interest (REOI) for each contract for consulting firms in the national gazette,\nprovided that it is of wide circulation, or in at least one newspaper, or technical or financial\nmagazine, of national circulation in the Borrower’s country, or in a widely used electronic portal\nwith free national and international access in English, French, or Spanish. In addition, assignments\n\n\n46\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 57
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+ }
+ },
+ {
+ "input_text": "expected to cost more than US$300,000 shall be advertised in UNDB online. Borrowers may also\nin such cases advertise REOIs in an international newspaper or a technical or financial magazine.\nThe information requested shall be the minimum required to make a judgment on the firm’s\nsuitability and not be so complex as to discourage consultants from expressing interest. REOIs\nshall at a minimum include the following information applicable to the assignment: required\nqualifications and experience of the firm, but not individual experts’ bio data; short-listing criteria;\nand conflict of interest provisions. No less than 14 (fourteen) days from date of posting on UNDB\nonline shall be provided for responses, before preparation of the short list. The late submission of\na response to an REOI shall not be a cause for its rejection unless the Borrower has already\nprepared a short list, based on received EOIs, that meets the relevant qualifications. The Bank will\narrange the simultaneous publication of all REOIs prepared and submitted by the Borrowers on\nthe Bank’s external website. Contract awards will also be published in UNDB, in accordance with\nthe Bank’s Procurement Guidelines (para. 2.60) and Consultants Guidelines (para. 2.31).\n\n39. **Requirements for National Competitive Bidding:** Goods and non-consulting services\ncontracts will use NCB procurement methods in accordance with national procedures using SBDs\nacceptable to IDA and subject to the additional requirements:\n\n- In accordance with paragraph 1.16 (e) of the Procurement Guidelines, each bidding\ndocument and contract financed out of the proceeds of the financing shall provide that: (i) the\nbidders, suppliers, contractors and their subcontractors, agents, personnel, consultants, service\nproviders, or suppliers shall permit the World Bank as Supervising Entity, at its request, to inspect\nall accounts, records, and other documents relating to the submission of bids and contract\nperformance, and to have said accounts and records audited by auditors appointed by the World\nBank/Supervising Entity; and (ii) the deliberate and material violation of such provision may\namount to an obstructive practice as defined in paragraph 1.16 (a) (v).\n\n- Invitations to bid shall be advertised in national newspapers with wide circulation.\n\n- The bid evaluation, qualification of bidders, and contract award criteria shall be clearly\nindicated in the bidding documents.\n\n- Bidders shall be given adequate response time (at least four weeks) to submit bids from the\ndate of the invitation to bid or the date of availability of bidding documents, whichever is later.\n\n- Eligible bidders, including foreign bidders, shall be allowed to participate.\n\n- No domestic preference shall be given to domestic contractors or to domestically process\nmanufacturing goods; and association with a national firm shall not be a condition for participation\nin a bidding process.\n\n- Bids are awarded to the most substantially responsive and the lowest evaluated bidder\nproven this bidder is qualified. No scoring system shall be allowed for the evaluation of bids and\nno “blanket” limitation to the number of lots that can be awarded to a bidder shall apply.\n\n- Qualification criteria shall only concern the bidder’s capability and resources to perform\nthe contract, taking into account objective and measurable factors.\n\n40. Fees charged for the bidding documents shall be reasonable and reflect only the cost of\ntheir printing and delivery to prospective bidders, and shall not be so high as to discourage\nqualified bidders.\n\n\n47\n\n\n",
+ "datasets": [],
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+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "41. **Procurement Environment** : Recent changes in the Cameroon legislation have modified\nthe institutional architecture of the bodies responsible for public procurement in the country. The\nnew organizational structure was introduced through three decrees issued on 8 March, 2012, and\nrecently on August 5, 2013. No special exceptions, permits or licenses need to be specified in the\nFinancing Agreement since the procurement code, approved by the President of the Republic in\nSeptember, 2004 allows International Development Association (IDA) procedures to take\nprecedence over any contrary provisions in local regulations.\n\n42. Procurement arrangements for Bank-financed projects in Cameroon have been under\ndiscussion for some time as the national system has been revised to shift responsibility for the bulk\nof procurement and contract management from decentralized agencies to a newly created\nMINMAP. IDA fielded a procurement mission between October 31 and November 10, 2012 to\nassess the potential effects of these changes and notably the possible consequences on Bank\nfinanced projects in Cameroon. The mission concluded that the new centralized system could lead\nto a number of positive outcomes. However, concerns were raised with respect to technical and\nlegal responsibilities as well as regulatory issues. This mission was followed by another one\nconducted jointly with other Development Partners based in Cameroon during the period of\nJanuary 28 to February 3, 2013, in order to: (a) discuss the recommendations of the initial mission;\n(b) facilitate the transition from the old to the new procurement system; and (c) ensure the smooth\nimplementation of the Bank financed projects. MINMAP has confirmed in writing to the Bank\nthat it accepts the proposed short term measures of the donors concerning existing projects as\nidentified in the documents of negotiations and the legal agreements, which consist of the creation\nof special tender boards with full procurement responsibility and the Program Coordination Unit\n(‘‘ _Maître d’Ouvrage’’_ ) in charge of the publication of tenders, contracts award and signature of\nall contracts.\n\n43. Specific procurement arrangements for this Project: Procurement for activities to be carried\nout for the project, will be the responsibility of the NCU with the technical support of the special\ntenders board placed under its authority and set up by MINMAP Decree N 006/A/MINMAP on\nMay 8, 2013. The mandate of this body should be broadened to cover the procurement of this\nproject (PNDP III ).\n\n44. **Procurement of Works** : Each contract estimated to cost more than US$200,000 and less\nthan US$10,000,000 will be conducted through national competitive bidding, in accordance with\nnational procedures using standard bidding document acceptable to IDA. Small works estimated\nto cost less than US$200,000 equivalent per contract may be procured through shopping, based on\nprice quotation obtained from at least three contractors in response to a written invitation to\nqualified contractors.\n\n45. The other procurements will entail minor works to be carried out as part of commune\nsubprojects. Given its size, the amount and the fact that commune works are generated by demand,\nthese contracts will be procured through national competitive bidding procedures, with procedures\nand bidding document acceptable to IDA, or when the amount of these small works are estimated\nto cost less than US$200,000 per contract, by the \"Guidelines for Simplified Procurement and\nDisbursement for Community-Based Investments\" (March 3, 1998), as further detailed in the\n\n\n48\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 59
+ ]
+ }
+ },
+ {
+ "input_text": "specific operations manual or guidelines to communes. They may be procured under the shopping\nprocurement method for works. Under this procedure, lump sum, fixed price contracts are awarded\non the basis of quotations solicited in writing from at least three qualified domestic contractors.\nThe invitation shall include a detailed description of the works, including basic specifications, the\nrequired completion date, a basic form of agreement acceptable to IDA, and relevant drawings\nwhere applicable. Quotations should be opened at the same time and to the extent possible in the\npresence of community members. The awards will be made to the contractor offering the lowest\nprice quotes and having the experience and resources to complete the contract successfully. In\nsome remote areas, it may be difficult to obtain three quotations. Under such circumstances, direct\ncontracting could be considered when the cost to the community of another procedure would be\ndisproportionately high relative to the value of the procurement itself, and where only one\ncontractor is available locally. The contractor can thus be chosen without going through the\nshopping procedures, provided the costs are in line with the local market rates.\n\n46. **Procurement of Goods and Non Consulting Services** : Goods procured under this Project\nwould include vehicles, furniture and office equipment. Taking into account (level of value added)\nmanufacturing/producers capacity in the country, procurement of goods will be bulked where\nfeasible (similar nature and need at same time period) into bid packages of at least US$1 million\nequivalent, so that they can be procured through suitable methods to secure competitive prices.\nGoods estimated to cost US$1 million equivalent and above per contract will be procured through\nICB, which will use the Bank’s Standard Bidding Documents. For other goods contracts costing\nless than US$1.0 million equivalent, NCB procurement methods will be used in accordance with\nnational procedures using Standard Bidding Document acceptable to Word Bank and subject to\nthe additional requirements set forth or referred to above in paragraph on Requirements for\nNational Competitive Bidding.\n\n47. Procurement of goods and non-consulting services, including those of readily available offthe-shelf maintenance of the office electronic equipment and other services such as printing, and\nediting, which cannot be grouped into bid packages of US$100,000 or more, may be procured\nthrough prudent shopping in conformity with Clause 3.5 of the procurement guidelines.\n\n48. Based on country-specific needs and circumstances, shopping thresholds for the purchase\nof vehicles and fuel may be increased up to US$500,000, considering the major car dealers and oil\nproviders are consulted.\n\n49. At the beginning of the project, vehicles procurement packages estimated to cost\nUS$200,000 or less can be procured through UNOPS or other United Nations agencies.\n\n50. **Community participation in procurement** : During Phase III, the Project will finance\ncommune subprojects including works such as small works and equipment for social\ninfrastructure, IEC activities and materials, capacity building, etc. These subprojects would be\nfinanced through matching grants and its activities are expected to cost less than US$200,000\nwhich would be procured with procurement methods according to Section D of the \"Guidelines\nfor Simplified Procurement and Disbursement for Community-Based Investments\" (March 3,\n1998), which are:\n Local shopping for goods\n\n\n49\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 60
+ ]
+ }
+ },
+ {
+ "input_text": " Local shopping for works\n Local call for tenders for goods and works\n Direct Contracting/Off the shelf purchases\nThe simplified communal operational manual will be updated and will outline the procedures,\nstandard documents and tools to be used.\n\n51. **Selection of Consultants:** Consulting services will be needed for the following activities:\n(a) technical assistance; (b) feasibility studies and any other critical studies; (c) technical and\nfinancial audit. These consulting services will be procured with the most appropriate method\namong the following which are allowed by Bank guidelines and included in the approved\nprocurement plan: Quality-and Cost-Based Selection (QCBS), Quality-Based Selection (QBS),\nSelection under a Fixed Budget (SFB), Least-Cost Selection (LCS). Selection based on\nConsultants’ Qualifications (CQS) will be used for assignments that shall not exceed US$300,000.\nSingle Source selection shall also be used in accordance with the provisions of paragraphs 3.9 to\n3.13 of the Consultant Guidelines, with World Bank’s prior agreement. All terms of reference will\nbe subject to World Bank Prior Review.\n\n52. Assignments of Engineering Designs & Contract Supervision in excess of US$300,000,\nand all other technical Assistance assignments above US$100,000, must be procured on the basis\nof international short-lists and in accordance with the provisions of the paragraph 2.6 of the\nconsultants’ guidelines.\n\n53. Consultants for services meeting the requirements of Section V of the consultant guidelines\nwill be selected under the provisions for the Selection of Individual Consultants, through\ncomparison of qualifications among candidates expressing interest in the assignment or\napproached directly.\n\n54. **Operating Costs** financed by the project include, inter alia, utilities and offices supplies,\nvehicle operation, maintenance and insurance, building and equipment maintenance costs. They\nwill be procured using the project’s financial and administrative procedures included in the\noperation manual and based on the annual work plan and budget. For services (car maintenance,\ncomputers maintenance, etc.) to be financed through operating costs, the project will proceed by\nservice contracting for a defined period.\n\n55. **Trainings, Workshops, Seminars, Conferences and Study Tours** will be carried out on\nthe basis of approved annual work plan and budget that will identify the general framework of\ntraining and similar activities for the year, including the nature of training, study tours, workshops,\nthe number of participants, and cost estimates.\n\n**Capacity assessment of the Implementation Arrangements for procurement**\n56. The National Project Coordination Unit (NCU) will be responsible for the administration,\ncoordination, and monitoring of the project, including compliance with procurement procedures.\nManagement and the procurement process for community subprojects will be carried out by\ncommunal tender boards for communes with these tender boards or by departmental/regional\ntender boards for other communes. The procurement unit of the NCU comprises a procurement\nspecialist and an assistant. The procurement unit, if overloaded, may request assistance of external\n\n\n50\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 61
+ ]
+ }
+ },
+ {
+ "input_text": "Consultants’ services. Procurement for activities to be carried at the national level will be the\nresponsibility of the NCU with the technical support of special tender boards mentioned above\nunder its authority. Meanwhile, regarding procurement realized at the level of local authorities\ncovered by PNDP several shortcomings in procurement operations and practices linked especially\nto the implementation of the new procurement reform. The procurement risk in subprojects\nremains _**High**_ and should be mitigated by periodic and selected capacity building, close\nsupervision by the MINMAP and the NCU, and performance technical audits.\n\n57. The two manuals (Project Implementation Manual PIM-and the Administrative, Financial\nand Accounting Manual) used during Phase II of the program will be revised to take into account\nexistence of MINMAP and the new procurement environment.\n\n58. Activities for communes and subprojects are not expected to be subject to IDA noobjection. At the central level, the NCU is responsible to ensure that the necessary national\nclearances and approvals have been received before the No-Objection requests are transmitted to\nthe World Bank\n\n59. To ensure that the above mentioned procurement corrective measures will be met in due\ntime, an action plan is proposed hereafter with tasks to be performed, responsible body as well as\ntime-frame:\n\n\n**Schedule of actions to be carried out**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|ACTION TO BE UNDERTAKEN|TIME-FRAME|RESPONSIBLE
BODY|\n|---|---|---|\n|1.Elaboration and submission of a procurement
plan to the World Bank|Final version was
discussed during
negotiations|_NCU_|\n|2. Training for the communes, the Project
Regional Units, and other project stakeholders
involved in procurement on the procurement
filing system and on management tools detailed
in the specific operations manual or guidelines
to communes|As needed during
project’s life and in
accordance with an
approved annual
program|National Coordination
Unit through its
procurement unit, with
as needed the support
from international
procurement consultant
and the participation of
the World Bank
procurement staff|\n|3. Updating and submitting to IDA the project
Implementation Manual and the Administrative
Financial and Accountant Manual, including
specific operations manual or guidelines to
communes gathering all the major procurement
dispositions|First draft by
negotiations, and
the final documents
by effectiveness|NCU|\n|4. Maintain during the project’s life an
acceptable procurement arrangement to the
Bank, comprising at the NCU level a
procurement specialist and a procurement|By effectiveness|NCU|\n\n\n51\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 62
+ ]
+ }
+ },
+ {
+ "input_text": "|assistant, and at the RCUs level, an
infrastructure expert per region with
procurement knowledge.|Col2|Col3|\n|---|---|---|\n|5. Recommendation for the amendment of the
special tender board (_CSPM_) of PNDP II, or
the creation of a new_CSPM_within the
implementing entity and attached to the project
to supervise project procurement, which is
acceptable to the Bank.|By effectiveness|NCU/MINMAP|\n\n\n\n60. **Overall project procurement risks** : The overall procurement risk for the project is rated\nas _**High.**_ This is due to, among other factors, the country environment risk of corruption in\nprocurement, especially in public contracts, the relatively limited experience in the implementation\nof Bank-financed projects for MINMAP, the potential conflict of interest for MINMAP in relation\nto the management of complaints linked to contracts directly handled by MINMAP, and\nshortcomings in procurement operations and practices at the level of communes. Mitigation action\nplans have been agreed upon, which, if properly implemented and monitored, will bring this risk\ndown to _**Substantial.**_\n\n61. **Procurement plan** : A procurement plan satisfactory to the Bank for project\nimplementation, providing the basis for the procurement methods was prepared during appraisal.\nThis plan which covers the first 18 months of project implementation was discussed and agreed\nupon by the Borrower and the project team at negotiations. It will be available in the Project’s\ndatabase and a summary will be disclosed on the Bank’s external website once the project is\napproved by IDA Board of Executive Directors. The Procurement Plan will be updated in\nagreement with the Project Team at least annually or as required to reflect the actual project\nimplementation needs and improvement in institutional capacity. In communes, the commune\nprocurement plan will be developed on the basis of a standard simplified plan placed at the disposal\nof local PNDP authorities. This plan will be part of the commune’s request for the allocation of\nfunds addressed to the Project.\n\n62. **Publication of Results and Debriefing** : The Borrower shall publish information on\nUNDB online for all contracts under ICB and LIB, and all direct contracts, and in the National\npress for all contracts under NCB. Such publication shall be within two weeks of receiving the\nBank’s no objection to the award recommendation for contracts subject to the Bank’s prior review,\nand within two weeks of the Borrower’s award decision for contracts subject to the Bank’s post\nreview. The disclosure of results is also required for selection of consultants. The Borrower shall\npublish information on UNDB online for all contracts when the short list included any foreign firm\nand all single-source selection contracts awarded to foreign firms, and in the National press all\ncontracts where the short list comprises only National firms and all single-source selection\ncontracts awarded to National firms. Such publication shall be within two weeks after receiving\nthe Bank’s no objection for award of the contract subject to the Bank’s prior review, and within\ntwo weeks of successful negotiations with the selected firm for contracts subject to the Bank’s post\nreview.\n\n\n52\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 63
+ ]
+ }
+ },
+ {
+ "input_text": "63. **Fraud** **and** **Corruption** : The procuring entity as well as Bidders\n/Suppliers/Contractors/Services Providers shall observe the highest standard of ethics during the\nprocurement and execution of contracts financed under the program in accordance with paragraphs\n1.16 and 1.17 of the Procurement Guidelines and paragraphs 1.23 and 1.24 of the Consultants\nGuidelines. The Guidelines on Preventing and Combating Fraud and Corruption in Projects\nFinanced by IBRD Loans and IDA Credits and Grants”, dated October 15, 2006, and revised in\nJanuary, 2011, will apply to this project.\n\n64. **Frequency of Procurement Supervision** : The capacity assessment of the implementing\nagency has recommended supervision missions to visit the field at least twice a year and a post\nreview of procurement actions will be conducted on an annual basis. In addition, there will be\nmonthly supervisory field visits (based on the level of field activities for each commune) by the\nNCU (to selected regions) to carry out the post procurement review and monitoring of commune\nactivities.\n\n65. **Performance technical audit** : Grants provided to beneficiaries within the context of\nsubprojects will be subject to performance technical audits including post-delivery inspection and\nverification of completion/installation. The latter will focus on subprojects selected at random each\nyear by independent auditors recruited by the NCU. During the execution of the Project and up to\ntwo years after the closing date of the Credit Agreement, all documentation with respect to each\nactivity carried including the subprojects shall be kept by the borrower for review and examination.\n\n\n53\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 64
+ ]
+ }
+ },
+ {
+ "input_text": "**Summarized Procurement Plan**\n\n**Table 4: List of Works, Goods and Non-Consulting Services contract packages to be**\n**procured in the project**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|1|2|3|4|5|6|7|8|9|\n|---|---|---|---|---|---|---|---|---|\n|**Ref.**
**No.**|**Contrat**
**(Description)**|**Estimated**
**cost (US$**
**equivalent)**|**Procureme**
**nt Method**|**Pre**
**qualificati**
**on (yes/no)**|**Domestic**
**Preference**
**(yes/no)**|**Review by**
**the Bank**
**(Prior/Post)**|**Expected**
**Bid-**
**Opening**
**date**|**Comment/**
**Completio**
**n date**
|\n|1|Acquisition
of computer
equipment for
(1) NCU and
RCU; (2)
monitoring
and
evaluation
system (3)
Field works
of M&E and
(4) equipment
and
accessories
(network) for
the
implementati
on and
support of
software
Sim_ba in 82
communes|700,000|NCB|NO|NO|Prior|02/02/16|**_First NCB/_**
**_05/06/16_**
**_IDA: 70%_**
**_ETAT: 30%_**|\n|2|Acquisition
of Solar
Energy for
the
implementati
on and
support of
software
Sim_ba in 20
communes|52,000|Shopping|NO|NO|Post|10/3/16|**_15/05/16_**
**_IDA :_**
**_100%_**
|\n|3|Acquisition
of generators
for the
implementati
on and
support of
software
Sim_ba for
62 communes|68,000|Shopping|NO|NO|Post|10/3/16|**_15/05/16_**
**_IDA :_**
**_100%_**
|\n|3|Procurement
of 33 vehicles|
2,142,000
|ICB
|NO|NA|Prior|15/11/2015|**_10/02/15_**
**_IDA: 40%_**|\n\n\n54\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 65
+ ]
+ }
+ },
+ {
+ "input_text": "|1|2|3|4|5|6|7|8|9|\n|---|---|---|---|---|---|---|---|---|\n|**Ref.**
**No.**|**Contrat**
**(Description)**|**Estimated**
**cost (US$**
**equivalent)**|**Procureme**
**nt Method**|**Pre**
**qualificati**
**on (yes/no)**|**Domestic**
**Preference**
**(yes/no)**|**Review by**
**the Bank**
**(Prior/Post)**|**Expected**
**Bid-**
**Opening**
**date**|**Comment/**
**Completio**
**n date**
|\n|||||||||**_ETAT:_**
**_60%_**|\n|4|Acquisition
of office
supplies and
various
supplies per
semester
NCU & 10
RCU|40,000
|Shopping
|NO|NO|Post|22/02/16|**_20/08/16_**
**_IDA: 100%_**|\n|5|Equipment
and Office
furniture for
NCU & 10
CRU|266,000|NCB|NO|NO|Post|01/12/15|**_04/02/16_**
**_IDA: 70%_**
**_ETAT: 30% _**|\n|6|Procurement
of 31 motos
for districts
councils|186,000|DC/Procure
ment from
United
Nations
Agencies|NO|NO|Prior|NA|**_10/03/2016_**
**_IDA: 56%_**
**_ETAT:_**
**_44%_**|\n|7|Production of
communicati
on tools
(tablets,
leaflet,
badges)|20,000|Shopping|NO|NO|Post|7/12/15|**_15/01/2016_**
**_IDA:100%_**|\n|8|Small
equipment of
mapping for
75 communes|
150,000
|NCB|NO|NO|Post|01/03/2016|**_04/04/2016_**
**_IDA:100%_**|\n|9|Automobile,
Health and
office
insurance|218,000|NCB|NO|NO|Post|15/06/2016|**_20/07/16_**
**_IDA: 100%_**|\n|10|Editing the
Guide for
municipal
authorities
and partners
in the PNDP
procurement
&contract
management|30,000|shopping|NO|NO|Post|20/10/2015|**_15/11/2015_**
**_IDA:100%_**|\n|11|Editing the
Guide for
communal
authorities to
monitor the
implementati|10,000|shopping|NO|NO|Post|15/07/2016|**_12/09/16_**
**_IDA:100%_**|\n\n\n55\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 66
+ ]
+ }
+ },
+ {
+ "input_text": "|1|2|3|4|5|6|7|8|9|\n|---|---|---|---|---|---|---|---|---|\n|**Ref.**
**No.**|**Contrat**
**(Description)**|**Estimated**
**cost (US$**
**equivalent)**|**Procureme**
**nt Method**|**Pre**
**qualificati**
**on (yes/no)**|**Domestic**
**Preference**
**(yes/no)**|**Review by**
**the Bank**
**(Prior/Post)**|**Expected**
**Bid-**
**Opening**
**date**|**Comment/**
**Completio**
**n date**
|\n||on of sub-
project||||||||\n|12|Editing the
Guide for
Guide &
practitioner's
manual for
the 31 district
communes|20,000|shopping|NO|NO|Post|20/09/2016|**_25/11/16_**
**_IDA:100%_**|\n\n\n\n**Prior review thresholds for Works, Goods and Non-consultant services:** Contracts estimated\nto cost above US$5 million for works and US$500,000 for goods per contract, the first ICB and\nNCB contracts for works and goods, eventually others as identified in the procurement plan and\nDirect Contracting to cost above US$100,000 will be subject to prior review by the World Bank.\n\n\n56\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 67
+ ]
+ }
+ },
+ {
+ "input_text": "**Table 5: List of consulting assignments with selection methods and time schedule**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|1|2|3|4|5|6|7|\n|---|---|---|---|---|---|---|\n|**Ref.**
**No**
|**Description of Assignment**
|**Estimated**
**cost (US$**
**equivalent)**|**Selection**
**method**|**Review by**
**the Bank**
**(prior/post)**|**Expected**
**proposals**
**submission**
**date**|**Comments/**
**completion**
**date**
|\n|1|Selection of a consultant to
develop the manual &
practitioner's manual for the
31 district communes|30,000|IC|Post|25/01/2016|22/04/2016
IDA: 100%|\n|2|Selection of Local Support
Organization (LSO) on the
Preparation of CDPs for the
31 districts communes and
urban communities: one
OAL/one contract per
commune|20,000|FBS|Post|22/02/2016|28/10/2016
IDA: 56%
ETAT: 44%|\n|3|Selection of a consultant for
updating the manual for
municipal authorities and
partners in the PNDP
procurement &contract
management|20,000|IC|Post|22/07/15|28/09/2015
IDA: 100%
|\n|4|Selection of consultant to
Elaborated of manual for
communal authorities to
monitor the implementation
of sub-project|15,000|IC|Post|12/04/16|28/06/2016
IDA: 100%
|\n|5|Follow-up of training
deployment and technical
assistance to Simba software
in 82 communes|70,000|
SSS
|
Prior|
NA|25/08/16
IDA : 100%|\n|6|Financial Audits of the
project for the first 2 years|80,000|LCS
|Prior|10/6/15|23/08/2015
IDA : 100%|\n|7|Legal advice|10,000|IC|post|28/12/2015|29/01/2016
IDA : 100%|\n|8|Maintenance and animation
of an internet portal on the
PNDP and communes|6,000|IC
|Post|12/02/16|22/08/16
IDA : 100%|\n|9|Updating of geographical
data of 100 communes|100,000|CQS
|Post|11/05/16|20/09/16
IDA : 100%
|\n|10|Selection of consultant to
Elaborate management and
maintenance templates for
infrastructures|100,000|QCBS
|Post|03/01/16|10/03/16
IDA: 50%
ETAT: 50%|\n|11|Performance Technical
auditor|300,000|QCBS|Prior|8/10/16||\n\n\n**Prior review thresholds for consultant services:** Consultant services estimated to cost above\nUS$200,000 for firms and US$200,000 for individuals per contract, and Single Source selection\nof consultants (firms and individuals) to cost above US$100,000 will be subject to prior review by\n\n\n57\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 68
+ ]
+ }
+ },
+ {
+ "input_text": "the World Bank. Similarly, all audit contracts will be subject to prior review as will be any other\ncontract identify in the procurement plan.\n\n**Environmental and Social (including safeguards)** .\n66. The project is designated Category B per the Bank’s policy on Environmental Assessment\n(OP/BP 4.01). This suggests that the environmental and social impacts of the project, for the most\npart, will be minimal, site-specific, and manageable to an acceptable level. In consideration of the\nactivities likely to be supported, the project has triggered the following safeguard policies: OP\n4.01: Environmental Assessment; OP 4.09: Pest Management; OP 4.10: Indigenous Peoples; OP\n4.11: Physical Cultural Resources; OP 4.36: Forests; OP 4.12: Involuntary Resettlement; OP 7.50\nProjects on International Waterways.\n\n67. The project will finance various social infrastructure and economic investments. Funds\ntransferred to communes will finance priority investments identified in their communal\ndevelopment plans. Communes would be fully responsible for the selection and implementation\nof subprojects in a participatory manner. Regarding social infrastructure, subprojects will be\nfunded in the field of health, education, water and sanitation. Subprojects on economic investments\nwill be focused on productive investments such as the construction/rehabilitation of rural markets,\ncommunities’ storage facilities, rural roads, small bridges, culverts, small scale irrigation schemes\nfor grassroots communities. These social and productive infrastructure subprojects are intended to\nimprove the agricultural production environment and to provide favorable conditions for the\ndiversification of economic activities through the development of agricultural and non-farm\nactivities by the grassroots communities.\n\n68. As the project will finance both social infrastructure and economic investments, potential\nnegative environmental and social impacts of these subprojects are likely to include: (a) solid and\nliquid wastes, ineffective medical waste management, water and soil pollution due to construction\nactivities, increase of use of pesticides and herbicides; (b) forest degradation and deforestation,\nloss of flora and fauna; (c) soil erosion and silting due to the rehabilitation of water management\nstructures for irrigated schemes, as well as to poor agricultural practices; (d) pressures on natural\nresources as the population increases in those areas that have access to water; (e) social conflict\ndue to reduction in land available; (f) HIV expansion, increase in the incidence of malaria and\nbilharzias due to increase in the surface of water management structures; pesticide poisoning due\nto the unsafe application and management of pesticides and herbicides by untrained personnel,\nexposure to dust and noise of the population near construction sites.\n\n69. **Environmental management capacity** . As discussed in the Environmental Audit Report\n(January 2014), experience under PNDP II has shown that: (a) the subprojects had contributed to\nan improvement in the quality of life among the project beneficiaries as malaria declined; access\nto health care had increased; access to markets had improved; (b) future subprojects will need to\nbe screened consistently for potential adverse localized environmental and social impacts before a\ndecision is made to finance them; and (c) PNDP’s institutional arrangements for the environmental\nand social management of subprojects were basically sound but needed some improvements to\nstrengthen coordination between MINEPDED, MINAS, and MINEPAT/PNDP at the regional and\ndepartmental levels.\n\n\n58\n\n\n",
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+ "input_text": "70. **OP 4.01 Environmental Assessment** : Since the exact nature and location of the activities\nwas not identified prior to appraisal, to ensure that potential negative environmental and social\nimpacts of future subprojects are identified and appropriately mitigated, the Borrower has updated\nthe existing Environmental and Social Management Framework (ESMF) prepared during PNDP\nII. The revised ESMF document was approved and disclosed in Cameroon and at the Bank’s\nInfoshop on March 26, 2015.\n\n71. The ESMF has outlined the environmental and social screening process for subprojects. It\ndescribes in detail the steps required to: (i) screen subprojects for potential negative social and\nenvironmental impacts; (ii) assign the appropriate environmental category to subprojects; (iii)\ncarry out the appropriate environmental work based on the screening results; (iv) review and\napprove the screening results, and, as required, environmental impact assessments; (v) carry out\npublic consultations; (vi) carry out environmental monitoring and evaluation; and (vii) establish\nand follow-up on environmental monitoring indicators. In addition to existing Cameroonian\nenvironmental screening procedures that are based on a list of activities subject to Environmental\nImpact Assessment ( _Arrêté n°0070/MINEP du 22 avril 2005_ ), the ESMF has prepared a more\ndetailed screening form in compliance with OP 4.01 Environmental Assessment. This form will\nguide the subproject screening process during the project implementation. To assist subproject\nimplementers in managing the potential negative environmental and social impacts, the ESMF\nincludes the following sections/annexes: (a) environmental guidelines for contractors to be used\nduring construction and rehabilitation activities; (b) a summary of the Bank’s safeguard policies\nto be taken into account during subproject design and implementation; and (c) an Environmental\nSocial Management Plan (ESMP) which proposes mitigation measures and institutional\narrangements as well time horizons and cost estimates for the effective implementation and\nmonitoring of mitigation measures for subprojects. The ESMF proposes institutional arrangements\nthat remain the same as proposed in phase 2 (see below), including cost estimates for the\nimplementation of institutional and technical measures as well as environmental training and\npublic-awareness raising. The specific EMPs for each subproject will propose relevant mitigation\nmeasures according to identified subproject environmental and social impacts. The ESMF will be\nincluded in the PIM.\n\n72. **OP 4.09 Pest Management** : While the project will not finance the purchase of pesticides,\nthe project activities under component 1 may induce the increase of pesticides use in the\ncommunities’ storages facilities. To ensure safe pest management under future subprojects\npromoting storages facilities, a pest management plan (PMP) of the Agriculture Investment and\nMarket Development Project (P143417) approved in 2014 was adapted and customized to reflect\nmeasures that need to be taken during the project implementation (storage facilities; protective\ngear for pesticide application; safe handling and disposal of packaging materials; and relevant\ntraining). The final customized version was approved and disclosed on March 26, 2015.\n\n73. **OP 4.11 Physical Cultural Resources** : The proposed operation will involve excavations\nand movement of earth for the planned rural roads construction and rehabilitation. Although the\nongoing ESMF has not yet anticipated any threat against physical cultural resources, the ESMF\nincludes clear procedures required for identification and protection of cultural property from theft\nand treatment of discovered artifacts; these will be included in standard bidding documents (SBD).\n\n\n59\n\n\n",
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+ "input_text": "Each Subproject’s ESIA/ESMP will provide specific procedures for handling “chance finds”\nduring implementation.\n\n74. **OP 4.36 Forests** : This policy is triggered as the project is likely to finance small scale\nreforestation activities based on communes demand. The ongoing program has signed a\nMemoradum of Understanding with the National Forest Agency (ANAFOR) in charge to lead\nreforestation program. It is worthy to note that, during the previous phase, no communes invested\nin the afforestation subproject. In case that happens, mostly indigenous and adapted species will\nbe used.\n\n75. **OP 7.50 Projects on International Waterways** : This policy is triggered because the\nproject is likely to support rehabilitation of irrigation schemes in the North and Far North of\nCameroon close to Chad and Niger watershed basins. Even though the technical evaluation\nconfirms that negative impacts against mentioned international waterways are limited, the Bank\nhas advised the Borrower to proceed with notification to riparian. By letter dated January 30, 2015\naddressed to the governments of Chad, Niger, and Nigeria through the Lake Chad Basin\nCommission and the Niger River Authority the Minister of Economy, Planning and Regional\nDevelopment notified the riparian countries. On May 8, 2015, MINEPAT sent the reminders letters\nto these Secretaries General. The countries were requested to respond to the Government of\nCameroon with their comments by May 18, 2015. In response to the MINEPAT, the Lake Chad\nBasin Commission and the Niger River Authority have respectively granted their no-objections on\nMay 21 and 25, 2015.\n\n76. **Public Consultations** . Extensive public consultations were carried out during the update\nprocess of the ESMF, the RPF and the IPP. A national validation workshop was organized prior\nto appraisal with participation of the main stakeholders (mayors, communities based organizations,\ncivil society), as well as relevant public services involved in the project implementation. The\nconsultation process will continue throughout project implementation. The Bank team and the\nNational Coordination Unit of the Project Implementation Unit will ensure that the same consultation\nprocess will be maintained for the specific safeguards instruments as needed (ESIAs, ESMPs,\nResettlement Action Plans (RAPs), and Indigenous People Action Plans (IPPs).\n\n77. **Documents disclosure** : The revised Safeguards documents were disclosed in country and\nat the InfoShop on March 26, 2015.\n\n78. **Project safeguards instruments management and capacity building** . The\nimplementation arrangements for the relevant safeguards instruments are fully integrated with the\noverall implementation arrangements of the Project. The Environmental and Social institutional\narrangement of PNDP II will be maintained. It is composed of: (i) a Senior Environmental and\nSocial Specialist and an Assistant Environmental and Social Specialist at the central level; and (ii)\n10 environmental and social specialists in the 10 regional offices of the project. External\nconsultants will be hired to carry out specific environmental and social studies including bi-annual\nenvironmental and social audits. The Ministry of Economy, Planning and regional Development,\nthrough the National Coordination Unit of the Project, has the ultimate responsibility for the Project’s\ncompliance with Cameroonian legislation and Bank safeguards guidelines. The PIU coordinates\nclosely with the ministries involved in the Project, notably Ministry of Environment, Ministry of\n\n\n60\n\n\n",
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+ "input_text": "Social Affairs, and the Ministry in Charge of Land and Domain. In addition the Bank team will\nsystematically include environmental and social safeguard members during the project support\nmissions. Relevant environmental and social safeguards capacity building sessions will be\norganized by the PIU and when needed by the Bank safeguards specialists during the support\nmissions.\n\n79. **Social and cultural context** . Cameroon has an extremely heterogeneous population,\nconsisting of approximately 250 ethnic groups. Cameroon Highlanders constitute the plurality at\n38 percent of the total population. They include the Bamileke and the Bamoun. The coastal tropical\nforest peoples, including the Bassa, Douala, and many smaller entities account for about 12 percent\nof the population. In the southern tropical forest, ethnic groups include the Ewondo, Bulu, and\nFang who are known all as Beti groups. The Maka and Pygmies or Bakas account for about 18\npercent of the population. Finally, the Peul are about 14 percent of the population while the Kirdi\nare estimated to be about 18 percent. Consistent with ethnic variety and richness, there are about\n230 different languages. English and French are official languages. But, in reality, few\nCameroonians speak both French and English, and many speak neither. The refugees and possible\nconflicts in the North and East regions may lead to an increase in the poverty rates, the\ndisplacement of people, food insecurity, less access to basic social services, environmental issues\nrelated to greater pressure on natural resources and conflicts with local people for the use of\navailable resources (water, health, education, hygiene and sanitation and housing). The PNDP\nincludes targeted investment support grants for the poorest and most vulnerable populations in\nthese areas.\n\n80. As subproject selection responds to demand from beneficiaries, three main social\ndevelopment outcomes are expected: (a) improved and sustainable access to basic services (class\nrooms, water supply, health care facilities, and rural roads); (b) short-term and permanent\nemployment for the locally available skilled or unskilled labor during project implementation; and\n(c) community participation through direct involvement in subproject cycle. Women in rural areas\nwill derive direct benefits from improvements in water supply, enabling more productive use of\ntheir time, since, on average, they devote as much as two to four hours a day to fetch water.\n\n81. **Citizen engagement throughout the project cycle** . The preparation of this project is\nbased on broad-based participatory and consultation processes. The preparation group includes\nrepresentatives of the government, the private sector, civil society, development partners, mayors\nand municipal council of communes. Several workshops have been organized at national level,\nand field missions have visited communes/communities to collect information about their\nexpectations about the project. All these actors were involved in the definition of the scope of the\nproject and the activities included in the Project Appraisal Document (PAD). During\nimplementation, communes and beneficiaries will be involved in all phases of the subproject, for\ninstance through consultation and participation in subproject planning, preparation, contracting,\nimplementation, and operation and maintenance; and feedback regarding satisfaction with the\ncompleted subprojects and service delivery. As needed, local service providers (NGOs, Civil\nSociety, government agencies, independent contractors, etc.) will provide support. The communes\nand beneficiaries will also be engaged through the community scorecard, the community oversight,\nthe grievance redress mechanisms, the participatory physical audit, and the management\ncommittees of socio-economic infrastructure that will be implemented in the project. Three\n\n\n61\n\n\n",
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+ "input_text": "indicators related to citizen engagement are presented in Annex 1 of the PAD. The main social\nresults of the project will be monitored through social impact assessments that will include\noutcome indicators. This assessment will be done at the mid-term review and repeated before\ncompletion of the project.\n\n82. _**Gender approach**_ . The project will build on the gender approach of the PNDP II to create\nawareness and build capacity within the project team and among beneficiaries. To support\nimplementation of the gender approach it is recommended that the field team is properly trained\nand up to date in the operational and methodological aspects of the gender approach. Part of the\nresponsibility of the field team is to provide ongoing monitoring and evaluation of training\nactivities and the inclusion of women and to ensure that their priorities are properly taken into\naccount. The M&E system will include gender aspects. The project communications should\ninclude dissemination of a gender approach and promotion of equal participation of men and\nwomen in project activities, with sensitivity to local culture, beliefs and norms.\n\n83. **OP 4.10 Indigenous Peoples** : Even though the location of subprojects could not be\ndetermined prior to implementation, it is well known that Indigenous People are mainly located in\nEastern and Southern regions of Cameroon. An Indigenous People Plan (IPP) was prepared for the\nPNDP I and II with focus in the following areas: (a) Citizenship; (b) Education; (c) Health; (d)\nAgriculture; and (e) Dialogue between communities and land security. The IPP action plan was\nimplemented in 31 communes in the Center, South and East regions of the country. The Borrower\nhas updated the Indigenous Peoples Action Plan (IPP) prepared under PNDP II. This IPP takes\nadvantage of the lessons learned during the implementation of the previous phases. The final\nversion was approved and disclosed on March 26, 2015.\n\n84. **OP 4.12 Involuntary Resettlement** : This policy is triggered as the project is likely to\nfinance activities that could lead to Involuntary Resettlement. Voluntary land contribution might\nbe expected from targeted beneficiaries as is sometimes the case with community driven\ninterventions. For this reason, the Resettlement Policy Framework (RPF) might need to include\nspecial provision for land acquisition; and accepting and recording such voluntary contributions.\nThe RPF of the PNDP II was updated and disclosed on March 26, 2015. During PNDP II, no\nsubproject triggered the execution of a Resettlement Action Plan (RAP). None of the implemented\nsubprojects acquired land, resettled and/or displaced people. If a RAP proves necessary under\nPNDP III, it will be prepared by project-financed consultants and submitted to the World Bank\nand the National Coordination Unit during the first project year to check its quality. In the event\nof inadequate quality, the project will finance additional training. After the first year, the RAP will\nbe examined and approved by the Municipal Councils, with support from decentralized services\nof the concerned sectoral ministries and the project’s regional project coordination teams. The IPP\nand RPF include a Grievance Redress Mechanism which will address complaints received from\nthe populations and the IP.\n\n_**Monitoring & Evaluation**_\n\n85. The M&E system of PNDP III will be based on lessons learned from the implementation\nof the M&E systems developed under Phases 1 and 2 of the program. The results framework\npresented in Annex 1 defines higher-level PDO indicators, as well as intermediate performance\n\n\n62\n\n\n",
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+ "input_text": "indicators for each component and sub-component. Progress toward achievement of the PDO will\nbe measured by means of key outcome indicators.\n\n86. The NCU will be responsible for carrying out M&E activities and for meeting the agreed\nreporting requirements. The Monitoring and Evaluation specialist at the central level and the M&E\nspecialist at the regional level facilitate and coordinate the PNDP III Monitoring and Evaluation\nactivities.\n\n87. The project M&E system will link technical and financial data on project progress and\nimpact. The system will be a mechanism for assessing project results and a day-to-day\nmanagement tool, supporting project supervision by ensuring that baseline and follow-up surveys\nand data collection for the key performance indicators are available and regularly updated. The\nM&E manual will provide details with regard to the definition of the results framework, the\nmethodology and tools for data collection, the institutional arrangements for M&E activities, and\nthe mechanism for information dissemination. The M&E specialist at the central level and the\nM&E specialist at the regional level will facilitate and coordinate the PNDP III M&E activities.\n\n88. The objectives of the M&E activities are to provide PNDP III staff and stakeholders with\nregular information on project implementation and outputs; identify bottlenecks and impediments\nin the project implementation; ensure that all the activities under PNDP III are implemented in\ncompliance with the PIM; determine to what extent the NCU achieves its goals and objectives,\nand how it affects the intended beneficiaries’ social conditions and capacities; and maintain\nacceptable performance standards for environmental and social impacts. The arrangements for\nM&E are critical given the multitude of capacity building and subproject activities that will take\nplace under the project.\n\n89. The project management information system (MIS) set up during PNDP II will be adjusted\nto the needs of the proposed project. Indeed, the new MIS will include the following adjustments:\n(i) complete on-line connection with RCUs and NCU to strengthen decentralized supervision; (ii)\nextend MIS to allow comparison of planned versus actual performance (i.e., physical and financial)\nin a format that can also be used in reports to be presented to government and Bank; (iii) integrate\nfinancial management system, and (iv) launching of the MIS on the internet for public access with\nthe aim of promoting transparency.\n\n90. The monitoring and evaluation system of PNDP III is designed to consolidate and improve\nthe system used during the first and second phase of the program. It will be organized at four\nlevels: communal, departmental, regional, and national. It will use the PRO-ADP software\n(Progiciel d’Appui au Développement Participatif) developed during phase 2 to facilitate the\nmonitoring of the implementation of CDP at the communal level.\n\n91. The communal level will be the operational level of the system. Communal development\nagents will be trained to monitor the implementation of CDPs and to collect data and transmit them\nto the departmental level. These data will include feedback from communes on PNDP\nimplementation as well as environmental monitoring indicators to determine the effectiveness of\nenvironmental mitigation measures implemented under subprojects and the extent to which the\n\n\n63\n\n\n",
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+ "input_text": "completed subprojects have been maintained in an environmentally and socially sustainable\nmanner. The data collected at the commune level will be consolidated at the departmental level.\n\n92. The departmental level is the first level of consolidation. Data collected at the municipal\nlevel will be consolidated and analyzed in each department by the departmental Delegate of\nMINEPAT (for municipalities under its jurisdiction), and transmitted to the Regional Coordination\nUnit (RCU) of the project with a copy to the Divisional Office (Prefecture).\n\n93. The regional level is the second level of consolidation. The data collected at the\ndepartmental levels will be consolidated and analyzed at the level of each region by the regional\nofficer in charge of monitoring/evaluation of the project. Data collected, consolidated, and\nanalyzed in each region will be channeled to the M&E specialist in charge at the central M&E\nsystem.\n\n94. The national level is the third level of consolidation of data from regions. These data will\nbe analyzed by the central M&E specialist in order to develop guidance and remedial actions for\nimproving the performance of the project.\n\n95. **Evaluation** . Baseline data has been established based on studies and surveys conducted\nduring PNDP II. Two impact assessments using the difference-in-difference method (or other\nrelevant method) will be conducted during the implementation of the project: one at the mid-term\nreview, and another one at project completion. Impact studies will assess the impacts of the project\non poverty reduction in rural areas. Moreover, the survey of beneficiary’s satisfaction with services\nprovided by the project will be conducted every two years. All these assessments will be carried\nout by independent consultants under the coordination of the project team. Reports to be produced\nwill enable the government and development partners to carry out necessary adjustments in\nimplementation arrangements of the project and to orient the design of future projects.\n\n96. **Participatory monitoring and evaluation** . The communes and beneficiaries will\nparticipate in qualitative self-evaluation to measure their satisfaction with improvements resulting\nfrom the subproject. They will also assess the subproject’s physical achievements (infrastructure).\nIn this way, the communes and beneficiaries will provide inputs to the monitoring and evaluation\nsystem of the project.\n\n97. During the biannual joint supervision missions, World Bank staff, government officials,\nand members of beneficiary communes will assess the status of key project outcomes and update\nlegal covenant compliance. The Mid-term Review will be conducted two years after the first\ndisbursement. A final independent evaluation will be conducted during the last semester of project\nimplementation to assess overall achievement of expected project results. Monitoring and\nevaluation reports, including environmental monitoring results, will be produced quarterly at the\nregional and commune levels, and every six months at the central level. Biannual and annual\nreports will be circulated to sectoral ministries and to the concerned development partners.\nFurthermore, sectoral ministries will be closely associated with all internal and external monitoring\nand with supervision missions, during which they assure that the activities undertaken comply with\nthe national standards and policies. The project will also carry out specific studies and independent\nimpact assessments at mid-term and at the end of PNDP III, to measure the social and\n\n\n64\n\n\n",
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+ },
+ {
+ "input_text": "environmental impact of subprojects financed. A final evaluation/review at the end of project\nimplementation will be carried out and an ICR will be prepared. The project will support a\nstakeholder ICR review and validation process. No later than four months after the credit closing\ndate, the NCU will prepare and provide to IDA a report on the execution of the project, its costs\nand sustainability, and current and future benefits to be derived from it, which is to be attached to\nthe Bank’s ICR in accordance with IDA guidelines.\n\n98. **Environmental monitoring** . At the project level, PNDP’s M&E System will include\nenvironmental monitoring indicators to determine: (a) the use of the environmental screening for\nsubprojects and investments; (b) the effectiveness of environmental mitigation measures\nimplemented under subprojects, and (c) the extent to which subprojects under implementation are\nmaintained in an environmentally and socially sustainable manner. They will also include gender\naspects. At the subproject level, environmental monitoring indicators will focus on: (a) the number\nof subprojects maintained in an environmentally and socially sustainable manner; (b) the number\nof health centers that have adopted appropriate medical waste management measures; (c) the\nnumber of market subprojects that have adopted appropriate waste management measures; (d) the\nnumber of women participating in subproject design; and (e) the number of women managing\nwater points; to determine how well gender issues and mitigation measures are being incorporated\ninto subproject design and implementation.\n\n\n**Role of Partners.** The French Development Agency, German cooperation (GIZ), and the\nEuropean Union are partners. To ensure and enhanced action synergy and more efficiency,\nonly investments not supported by other projects and programs will be eligible for the project’s\nfinancing. PNDP III will explore potential synergies and complementarities with the\nforthcoming intervention under preparation (Labor Intensive Public Works Project) by the\nFrench Development Agency in the Adamaoua, North and Far North regions of Cameroon.\nThis will be reflected in the Project implementation Manual.\n\n\n65\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 76
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 4: Implementation Support Plan**\n\nCAMEROON: Community Development Program Support Project-Phase III\n\n**Strategy and Approach for Implementation Support**\n\n1. The strategy of the Implementation Support Plan (ISP) has been developed according to\nthe nature and the characteristics of the project, as well as its risk profile. The strategy will basically\naim at making implementation support to the client more flexible and efficient, and will focus on\nthe principal risks identified and the agreed risk mitigation measures described in the SORT. It\nwill also provide the technical advice necessary to facilitate achieving the PDO. The ISP also\nidentifies the minimum requirements to meet the Bank’s fiduciary obligations.\n\n\n2. Project management and implementation will continue to be conducted at the national level\nthrough the NCU, at the regional level through the RCUs and at the local level through the\ncommunes. The TTL is based in-country and will ensure regular engagement with the NCU,\ngovernment agencies and development partners. The Bank will continue to participate actively in\nthe thematic group for decentralization to strengthen collaboration and synergies with other\ndevelopment partner activities and contribute to policy dialogue.\n\n\n3. Through the ISP, the Bank will complement the client’s M&E system by conducting biannual\nsupervision missions with a team comprised of wide-ranging expertise (safeguards, environment,\nFM and procurement, governance, etc.). Field visits and spot checks will be carried out during\nsupervision missions.\n\n\n4. The main elements of the strategy are the following:\n\n\ni. **Technical support** . Technical support will be provided to the participating agencies, in\ngeneral, and the NCU, in particular. This will ensure compliance with different agreed\nmodalities and procedures. Experts of the NCU will provide regular inputs to the agencies\nin each of these activities.\n\nii. **Procurement** . Implementation support will include the following elements: (a) providing\ntraining; (b) reviewing procurement documents and providing timely feedback to the\nNCU; and (c) providing detailed guidance on the Bank’s Procurement Guidelines to the\nNCU; and (d) monitoring procurement progress against the detailed Procurement Plan.\n\niii. **Financial management** . Support will include the provision of training to the clients, and\nreviewing the project financial management system (on a semi-annual basis), including\naccounting, reporting, and internal controls.\n\niv. **Safeguards** : Support to environmental and social safeguards will need staffed missions to\nproject sites twice a year. Support will include capacity building on safeguards\nrequirements and supervision of the application of all frameworks and plans (EMPs, RAPs,\netc.), and ESMP implementation.\n\n\n66\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 77
+ ]
+ }
+ },
+ {
+ "input_text": "v. **M&E** : Adequate support to M&E activities will staff missions to project sites at least\ntwice a year to closely monitor and assess project performance.\n\nvi. **Technical support** . The Bank will provide continuous extensive technical support through\nparticipation in the supervision missions, MTR and eventual ad hoc advisory services. This\nsupport will be crucial to the identification of the main factors that may hinder the proper\nimplementation of the activities. The support will include a continuous assessment of risks\n(outlined in the SORT), fiduciary requirements and inputs, and safeguards.\n\n**Implementation Support Plan**\n\n\n\nTable 6: Implementation support plan\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|Focus on all key aspects of
the activities of all
the components, mainly
related to: (i) Assisting
communes in planning
activities and implementing
investments, (ii) Building and
strengthening local
capacities, (iii) Establishing
grievance mechanisms at
project level, (iv)
Implementing M&E system,|Organizational,
leadership, social
and environmental
safeguards, and
procurement.
Overall experience
on local
development,
decentralization,
community
development
and community
sensitization.
|TTL (15 SWs);
Environmental safeguard
specialist (4 SWs);
Social development
specialist (4 SWs);
M&E specialist (4 SWs);
Rural development
specialist (4 SWs);
Procurement specialist (4
SWs);
Financial Management
Specialist (4 SWs);
Governance specialist (1
SW);
Communication specialist
(1 SW)|Coordination
with European
Union, GIZ and
AFD
|\n|12-48
months|Focus on all key aspects of
the activities of all
the components, mainly
related to: (i) Assisting
communes in planning
activities and
implementing investments,
(ii) Building and
strengthening local
capacities, (iii)
Implementing M&E
system, (iv) Carrying out
supervision missions, (v)
Carrying out mid-term
independent audits, impact
assessment, and
beneficiary assessment.|Organizational,
leadership, social
and environmental
Safeguards, and
procurement.
Overall experience
on local
development,
decentralization,
community
development
and community
sensitization.
Experience on
M&E,
Experience in
impact assessment|TTL (15 SWs);
Environmental safeguard
specialist (4 SWs);
Social development
specialist (4 SWs);
M&E specialist (4 SWs);
Rural development
specialist (4 SWs);
Procurement specialist (4
SWs);
Financial Management
Specialist (4 SWs);
Governance specialist (1
SW);
Communication specialist
(1 SW);
Impact assessment
specialist (12 SWs).|Coordination
with European
Union, GIZ and
AFD|\n\n\n67\n\n\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 78
+ ]
+ }
+ },
+ {
+ "input_text": "**Supervision Arrangements**\n\n5. It is projected that a total of 8 supervision missions will be required over the project period. The ISP\nwill be reviewed at least once a year to ensure that it continues to meet the implementation support needs\nof the project. Skills mix required are summarized in the table below:\n\nTable 7: Skills Mix Required\n\n|Skills Needed|Number of Staff Weeks|Number of Trips|Comments|\n|---|---|---|---|\n|TTL|15 SWs annually|As required|Country office based|\n|Procurement Specialist|4 SWs annually|As required|Country office based|\n|Financial Management
Specialist|4 SWs annually|As required|Country office based|\n|Social Development
Specialist|4 SWs annually|As required|International|\n|Environmental
Safeguard Specialist|4 SWs annually|As required|Country office based|\n|M&E Specialist|4 SWs annually|As required|Country office based|\n|Rural development
Specialist|4 SWs annually|As required|Country office based|\n|Governance specialist|4 SWs annually|As required|International|\n|Communication
Specialist|2 SWs annually|As required|Country office based|\n|Health Specialist|2 SWs annually|As required|Country office based|\n|Education Specialist|2 SWs annually|As required|Country office based|\n\n\n|Table 8: Partners|Col2|Col3|\n|---|---|---|\n|**Name**|**Institution/Country**|**Role**|\n|French Development
Agency|France|Coordination on
decentralization|\n|GIZ (German Cooperation)|Germany|Coordination on
decentralization|\n|European Union|Europe|Synergy/complementarity|\n\n\n\n68\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "ISP",
+ "confidence": 0.6866170167922974,
+ "start": 27,
+ "end": 28
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 79
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 5: Economic and Financial Analysis**\n\nCAMEROON: Community Development Program Support Project-Phase III\n\n\n1. The PNDP III does not lend itself to economic or cost-benefit analysis. All investments\nwould be demand-driven, and their nature cannot be known beforehand. Therefore, an ex-ante\nestimation of their cost-effectiveness, economic rate of return, and fiscal impact is not possible.\nAll eligible subprojects would be of a service nature or linked with decentralization, and their\nbenefits in economic or financial terms cannot be estimated in advance. Similarly, the economic\nbenefits of capacity building at the individual or the commune level are difficult to quantify with\nany reasonable accuracy while they are expected to be significant. Therefore the team did not have\nenough information to undertake ex ante economic and financial analysis. However, given that the\nkey costs and benefits parameters of the third phase will be similar to those of Phases I and II, the\nresults of the ex-post economic analysis of the first and second phases were used to inform the exante economic analysis of the PNDP III.\n\n\n**Financial**\n\n\nNot applicable for this project\n\n\n2. **Cost-benefit analysis.** The ex-post economic analysis carried out during the preparation of the\nICR (2010) of the PNDP I revealed that this project was an efficient and effective use of scares\nresources. Indeed, it emerges from the results obtained that on average, PNDP I subprojects\ngenerated impressive economic benefits. The average economic rate of return (ERR) was 45.6\npercent, ranging from a high of 78.1 percent for rural market construction to a low of 16.2 percent\nfor investments in the education sector. The average net present value (NPV) of Project-supported\nsubprojects was found to be positive and significant (around CFAF 340 million), assuming an\nopportunity cost of capital of 8 percent. Assuming that the type and mix of subprojects to be\nfinanced under PNDP III are similar to those financed under PNDP I, we expect similar\nperformance of subprojects during PNDP III.\n\n3. **Cost-effectiveness analysis.** Several aspects of project design help to ensure that the socioeconomic infrastructure subprojects that will be supported under component 1 represent the leastcost, best alternatives. Firstly, the demand-driven nature of each subproject permits scarce\nresources to flow where they are most needed. Secondly, the use of standard technical designs for\nthe most common types of infrastructure ensures that communes/communities employ least-cost\nmodels for subprojects implementation and also decrease search and information costs. Thirdly,\nthe direct implementation of subprojects by communes/communities with support from local\nservice providers and consultants has proven to generate cost-savings when compared to\ncomparable quality works implemented by government agencies.\n\n4. In line with observations made in other countries (such as Burkina Faso) regarding the costeffectiveness of social infrastructure and services delivery through CDD projects, the PNDP I and\nII were considered as efficient projects. Furthermore, it appears from results of the ICR (2014) that\nPNDP II was cost effective. Indeed, the technical and financial audit of the project, carried out on\na random sample of 30 percent of communes by an independent auditor for the fiscal years 2010,\n\n\n69\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 80
+ ]
+ }
+ },
+ {
+ "input_text": "2011, and 2012, revealed that the PNDP II generated cost efficiencies, with savings on unit costs\nthat were channeled into additional community infrastructure initiatives. Indeed, the average unit\ncosts of constructing the social infrastructure subprojects were lower than those charged by\ngovernment departments. For example, the average Project cost of building a classroom with\nstandard dimensions amounted to CFAF7,213,829 versus CFAF9,000,000 by state services and\nCFAF11,165,000 by FEICOM ( _Fonds Spécial d’Equipement et d’Intervention Intercommunal-_\n_Special Fund for Council Management_ ). The unit costs for classrooms constructed by government\ndepartments and FEICOM were 25-55 percent higher than those built through the CDD approach\nin the PNDP II. In addition, the audit found that overall, socioeconomic infrastructures were built\naccording to sectoral standards.\n\n5. Other numerous non-monetary benefits are expected from the project (e.g., decentralization\nof government administration, education, water supply, and health, etc.). The PIM contains criteria\nfor evaluating the benefits of the CDP-subprojects.\n\n\n**Fiscal Impact:** Public-sector resources are needed at two levels, local and national.\n\n\n6. **Local level** _._ The financing mechanism for subprojects requires that PNDP dispense financial\nsupport through matching grants. Beneficiary communes would have to contribute 0 percent to 15\npercent (depending on the type of subproject), and deposit these funds in a bank account set up by\nthe commune specifically for this purpose. Once a subproject is approved by the Communal\nCouncil and validated by the Divisional Officer Committee, the relevant regional coordination unit\nand commune would sign a financing contract. A grant would then be transferred to a bank account\nset up by the commune.\n\n7. **National level** _._ PNDP III would support fiscal decentralization by helping the government\nfinalize the legal and regulatory framework and strengthen the communes’ financial management\ncapacities. The Government would provide counterpart funds for operational training, and other\nactivities of the project in the amount of US$56 million equivalent.\n\n8. Overall, the potential positive fiscal impact of the project will be substantial in the long run,\nmainly due to the diversification of economic activities and employment, which will foster the\ncreation of wealth (income) and the increase in tax revenues in rural areas.\n\n**9. Rationale for public provision** . In Cameroon, the provision of basic social services and\nproductive infrastructures in rural areas is experiencing a market failure, whereas these services\nand infrastructures are important for the improvement of living conditions of the rural population\nand the fight against poverty. This could be justified by the restricted engagement of the private\nsector in providing these services to the rural areas due to the low purchasing power of rural\npopulations, and secondly, the low profitability of basic social services and productive\ninfrastructure in the short-term. Moreover, these services and infrastructures are often public goods\nthat are supposed to be used by all members of rural communities without exclusion. Therefore,\npublic action is required to correct market failures and promote the provision of basic social\nservices and productive infrastructure in rural areas.\n\n\n70\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 81
+ ]
+ }
+ },
+ {
+ "input_text": "**10. Value added of the Bank’s support** . The value added of the Bank’s support is as follows:\n\n(i) The Bank has extensive multisectoral experiences in Cameroon, allowing it to\nparticipate in efforts to harmonize support to community action plans;\n(ii) The Bank has acquired broad experience with community-driven development projects\nin Africa, thus being in a good position to draw lessons from similar development\nefforts;\n(iii) The Bank has been striving for better donor coordination in rural development in\nCameroon. PNDP III, which benefits from the support of multiple donors, can become\nan opportunity to build a programmatic approach to support rural development in\nCameroon.\n\n\n71\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 82
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 6: Proposed Grievance Redress Mechanism**\n\n\nCAMEROON: Community Development Program Support Project-Phase III\n\n\n**1.** **The importance of a grievance redress mechanism (GRM) in the implementation of**\n**projects**\n\n\nThe existence of a functional GRM has many advantages in project implementation, including to:\n\n\n - Create and reinforce trust between different stakeholders involved in a project (Project\nManagement Unit, beneficiaries, and intermediate actors) through information of the\npublic on the activities to be implemented within the framework of the project;\n\n - Promote transparency, accountability and responsibility of the PMU’s members;\n\n - Prevent fraud and corruption;\n\n - Facilitate the involvement of all the different stakeholders (and specially the beneficiaries)\nin the implementation of the project;\n\n - Define and catch problems before they become more serious and impact negatively the\nachievement of project objectives.\n\n\nThe PNDP Project seeks to support the process of decentralization in Cameroon. The existence of\na positive and functional GRM shall help provide the above mentioned advantages in the PNDP\nIII.\n\n\nA positive and functional GRM is characterized by:\n\n - Many channels to receive complaints and the existence of a reporting system;\n\n - Basic standards on which grievances are treated and problems raised in grievances\nresolved;\n\n - Deadlines and clear procedures of treatment of grievances;\n\n - Existence of monitoring and evaluation mechanism of the process of grievances\nmanagement;\n\n - Existence of response system matching with the deadline that can inform the plaintiff of\neach action undertaking following the grievances.\n\n\nAccording to these characteristics, the chain of grievance management can be summarized in the\nfigure below.\n\n\nA consultant was recruited by the World Bank to establish a mechanism to manage grievances that\nis reliable and easy to implement and adapted to the specificities of the PNDP III. An evaluation\n\n\n72\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 83
+ ]
+ }
+ },
+ {
+ "input_text": "of the GRM existing in PNDP I and II has been carried out according to international standards\nand good practices in the domain. The findings are below.\n\n\n**2.** **Evaluation of GRM’s implementation in PNDP I and II**\n\n\n\n\n\n\n\n|Feedback
Management Area|Existing Practices|\n|---|---|\n|**Uptake (Locations**
**and Channels)**|The grievances get to PNDP through the following bodies:
**The regional coordination of PNDP:**Regional coordination of PNDP receives most
of the grievances. The plaintiffs are essentially service providers already contracted
by PNDP or people who have not succeed to be contracted.
**MINEPAT:**The Ministry of Economy, Planning and Regional Development which
supervises PNDP equally receives numbers of complaints concerning the project.
These complaints are then transmitted to the National Coordination of PNDP for
treatment.
**Other channels (MINMAP; MINFI):**Other channels of receiving grievances have
been observed within the framework of the phases 1& 2 of PNDP project. They are
constituted by MINMAP and MINFI.
The means used by plaintiff to complain are as follows:
**Oral complaints**: Oral complaints are in most cases received by the regional
coordination of PNDP.
**Written complaints:**Written complaints are the format mostly used by plaintiff.
**Complaints made through telephones (telephones calls and SMS)**: Complaints
through the phone are essentially received by regional coordinators.
However the existence of all these channels does not really favor the treatment of
complaints received within the framework of PNDP project.
There exists another possibility of addressing complaints through the website of
PNDP, but this means has not been really used by the different parties according to
PMU’s members. There have been only 5 complaints since the creation of the
website.|\n|**Sorting and**
**processing**|No policy or procedures of standardization exist to treat complaints and ensure
reporting to plaintiff.
The services that receive written complaints treat them as others letters addressed to
PNDP: They systematically transfer them to national or regional coordinators. They
next transfer them to the competent services for treatment or they resolve the
grievance raised in the complaints themselves. Oral complaints and those made
through telephone (calls and sms) are not registered.
The system of complaints’ registration does not match with the international
standards of GRM. Indeed, only written complaints are registered in the same way as
other letters received by PNDP and, other forms of complaints (oral and telephone)
are not registered.
The classification system is not specific to the grievances complaints and,
consequently not functional.
The deadlines for complaints treatment are neither formalized nor standardized.|\n\n\n73\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 84
+ ]
+ }
+ },
+ {
+ "input_text": "|Acknowledgement
and follow up|There is no systematic means of receiving complaints and ensuring reporting and
feedback to plaintiff. Most of the plaintiff made themselves the follow up of
complaints’ treatment through regular reminders to the PMU’s members.|\n|---|---|\n|**Verify, investigate,**
**and act**|Investigations are not always carried out when there is a complaint because the PMU
sometimes considers the treatment of complaints as a boring and secondary activity.
When investigations are carried out, they sometimes take too much time and key
aspects of complaints treatment as confidentiality are not always respected because
the whole chain of treatment of letters of PNDP is awarded of the content of
investigation report.
At the end of the investigation, reparative actions aren’t systematically taken to
correct the problems raised in the complaint.|\n|**Monitor and evaluate**|No monitoring system of complaints’ treatment and reporting system of investigation
results to plaintiff exist.
Complaints are archived in the same way as other letters that get to PNDP.
There is no report on the state of complaints treatment (that integrates statistics on the
complaints received, treated and grievances solved) by the PMU.|\n|**Provide responses**
**and communicate**|There are no procedures and specific standards favoring reporting of the treatment of
grievances to plaintiff. There is no tool or policy of communication that has been
developed in the framework of GRM.|\n|**Capacity Building**|Personnel of PNDP directly or indirectly involved in the management of complaints
have not been trained to carry out this mission. There have been cases of lack of
courtesy by personnel of PNDP towards plaintiff.|\n\n\n**3.** **Types of grievances observed during the implementation of PNDP I and II**\n\n\nThe types of complaints registered during the implementation of PNDP I and II are summarized\n\n|n the table below.|Col2|\n|---|---|\n|
**Types of grievances**|
**Category of Plaintiffs**|\n|
Grievances linked to the treatment of
payments files|
Service Providers|\n|Grievances linked to the award of public
contract procedures|Grievances linked to the award of public
contract procedures|\n|Grievances or complaints related to the
quality of service|
Local Councils|\n|Grievances or denunciations linked to
corruption|Service providers, media and other ordinary
citizens|\n|Grievances linked to the reimbursement of
finances of technical service|Sectorial Components|\n\n\n\n**4.** **Recommendations to improve the GRM in PNDP III**\n\n\nFollowing an exchange of information with different project stakeholders (PNDP, beneficiaries\nof the project, civil society), many recommendations were made to improve the existing GRM to\nmake it more effective and above all more efficient within the framework of PNDP III.\n\n\n74\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 85
+ ]
+ }
+ },
+ {
+ "input_text": "The recommendations are the following:\n\n\n - **The Involvement of the Civil Society in the GRM process** : The analysis of the existing\nGRM showed that the constraints of the PNDP team are many and that they perceive the\ntreatment of complaints as a supplementary and boring task. Members of the PMU would\nbe more interested if there was a neutral actor to observe the process and report on its\nefficiency. This role could be played by civil society. In conclusion, civil society could\nhave several different roles:\n\n - Vigilance of PNDP: Civil society could review PNDP’s engagement on matters\nconcerning the management of complaints and resolution of grievances. Elsewhere,\ncivil society would ensure an independent follow-up of the PNDP’s activities;\n\n - Partners with PNDP: At this level, civil society could collaborate with the PNDP in the\nfield to disseminate and communicate on the mechanisms of resolution of grievances,\nparticipate in the resolution when that is necessary and based on the conditions defined\nin the partnership agreement with PNDP (this would contribute to reducing the work\nload on the PMU);\n\n - Service Providers to the PNDP: Civil society could be a client of the PNDP for a\nspecific task such as the collection, selection, follow-up and feedback on grievances or\ncomplaints.\n\n - **Informing users of the existence of a GRM in PNDP project:** During PNDP I and II,\ngrievances against the program were addressed to institutions which were not in a position\nto address the complaints (MINMAP, MINFI or MINEPAT). This situation had two main\nconsequences: long deadline of resolution of problems raised in the grievances and the\ndifficulties for the plaintiff to follow-up on the feedback. When users are informed, the risk\nof dispersion of complaints is reduced because users will know:\n\n - To whom to complain in case of a problem;\n\n - The channels through which they can complain (email, website, letter, oral means, face\nto face or through phone);\n\n - Where they can complain;\n\n - How to complain (the content of a good complaint or denunciation).\n\n - **Training PNDP teams on the grievance management process:** It was noted in the\nevaluation of the PNDP I and II GRM that some PNDP workers were unpleasant with\nplaintiffs and the situation became adversarial. It is urgent to train members of the PMU\nteam on how to handle the treatment of complaints with some of the following topics:\n\n - The importance of the existence of a functional and positive GRM for the project;\n\n - The importance of the GRM on the results of the PNDP III;\n\n - The techniques of treating complaints;\n\n\n75\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 86
+ ]
+ }
+ },
+ {
+ "input_text": " - The archiving of complaints and the organization of statistics according the standards\non GRM;\n\n - The approach of collaboration with others stakeholders intervening in the process of\ngrievances management (civil society for example);\n\n - The use of tools of treating and managing the complaints.\n\n - **The development of appropriate tools to facilitate the treatment of complaints:** These\ntools are varied and can be:\n\n - The “placement” of grievances boxes and how managed;\n\n - The use of telephone (calls and SMS) and the computer (complaints through email).\n\n\n**5.** **PROPOSAL FOR A NEW GRM FOR PNDP III**\n\n\n**a.** **GRIEVANCE RESOLUTION APPROACH**\n\n\nOn the basis of information gathered during the evaluation of the existing GRM, a new mechanism\nhas been proposed as follows:\n\n\n**Stage 1** : A plaintiff informs authorities (PNDP regional or national authorities and other\nadministrations) on a grievance observed during the implementation of the PNDP project. This\ncan be done through multiple channels and the complaints or denunciations can be collected at\ndifferent places. The complaints and denunciations can be done through email, telephone, PNDP’s\nwebsite and letters or mails. When these complaints and/or denunciations of grievances are\nreceived by these administrations other than PNDP, they immediately transmit them to PNDP for\naction. These complaints and denunciations shall be directed to the monitoring and evaluation\nOfficer (at national or regional level) who is in charge of their treatment.\n\n\n**Stage 2:** **Capture** : The monitoring and evaluation Officer carries out the following actions when\na complaint or a denunciation is received:\n\n\n - Register all complaints, denunciations, petitions and suggestions in registers at different\nlevels;\n\n - Issue a unique code for each complaint, denunciation, petition and suggestion received;\n\n - Communicate on the different options, channels and contact with different communication\ntools;\n\n - Give an account to the National or regional coordinator of the arrival of complaint and its\ncontent.\n\n\n**Stage 3** : There are two hypotheses at this level:\n\n\n**Hypothesis 1** : If the complaint or denunciation is not connected to the project’s activities, the\nplaintiff is referred to the appropriate services capable of addressing the complaint.\n\n\n**Hypothesis 2:** If the grievances or denunciation concern the project’s activities, the monitoring\nand evaluation Officer should carry out the following operations as follows:\n\n\n - **Select and transmit :**\n\n\n76\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 87
+ ]
+ }
+ },
+ {
+ "input_text": " - Clearly identify those in PNDP (services and persons) who are better placed to look for\na solution to problems raised in different complaints;\n\n - Establish a clear deadline for each stage of the process of treatment of complaints.\n\n\n**N.B** : The monitoring and evaluation Officer at the regional level must transmit all the\ncomplaints linked to grievances to the National Coordination every month to constitute a national\ndatabase.\n\n\n - **Acknowledge reception and follow-up:**\n\n - Inform users at every stage of the complaint treatment process;\n\n - Try to resolve grievances at the first point of contact: To do this, the monitoring and\nevaluation Officer must involve all the competent stakeholders in the process\n(including the civil society in zones where the civil society organizations (CSOs) are\nwell established and if their intervention can help to solve the grievance raised in the\ncomplaint at the reasonable deadline);\n\n - Respect issued deadlines to respond to users.\n\n\n**Stage 4: Verify, Investigate and Act:** Here, the actions to be carried out are:\n\n\n - Objectively evaluate the validity of the complaint on facts and evidence;\n\n - Ensure that the persons involved in the investigation are neutral and impartial;\n\n - Act in proportion to the petition or grievance.\n\n\n**Stage 5: Follow-up and Evaluate:** This activity is done by the monitoring and evaluation Officer:\n\n\n - Show the importance of the system of grievances by inscribing it in the agenda of\nmeetings of the project;\n\n - Put in place a system of follow-up that includes traceability in order to archive and\nclassify progress of resolution of the grievance and evaluate trends;\n\n - Analyze the data (trends), improve the GRM and eventually adjustment management\nof the project if necessary in case of clear trends or the location of the grievances;\n\n - Act in proportion to the petition or the complaint;\n\n - Inform the plaintiff;\n\n - Contact users to explain how their grievances have been resolved and indicate to them\nhow to appeal if the decision taken was not satisfactory to them. Within the framework\nof the project and related to the problems raised, they can call on the brigade to followup on the public investment budget (PIB) and the Steering Committee of the project\nwith a copy to the TTL of the project at the World Bank (for infractions linked to the\nexecution of the project). They can also refer to the NACC, the anti-corruption unit of\nMINEPAT or the World Bank Anticorruption Officer when the concern raised in the\ncomplaint is about corruption.\n\n - Publish results of investigation so that the grievance management system gains in\nterms of visibility and credibility.\n\n\n77\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 88
+ ]
+ }
+ },
+ {
+ "input_text": "78\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 89
+ ]
+ }
+ },
+ {
+ "input_text": "The process described above is summarized in the following diagram:\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\nLine of internal or\nadministrative\ntransmission\n\n\nLine of external\nfeedback on\ngrievance resolution\n\n\n\n**Legend**\n\n\n\nLine of\nacknowledgement\n\n\nLine of grievance\nreport\n\n\n\nLine of appeal\n\n\nLine of internal\nfeedback\n\n\n\n**b.** **GRM** **INDICATORS FOR THE PNDP** **III**\n\n - The number of complaints registered;\n\n - The percentage of complaints concerning the project transmitted by other stakeholders;\n\n - The percentage of grievances resolved;\n\n - The percentage of grievances resolved in the respect of deadline defines for this task.\n\n\n**6.** **Standards to be respected in the framework of the GRM implementation**\n\n\n - **Celerity in the treatment of complaints** : Institute reasonable deadlines to treat and find a\nsolution to problems raised by the plaintiff. This deadline must be in function of the types\nof problems that are raised in the complaints.\n\n\n79\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 90
+ ]
+ }
+ },
+ {
+ "input_text": "- **Transparency in the treatment of complaints:** This supposes that information on the\nlevel of treatment of the complaint must be regularly transmitted to the plaintiff whether\nwhen requested or not;\n\n- **Equity in the treatment of complaints** : All the complaints must be considered and treated\nwithout discrimination;\n\n- **Traceability in the treatment of complaints:** Dispositions must be taken to make sure\nthat all grievances are registered from their receipt, classification and archiving after their\ntreatment and resolution;\n\n- **Accountability of persons involved in the treatment of complaints** : The members of the\nPMU in charge of managing complaints and solving grievances raised by those complaints\nmust give an account of the process;\n\n- **Probity in the treatment of complaints** : The members of the PMU involved in the\ntreatment of complaints must respect all the standards outlined to this effect.\n\n\n80\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 91
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 7: Series of Projects Performance and Lessons Learned**\n\nCAMEROON: Community Development Program Support Project-Phase III\n\n\n1. On February 20, 2004, the government in collaboration with the World Bank and other\ndevelopment partners prepared the Community Development Program _(PNDP-Programme_\n_National de Développement Participatif)_ that is implemented using a Series of Project (SOP)\nconsisting of three four-year phases. The purpose of this three-phase SOP, as stated in 2004, is to\nreduce poverty and to promote sustainable rural development in Cameroon by strengthening local\ngovernance and empowering communities in rural areas, including marginalized groups. More\nspecifically, it would: (i) support the implementation of demand-driven subprojects and (ii) carry\nout local capacity-building activities. The PNDP supports decentralization by strengthening local\ntechnical and financial capacity and building social capital to improve delivery of basic services,\ngenerate economic opportunity, and address poverty and growth.\n\n2. **Phase 1 (2004-2009).** The IDA Credit for the Community Development Program Support\nProject—Phase 1 (PNDP 1) was approved on March 18, 2004 for an amount of SDR 13.6\n(US$20.0 million equivalent), as a contribution to the multidonor-supported Community\nDevelopment Program (CDP). This phase was closed on November 30, 2009.\n\n3. The Community Development Program Support Project (PNDPI) was the first phase of the\nprogram. Its objective was to assist the GOC in setting up and implementing a decentralized\nfinancing mechanism to ensure participatory community development in rural areas. It would (i)\nestablish a system for channeling funds to rural communities to finance prioritized collective\ninfrastructures; (ii) strengthen the capacity of communities and local governments to plan and\nmanage their own development; and (iii) improve the legal and regulatory framework for\ndecentralized rural development. Communities and communes would be engaged in a participatory\nappraisal of their needs, culminating in the implementation of subprojects cofinanced by the\nproject. Efforts would be made to clarify procedures and build local governance capacity for\ncommunes so that resources and local development responsibilities could be transferred to them.\nSpecial efforts will be undertaken for enable marginalized people (indigenous communities,\nnomads, women, etc.) to participate in the project.\n\n4. Over the four-year implementation period, the project refined its approach and methods\nand initiated project activities in five of the ten regions (the North; the West; Adamaoua; the\nCenter, and the South). Successful implementation of the project during the period 2004-2008\nmade it possible to achieve the main projected results. The first phase also provided an opportunity\nto test, confirm, and firmly establish participation of the communes and local communities as a\nviable and large-scale grassroots development option. Table 1 presents the PDO indicators and\ntheir levels of achievement.\n\n\n81\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Community Development Program",
+ "confidence": 0.7370394468307495,
+ "start": 16,
+ "end": 19
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "CAMEROON",
+ "confidence": 0.9331074357032776,
+ "start": 14,
+ "end": 15
+ },
+ "publication_year": {
+ "text": "2004",
+ "confidence": 0.7871861457824707,
+ "start": 28,
+ "end": 29
+ },
+ "reference_year": {
+ "text": "2004-2009",
+ "confidence": 0.5790760517120361,
+ "start": 176,
+ "end": 177
+ },
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "PDO indicators",
+ "confidence": 0.9922884106636047,
+ "start": 518,
+ "end": 520
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": {
+ "text": "2004-2008",
+ "confidence": 0.8322851061820984,
+ "start": 472,
+ "end": 473
+ },
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 92
+ ]
+ }
+ },
+ {
+ "input_text": "Table 1. Performance of Key PDO indicators.\n\n\n\n\n\n\n\n|Col1|Key PDO indicators|Target end-of phase
values|Col4|Realized|Col6|\n|---|---|---|---|---|---|\n||**Key PDO indicators**|**PAPNDP**
**(IDA)**|**PNDP**
**(Total)**|**PAPNDP**
**(IDA)**|**PNDP**
**(Total)**|\n|1|(a) Number of subprojects implemented (financed)|100|500|340|691|\n||(b) Number of subprojects implemented
(completed)|-|-|150|350|\n|2|Number of Local Development Plans prepared
(50% of the 2300 target)|285|1150|2996|3096|\n|3|Number
of
Communal
Development
Plans
prepared (75% of the 153 target)|29|115|90|135|\n|4|Number of health centers rehabilitated or built|-|50|20|32|\n|5|Number of classrooms rehabilitated or built|-|150|103|247|\n|6|Number of improved rural roads subprojects|-|30|-|80|\n|7|Number of water supply infrastructure
rehabilitated or built|-|150|190|467|\n|8|Decentralization legal texts have been prepared|*See note|*See note|*See note|*See note|\n|9|Number of communes in which staffs and/or
elected authorities have benefited from training
sessions or sensitization campaigns|38|153|90|161|\n|10|Percent of targeted communes that have a rate of
implementation of their budget higher than 50%|50%|50%|68%|68%|\n|11|Number of infrastructure carried out under the
subprojects that are maintained and operational|70|350|159|350|\n|12|Percent of targeted communes that have achieved a
rate of tax covering higher than 50% as
compared to the baseline|50%|50%|77%|77%|\n|13|Percent of subprojects submitted to Communal and
Provincial Decision Committees upon which a
properly grounded decision has been rendered|95%|95%|100%|100%|\n|14|Number of targeted communes|38|153|155|155|\n|15|Number of direct beneficiaries of Project-financed
infrastructure|||||\n|16|Total number of beneficiaries|0|0|674,312|1,613,241|\n||(a) Education|0|0|98,415|209,472|\n||(b) Health|0|0|116,916|168,891|\n||(c) Electrification|0|0|89,629|230,577|\n||(d) Water and Sanitation|0|0|164,778|391,646|\n||(e) Economic infrastructure|0|0|128,169|439,438|\n||(f) Women and gender promotion|0|0|8,764|11,685|\n||(g) Sport & Leisure|0|0|21,780|36,300|\n||(h) Transportation|0|0|45,861|124,932|\n||(i) Natural Resources Management|0|0|-|300|\n|||||||\n\n\nNotes. * The legal texts include: (i) Laws and application decrees on local taxation and the financial regime of\ndecentralized territorial committees (CTD); (ii) Directives on employment types and organization charts of CTD; (iii)\nDecrees on deconcentration chart and the use of the deconcentrated public services by CTDs; and (iv) Drafting of the\nnational and sectoral strategy on decentralization.\nSources: From ICR (2010), page 18\n\n\n82\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 93
+ ]
+ }
+ },
+ {
+ "input_text": "5. According to an independent survey carried out on December 2008 and sectoral data\ncollected from recipients and consolidated by the provincial units of the project, the overall impact\nof the project on beneficiaries is considered satisfactory. For instance:\n\n - In the education sector, nearly 9,900 students have improved access to education facilities\nthrough the construction of 116 classrooms and provision of 6,415 textbooks to 13 primary\nand two secondary schools. These facilities have substantially reduced the average number\nof students per classroom to an estimated 45 (compared to 70-80 students outside of the\nproject area). However, this average hides the disparities from one province to another,\nwhich can be as large as 70 students in the Western Province and only 30 students per\nclassroom in the South;\n\n - In the health sector, about 28,000 people now have access to better health care through 16\nintegrated health centers, including maternity hospitals built or rehabilitated. As a result,\nthe distance for the rural population to access the nearest health center in the project area\nhas declined from about 10 km to about 5 km on average, leading to an increase of the\nfrequency of consultations from 253 to 376 patients per month;\n\n - About 11,500 households now have access to safe drinking water, following the\ndevelopment of 262 water points, thus bringing the number of inhabitants per water point\nto 265 that are close to the sectoral standard of 300. This has led, for instance, to a decrease\nin some water associated diseases such as diarrhea and typhoid and decrease in time and\ndifficulty of finding drinking water (long distance to water sources have also been\nassociated with the risk of rape of women);\n\n - In the transport sector, rehabilitation of approximately 159 km of rural roads has facilitated\naccess to markets and basic social services for an estimated 206,804 persons in 118\nvillages;\n\n - Through 15 electrification subprojects, more than 5,000 households now have access to\nelectricity.\n\n6. **Triggers from phase 1 to phase 2.** The Project had satisfactory performance on Phase 2\ntriggers (Table 2)\n\n**Table 2: Performance of Phase 2 Triggers**\n\n\n\n\n\n\n\n|Col1|Phase 2 Triggers|Target end-of-phase|Col4|Values December 2009|Col6|\n|---|---|---|---|---|---|\n||**Phase 2 Triggers**|**PAPNDP**|**PNDP**|**PAPNDP**|**PNDP**|\n|1|Number of targeted
communities that have
defined and adopted a local
development plan and
elected a local committee|285|_1150_|_2996_|_3096_|\n|2|Number of communities that
have fully and successfully
implemented one subproject|140|_575_|_151_|_282_|\n|3|Number of targeted
communes that have defined|19|_75_|_131_|_135_|\n\n\n83\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "independent survey",
+ "confidence": 0.932278037071228,
+ "start": 5,
+ "end": 7
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": {
+ "text": "survey",
+ "confidence": 0.8094496726989746,
+ "start": 6,
+ "end": 7
+ },
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": {
+ "text": "2008",
+ "confidence": 0.5951514840126038,
+ "start": 11,
+ "end": 12
+ },
+ "reference_population": {
+ "text": "recipients",
+ "confidence": 0.7132991552352905,
+ "start": 17,
+ "end": 18
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "sectoral data",
+ "confidence": 0.8370389938354492,
+ "start": 13,
+ "end": 15
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "recipients",
+ "confidence": 0.6312515139579773,
+ "start": 17,
+ "end": 18
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Phase 2\ntriggers",
+ "confidence": 0.830230712890625,
+ "start": 389,
+ "end": 392
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Phase 2 Triggers",
+ "confidence": 0.5864513516426086,
+ "start": 403,
+ "end": 406
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "PAPNDP",
+ "confidence": 0.7692640423774719,
+ "start": 463,
+ "end": 464
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 94
+ ]
+ }
+ },
+ {
+ "input_text": "|Col1|Phase 2 Triggers|Target end-of-phase|Col4|Values December 2009|Col6|\n|---|---|---|---|---|---|\n||**Phase 2 Triggers**|**PAPNDP**|**PNDP**|**PAPNDP**|**PNDP**|\n||and adopted a local
development plan and
elected a local committee|||||\n|4|Number of commune that
have fully and successfully
implemented one subproject|5|_19_|_8 _|_61_|\n|5|Number of targeted
communes that have
acquired enough capacity to
receive and manage
PAPNDP funds|4|_15_|_5 _|_53_|\n|6|Percent of the [resources
allocated to] Component
1 have been disbursed|25%
[US$2,5
million]|25%[US$13,25
million]|66.2%
[US$6,62
million]|45.1%
[US$23,89
million]|\n|7|Number of targeted
communes that have profited
from training programs|19|_75_|_90_|_161_|\n|8|Legal texts on
decentralization have been
drafted|Draft legal texts
prepared*||Yes|Yes|\n|9|Status and organization
charts of communes have
been prepared|Organization
chart of
communes
prepared||Yes|Yes|\n\n\n\n_*See notes to table 1_\nSource: ICR (2010), page 19\n\n7. **Phase 2 (2010-2013):** The second phase of the program (Phase 2) was approved on June\n18, 2009 for an amount of SDR 26.7 million (US$40.0 million equivalent) and closed on\nNovember 30, 2013.\n\n8. The Project Development Objective (PDO) of Phase 2 was to improve the delivery of\nspecified basic social services (health, education, water and sanitation) in targeted communes and\nto extend the ongoing process in support of decentralization to new regions. The main beneficiaries\nwere the communes and communities supported during PNDP I (155) plus 167 non-covered\ncommunes, of which 110 were in the five remaining regions.\n\n9. Phase 2 was expected: (i) to sustain efforts launched during the first phase and to support\nthe scaling up of project interventions to more of Cameroon’s regions, communes, and\npopulations; (ii) to complete key institutional reforms on decentralization and local development,\nthus paving the way for a programmatic approach to implementing the country’s Rural\nDevelopment Strategy; (iii) to maintain PNDP support to communes from the previous phase and\ntarget new eligible communes to reach at least one community (village or village cluster) per rural\ncommune; (iv) to promote collaboration among communes supported during the previous phase.\nTable 3 presents the PDO indicators and their levels of achievement.\n\n\n84\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 95
+ ]
+ }
+ },
+ {
+ "input_text": "85\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 96
+ ]
+ }
+ },
+ {
+ "input_text": "**Table 3. Performance of Key PDO indicators**\n\n\n\n\n\n\n\n\n\n|Outcome Indicators|Target Values at the end
of the phase|Achievement|\n|---|---|---|\n|Eligible communes (147) which have implemented
subprojects (295) have increased the rate of
coverage of basic social services by at least 5
percent in at least one of the following four sectors:
health, education, water, and sanitation (number,
%)|147
50% of communes|
133 (45% communes)|\n|Students in Project area with improved access to
education facilities (number)|20,100|44,340|\n|People in Project area with improved access to
health care facilities (number)|102,000|428,925|\n|People with access to an improved water source
(number)|70, 000|437,100|\n|Households in Project area with better road access
to markets and social services (number)|193,000|211,682|\n|Eligible communes (99) in the new five regions that
have prepared CDPs of a quality acceptable to the
Association (%)|90%|
100%|\n\n\n_Source_ : ICR (2014), Section 3.2., pages 19-21\n\n\n10. Furthermore, the results of the impact assessment of the Project carried out by the National\nInstitute of Statistics (2013) at the end of the Project indicate that:\n\n\n - In the area of water and sanitation, the Project improved the living conditions of 437,100\npeople through the construction of 1,457 water points. This intervention helped to reduce the\nprevalence of waterborne diseases;\n\n\n - In the education sector, the Project improved the conditions for education of 44,340 students\nthrough the construction of 739 classrooms and the provision of 13,710 benches. Moreover,\nthe rate of success of students in examinations in schools of beneficiary villages rose by 2.76\npercent, to 82.4 percent versus 79.8 percent for non-beneficiary villages;\n\n\n - In the field of health, access to health care improved for 428,925 people through the\nconstruction and equipment of 28 health care centers. About 41 percent of households in\nbeneficiary villages are now within 500 m of the nearest health center and 93 percent of\nbeneficiary villages are within 5 km of the first health center versus 87 percent of nonbeneficiary villages;\n\n\n - In the transport sector, 18 villages comprising 25,873 households benefited from better\ntransport conditions and travel through the construction or rehabilitation of 306 km of road and\nthe construction of five culverts. The direct impact of the construction of rural roads in the\ncommunes was the reduction of transportation costs. Overall, these costs decreased from 400\nCFAF to 200 CFAF per km by motorcycle in the Littoral region and from 200 CFAF to 100\nCFAF per km by car in the Centre region, based on the NIS (2013) survey results.\n\n\n86\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "PDO indicators",
+ "confidence": 0.8730970025062561,
+ "start": 8,
+ "end": 10
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "CDPs",
+ "confidence": 0.9477085471153259,
+ "start": 258,
+ "end": 259
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "new five regions",
+ "confidence": 0.8912635445594788,
+ "start": 249,
+ "end": 252
+ },
+ "publication_year": {
+ "text": "2014",
+ "confidence": 0.854200541973114,
+ "start": 289,
+ "end": 290
+ },
+ "reference_year": null,
+ "reference_population": {
+ "text": "Eligible communes",
+ "confidence": 0.7400404810905457,
+ "start": 242,
+ "end": 244
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "impact assessment of the Project",
+ "confidence": 0.9485597610473633,
+ "start": 308,
+ "end": 313
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "National\nInstitute of Statistics",
+ "confidence": 0.9305603504180908,
+ "start": 317,
+ "end": 321
+ },
+ "producer": null,
+ "geography": {
+ "text": "beneficiary villages",
+ "confidence": 0.7883076071739197,
+ "start": 420,
+ "end": 422
+ },
+ "publication_year": {
+ "text": "2013",
+ "confidence": 0.5088425874710083,
+ "start": 322,
+ "end": 323
+ },
+ "reference_year": {
+ "text": "2013",
+ "confidence": 0.7077120542526245,
+ "start": 322,
+ "end": 323
+ },
+ "reference_population": {
+ "text": "households",
+ "confidence": 0.6376076936721802,
+ "start": 475,
+ "end": 476
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 97
+ ]
+ }
+ },
+ {
+ "input_text": "11. **Regarding support for decentralization**, the actions of PNDP II strengthened the\ntechnical and operational capacities of communes so that they can effectively promote local\ndevelopment. Indeed, the Project supported:\n(i) Deployment of the financial and accounting management software (SIMBA) in 53\ncommunes. Based on the results of the first wave of implementation, a deployment plan\nwas prepared and will be implemented in other communes;\n(ii) Training of 1,720 members of municipal procurement committees;\n(iii) Training of the decentralized state services’ staff, municipal staff, and LSPs on the\ninclusion of social and environmental aspects in the preparation and implementation of\nCDPs and subprojects;\n(iv) Preparation of 91 land use and management plans for communes;\n(v) Production of additional official documents for Pygmies (673 birth certificates, 415\nNational Identity Cards, 17 marriage certificates, etc.), which allowed them to become full\ncitizens in Cameroon;\n(vi) The equipment of 329 municipalities with computers and GPS and of 209 communes with\nmotorcycles, which improved data collection and working conditions in communes;\n(vii) Establishment of a mechanism for decentralized funding through the allocation of funds to\nmunicipalities to finance their development activities;\n(viii) Organization in April 2013 of a sub-regional seminar to exchange experiences on\ndecentralization;\n(ix) Development and production of 325 CDPs, used by mayors to prepare AIPs that reflect the\npriority needs of communities. The Minister of Economy, Planning, and Regional\nDevelopment (MINEPAT) stated in the PNDP newspaper (“ _Echos du PNDP_,” No. 2) that:\n“The PNDP's experience in planning has been spreading in Cameroon as evidenced by the\nnumerous requests expressed by some urban communes to benefit from this important\nplanning tool;”\n(x) Recruitment of communal agents to enable local government to have access to qualified\npersonnel. A total of 521 municipal employees, including 259 technicians and 262 financial\nofficers, are currently stationed in communes. These staff are responsible for tracking\nfiscal assets and for M&E at the communal level. Their personal contribution to the\nimprovement of communal management is already noticeable. The data collected show\nthat the contribution of these staff is particularly visible in the improvement of tax\nrevenues, budget execution, archiving, and monitoring the implementation of CDPs and\nMicro-projects (MPs), as well as in the collection of communes’ socioeconomic data. The\npayroll of these new staff was supported by the Project during the first two years and later\nby communes themselves. According to the performance assessment of these communal\nstaff, most communes concluded that their provision was a pertinent response to the\nrecurrent lack of qualified human resources in numerous communes. Ninety-one percent\nof these staff had at least two years of experiences in community development-related\nissues, including local planning, project management, civil and rural engineering,\naccounting and management, banking, and insurance. Moreover, 91 percent of mayors\ninterviewed were satisfied with the work done by communal staff made available by the\nProject. Financial officers favored the increase in tax revenues of communes. Indeed,\nmunicipalities have broadened their tax base and increased the level of tax collection.\nOverall, the performance of technical officers and financial officers was rated satisfactory.\nSpecifically:\n\n\n87\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 98
+ ]
+ }
+ },
+ {
+ "input_text": "(a) In the municipality of Mfou, the financial officer helped to increase the fiscal revenue\nby 300 percent, from 100 million CFAF in 2008 (without the financial officer) to 300\nmillion CFAF in 2013 (with the presence of the financial officer);\n(b) In the municipality of Figuil, the financial officer helped to increase the fiscal revenue\nby 245 percent, from 162 million CFAF in 2010 (without the financial officer) to 397\nmillion CFAF in 2013 (with the presence of the financial officer);\n(c) In the municipality of Moyuka, the financial officer helped to increase the fiscal revenue\nby 150 percent, from 340 million CFAF in 2010 (without the financial officer) to 510\nmillion CFAF in 2013 (with the presence of financial officer). The contribution of the\ntechnical officer is particularly visible in the improvement of M&E, the implementation\nof CPDs, and in the collection of social infrastructure data.\n\n12. The balance of services offered by the PNDP II, as perceived by respondent beneficiaries,\nis encouraging and is characterized by:\n(i) Excellent coverage of program interventions at the national level. In addition to the supply\nof equipment to communes, almost all targeted communes received four other services\noffered by the PNDP II, including: (a) development of their CDPs (100 percent); (b)\nfunding and implementation of their MPs (94 percent); (c) provision of communal agents\n(77 percent); and (d) training/capacity building of their staff (96 percent).\n(ii) Strong ownership by communes of the CDP development process. Nearly three out of four\ntarget communes have a CDP aligned to the Growth and Employment Strategy Paper\n(GESP) and the CDPs is being updated to align them to the GESP with the support of the\nprogram in all communes that have a former CDP.\n(iii) A satisfactory level of budget absorption. The level of consumption of global resource\nallocations to municipalities in PNDP II was 100 percent for IDA resources. In addition,\nIDA resources allocated for funding and implementation of MPs, totaling 8.7 billion CFAF\n(or about 57 percent of budget funds for this activity) were fully consumed.\n(iv) Strong ownership by communes of planning and management mechanisms. Thanks to the\ncapacity enhancement/training program, 53 communes benefited from the installation of\nthe SIMBA software to improve their accounting. The pilot introduction of a mechanism\nfor citizen control of public action in 10 municipalities (one per region) was duplicated in\nother municipalities. In addition, a database of service providers was available in all target\ncommunes and to the public.\n(v) The different categories of beneficiaries (communes, service providers, sectoral ministries\nand population) appeared generally satisfied with the support received from the program.\nOverall, 93 percent of beneficiary communes were satisfied with the program’s services.\n\n13. **Triggers from phase II to phase III.** The level of achievement of trigger indicators needed\nfor the third phase is satisfactory. Of the four trigger indicators, three have already been fully met,\nincluding:\n(i) Draft laws and decrees on decentralization prepared during the first phase of the Project were\nadopted and promulgated: (a) Law No. 2009 of December 15, 2009, on local taxation and its\ndecree; (b) Law No. 011 of July 10, 2009, on the financial regime of communes; and (c) Rule No.\n00136/A/MINATD/DCTD of August 24, 2009, making enforceable standard tables of municipal\nemployment;\n\n\n88\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 99
+ ]
+ }
+ },
+ {
+ "input_text": "(ii) At least 90 percent of communes supported by the Project reflected priority investments in\ntheir CDP and budget. At this stage, all new 178 communes with a CDP also have an AIP;\n(iii) About 93 percent of beneficiaries are satisfied with PNDP services (CDPs, provision of\ncommunal agents, funding of MPs, capacity enhancement, and supply of equipment to\ncommunes);\n(iv) With regards to the fourth trigger indicator (preparation and approval by the government of\nthe Charter on Decentralization), the draft charter was prepared and is awaiting government\napproval. Given the Project’s positive track record, the GOC requested (by Letter No.\n003356/MINEPAT/CAB of August 13, 2013) IDA funds to finance the third phase of the program\n(APL3). The third phase will be built on the success and lessons learned from the implementation\nof Phases I and II. It will consolidate what has been achieved and prepare an exit strategy.\nMeanwhile, the government has initiated discussions to transform the PNDP into a National\nParticipatory Development Agency to ensure its sustainability.\n\n14. **Phase III (2015-2019):** As envisaged in 2004, Phase 3 was supposed to focus on\nconsolidation with: (a) complete national coverage, and (b) institutional support and capacitybuilding activities aimed at developing a sustainable institutional and financial mechanism that\nwould support local development. At the end of this phase, local development responsibilities\nwould be totally transferred to communes.\n\n**Lessons Learned and Reflected in the Project Design**\n15. The proposed project design draws on lessons from the strengths and weaknesses of\nprevious phases, from similar-on-going and past operations in other countries in the region, and in\nparticular, the experiences gained from the on-going experience in Burkina Faso and Niger. Key\nlessons reflected in the project design are the following:\n\n16. **Involve key stakeholders at all levels early in project design and preparation.** The\nproject was developed with participation of government agencies, development partners (French\nDevelopment Agency, German cooperation etc.) and local stakeholders, including civil society,\nNGOs, and parliamentarians. Strategies to work with stakeholders at community level and build\ngovernment commitment were developed during phases I and II and integrated into project design.\n\n17. **Improvement of regulatory framework** . Based on the achievements of the first phase, it\nis clear that the involvement of government authorities and sectoral ministries does not by itself\nimprove the quality of services. For a program like the CDP to be truly effective, it must be\naccompanied by an improved legal and regulatory framework for decentralization, including a\nclear definition of the responsibilities of each participant (administration, communes, civil\nsocieties, the Program Management Unit) and adequate resources to help municipalities prepare\ntechnical records, manage contracts, and monitor and control investment and other activities.\nFurther efforts in this respect are still needed to improve the legal and regulatory framework of\ndecentralization in Cameroon. Experience from the previous phases, however, has already shown\nthat the communes, working in synergy with sectoral ministries, can play a leading role in local\ndevelopment.\n\n18. **Quality of subproject documents** . The quality of feasibility studies for some subprojects\nand bidding documents is highly correlated with the selection criteria for consultants and contract\n\n\n89\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 100
+ ]
+ }
+ },
+ {
+ "input_text": "management. Having high-quality documents and the right consultants depends largely on the\ncapabilities of the communes to plan and manage service contracts (“ _maitrise d’ouvrage_ ”). Close\nsupport during the preparation and implementation of bidding instruments and documents\ncontributed to develop more transparent processes, such as the selection of consultants, contracts\nand in management of subprojects. These instruments contributed to build the capacity of\ncommunes to plan and manage infrastructures.\n\n19. **Local development plans** . Local development plans can be very important tools, but\ncurrent community-level plans do not take into account the constraints and opportunities of the\nexternal environment. At this stage of decentralization, therefore, the preparation of local\ndevelopment plans should be refocused from communities (villages or village clusters) to the\ncommunes because they represent the lowest level of actual structure of decentralization and\nprovide a better oversight for the development of the communal territory.\n\n20. **Streamlining funds transfers** . The experience in the two previous phases of PNDP\ndemonstrated the feasibility of setting up a mechanism to channel resources directly to communes.\nHowever, this action must be accompanied by a well-established system for monitoring and\ncontrol of resources. The transfer of resources should be aligned with a robust mechanism of\nactivities planning to ensure the effective implementation and completion of all activities at\ncommunes’ level.\n\n21. **Addressing poor governance** . The most recent rating for the procurement risk of PNDP I\nand PNDP II was substantial. Despite attempts to develop local procurement capacity during\nPNDP I and PNDP II, the independent procurement reviews carried out during project supervision\nshowed that the agreed procedures are not consistently applied or are insufficiently documented to\njustify the awards made by the local tender boards. The substantial risk of corruption at the microproject level should be mitigated by the grievance redress mechanism, the citizen scorecard\nmechanism, the participatory monitoring, and the periodic detailed technical and financial audits.\n\n22. **The CDP can be considered as a reference tool for planning and dialogue to support**\n**local development, but its level of ownership by line ministries remains weak.** Indeed,\nparticipatory planning has identified sectoral priorities for local development but those need to be\nbetter taken into account in the PIB to consolidate and sustain the financing of local development.\nIn addition, the level of coordination of support to local development is still insufficient. PNDP III\nwill coordinate with the various organizations involved in local development to ensure\ncomplementarity and synergy on the ground. Using the Investment Budget Monitoring committee\nat the local council’s level could be a good way to ensure both (i) multi-sectoral monitoring of BIP\nand PNDP investment at the local council level and (ii) securing ownership of the PNDP microprojects by sectoral administration.\n\n23. **Funding and implementation of multisectoral development priorities can improve**\n**access to basic social services, but mobilization of beneficiaries' contributions remains**\n**insufficient and the demand for economic investments very important.** The Phase II impact\nstudy showed that the project improved access to basic social services in different sectors\n(education, health, water, sanitation, and transport) and generated many temporary and permanent\n\n\n90\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 101
+ ]
+ }
+ },
+ {
+ "input_text": "jobs. However, households’ access to basic social services provided by the project may still be\nlimited by their low incomes.\n\n24. **The funding allocation system improves resource management by municipalities.**\nIndeed, given the competition in the procurement process, mayors were able to achieve a greater\nnumber of micro-projects for their populations within their allocations.\n\n25. **The citizen control mechanism improves communes’ governance.** The pilot citizen\ncontrol mechanism implemented in 10 communes allowed the communes to better understand their\npopulations’ perceptions of the services provided and to consider improvements. This operation is\nconsidered an effective tool of governance through which significant changes can be capitalized\nin communes. A computer application was developed and put online. The pilot operation will be\nextended to other communes during the implementation of PNDP III.\n\n26. **Governance remains an important challenge for the promotion of local development**\n**in Cameroon.** Despite IDA procedures, the participatory approach, and the capacity building of\nstakeholders, the project failed to prevent governance issues that were raised during\nimplementation. The project focused on access to basic social services and placed little effort on\nthe prevention, treatment, and management of complaints. An effective grievance redress\nmechanism has been designed and put in place for PNDP III.\n\n27. **Decentralization is a very long-term process, exceeding project deadlines despite the**\n**use of a Series of Projects.** The long process justified the limited objectives for decentralization\nin PNDP II. Although Phases I and II helped to define the legislative and regulatory framework\nfor decentralization by supporting the preparation of several draft laws and decrees, considerable\nwork still needs to be done to stimulate sustainable local development. Indeed, the transfers of\nresponsibilities and resources to the municipalities are not yet being done optimally.\n\n28. The following tables present additional information on the decentralization process in\nCameroon.\n\n\n91\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 102
+ ]
+ }
+ },
+ {
+ "input_text": "Table 4: Institutions that implement the decentralization process\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Institution|Under the authority
of|Created|Responsible for|Level of
activity|\n|---|---|---|---|---|\n|Conseil National
de la
Décentralisation
(CND)|Prime Minister
Office|2008|Monitoring effective
implementation of
decentralization|9 meetings in
2008-2014|\n|Conseil
Interministériel
des Services
Locaux (CISL)|Min. of Territorial
Administration
(MINADT)|2008|Implementing and monitoring
the transfer of skills and
resources to regional and local
authorities|10 meetings in
2008-2014|\n|Conseil National
des Finances
Locales
(CONAFIL)|Min. of Finance
(MINFI)
with Annual report
on local public
financial
management
(PFM) sent to CISL|2011|Monitoring local councils’
revenue mobilization and good
management of local finances|Annual reports
produced for
2012 and 2013|\n\n\n92\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 103
+ ]
+ }
+ },
+ {
+ "input_text": "**Table 5** : **Main Legislation and Regulations related to Decentralization in Cameroon**\n\n\n\n\n\n\n|year|Number of act|Date|Title|\n|---|---|---|---|\n|1967|Law 62/2/COR|1 March 1967|Law creating the Special Urban Communes headed by an
appointed Delegate (Douala, Yaoundé and
Nkongsamba).|\n|1974|Law 74/023|8 December 1974|Municipal organization and various subsequent
modifications.|\n|1977|Decree 77/091|25 Mars 1997|Organizing supervision over municipalities, municipal
association and unions, and municipal institutions, as
well as subsequent modifications.|\n|1987|Law 87/015|15 July 1987|Creation of urban metropolitan areas|\n|1992|Law 92/002|14 August 1992|Condition for election of municipal councilors|\n|1996|Law 96/06
|18 January 1996
|Revision of the constitution 2 June 1992 – providing for
Decentralized Unitary State|\n|1996|Decree 77/85
|7 May 1996|Modifying certain measure of decree 77/85 of 22 March
1977 establishing the functioning and management of
FEICOM and its subsequent modifications|\n|2004|Law 2004/017
Law 2004/018
Law2004/019|22 July 2004
22 July 2004
22 July 2004|Orientation of decentralization
Rules applicable to municipalities
Rules applicable to regions_(not enforced as of Apr._
_2015)_|\n|2006|Decree 2006/18
|31 May 2006|Reorganization of FEICOM and modifying decree
2000/365 of pertaining to the same subject|\n|2006|Law 2006/04
|4 July 2006
|Rule for election of regional councilor_(not enforced as_
_of Apr. 2015)_|\n|2006|Law 2006/05|14 July 2006|Rule for election of senators_(first Senate election in_
_2013)_|\n|2007|Decree 2007-1139-PM|3 September 2007
|The process of issuing, collecting, centralizing,
distributing and transferring additional council taxes|\n|2007|Code|16 November 2007|Code and intervention of FEICOM|\n|2008|Decree 2008/013|17 January 2008|Organization and functioning of the National
Decentralization Council (CND)|\n|2008|Decree 2008/0752/PM|24 April 2008|Specifying certain procedures pertaining to organization
and functioning of deliberative and executive bodies of
municipalities, urban metropolitan areas, and municipal
associations|\n|2008|Decree 2008/376|12 November 2008|Administrative organization of the Republic of
Cameroon|\n|2008|Decree 2008/377|12 November 2008|Duties of heads of administrative divisions and the
organization and functioning of their services|\n|2009|Decree 2009/248|5 August 2009|Assessment and distribution procedures for the allocation
of central funds to decentralized entities.|\n|2009|Law 2009/011|10 July 2009|Financial regime of decentralized entities.|\n|2009|Law 2009/019|15 December 2009|On the local tax system.|\n|2009|Decree 2010/0165/PM|23 February 2010|Concerting the general funds for decentralization in 2010
Budget|\n|2010|Various decrees
2010/239 to 247/PM|26 February 2010|Setting the terms for the exercise of certain powers
transferred by the state: drinking water, rural roads,
women and family, agricultural products and rural
development, social aid to the poor, fish and pastoral
production, culture, public health, basis education.|\n|2010|Decree 2010/1734/PM|1 June 2010|Establishing the sectoral accounting plan for
decentralized entities.|\n\n\n\n93\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 104
+ ]
+ }
+ },
+ {
+ "input_text": "|year|Number of act|Date|Title|\n|---|---|---|---|\n||Decree 2010/1735/PM|1 June 2010|Establishing the budget nomenclature of decentralized
entities.|\n|2011|Various decrees
2011/0003/PM to
2011/0006/PM|13 January 2011|Setting the terms for the exercise of certain powers
transferred by the state: vocational training; local
handcraft production; local health centers construction,
equipment and management; enhancing touristic sites;
urban planning and rural roads.|\n|2011|Decree 2011/0976/PM|23 April 2011|Establishing the 2011 Overall Decentralization
Allocation (Dotation Générale de la Décentralisation -
DGD)|\n|2011|Decree 2011/1116/PM|26 April 2011|Setting the terms for decentralized cooperation|\n|2011|Decree 2011/1339/PM|23 May 2011|Exonerating municipalities of procurement processes
fees and giving the benefit of the acquisition fee for
public procurement’s Call for Proposal to municipalities|\n|2011|Circular 105/CAB/PM|23 May 2011|Establishing indemnities of Procurement Commissions
members at municipality level|\n|2012|Decree 2012/0002/PM|10 January 2012|Establishing the 2012 Overall Decentralization Allocation
(Dotation Générale de la Décentralisation - DGD)|\n|2012|Decree 2012/0709/PM|20 March 2012|Setting the terms of ‘Contrats-Plans’ between State and
Municipality|\n|2012|Decree 2012/0878/PM
2012/0881/PM
2012/0881/PM
2012/0881/PM|27 March 2012|Setting the terms for the exercise of certain powers
transferred by the state: re-foresting in urban and
conservation area; sport; environment.|\n|2013|Decree 2013/7987/PM|13 September 2013|Establishing Local Public Investment Physical Execution
Monitoring (CLS) at the local level – creating CLS at
municipality level.|\n|2014|Decree 2014/0639/PM|8 August 2014|Establishing the 2014 Overall Decentralization
Allocation (Dotation Générale de la Décentralisation -
DGD)|\n|2015|Decree 2015/0145/PM|10 February 2015|Establishing the 2015 Overall Decentralization
Allocation (Dotation Generale de la Décentralisation -
DGD**)**|\n\n\n**Sources** :\nWorld Bank (2012) _Cameroon, The Path to Fiscal Decentralization, Opportunities and_\n_Challenges_, Report No. 63369-CM\nAbouem a Tchoyim, D. & M’Bafou, S.C. (2013) _50 ans de réforme de l’Etat au Cameroun._ »\nwww.spm.gov.cm www.cvuc.cm\n\n\n94\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 105
+ ]
+ }
+ },
+ {
+ "input_text": "Table 6: Evolution of Ministries’ Public Investment Budget transferred to Local Councils 2011-2015 (in thousands XAF)\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*|Ministry|2011|Col4|Col5|2012|Col7|Col8|2013|Col10|Col11|\n|---|---|---|---|---|---|---|---|---|---|---|\n|N*|Ministry|transferts
(inv.)|budget
Inv. total|%
transfert/
budget|transferts
(inv.)|budget Inv.
total|%
transfert/
budget|transferts
(inv.)|budget Inv.
total|%
transfert/
budget|\n|1|MINAC|45,000|1,200,000|3.8%|50,000|850,000|5.9%|50,000|850,000|5.9%|\n|2|MINADER|1,512,800|39,033,000|3.9%|2,924,800|40,431,000|7.2%|2,757,500|55,129,000|5.0%|\n|3|MINAS|179,100|600,000|29.9%|186,400|600,000|31.1%|186,400|650,000|28.7%|\n|5|MINCOMMERCE|340,000|800,000|42.5%|390,000|1,300,000|30.0%|410,000|1,500,000|27.3%|\n|6|MINEDUB|8,415,119|12,200,000|69.0%|8,120,824|19,100,000|42.5%|8,141,782|20,100,000|40.5%|\n|7|MINEE|1,152,000|88,450,000|1.3%|1,862,600|79,125,000|2.4%|1,552,000|102,300,000|1.5%|\n|8|MINEFOP|280,940|2,500,000|11.2%|324,300|11,000,000|2.9%|298,500|8,741,000|3.4%|\n|9|MINEPDED||2,200,000||199,142|3,200,000|6.2%|269,551|3,500,000|7.7%|\n|10|MINEPIA|850,000|9,768,000|8.7%|1,732,200|10,550,000|16.4%|1,655,400|14,652,000|11.3%|\n|11|MINFOF||9,590,000||330,000|4,045,000|8.2%|430,000|3,500,000|12.3%|\n|12|MINHDU|1,130,000|30,264,000|3.7%|202,750|33,400,000|0.6%|1,890,000|58,749,000|3.2%|\n|13|MINPMEESA|100,000|3,580,000|2.8%|100,000|3,430,000|2.9%|200,000|5,989,000|3.3%|\n|14|MINPROFF|428,632|800,000|53.6%|56,544|900,000|6.3%|621,090|650,000|95.6%|\n|15|MINSANTE|6,322,500|53,870,000|11.7%|6,950,400|56,900,000|12.2%|7,280,800|71,500,000|10.2%|\n|17|MINTOUL|100,000|800,000|12.5%|100,000|8,800,000|1.1%|470,000|6,300,000|7.5%|\n|18|MINJEC|0|3,900,000|0%|Na.|||52,000|3,600,000|1.4%|\n|17|MINTP|1,100,000|14,262,000|7.7%|1,450,000|168,000,000|0.9%|3,800,000|184,000,000|2.1%|\n|
Total (thousands XAF) / Average
(%)
|Total (thousands XAF) / Average
(%)|21,956,091|
|19%|24,979,960|
|11%|30,013,023|
|17%|\n|
Total (thousands XAF) / Average
(%)
|Total (thousands XAF) / Average
(%)|(Total)|(Total)|(Average)|(Total)|(Total)|(Average)|(Total)|(Total)|(Average)|\n\n\n95\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 106
+ ]
+ }
+ },
+ {
+ "input_text": "|N*|Ministry|2014|Col4|Col5|2015|Col7|Col8|\n|---|---|---|---|---|---|---|---|\n|N*|Ministry|transferts
(inv.)|budget Inv.
total|%
transfert/
budget|transferts
(inv.)|budget Inv.
total|%
transfert/
budget|\n|1|MINAC|95,000|1,000,000|9.5%|100,000|800,000|12.5%|\n|2|MINADER|3,796,000|57,305,000|6.6%|3,156,000|65,171,000|4.8%|\n|3|MINAS|150,000|1,666,000|9.0%|100,000|1,400,000|7.1%|\n|5|MINCOMMERCE|420,000|1,500,000|28.0%|1,049,000|1,500,000|69.9%|\n|6|MINEDUB|9,501,125|20,610,000|46.1%|9,305,708|23,510,000|39.6%|\n|7|MINEE|2,990,500|103,217,000|2.9%|6,134,031|120,296,000|5.1%|\n|8|MINEFOP|455,300|12,805,000|3.6%|302,300|14,113,000|2.1%|\n|9|MINEPDED|500,000|3,500,000|14.3%|569,000|3,925,000|14.5%|\n|10|MINEPIA|2,174,000|16,330,000|13.3%|3,045,000|16,671,000|18.3%|\n|11|MINFOF|16,000|4,871,000|0.3%|446,500|4,910,000|9.1%|\n|12|MINHDU|5,038,000|62,381,000|8.1%|1,770,000|81,173,000|2.2%|\n|13|MINPMEESA|550,000|6,989,000|7.9%|605,000|7,347,000|8.2%|\n|14|MINPROFF|0|733,000|0.0%|0|1,000,000|0.0%|\n|15|MINSANTE|5,981,800|74,500,000|8.0%|5,417,628|100,370,000|5.4%|\n|17|MINTOUL|525,000|6,300,000|8.3%|1,280,000|6,300,000|20.3%|\n|18|MINJEC|348,000|3,673,000|9.5%|783,000|3,700,000|21.2%|\n|17|MINTP|5,240,000|196,728,000|2.7%|8,669,227|254044000|3.4%|\n|
Total (thousands XAF) / Average
(%)
|Total (thousands XAF) / Average
(%)|37,780,725|
|10%|42,732,394|
|14%|\n|
Total (thousands XAF) / Average
(%)
|Total (thousands XAF) / Average
(%)|(Total)|(Total)|(Average)|(Total)|(Total)|(Average)|\n\n\nSource: Cameroon Law of Finances, WB calculations\n\n\n96\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 107
+ ]
+ }
+ },
+ {
+ "input_text": "**Annex 8: MAP**\n\n\n\n97\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/347231468188954947/pdf/PAD1199-PAD-P144637-IDA-R2015-0247-1-Box393201B-OUO-9.pdf",
+ "pages": [
+ 108
+ ]
+ }
+ }
+]
\ No newline at end of file