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Document of

The World Bank

FOR OFFICIAL USE ONLY

Report No: PAD2778

INTERNATIONAL DEVELOPMENT ASSOCIATION

PROJECT PAPER

ON A

PROPOSED ADDITIONAL CREDIT

IN THE AMOUNT OF EURO 50.3 MILLION

(US$57 MILLION EQUIVALENT)

TO THE

REPUBLIC OF SENEGAL

FOR THE

SECOND ADDITIONAL FINANCING TO THE SOCIAL SAFETY NET PROJECT

December 7, 2018

Social Protection and Jobs Global Practice

Africa Region

This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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CURRENCY EQUIVALENTS

(Exchange Rate Effective {October 31, 2018})

Currency Unit = EURO

EURO 0.88195088 = US$1

FISCAL YEAR

January 1 - December 31

Regional Vice President: Hafez M. H. Ghanem

Country Director: Louise J. Cord

Senior Global Practice Director: Michal J. Rutkowski

Practice Manager: Jehan Arulpragasam

Task Team Leaders: Solène Rougeaux and Aline Coudouel

ABBREVIATIONS AND ACRONYMS

CEC Equity Card Program (Carte d’Égalité des Chances)

CIP-SNPS SNPS Inter-Ministerial Committee (Comité Interministériel)

CMU Universal Health Insurance (Couverture Médicale Universelle)

CT-SNPS SNPS Technical Committee (Comité Technique)

DFID Development For International Development

DGPSN General Delegation for Social Protection and National Solidarity (Délégation Générale à La Protection Sociale et à La Solidarité Nationale)

EWS Early Warning System

FM Financial Management

FY Fiscal Year

GPN General Procurement Notice

GRM Grievance and Redress Mechanism

GRS Grievance Redress Service

IBRD International Bank of Reconstruction and Development

IDA International Development Association

IFR Interim Financial Report

IPF Investment Project Financing

ISR Implementation and Status Report

Yook Kom Kom Project

Name for the Productive Safety Nets Project being implemented by the DGPSN

M&E Monitoring and Evaluation

MIS Management Information System

PDO Project Development Objective

PNBSF National Safety Net Program (Programme National de Bourses de Sécurité Familiale)

PPSD Project Procurement Strategy for Development

PSE Plan for an Emerging Senegal (Plan Sénégal Emergent)

RNU National Unique Registry (National Unique Registry)

SCD Strategic Country Diagnostic

SNPS National Social Protection Strategy (Stratégie Nationale de Protection Sociale)

SoE Statement of Expenditure

SPN Specific Procurement Notices

UNDB United Nations Development Business

The World Bank Senegal – Additional Financing to the Social Safety Net Project (P162354)

BASIC INFORMATION – PARENT (Senegal Safety Net operation - P133597)

Country Product Line Team Leader(s)

Senegal IBRD/IDA Solene Marie Paule Rougeaux

Project ID Financing Instrument Resp CC Req CC Practice Area (Lead)

P133597 Investment Project Financing

GSP07 (9346) AFCF1 (6550) Social Protection & Labor

Implementing Agency: Delegation Generale a la Protection Sociale et la Solidarite Nationale ADD_FIN_TBL1

Is this a regionally tagged project?

No

Bank/IFC Collaboration

No

Approval Date Closing Date Original Environmental Assessment Category

Current EA Category

29-Apr-2014 30-Sep-2019 Not Required (C) Not Required (C)

Financing & Implementation Modalities Par ent

[ ] Multiphase Programmatic Approach [MPA] [ ] Contingent Emergency Response Component (CERC)

[ ] Series of Projects (SOP) [ ] Fragile State(s)

[ ] Disbursement-Linked Indicators (DLIs) [ ] Small State(s)

[ ] Financial Intermediaries (FI) [ ] Fragile within a Non-fragile Country

[ ] Project-Based Guarantee [ ] Conflict

[ ] Deferred Drawdown [ ] Responding to Natural or Man-made disaster

[ ] Alternate Procurement Arrangements (APA)


Development Objective(s)

TThe objectives of the Project are to: (a) support the establishment of building blocks for the social safety net system; and (b) increase the access of poor and vulnerable households to targeted and adaptive cash transfers

programs.

Ratings (from Parent ISR) RATING_DRAFT_YES

Implementation

22-Jun-2016 23-Jan-2017 05-Jun-2017 18-Jan-2018 28-Jun-2018

Progress towards

achievement of

PDO S

S

MS

S

S

Overall

Implementation

Progress (IP) MS

MS

MS

MS

MS

Overall Safeguards

Rating

Overall Risk S

S

S

S

S

BASIC INFORMATION – ADDITIONAL FINANCING (Senegal - Additional Financing to the Social Safety Net Project - P162354) ADDFIN_TABLE

Project ID Project Name Additional Financing Type Urgent Need or Capacity Constraints

P162354 Senegal - Additional Financing to the Social

Safety Net Project

Restructuring, Scale Up No

Financing instrument Product line Approval Date

Investment Project

Financing

IBRD/IDA 03-Jan-2019

Projected Date of Full

Disbursement

Bank/IFC Collaboration

15-Mar-2024 No


Is this a regionally tagged project?

No

Financing & Implementation Modalities Child

[ ] Series of Projects (SOP) [ ] Fragile State(s)

[ ] Disbursement-Linked Indicators (DLIs) [ ] Small State(s)

[ ] Financial Intermediaries (FI) [ ] Fragile within a Non-fragile Country

[ ] Project-Based Guarantee [ ] Conflict

[ ] Deferred Drawdown [ ] Responding to Natural or Man-made disaster

[ ] Alternate Procurement Arrangements (APA)

[ ] Contingent Emergency Response Component (CERC)

Disbursement Summary (from Parent ISR)

Source of Funds Net

Commitments Total Disbursed Remaining Balance Disbursed

IBRD

%

IDA 40.50 31.75 5.08

86 %

Grants 11.05 4.82 6.23

44 %

PROJECT FINANCING DATA – ADDITIONAL FINANCING (Senegal - Additional Financing to the Social Safety Net Project - P162354)

PROJ ECT FINANCING DATA (US$, Millions)

SUM M ARY- NewFin1

SUMMARY (Total Financing)

Current Financing Proposed Additional

Financing Total Proposed

Financing

Total Project Cost 40.50 57.00 97.50

Total Financing 40.50 57.00 97.50

of which IBRD/IDA 40.50 57.00 97.50


Financing Gap 0.00 0.00 0.00

DETAILS NewFinEnh1- Additional Financing

World Bank Group Financing

International Development Association (IDA) 57.00

IDA Credit 57.00

IDA Resources (in US$, Millions)

Credit Amount Grant Amount Total Amount

National PBA 57.00 0.00 57.00

Total 57.00 0.00 57.00

COMPLIANCE

Policy

Does the project depart from the CPF in content or in other significant respects?

[ ] Yes [ ✔ ] No

Does the project require any other Policy waiver(s)?

[ ] Yes [ ✔ ] No

INSTITUTIONAL DATA

Practice Area (Lead)

Social Protection & Labor

Contributing Practice Areas

Climate Change and Disaster Screening

This operation has been screened for short and long-term climate change and disaster risks


Gender Tag

Does the project plan to undertake any of the following?

a. Analysis to identify Project-relevant gaps between males and females, especially in light of country gaps identified through SCD and CPF Yes b. Specific action(s) to address the gender gaps identified in (a) and/or to improve women or men's empowerment Yes

c. Include Indicators in results framework to monitor outcomes from actions identified in (b) Yes

PROJECT TEAM

Bank Staff

Name Role Specialization Unit

Solene Marie Paule Rougeaux

Team Leader (ADM Responsible)

Social Protection GSP07

Aline Coudouel Team Leader Social Protection GSP06

Mountaga Ndiaye Procurement Specialist (ADM

Responsible) Procurement GGOPF

Fatou Fall Samba Financial Management Specialist (ADM Responsible)

Financial Management GGOAW

Fabienne Anne Claire Prost Environmental Specialist (ADM Responsible)

Environmental safeguards GEN07

Lucienne M. M'Baipor Social Specialist (ADM Responsible)

Social Safeguards GSU01

Cedric Cubahiro Team Member Disbursement WFACS

Elena Segura Labadia Counsel Legal LEGAM

Faly Diallo Team Member Disbursement WFACS

Lydie Anne Billey Team Member Assistant GSP07

Maman-Sani Issa Safeguards Advisor/ESSA Safeguards OPSES

Medou Lo Safeguards Advisor/ESSA Environmental Safeguards GEN07

Ndeye Absa Cisse Team Member Assistant AFCF1


Extended Team

Name Title Organization Location

Dame Seck Consultant

Nuria Branders Consultant World Bank

Ousseynou Sene Consultant

Susana Gamez Consultant

Xavier Huchon Consultant

The World Bank Senegal – Second Additional Financing to the Social Safety Net Project (P162354)

SENEGAL

SENEGAL – ADDITIONAL FINANCING TO THE SOCIAL SAFETY NET PROJECT

TABLE OF CONTENTS

I. BACKGROUND AND RATIONALE FOR ADDITIONAL FINANCING ............................................. 1

II. DESCRIPTION OF ADDITIONAL FINANCING ............................................................................. 5

III. KEY RISKS ............................................................................................................................... 18

IV. APPRAISAL SUMMARY ........................................................................................................... 19

V. WORLD BANK GRIEVANCE REDRESS...................................................................................... 23

VI. SUMMARY TABLE OF CHANGES ............................................................................................ 24

VII. DETAILED CHANGE(S) ............................................................................................................ 24

VIII. RESULTS FRAMEWORK AND MONITORING........................................................................... 27


Page 1

I. BACKGROUND AND RATIONALE FOR ADDITIONAL FINANCING

A. Original project objectives, design and performance

1. The original project, Senegal Social Safety Nets operation (P133597), is progressing in a satisfactory manner towards it objectives. The objectives of the original project were to: (a) support the

establishment of building blocks for the social safety net system; and (b) increase the access of poor and vulnerable households to targeted and adaptive cash transfers programs. At the time of the latest Implementation and Status Report (ISR) (June 2018), the project was rated Satisfactory in terms of

progress towards achievement of the project development objective (PDO), project management, and the implementation of both components, and Moderately Satisfactory for overall implementation progress. This is mainly due to the procurement and financial ratings and to some delay in the

implementation of activities. Improvements could be seen in the last supervision mission, and the rating should be upgraded in the next ISR. The project is in compliance with all covenants. The project has

disbursed over 88 percent of International Development Association (IDA) funds (total of US$40.50 million) and 44 percent of funding from the Multi-Donor Trust Fund1 for Adaptive Social Protection (total of US$11.05 million, the trust fund included the implementation of several pilot interventions which

required extensive preparation work, hence the lower disbursement rate). 2. The Government has put social protection at the heart of its development plan. The second

pillar of the Plan for an Emerging Senegal (2013) (Plan Sénégal Emergent, PSE) focuses on the construction of a national social protection system to address chronic poverty and protect vulnerable households from

shocks. This effort is also reflected in the National Social Protection Strategy (Stratégie Nationale de Protection Sociale, SNPS) (first one elaborated in 2005, most recent strategy endorsed in 2017), and in the establishment of the General Delegation for Social Protection and National Solidarity (Délégation

Générale à La Protection Sociale et à La Solidarité Nationale, DGPSN) to coordinate the sector. At the heart of the strategy is the vision of a system which provides support to households and individuals, depending

on their economic situation at different points of their lives and focusing on a range of aspects of poverty and vulnerability (poverty, old-age, shocks, health, etc.). Such national system requires mechanisms to ensure households can easily access the interventions they need at different points in time and exit them

as needed. These mechanisms include a national identity system, as well as tools to target households and reach them with the relevant services or transfers. The strategy also puts girls and women at its center, with a vision to close existing gaps in outcomes and use of services.

3. As a core instrument of its social protection system, the Government has made a significant

effort to develop a national targeting mechanism (RNU, National Unique Registry). The registry combines community-based targeting and the application of a survey to identify the poorest households. Since 2017, it includes 450,000 households, and will be expanding to include all poor households in the country

(target of 550,000 households across the entire territory). In 2018, the RNU started the process of overall update of its information, starting in four regions and aiming for a total update of the remaining 10 regions by 2019. The RNU’s objective is to serve as the main entry point for social programs targeting the poor

and is currently used to target the main safety net program (Programme National de Bourses de Sécurité Familiale, PNBSF), the universal health insurance (Couverture Médicale Universelle, CMU), and programs

1 Development for International Development (DFID).


Page 2

focused on response to food insecurity and resilience. The registry has led to high-quality targeting for the

PNBSF, as 90 percent of households in the program are below the poverty line2. 4. Senegal’s main social safety net, the National Familial Security Grants (Programme National de

Bourses de Sécurité Familiale) (PNBSF), has been at the heart of the national strategy. Launched in 2013, it provides regular transfers and social promotion to the poorest 300,000 households nationwide, in all

villages and neighborhoods3, using the RNU to identify beneficiaries and focusing on women as recipients of the transfers. The PNBSF recruited local non-governmental organizations (NGOs), called social operators, in every region to implement the program’s activities and now has a network of 6,000

community volunteers and 300 supervisors working full time. This operational network, in addition to being necessary for the successful implementation of the PNBSF, is a unique opportunity for the broader

social protection system. Indeed, other social programs can build on this architecture to deploy quickly and at lower costs, as was the case for the response to food insecurity in 2017. International experience has demonstrated that programs like the PNBSF increase the quantity and quality of consumption;

improve children’s nutritional intake, education and health outcomes; and increase expenditure towards productive activities that strengthen resilience4. In Senegal, direct transfer programs proved to be the most effective public intervention, with the highest impact on inequality and poverty: Spending one

percent of GDP on it would reduce poverty by 3.5 percentage points5.

5. Since 2013, the Government has also launched its Universal Health Insurance program (Couverture Maladie Universelle or CMU) and its Equity Card program (Carte d’Égalité des Chances – CEC). The CMU aims to strengthen financial protection and reduce the impact of catastrophic health

shocks on households. Premiums are subsidized and the poorest households (identified through the RNU) and disabled people benefit from free premiums and copayments. Coverage has increased from 4 percent in 2010 to 16 percent in 2016 (2,256,000 individuals, about 65 percent of them beneficiaries of the PNBSF)

and 19 percent of the population in 2017. The CEC program targets 50,000 disabled individuals across the country, providing them with access to various services such as the CMU and cash transfers.

6. The Government is also developing a national strategy for a reliable and sustainable response to shocks. Senegal is affected by regular climate shocks – with variations in intensity and localization, but

with an annual cycle – and the Government is setting up a system to ensure an efficient response providing timely relief to those in need. In 2017, it tested using the RNU to identify beneficiaries and distributing benefits as cash transfers (instead of food) in two departments (pilot funded through the Adaptive Social

Protection Trust Fund under the parent project). Following this experience, the Government adopted these changes and decided to promote harmonized use of the cash modality and the RNU, as well as a

stronger institutional setup to coordinate all actors under the national plan. As a result, RNU and cash were used during a special operation to respond to food insecurity in Mattam in February 2018 and instructions were given to food security actors to use the same set up for the 2018 food security response.

2 World Bank (2017). Sénégal: Résultats de l’enquête de ligne de référence du Programme National de Bourses Sociales Familiales (PNBSF). (Data from the third wave of enrolment). 3 Quarterly cash transfers of CFA 25,000 (about US$50) per household, with recertification after five years. 4 Beegle, Coudouel and Monsalve (2018). 5 Direct transfers refer to the PNBSF, the national school-feeding program, and health care premium subsidies. Results extract

from The Effect of Fiscal Policy on Inequality and Poverty in Senegal. Cabrera, Martinez, and Marzo. The World Bank 2017.


Page 3

B. Rationale for Additional Financing

7. Despite considerable progress, a series of challenges remain to consolidate the system, maximize its impact on the poor and vulnerable and ensure its sustainability. First, the RNU needs to be further strengthened to become a pillar of the social safety net system. The RNU does not yet have

the strong legal and institutional anchoring required to chieve its central role in the national social safety net system and its sustainability. A strong legal anchoring, and an obligation to use this instrument as part

of their targeting process would also help increase the number of programs, and share of the social assistance’s budget, that use the RNU. It is also essential to continue to improve the quality of the information contained in the RNU database. Some of the data is now five years-old and needs to be

updated, and some essential data is missing for some households. The Government has defined a series of mechanisms for the RNU’s regular updating, combining continuous processes and periodical, systematic updating by geographic area, and the challenge is to ensure its sustained implementation.

8. Second, the sustainability of the PNBSF also needs to be established. The PNBSF was launched

by the President, and the program needs to demonstrate its impact and efficiency to ensure its place at the center of the country’s poverty reduction strategy. For this, while the program effectively provides support to the poorest households nation-wide, some of its processes can be improved to maximize its

positive impact on households and reduce poverty and its inter-generational transmission. These include the management of the large-scale operation through modern and efficient tools such as the Management Information System (MIS), as well as the strengthening of social promotion activities. The

program’s long-term sustainability also hinges on its ability to assess regularly the living conditions of its beneficiaries and manage beneficiaries’ entry and exit processes. The program should also be

institutionalized as a key public service, and secure reliable financing for its operational costs. Finally, the program needs to assess its performance regularly and evaluate its impact, with a view to establish its efficiency and return on investment and promote its sustainability (rigorous impact evaluation underway).

9. Senegal is a Sahelian country vulnerable to the impacts of climate change because of its geographical location as a coastal country, its economy highly dependent on climatic conditions but also

on the poverty of its population. Given its geographical position and its seafront of more than 700 km, Senegal experiences climatic differences between the coastal zone and the interior regions. Atmospheric circulation, facilitated by a flat relief, exposes the territory in part or entirely to the influence of the

maritime trade wind, the harmattan and the monsoon. These air masses determine a Sudano-Sahelian climate with two seasons where rainfall is very variable in time and space. Senegal's economy is highly

dependent on securing activities in the primary and secondary sectors that are threatened by the recurrence of extreme hydrometeorological events (river and marine floods, coastal erosion, drought, etc.). In general, floods are a major national concern because of their economic, social, health and

environmental impacts. Since 2009, Senegal has recorded almost every year at least one decadal rainfall whose intensity (the volume of water) and the duration (short or long) are unusual. Repeated droughts in recent decades have resulted in a significant reduction in vegetation cover, poor harvests of grain, virtually

non-existent pasture and fodder, high food risks for rural populations and negative impacts on all economic and social sectors.

10. Climate change has a negative impact on vulnerable households and the fight against poverty . With 70 percent of households practicing agriculture and 40 percent practicing livestock, climate shocks

can have a significant impact on the well-being of many households and, more generally, on the country's


Page 4

economy. Shocks have an immediate impact on the well-being of households and erode their livelihoods

in the long run. In 2011, one-third of households reported experiencing a shock in the past year. A decrease in rainfall of 100 mm (compared to a long-term average) is associated with an eight percent decrease in consumption, and is related to a decrease in productive assets, food security and weight of

children. Frequent shocks weaken households, increasing their likelihood of becoming chronically poor and, in turn, making new generations more vulnerable.

11. Another important element for the consolidation of Senegal’s social protection system is the establishment of a sustainable and efficient response to climate related shocks. To prevent the

depletion of assets of poor households in cases of shocks, the response must be implemented in a timely fashion and reach households before they engage in negative coping strategies, such as the sale of assets

or withdrawal of children from school. Senegal needs to improve its response to shocks by making available tools more reactive and adaptive. Appropriate planning is also necessary to mobilize resources ahead of shocks, as emerging evidence suggests significant cost savings compared to less timely fund

mobilization. In Ethiopia, every dollar secured beforehand was estimated to save up to five dollars in later costs, and well-targeted early interventions in slow-onset disasters cost a fraction of emergency aid6. Senegal needs to develop a financing mechanism to mobilize quickly resources adapted to the scale of

each response, as well as a decision mechanism to take quick decisions about program roll-out. These mechanisms can only function with a robust early warning system that provides adequate inputs for the

decision making.

12. Finally, Senegal’s social safety net system is still missing key features to promote efficiency, impact and sustainability. For instance, the grievance and redress mechanisms (GRM) of the PNBSF and

RNU need to be strengthened, and most other social assistance programs do not have a GRM. A strong GRM is essential to promote accountability and efficiency, and to minimize inclusion and exclusion errors.

Another essential element is the development of a sustainable financing strategy for the overall system, to finance both permanent programs that address chronic needs and temporary shock-response programs. Finally, tools to monitor the sector and measure progress and impact are limited.

13. The Additional Financing will focus on these challenges and promote the use, institutionalization and sustainability of the sector’s key instruments. It will allow the World Bank to

support the Government in promoting the RNU’s use by an increasing number of programs (and share of social spending), improving the PNBSF management and maximize its impact, and developing a national

response mechanism to shocks as well as a productive safety nets program to increase resilience of the poorest households. It proposes to dedicate US$10.38 million to the system’s building blocks (in addition to the original US$8.8 million) and US$46.62 million to transfer programs (in addition to the original

US$42.75 million). The decreasing relative share of the PNBSF in the project reflects the progressive increase in government funding, an essential element of the PNBSF sustainability. The additional

resources should be sufficient to improve existing instruments (RNU, PNBSF); develop new features and tools (GRM, MIS, financing strategy); and test mechanisms to deliver other large programs through the national social protection system (shock-response, agricultural subsidies). However, the Government will

need to take the full responsibility for the scaling-up, institutionalization and sustainability of the interventions.

6 Clarke and Hill 2013; Hess, Wiseman, and Robertson 2007.


Page 5

14. The proposed activities remain fully aligned with the national development strategy . They

support the PSE’s second pillar on human capital, social protection and sustainable development, as well as the third pillar on resilience and sustainability in the context of climatic shocks. The authorities have reiterated their commitment to addressing poverty and vulnerability, emphasizing improvements in

access to quality social services, expansion of the PNBSF, access to health care, and implementation of programs for job creation and employability. The project also contributes to the National Social Protection

Strategy (2016-2035), which proposes a package of public, private and community interventions around the three axes of assistance, insurance, and promotion of autonomy.

15. The proposed project contributes to three of the main constraints to inclusive growth and equity highlighted in the Strategic Country Diagnostic (SCD)7, namely (i) inequality and inefficiency of

social public policies and expenditures; (ii) social and economic exclusion; and (iii) social norms limiting access to equal access to opportunities. Indeed, the SCD highlights the need for greater efficiency and equity in programs to address marked inequities in access to services and stifling social norms that affect

the poor’s opportunities. The Additional Financing will also contribute directly to two of the three focus areas of the new Country Partnership Framework (CPF) in preparation (FY2019-FY23), namely focus area 2 “Build Human Capital” and focus area 3 “Increase Resilience and Sustainability”.

16. Finally, the proposed Additional Financing complements ongoing and planned World Bank-

supported projects. In particular, the demand created by social safety nets for greater investments in the human capital of children are supplied by the Quality and Equity of Basic Education Project (P13333 and P163575), which focuses on improving learning outcomes, increasing access to science and mathematics

tracks, and improving equity in access to basic education. The project also complements the Health and Nutrition Financing Project (P129472) that focuses on improving access to quality services to the poor and vulnerable. The Early Childhood Development Project (P161332) under preparation focuses on

strengthening the delivery of selected services that promote early childhood development in underserved areas of Senegal, with a focus on children coming from poor families. Some of the early child development

activities provided by the project will be directly targeted to the PNBSF beneficiaries and RNU households.

II. DESCRIPTION OF ADDITIONAL FINANCING

17. The Additional Financing is a second Additional Financing to the Original Project (Social Safety Net Project P133597). The project is financed through: (1) an IDA Credit 5433-SN; (2) an Adaptive Social Protection MDTF Grant -ASP No. TF0A2489; and (3) this second Additional Financing. The First Additional

Financing was approved in October 2016 in the amount of USD 11.05 million. The Second Additional Financing keeps the PDO of the parent project, namely to (a) support the establishment of building blocks

for the social safety net system and (b) increase the access of poor and vulnerable households to targeted and adaptive cash transfers programs. It will be implemented using the same institutional arrangements as the parent project. The description of activities of the project has been adjusted to scale-up some

activities and introduce other minor changes to the description of activities of the original project. It also includes an extension to the closing date under the IDA Credit No.5433-SN to June 30, 2020. The proposed

Additional Financing closing date is March 31, 2024, to provide the time required for the successful implementation of activities that establish national systems.

7 Report Number 130660, 2018


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18. The Additional Financing follows the structure of the parent project, and focuses on national

large-scale systems, to contribute to the establishment of a sustainable and efficient national social safety net system in Senegal that can decrease the vulnerability of the poorest and most vulnerable households and especially when confronted to the impact of climate change. It does so by promoting key national

systems and instruments and supporting the implementation of cash transfer programs. The theory of change of the Additional Financing is described in the diagram presented below. The vision is to contribute

to increased resilience, by i) strengthening the resilience of the poorest households (PNBSF, productive safety nets, agricultural pilots) before the impact of a shock or by ii) offering a support to the most vulnerable households affected by climatic shocks (food security pilot and flood pilots). These goals are

met by ensuring tools are available (including the RNU), institutions have increased capacity, and the PNBSF manages household transitions and implements its social promotion activities efficiently and that

pilot projects are implemented to enable the safety nets system to adapt and respond to climatic shocks. Finally, these outcomes are achieved through a series of activities focused on overall system’s tools, the RNU systems and processes, the management of the PNBSF, the payment of transfers, and the

strengthening of key aspects of program design and systems. 19. The table below summarizes the project costs (in US$ millions). The Additional Financing is

organized around the same components as the parent project: Component 1 focuses on the strengthening of the social safety nets system, while Component 2 supports targeted cash transfer programs to poor

and vulnerable households. However, some sub-components have changed slightly to reflect the organization of the project and addition of some activities (details in the description below).

Table 1: Project Cost in US$ Millions

Component Ongoing

Project

Proposed Additional

Financing

Total

Component 1: Support to the Development of the Social Safety Net System 8.80 10.38 19.18

Component 2: Support to Targeted Cash Transfer Programs for Poor and Vulnerable Households 42.75 46.62 89.37

TOTAL 51.55 57.00 108.55


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Page 8

Component 1: Support to the Development of the Safety Net System (total of US$19.18 million

equivalent, of which US$8.80 million from ongoing project and US$10.38 million from proposed Additional Financing)

20. This component’s objective is to consolidate core tools of the national social safety net system and promote their use by an increasing number of programs. As a result of this component, the RNU is

expected to have improved its data quality, to manage its operations through its MIS, and to have a functional GRM. Social safety net programs are also expected to have improved their targeting using the RNU and to use the central GRM. Finally, we expect the safety net system to be able to respond to shocks

due to climate change to limit their negative impacts on the poorest households.

Sub-component 1.1: Developing and strengthening key tools of the safety nets system 21. This sub-component finances activities aimed at developing key instruments of the safety nets system and encouraging various stakeholders to be early adopters. The sub-component amounts to a total

of US$4.43 million, with US$2.80 million from the ongoing project and US$1.63 million from the Additional Financing. This sub-component used to include the development of the RNU (around US$2 million spent so far on this since the project’s beginning), but it was decided in this Additional Financing to create a

dedicated sub-component for the RNU (Sub-component 1.3). US$2.5 million from the ongoing project’s Sub-component 1.1 were thus allocated to the newly created Sub-component 1.3.

22. Development of a Grievance and Redress Mechanis (GRM) for the social protection system. The DGPSN will develop a centralized complaints feedback mechanism for the entire system, organized

around a hotline and associated grievance management system. The implementation of a robust GRM will increase the accountability of Government interventions. The hotline will be designed to be accessible to beneficiaries and the population in general, and a gender-sensitive approach will ensure women can

easily use it. The mechanism will be set up first for the RNU and PNBSF, and then extended to other social programs (such as the shock-response program or the agricultural subsidy program). Each program would

establish its own procedures for handling complaints and grievances received through this central channel. The GRM will also help identify difficulties in programs’ implementation and contribute to their redesign for improved efficiency. The project will recruit a consultant to support the development of the

complaints and grievance management for two years to support this process. 23. Development of tools for safety nets to respond to shocks. For safety nets to effectively provide

support to climate related shock-affected vulnerable households, Senegal needs strong institutional arrangements and a series of tools, in addition to political will. The project will support the development

or strengthening of tools that enable the implementation of adaptation measures to shocks:

• Early Warning System (EWS). The project will support the EWS necessary to collect the information

on climate related shocks to trigger shock-responsive safety nets in times of emergency. In particular, it will support the collection of key indicators and the strengthening of the capacity of key actors, as well as the development of the MIS of the EWS et the equipment for the data collection, if the MIS is

available and functioning.

• Financing strategy for shock-responsive safety nets. The project will support activities related to the formulation and adoption of a strategy that establishes instruments before shocks occur, combining different financing mechanisms to respond to different needs and ensure a rapid response and timely


Page 9

support to affected households. The Prime Minister’s office in collaboration with the Ministry of

Economy and Finance will be directly responsible for driving the implementation of this activity.

• Mechanism to trigger responses to shocks. This project will contribute to the adoption of a trigger

mechanism by financing the expertise needed for its formulation, the organization of workshops for its formulation and adoption, and some of the costs associated with data collection for some of the

trigger mechanism’s indicators. This activity will be implemented by the Prime Minister’s office.

24. Development of a central mechanism to monitor and coordinate the social protection sector. To

improve the management of the sector, the project will support the development of a platform to collect sectoral monitoring indicators from all institutions involved in the sector. This platform will be led by the Direction of Planning and Strategy of the DGPSN, which will build the capacity of different institutions to

effectively use the system. The project will support the organization of annual sector reviews and build the DGPSN capacity to prepare it annually using the monitoring platform. Finally, the project will finance

external expertise to help the Ministry of Economy and Finance monitor the financial aspects of the sector. 25. Supporting the use of central tools by the emergency food insecurity response program. During a

2017 pilot, the emergency food insecurity program used both the RNU and cash transfers for the first time to respond to the impacts of rain shortage in the previous agricultural season. Despite strong political

support, the adoption of the RNU as the main tool to target the response and the use of cash as the modality of transfers still need to be accompanied over time as it represents substantial changes for many actors. The project will also continue supporting climate related shock responsive programs by developing

a financing strategy, testing the use of a trigger mechanism, and promoting the development of the national response strategy. In addition, at the operational level, the project will finance the costs associated with the implementation of a part of the national response plan (in two different plans) using

these tools for actual responses. The project will cover the cost of social operators, evaluation, and technical assistance as required. The project will also finance adaptation measures to climate change

through the provision of the cash transfers and associated costs (classified under Component 2, with all transfers to beneficiaries) to fund part of the emergency response to the vulnerable households and encourage the adoption of cash and RNU by the government. The Additional Financing dedicated to the

response to food insecurity will follow the national response plan. The consultant in charge of pilot projects will be the focal point at the DGPSN to work on the formulation, implementation and monitoring of the response plan funded by the project together with the governmental institutional responsible for

the overall response plan.

26. Supporting the flood response program in using social protection system tools. Floods are the

second biggest covariate shock that affect vulnerable households. Every year it affects several thousand s of households8. However, the governmental response is limited and focuses more on water pumping than support to affected households. This project will support the development of an adaptation program to

limit the negative impacts of floods on the poorest. The pilot project will transfer cash to affected vulnerable households, building on the pilot response to fires implemented in 2018. The project will support the development of a manual of operations and finance costs associated with social operators,

the GRM, evaluation, and technical assistance as required. The project will also finance the cash transfers

8 In 2009, the damage caused by floods and post-disaster needs affected around 360,000 people in Dakar. In 2012, the floods affected 287,384 people and resulted in 26 deaths, 6524 homes destroyed and 4884 damaged. In total, more than 5,000

families have been affected and 7,700 contaminated drinking water sources.


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and associated costs (classified under Component 2, with all transfers to beneficiaries) to fund the pilot

for the flood response. The pilot project implemented under this Additional Financing will be part of the national response plan for flooding and will be coordinated by the Flood Management Fund. The consultant in charge of pilot projects will be the focal point in the DGPSN to work on the formulation,

implementation and monitoring of the pilot projects and will be under the technical responsibility of the head of the National Solidarity Fund (Fonds de Solidarité Nationale).

27. Supporting the use of central tools by the Equal Opportunities Card program. The CEC supports disabled individuals to access services (education, transport, health, etc.). In 2018, the objective of 50,000

individuals holding a CEC has been reached and the program continues to work to open more services to the cardholders. The PNBSF offers cash transfers to the vulnerable CEC cardholders, but there is almost

no coordination between the two programs (PNBSF and CEC) in terms of process, information and resources sharing at the central and local level. In order to strengthen the integration between the two programs, the Additional Financing will support the strengthening of the MIS from the CEC in order to

enable the interoperability with the RNU MIS and the PNBSF MIS. In addition, the Additional Financing will test the use of the PNBSF social operators to inform and accompany the CEC card holder in one pilot area. In a second phase, the Additional Financing will support the use of the central GRM by the CEC. In

order to do so, the project will support the design of grievance’s treatment protocols and the payment of costs associated with the use of the info line. The project will fund the costs associated with the

development of the MIS for the CEC, with the purchase of some equipment at local level to facilitate access and the use of the MIS, with the training of community volunteers and supervisors and of the DGAS staff on the use of the GRM. A process evaluation of the pilot project will be carried out. The consultant

in charge of the pilot projects will be the focal point at the DGPSN level to organize the support to the CEC and the coordination between the PNBSF and the CEC through the use of the safety nets’ tools (MIS, Social operators and GRM). This work will be carried out under the technical responsibility of the Directorate of

Safety Nets programs management. The coordinator of the pilots will also be in charge of support the DGAS in the design, implementation and monitoring of the pilot projects.

Sub component 1.2: Institutional capacity building for social safety nets 28. Building on the parent project’s efforts, the Additional Financing will focus on strengthening the

capacity of sectoral actors of the social protection system and on project management. The sub-component amounts to a total of US$8.36 million, with US$3.50 million from the ongoing project and US$4.86 million from the proposed Additional Financing.

29. Capacity-building activities led by the National Social Protection Strategy Technical Committee.

This component will contribute to sectoral actor’s capacity through a series of courses to raise awareness on social protection, safety net system tools, and the roles of different actors in program implementation. The project will also support analyses required by sectoral actors to design programs or assess ongoing

programs, especially the pilot projects implementation adaptation measures to reduce the impact of climate change on the poorest households It will also support the coordination of the social protection

sector at central and local levels by contributing to the costs related to sectoral monitoring, as well as the organization of meetings of the SNPS Technical Committee (CT-SNPS) and of the SNPS Inter-Ministerial Committee (CIP-SNPS) itself. At the local level, the Additional Financing will contribute to the management

and capacity building costs of the regional platforms. However, it will not cover the costs associated will the meetings of the regional platforms.


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30. Institutional support to the DGPSN. The Additional Financing will support the management team

of the DGPSN to restructure the organigram of the institution in order to include the evolution that took place over the year and improve the performance management mechanisms in the DGPSN. The Office for Organization and Methods (Bureau Organisation et Méthodes) and a consultant will support the DGPSN

to do so. In addition, the project will support institutional development through the financing of experts to support the DGPSN: a database manager under the RNU Directorate, an expert in social protection

under the Planning and Evaluation Directorate, a consultant for planning and monitoring activities under the Planning and Evaluation Directorate, a communication expert under the communication cell, a consultant in charge for pilot projects and six regional coordinators under the direct supervision of the

Secretary General and the technical supervision of the Directors of the DGPSN. However, these consultants will not be financed throughout the project, rather the DGSPN will progressively fund these

positions during the life of the project. The communication expert will have their contract extended for one year, all other experts will be recruited for a period of three years maximum. As part of the institutional support, the project will also contribute to the financing of the DGPSN’s budget (investment

costs such as: vehicles, computers, etc. ; training costs; and running costs such as fuel, phone bills, etc) as approved by the board of administration (Conseil d’orientation) of the institution for a maximum amount of CFA 300 million for the project duration. The annual amount will not exceed 30 percent of the total

amount. The annual amount will have to be approved by the board of administration and will respect the World Bank spending eligibility rules. This amount will be disbursed through the same mechanisms and

will follow the same rules as the rest of the Additional Financing. 31. Project management. This sub-component will support project management, including through

the continuation of the contracts of the project coordinator, the procurement specialist, the chief accountant and the auditor. A Program Assistant will be recruited as well as an administrative assistant and a messenge. It will also finance investment and running costs related to project management (printing

costs, equipment, meetings, etc.).

Sub component 1.3: Consolidation of the National Unique Registry (RNU, Registre National Unique) 32. The RNU has become a central element of Senegal’s effort to coordinate its programs, increase their efficiency, and effectively reach the poorest. The Additional Financing supports its consolidation with

a view to ensure its sustainability by strengthening processes, anchoring the RNU legally, and promoting its use by multiple actors. The sub-component amounts to a total of US$6.39 million, with US$2.5 million from the ongoing project and US$3.89 million from the proposed Additional Financing.

Strengthening processes of the National Unique Registry

33. Updating the RNU’s operational manual and tools. In order to incorporate lessons learned during the first phase of the RNU’s implementation, the project will support the updating of the operations

manual. Particular attention will be paid to strengthening the RNU’s MIS. The first version of MIS was finalized and deployed to social operators in 2018. However, the use of the MIS is not yet systematic for

all processes. This project will finance the recruitment of a database manager to support the MIS for 3 years. In addition, this project will support annual audits of the MIS, with a view to identify required improvements and/or the development of new versions under the technical supervision of ADIE.

34. Supporting the continuous and periodic updating of the RNU. The project will support the development of mechanisms to update the RNU from the GRM. Furthermore, the interoperability of the


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MIS of the RNU and that of the CMU will be developed to promote the continuous updating of the RNU

data from the CMU processes. In addition to continuous updating, the RNU is expected to fully update its data every four years, to ensure its relevance. Finally, control mechanisms will be implemented to improve the quality of the surveys used to populate the RNU, under the technical supervision of the ANSD. The

process will continue to rely on the PNBSF social operators, and community volunteers will facilitate the mobilization of communities and households. The project will support part of the costs related to the

second update, with the Government covering the costs incurred in at least seven regions. 35. Improving the monitoring and evaluation of the RNU. Monitoring and evaluation are critical to the

success of the RNU, since they allow for continuous learning and improvements. Activities funded under this project will be closely coordinated with the broader monitoring and evaluation agenda of the DGPSN.

The project will finance, among others, regular process evaluations (every 18 months) and assessments of the reliability and quality of the RNU data.

Supporting the use, institutionalization and legal anchoring of the RNU 36. Promoting the RNU to a broader range of stakeholders. The project will support the development

by the RNU of two information and communication campaigns: one directed to the general population and the other to potential programs which could use it as part of their targeting process, with a view to

increase the appropriation and use of the RNU by government programs. 37. Piloting the use of the RNU for the subsidized agricultural inputs program. Recent evaluations

show that agricultural subsidies are relatively poorly targeted in Senegal. In light of the large size of the program, improving its ability to reach the poor (including by using the RNU) represents a critical efficiency gain for public expenditure. In addition, to facilitate access to adapted agricultural inputs to climate

change to the poor and vulnerable households will contribute directly to increase the resilience of these households and reducing the negative impact of climate change. To support this effort, the project will

finance a pilot (and its scale up) aimed at demonstrating the relevance of the RNU in identifying beneficiaries and the relevance of cash as a modality for the programs’ transfers (rather than in kind). An external evaluation of the pilot will be undertaken to inform discussions on a broader reform of the

program, the efficiency of these adaption measures and the scale up of the pilot. The project will finance the costs associated with the organization of events to develop a consensus among key actors, the training of staff from the agricultural ministry and the DGPSN involved in the implementation of the pilot,

operational costs associated with the implementation of the pilot, as well as some of the actual transfers to households (classified under Component 2, with all transfers and accompanying measures). The pilot

and the scale up will be managed jointly with the Ministry of Agriculture. The consultant in charge of the pilot projects in the DGPSN will be the focal point to work on the design, implementation and monitoring of pilot projects and will be under the technical responsibilityof the RNU Directorate.

38. Legally anchoring the RNU. In order to anchor the RNU strongly in the national institutional and

legal landscape, thereby enhancing its sustainability, this project will support the RNU Directorate in its efforts to institutionalize the RNU. Various activities will be developed, such as the organization of workshops to sensitize policy makers, as well as advocacy work with the Ministry of Economy and Finance

and other key stakeholders, and the preparation of the legal texts necessary to institutionalize the RNU.


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Component 2: Support to targeted cash transfer programs for poor and vulnerable households (total of

US$89.37millionequivalent, of which US$42.75 million from ongoing project and US$46.62 million from proposed Additional Financing)

39. The objective of this component is to improve key features of the national transfer programs, particularly the PNBSF, in order to maximize their impact on beneficiaries and increase their resilience. A

comprehensive operational set up aimed at reducing the impact of shocks on poor and vulnerable households must take place before the shocks (ex-ante) by improving household resilience and after the shocks (ex-post) to protect the property and avoid the adoption of negative coping strategies with long-

term impact. Indeed, while the PNBSF is fully functional and ensures regular payments to 300,000 households, some aspects of the program have not been systematically implemented and a number of

inefficiencies may affect its impact on beneficiaries. This component will also finance cash transfers from climate change adaptation pilot programs such as shock response safety nets, productive safety nets, or program to facilitate access to agricultural subsidies Also, these pilot projects will contribute to the

consolidation of the social safety net system. Their results will be closely monitored and widely disseminated to encourage the Government to make a longer-term commitment to these other social protection programs.

Sub-component 2.1: Transfers to beneficiaries

40. This sub-component will support the payment of selected cash transfers and accompanying measures, for a total of US$69.28 million (US$37.05 million from the ongoing project and US$32.23 million

from the Additional Financing). 41. Payment of transfers to PNBSF beneficiaries. The initial project covered 15 percent of the cash

transfer costs of the PNBSF. The government’s increase of the expenses covered by its own budget in the years of the Additional Financing is a key element to the program’s sustainability. The Additional Financing

will cover around seven percent of the transfers for the upcoming five years. It will provide payments to 72,000 households for 6 consecutive quarters (six payments of CFA 25,000 each). The disbursement of the funds for the cash transfer payment will be conditioned to the update and implementation of the

manual of operations of the PNBSF regarding the recertification process of PNBSF beneficiaries. The payment of transfers by this project will take place in areas where the PNBSF has fully implemented its entry, recertification and exit processes as defined in the operational manual of PNBSF (defined under

Sub-component 2.4 below). Consequently, the payment order for the transfers supported by this project will necessarily be produced from the PNBSF MIS. 72,000 households represent around 30 percent of the

total number of beneficiaries, which is expected to be big enough to trigger a substantial change in the way the PNBSF is managed nationally. The recertification process is critical for the program’s sustainability – both at political and technical levels (see Sub-component 2.3 for more details). This project will finance

the selected cash transfers, as well as the financial costs associated with the transfers. Payment operator(s) will be selected competitively.

42. Recruitment of social operators. The implementation of the PNBSF requires a local-level operational system (at the level of neighborhoods and village) to roll out program activities such as registration, monitoring of payment, management of claims, and implementation of promotional

sessions. As part of the initial project, the PNBSF has developed an operational network of more than 300 supervisors and 6,000 community volunteers through the recruitment of social operators in each region. This network, in addition to being necessary for the successful implementation of the PNBSF, is a unique


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opportunity for the broader social protection system since other programs can build on this architecture

to deploy quickly and at lower costs (as was the case for the payment of shock-responsive transfers in 2017). Currently, the funds allocated to the PNBSF in the national budget do not include funds to cover these social operators and the initial project has provided most of the funds for the establishment of the

network of operators. To ensure continuity, this Additional Financing will cover the costs of some of the social operators for a short period (covering the costs of 13 social operators for the first year of the

Additional Financing, the costs of eight social operators will be covered the second year and of five the third year (based on current costs)). The Government has committed to cover all costs related to social operators throughout the country by the end of the project, and mobilizing these resources is essential

for the program’s sustainability. As part of the renewal of contracts for social operators, a review will also be made of the level of compensation and the organization of community volunteers and supervisors.

43. Temporary cash transfers. This sub-component also supports the delivery of cash transfers for the emergency food insecurity response program and the flood response program mentioned in Sub-

component 1.1. This pilot aims directly at reducing the negative impact of climate change on the poorest and most vulnerable households. It amounts to a total of US$ 4.6 million. Under this sub-component, the project will finance the costs associated with the actual transfers to households. All other costs associated

with this pilot are covered by Sub-component 1.1. The budget dedicated towards temporary cash transfers under the additional financing will be accessible to the condition that the operational manual of

the food security response is drafted and adopted and describes clearly the processes to use the RNU for the targeting of the beneficiaries and the payment of cash transfers.

Sub-component 2.2: Productive measures 44. This sub-component supports the delivery of productive measures to selected PNBSF beneficiaries. It amounts to US$12.32 million (US$4 million from the ongoing project and US$8.32 million

from the Additional Financing). The activities planned under this sub-component have been reduced from their initial scope. The initial activities included: i) the implementation of the productive safety nets

project evaluated through a rigorous impact evaluation; ii) the implementation of strategic partnership (called strategic alliances) with resilience programs to facilitate the inclusion of the poorest households. The strategic alliances included the targeting of the beneficiaries of the Resilience programs through the

RNU and the payment of a lumpsum to the poorest beneficiaries to start productive activities. However, because of institutional difficulties in setting up large scale operational partnerships and the limited size of resilience programs, the implementation of such partnerships ended up much smaller than anticipated.

The Additional Financing will not continue to support these partnerships.

45. The productive safety net (called the Yook Kom Kom Project) is currently targeting six departments (Guediawaye, Dakar, Pikine, Rufisque, Tivaouane and Kaolack) and being extended to three additional ones (Saint Louis, Thies and Mbour), covering a total of around 12,000 beneficiaries, focusing

on women. The productive safety nets targets exclusively PNBSF households. It offers a package of six activities: saving groups, community sensitization, life skills training, business skills training, coaching and

one off lumpsum. It is implemented over a 12-month-period. An impact evaluation is ongoing (results are expected in 2020). The scale up of the productive safety nets will target areas most affected by climate change in order to increase the resilience of the vulnerable houses. The scale-up will require a thorough

analysis and discussion of the ongoing large-sample impact evaluation to understand what fraction of PNBSF beneficiaries should receive productive interventions and what trade-off should be made between coverage and intensity of support. Also, results of the impact evaluation will investigate who in a


Page 15

household or in a community should be targeted to receive productive support (the most/least poor?

people entering/exiting the program? The least/most educated etc…). Following these investigations and discussion, the package of activities will be reviewed, and a decision will be made about its potential scaling-up by the project. The Directorate for the Management of Safety nets programs will be directly

responsible for the scale up (design and implementation) of the Yook Kom Kom Project.

46. The activities included under the Additional Financing include the operational costs and the cost of the one-time productive transfers to households (transfer is currently estimated at CFA 80,000 (US$140) and could be reviewed on the basis of the impact evaluation results). Overall, as costs were

lower than initially budgeted, the budget for the operational costs of the program was reduced (from US$3.35 million to US$2 million, with the balance of US$1.35 million transferred to Sub-component 2.1

to contribute to the broader social operators’ costs). Sub-component 2.3: Support to the design and implementation of cash transfer programs

47. This sub-component aims at improving the parameters, features and processes of the PNBSF to maximize its impact on poor and vulnerable households, and especially on women. It amounts to US$3.66 million, with US$1.70 million from the ongoing project and US$1.96 million from the Additional Financing.

Improvements of PNBSF operational processes

48. Setting up the process of re-certification, exit and entry of beneficiaries. The original design anticipated a process of updating the list of beneficiaries, through the exit or continuation of existing

beneficiaries and the entry of new beneficiaries. Indeed, PNBSF beneficiaries participate in the program for a duration of five years, after which their condition is supposed to be re-assessed and new households can enter the program if they become eligible. As some households will soon meet the five-year mark,

and as the RNU is being updated, it is essential to define and implement this process. This is critical for the program’s sustainability – both at political and technical levels – as the program must remove

beneficiaries who are no longer considered the poorest in their communities, maintain those still considered to be among the poorest, and bring new poor households into the program. This project will support the piloting of these processes, which will be organized by region (the process will be carried out

for all beneficiaries in each region, even though they might have entered in different periods) to limit costs and simplify processes and will be organized after the full update of the RNU in a region. The costs associated with the update of the recertification process and of the communication towards the

beneficiaries and population on the processes will be covered by the Additional Financing.

49. Strengthening the MIS and promoting its use. The first version of the MIS was finalized in 2018 and is being deployed to social operators. This project will support its systematic use for all PNBSF processes, to significantly improve program implementation and monitoring. With the MIS, social

operators will better plan and manage their activities, and central and regional teams will supervise social operators and automatize the preparation of payment lists for financial operators. Also, the Additional

Financing will support the development of additional modules to manage the information on CEC cardholders benefiting from quarterly cash transfers from the DGPSN. Audits of the MIS will be conducted regularly to guide the development of new versions if necessary, under the technical supervision of ADIE.


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Review, update and implementation of the behavior change communication activities

50. International experience shows that behavior change activities have more impact when messages are simple, repeated several times, and early adopters within the community can share their experience.

It demonstrates that community-based communication can effectively change behavior in a cost-effective manner. Likewise, practical coaching sessions have the power to change behavior after a relatively short

period of time. Currently, the PNBSF organizes four promotional sessions per year for its beneficiaries, facilitated by community volunteers using image boxes. Each session is dedicated to a topic (health and nutrition, education, civil registration) and cover multiple themes in a dense format.

51. The project will support the design of the sessions methodology, processes and tools. Simpler and

more engaging tools will be developed to increase participation and ownership by local communities. The messages will be designed to encourage PNBSF beneficiaries to adopt new behaviors enabling them to invest in human capital and in resilient strategies. A module on prevention and mitigation of climate

change related risks will be included. Also, the key messages will be tailored to contribute to reducing the gender gaps between men and women and girls and boys, when relevant, in particular in terms of access to identification, education and health services, as well as productive activities. The project would likely

support the shooting of short success stories or a fictional series; the purchase of equipment (tablets, radios, or pico-projectors); as well as training on the tools.

Systematic monitoring and evaluation (M&E) of the PNBSF

52. Monitoring and evaluation are critical to the program's success as they allow continuous learning from experience and improvements. Activities funded under this sub-component will be closely coordinated with broader M&E conducted by the DGPSN as coordinator of the social protection system

(Component 1). Among others, the project will finance the regular supervision of social operators by regional coordinators, the implementation of community scorecards, the implementation of spot checks

for payments, and process evaluations (every 18 months). It will also finance the end-line surveys for the impact evaluations, implemented towards the end of 2019 for the PNBSF and in 2020 for Yook Kom Kom Project (productive safety nets). The M&E activities of the PNBSF will have a special focus on gender gaps.

They will look closely at processes to ensure women are the preferred recipients of the cash transfers or can effectively participate in the behavior change activities. The impact evaluations will also disaggregate the analysis by gender and investigate the drivers of potential gender differences.

Institutionalization of the PNBSF

53. Legally anchoring the PNBSF. In order to anchor the PNBSF strongly in the national institutional and legal landscape, thereby enhancing its sustainability, this project will support the PNBSF Directorate

in its efforts to institutionalize the Programme. Various activities will be developed, such as the organization of workshops to sensitize policy makers, as well as advocacy work with the Ministry of

Economy and Finance and other key stakeholders, and the preparation of the legal texts necessary to institutionalize the PNBSF.

54. The Additional Financing will also continue to provide technical support to help the Government secure appropriate resources to fund sustainably the PNBSF and regional coordinators. A lot was done on securing financial commitment for the PNBSF in the past, and domestic funding is expected to expand


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before the end of the project. The Additional Financing will support the DGPSN to estimate the recurring

costs that should ultimately come from the domestic budget and identify the domestic resources that could be leveraged or earmarked. As well as advocacy work with the Ministry of Economy and Finance on sustainable financing for the program. Also, the project coordination team will support the DGPSN

(specifically the procurement team) to learn and master the processes and specificities linked to the procurement of social operators for the implementation of the PNBSF and of community targeting

activities for the RNU in order to facilitate a good execution of the government budget once it will have been secured for this.

Sub-component 2.4: Cash transfers to support the productivity of Farmers

55. This sub-component supports the delivery of cash transfers to facilitate access to the subsidized agricultural inputs program to the poorest households. It amounts to a total of US$4.11 million. This is part of the pilot described in Sub-component 1.3 aimed at demonstrating the relevance of the RNU in

identifying the poorest beneficiaries to benefit of subsidized agricultural inputs and facilitate access to this subsidized agricultural inputs to reduce the impacts of climate change on the most vulnerable farmers. An external evaluation of the pilot will be undertaken and will inform discussions on the broader

reform of the program. Under this sub-component, the project will finance the costs associated with the actual transfers to households and the accompanying measures. All other costs associated with this pilot

are already covered by Sub-component 1.3. 56. In summary, the overall structure of the project would be as follows :

Table 2- Summary of Project Overall Structure

Project Components (amounts in US$) Parent Project (IDA)

Additional Financing (ASP TF)

Proposed Additional Financing

(IDA)

Total

Component 1: Support to the development of the Social Safety Net System

1.1: Developing and strengthening key tools of the safety nets system 2.60 0.20 1.63 4.43

1.2: Institutional capacity building of social safety nets 3.00 0.50 4.86 8.36

1.3 Consolidation of the RNU 1.00 1.50 3.89 6.39

Total 6.60 2.20 10.38 19.18

Component 2: Support to targeted cash transfer programs for poor and vulnerable households

2.1: Transfers to beneficiaries 32.9 4.15 32.23 69.28

· PNBSF cash transfers

25.70 -

20.65 46.35

· PNBSF accompanying measures 7.20 2.15 6.54 15.89

· Temporary transfers - 2.00 5.04 7.04

2.2: Productive measures 0 4 8.32 12.32

· Productive transfers 2.00 2.99 4.99


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· Social operators and partnerships for implementation 2.00 5.33 7.33

2.3: Support to the design and implementation of the cash transfer programs 1.00 0.70 1.96 3.66

2.4 Agricultural transfers 0 0 4.11 4.11

• Accompagnying measures 1.47 1.47

• Cash transfers 2.64 2.64

Total 33.90 8.85 46.62 89.37

Total Cost 40.50 11.05 57.00 108.55

57. The disbursement table established in Section III of Schedule 2 to the Financing Agreement of

this Second Additional Financing describes the budget in Euro allocated over the five categories of expenditure and the disbursement conditions attached to category three and five.

III. KEY RISKS

58. The overall risk for this operation is rated Substantial. The main aspects which make the overall

risk substantial relate to political, technical design, and fiduciary aspects. 59. On the political front, there is a high likelihood that upcoming presidential elections in 2019

could adversely impact the implementation of the program. While the political commitment to the operation remains very strong with broad-based political support, the PDO could be impacted in case of

significant staffing changes during the transition period which could delay implementation. The project will mitigate the risk by ensuring that the project design is done in a consultative manner with all key actors and that the project documentation clearly describes the activities and institutional arrangements

for implementation.

60. The risks associated with technical design is considered substantial. Indeed, the project supports multiple, ambitious reforms that aim at improving or building systems. Many of the interventions supported require the collaboration of multiple sectors and multiple levels of Government. The World

Bank and the Government have identified mitigation measures, including (i) extensive technical assistance, especially in the design phase of key tools; (ii) implementation of pilots to demonstrate relevance and efficiency; (iii) audits, spot-checks, and process and impact evaluations to improve

continuously.

61. The risks associated with institutional capacity is considered substantial. Although the implementation performance of the original project has been consistently assessed as satisfactory or moderately satisfactory, institutional capacity risks remain substantial for actors who are only starting to

engage. Indeed, the project supports multiple, ambitious reforms that aim at improving or building systems. Many of the interventions supported require the collaboration of multiple sectors and multiple levels of Government. The World Bank and the Government have identified mitigation measures, (i)

support to coordination mechanisms to promote collaboration within government; (ii) capacity building and institutional strengthening activities, and (iii) audits, spot-checks, and process and impact evaluations

to improve continuously.


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62. Fiduciary risks have a substantial probability of impacting the PDO in an adverse way . To

mitigate this risk, the fiduciary set up will remain the one that is currently deployed to implement the parent project (including by maintaining well-performing staff), with the fiduciary team carrying out all fiduciary functions on behalf of all agencies involved in the activities. The team’s capacity will also be

expanded with additional consultants for various key positions including procurement and accounting.

IV. APPRAISAL SUMMARY

A. Economic and Financial Analysis

63. The first component will continue to strengthen the existing social safety net system and its integrated approach. Currently, the RNU is already being used by several key governmental programs

(PNBSF and CMU), the expansion and updating of the RNU will likely increase its use by pro-poor interventions. By investing in increasing the overall efficiency of the RNU, and by expanding the use of the RNU as an entry point for targeted safety net programs, the project will make a contribution to improving

the efficiency and consolidate the social protection sector in Senegal. One of the key interventions that will improve efficiency is the response to climate-related shocks, which currently absorb significant resources (from both government and development partners) while at times failing to reach the most

affected households in a timely manner. Emerging evidence on mobilizing resources to finance shock-responsive activities before the impacts of the shock affect households is promising, demonstrating

significant cost savings over the status quo. In Ethiopia, every US$1.00 secured beforehand for early drought response can save up to US$5.00 in future costs, and well-targeted early interventions in slow-onset disasters, such as droughts, cost a fraction of emergency aid after a famine develops9. Similarly,

reforms to the agricultural subsidy program have a significant potential impact on efficiency and equity, as over 40 percent of benefits currently accrue to the richest 60 percent households10.

64. For the second component, additional evidence has emerged in Africa, which confirms the impacts of social safety net programs on the poor in terms of equity, opportunity and resilience. Beegle

et al. (2018) shows that the depth of recent evidence serves to make a case for investment in social safety nets and for bringing programs to scale. The equity objective of social safety nets involves ensuring that the most vulnerable and poorest households reach a minimum level of consumption and are able to cover

basic needs. Numerous studies have demonstrated that social safety nets boost consumption and reduce poverty. The vast majority of evidence indicates that households do not use transfers on temptation goods such as alcohol or tobacco. The associated consumption patterns have spillover effects in local economies.

Social safety nets have been shown to stimulate the demand for retail, services, and agricultural goods. Social safety nets also help build household resilience to economic shocks through increased savings and

investments in productive assets, especially livestock holdings. They also limit adverse coping strategies among households, including the use of child labor. Social safety net transfers are not handouts. Instead, they promote longer term opportunities for productive inclusion. They foster opportunities through

investment in human capital: In Africa, programs have been shown to increase school attendance substantially. Their impact on health care is more limited and reflects the demand-side and supply-side

9 Clarke, Daniel J. and Hill, Ruth Vargas. 2013. Cost-benefit analysis of the African risk capacity facility. IFPRI Discussion Paper

1292. Washington, D.C.: International Food Policy Research Institute (IFPRI) and Hess, U., Wiseman, W. and Robertson, T. (2006) Ethiopia: Integrated Risk Financing to Protect Livelihoods and Foster, Development. Discussion Paper, UN World Food Programme, Rome. 10 Marzo, F (2017), Commitment for Equity for Senegal, Mimeo.


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constraints to improved health and the speed at which program impacts can be realized. Social safety nets

also foster opportunities through investments in productive activities: they lead to the launch or expansion of business activities and more time spent on household farms. Overall, social safety net programs are more successful in closing gaps in outcomes for those whose initial conditions were poorest

(e.g. girls, children living in rural areas, etc.), which contributes to closing gender gaps. Also, they contribute to promoting women’s empowerment within households and communities, by providing them

with greater control over some resources and with increased knowledge and skills. 65. The PNBSF improves household’s food security and supports their resilience. The impact

evaluation of the PNBSF is ongoing and results should be available in 2020. However, a qualitative evaluation (FAO, 2017) shows that the PNBSF appears as a buffer against the shocks regularly faced by

the most vulnerable households. However, at this stage of the implementation of the PNBSF, for the majority of the beneficiaries, it has not yet made it possible to improve the integration of poor households into productive systems.

66. Public sector intervention is justified on two main grounds. First, the poverty and inequality situation remain a concern in Senegal and justifies public intervention for equity purposes and to ensure

minimum living conditions for all households. Second, the fragmentation of programs justifies an intervention that will help increase the efficiency of public spending by improving coordination, targeting,

and rationalization.

67. The World Bank is uniquely placed to support the development of social safety net systems and

conditional cash transfer programs because of its international experience and expertise in these matters. The World Bank has supported social safety nets projects all around the world over these past ten years, initially mostly in Latin America and the Caribbean, but more recently in other regions,

particularly in Sub-Saharan Africa. The World Bank has been supporting Senegal for the last 5 years in developing its safety nets system and is the main stakeholder working on the topic in the country. Finally,

the World Bank’s Africa social protection team has set up a Community of Practice, which organizes regular and direct exchanges between national teams that are implementing social safety nets and their systems in Africa. This exchange mechanism with neighboring countries is an important tool for the

Government team’s learning, and for the sharing of its own experience.

B. Financial Management

68. The financial management (FM) assessment of this Additional Financing was carried out in

accordance with requirements under OP/BP 10.00 and Financial Management Practices Manual issued by the Financial Management Board on March 1, 2010 and retrofitted on February 4, 2015.

69. The FM arrangements for the Additional Financing will be based on the existing arrangements in place under the ongoing project. The DGPSN is the existing implementing agency of the ongoing

project. It will also handle additional activities and assure day-to-day management of the Additional Financing. Auditors have issued an unqualified opinion on the 2017 financial statements and the interim un-audited financial reports for the ongoing project have also been submitted on time and the quality of

the reports was satisfactory. However, the overall FM performance of the project was Moderately Satisfactory at the last FM supervision in May 2018. Improvement points related to staffing, expenses regularity and financial control strengthen were identified. The DGPSN should ensure that (i) FM staff is


Page 21

in place and qualified to handle additional activities, therefore the accountant assistant’ recruitment

started since should be finalized; (ii) the internal audits should be strengthened by additional activities on budget and financial control therefore a budget and expenses controller with experience satisfactory to the bank should be recruited to ensure expenses regularity.

70. The overall FM risk for the Additional Financing is rated as Moderate. It is considered that the

FM arrangements satisfy the World Bank’s minimum requirements under the World Bank Policy and Directive for Investment Project Financing, and therefore are adequate to provide, with reasonable assurance, accurate and timely FM information on the status of the project required by the World Bank.

71. External audit. The Disbursement and Financial Information letter will require the submission of

Audited Financial Statements for the project to IDA within six months after the end of each fiscal year end. The audit report should reflect all the activities of the project. The terms of reference (ToR) of the external auditor of the original project will be extended to include the additional activities.

72. Budgeting arrangements. The budgeting process and monitoring are clearly defined in the existing Administrative and Accounting Manual of Procedures. Periodic reports of budget monitoring and

variance analysis should be prepared by the FM team on a quarterly basis.

73. Reporting and Monitoring. The un-audited Interim Financial Report (IFR) format of the ongoing project will be updated to include the Additional Financing. It will comprise sources and uses of funds according to project expenditures classification, a comparison of budgeted and actual project

expenditures (commitments and disbursements) to date and for the quarter. The DGPSN will submit the financial reports to the World Bank within 45 days following the end of each calendar quarter. In addition, DGPSN will prepare and agree with the World Bank on the format of the budget monitoring report.

74. The DGPSN will produce the project’s annual financial statements, which will include the

Additional Financing and will comply with IFAC and World Bank requirements. These financial statements will include: (a) balance sheet and a statement of sources and uses of funds; (b) a statement of commitments; (c) accounting policies adopted and explanatory Notes; and (d) a Management Assertion

that project funds have been expended for the intended purposes as specified in the relevant financing agreements.

75. Accounting arrangements. The SYSCOADA current accounting standards used for the on-going project will be applicable. The accounting software used will be updated to take into additional activities.

This accounting software information should be shared with staff having FM responsibilities. The accountant assistant’ recruitment started since should be finalized.

76. Internal control arrangements. The existing manual of administrative financial and accounting procedures is adequate to be used for this Additional Financing. It clearly defines FM procedures and

operations documentation. However, despite the recruitment of internal auditor, internal control activities should be strengthened by additional activities on budget and financial control. As such, the terms of reference of the internal auditor will be revised to include some budget and financial control

activities. A budget and expenses controller with experience satisfactory to the World Bank should be recruited to ensure expenses regularity.


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77. Disbursement arrangements and flow of funds. Disbursement for the project will follow the

existing disbursement arrangements for the original project. Disbursements under the ongoing project are transactions based. Direct Payment and Statement of Expenditures (SoE) methods will apply as specified in the Disbursement and Financial Information Letter (DFIL) and in accordance with the

Disbursement Guidelines for Investment Project Financing (IPF), dated February 2017. A Designated Account (DA) will be opened at a commercial bank to facilitate payment for eligible expenditures. The DA

would be managed by Directorate in charge of External financing (Direction de la Cooperation et des Financements Exterieurs) of the Ministry of Economy and Finance, which is the entity in charge of managing the designated accounts in Senegal, in coordination with the DGPSN.

Table 3: Eligible Expenditures

Category Amount of the Credit

Allocated (expressed in

EURO)

Percentage of Expenditures

to be Financed

(inclusive Taxes)

(1) Goods, works, non-consulting services, Training, consulting services and Operating Costs under Parts A, B.1(c), B.1(d), B.2 (b),

B.2 (c), B.3, B.4(b) and B.4(c) of the Project

24,000,000 100%

(2) CT Grants under Part B.1(a) of the Project 17,300,000 100%

(3) TT Grants for food security recurrent

shocks under Part B.1(b) of the Project 3,900,000 100%

(4) TT Grants for flood/fire recurrent shocks under Part B.1(b) and PT Grants under Part

B.2(a) of the Project 2,900,000 100%

(5) Agricultural Grants under Part B.4(a) of

the Project 2,200,000 100%

TOTAL AMOUNT 50,300,000

C. Procurement

78. Procurement under the initial project is managed by competent and experienced staff and

follows the World Bank’s Guidelines for procurement of goods, works, and non-consulting services under International Bank of Reconstruction and Development (IBRD) Loans and International Development Association (IDA) Credits and Grants by World Bank Borrowers, and Guidelines for the

Selection and Employment of Consultants under IBRD Loans, IDA Credits and Grants by World Bank Borrowers, both dated January 2011 (revised July 2014 and August 18), as well as the World Bank’s guidelines on Anti-Corruption Guidelines of Preventing and Combating Fraud and Corruption in Projects

Financed by IBRD Loans and IDA Credits and Grants,’ dated October 15, 2006 and revised in January 2011. For this additional financing, the Borrower will carry out procurement in accordance with the World

Bank’s “Procurement Regulations for IPF Borrowers” (Procurement Regulations) dated July 2016 and revised on November 2017 and August 18, under the “New Procurement Framework” (NPF), and the “Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and

IDA Credits and Grants,” dated October 15, 2006 and revised in January 2011, and other provisions stipulated in the Financing Agreements.


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79. A procurement plan for the proposed additional financing has been submitted and approved .

An additional General Procurement Notice (GPN) will be advertised in the United Nations Development Business (UNDB) and the Client connection in addition to local newspapers of wide national circulation after the Additional Financing is approved. The overall risk rating for procurement at the project level

remains substantial.

80. As part of the preparation of the additional project stage, the Client (with support from the World Bank) prepared the Project Procurement Strategy for Development (PPSD) which describes how fit-for-purpose procurement activities will support project operations for the achievement of PDO and

deliver Value for Money. The PPSD considers institutional arrangements for procurement, roles and responsibilities, thresholds, procurement methods, prior review, and any other requirement for carrying

out procurement. It also includes a detailed assessment and description of state government capacity for carrying out procurement and managing contract implementation, within an acceptable governance structure and accountability framework. Other issues considered include the behaviors, trends and

capabilities of the market (i.e. Market Analysis) to inform preparation of the procurement plan. The strategy includes a summary on: Procurement Risk, Mitigation Action Plan, Procurement Implementation Support and Supervision plan.

Social

81. The project is not expected to have any negative social impacts. On the contrary, it focuses on providing the poorest and most vulnerable with a panoply of services to improve their living conditions

and promote their economic development. Attention will be paid to the process of selection of participants and beneficiaries, to ensure equity as well as a GRM to increase the accountability of the safety nets system. Also, attention will be paid to ensuring the participation of women, and to ensure all

activities are gender-sensitive and maximize their impact of the situations of women and girls. Finally, activities focused on promoting investments in the human capital of children and good practices around

productive activities will pay attention to dimensions where gender gaps are observed, in addition to overall low outcomes.

82. Consultations were held during the preparation and several meetings took place with PNBSF beneficiaries and community members to assess the relevance of the activities proposed.

D. Environment

83. The project is classified as Environment Category C. It is not expected to have any negative environmental impacts.

V. WORLD BANK GRIEVANCE REDRESS

84. Communities and individuals who believe that they are adversely affected by a World Bank

(WB) supported project may submit complaints to existing project-level grievance redress mechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed to address project-related concerns. Project affected communities and individuals may submit

their complaint to the WB’s independent Inspection Panel which determines whether harm occurred, or could occur, because of WB non-compliance with its policies and procedures. Complaints may be


Page 24

submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank

Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service. For

information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org.

VI. SUMMARY TABLE OF CHANGES

Changed Not Changed

Results Framework ✔

Components and Cost ✔

Loan Closing Date(s) ✔

Implementing Agency ✔

Project's Development Objectives ✔

Cancellations Proposed ✔

Reallocation between Disbursement Categories ✔

Disbursements Arrangements ✔

Safeguard Policies Triggered ✔

EA category ✔

Legal Covenants ✔

Institutional Arrangements ✔

Financial Management ✔

Procurement ✔

Other Change(s) ✔

VII. DETAILED CHANGE(S)

COMPONENTS

Current Component Name Current Cost (US$, millions)

Action Proposed Component Name

Proposed Cost (US$, millions)

Support to the Development of the Social Safety Net

8.80 Revised Support to the Development of the

19.18

http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service

http://www.inspectionpanel.org/


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System Social Safety Net System

Support to Targeted Cash Transfer Programs for Poor

and Vulnerable Households

42.75 Revised Support to Targeted Cash Transfer Programs

for Poor and Vulnerable Households

89.37

TOTAL 51.55 108.55

LOAN CLOSING DATE(S)

Ln/Cr/Tf Status Original Closing

Current

Closing(s)

Proposed

Closing

Proposed Deadline

for Withdrawal Applications

IDA-54330 Effective 30-Jun-2019 30-Jun-2019 31-Mar-2024 31-Jul-2024

TF-A2849 Effective 29-Jun-2018 30-Sep-2019 30-Sep-2019 30-Jan-2020

Expected Disbursements (in US$)

DISBURSTBL

Fiscal Year Annual Cumulative

2014 69,654.00 69,654.00

2015 2,650,000.00 2,719,654.00

2016 4,400,000.00 7,119,654.00

2017 11,500,000.00 18,619,654.00

2018 15,000,000.00 33,619,654.00

2019 15,000,000.00 48,619,654.00

2020 17,000,000.00 65,619,654.00

2021 17,000,000.00 82,619,654.00

2022 12,000,000.00 94,619,654.00

2023 10,000,000.00 104,619,654.00

2024 4,000,000.00 108,619,654.00

SYSTEMATIC OPERATIONS RISK-RATING TOOL (SORT)

Risk Category Latest ISR Rating Current Rating

Political and Governance Moderate Substantial

Macroeconomic Moderate Moderate


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Sector Strategies and Policies Moderate Moderate

Technical Design of Project or Program Substantial Substantial

Institutional Capacity for Implementation and Sustainability

Substantial Substantial

Fiduciary Substantial Substantial

Environment and Social Low Low

Stakeholders Moderate Moderate

Other

Overall Substantial Substantial

LEGAL COVENANTS2

LEGAL COVENANTS – Senegal - Additional Financing to the Social Safety Net Project (P162354)

Sections and Description

OPS_LEGAL_CONVENANT_CHILD_NODATA No information available

Conditions Type Description

Disbursement Notwithstanding the provisions of Part A above, no withdrawal shall be made under Category (3), unless and until the Recipient has prepared and adopted the food security recurrent shocks response operational manual referred to in Part

I.A(b)(ii) of Schedule 1 to the Financing Agreement, under terms and conditions acceptable to the Association as described in the PIM. (Schedule 2, Section III, B, 1(b).” Please ask the lawyer to correct the typo in the bullet orders in Section III,

B, 1.

Type Description Disbursement Notwithstanding the provisions of Part A above, no withdrawal shall be made

under Category (5), unless and until the PIM has been updated in accordance with Section I.B.1(a) of Schedule 2 to the Financing Agreement. (Schedule 2,

Section III. B, 1(c).


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VIII. RESULTS FRAMEWORK AND MONITORING

Results Framework

COUNTRY: Senegal Senegal - Additional Financing to the Social Safety Net Project

Project Development Objective(s)

TThe objectives of the Project are to: (a) support the establishment of building blocks for the social safety net system; and (b) increase the acces s of poor and vulnerable households to targeted and adaptive cash transfers programs.

Project Development Objective Indicators by Objectives/ Outcomes RESULT_FRAM E_TBL_PDO

Indicator Name DLI Baseline Intermediate Targets End Target

1 2 3 4

Project development objective: a) building blocks of safety nets b) access to cash transfers (Action: This Objective is New)

Number of households in the RNU (Number) 60,000.00 300,000.00 550,000.00 700,000.00

Action: This indicator has been Revised

Rationale:

the name and target were revised to include the update of the RNU data

Percentage of PNBSF beneficiary households who live below the poverty line

(Percentage)

0.00 70.00 80.00 80.00 80.00 80.00


Rationale:

the target were extended to 2024 (project closing data)

Percentage of female among beneficiaries of the PNBSF 50.00 50.00 50.00 50.00 50.00 50.00

The World Bank Senegal – Additional financing to the Social Sfaety Net Project (P162354)

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RESULT_FRAM E_TBL_PDO


1 2 3 4

(Percentage)

Action: This indicator has been

Revised

Rationale:

change the end target

PDO Table SPACE

Intermediate Results Indicators by Components

RESULT_FRAM E_TBL_I O


1 2 3 4 5

Component 1: Support to the Development of the Safety Net System (Action: This Component is New)

Number of MOUs signed

between the DGPSN and sectorial actors to define sectoral involvement in the

PNBSF. (Number)

0.00 2.00 3.00 4.00 4.00 4.00

Action: This indicator has been Marked for Deletion

Rationale:

this indicator is not relevant anymore as the sectorial participation to the PNBSF is minimal

Number of modules of the MIS of the RNU that are operational: geographic segmentation, geographic

targeting, community targeting, categorical targeting, promotion and

0.00 0.00 0.00 3.00 5.00 6.00 7.00


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1 2 3 4 5

communication, grievance

manageme (Number)

Action: This indicator has

been Marked for Deletion

Rationale:

this indicator was deleted since: i) it has been met during the first 5 years of the project and ii) next indicator relating to the quality of the MIS is more comprehensive

Share of households in the unique registry with

complete and coherent information for all the variable collected

(Percentage)

65.00 70.00 75.00 80.00 80.00 80.00


Rationale:

The RNU has never been able to calculate this indicator

Utilization of a module of

the RNU MIS for sectoral department to request data (Text)

0.00 Protocols defined Instruments prepared and actors trained

Operational module 30% cases resolved without delay

45% cases resolved without delay

YES


Rationale:

this indicator is passed onto the additional monitoring matrix and will be included in the operational manual

Percentage of complaints

and grievances of the RNU registered in the MIS and resolved as per the

operations manual (Percentage)

0.00 20.00 70.00 80.00


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1 2 3 4 5


been Revised

Rationale:

the name of the indicator was slightly changed to make it clearer that the focus was on the complaints registered in the MIS

the MIS should include the time planned in the operation manual and used to treat complaints

Utilization of tools from the safety nets system (RNU

and cash transfers) in the programmes to respond to shocks implemented in the project (Number)

0.00 4.00


Rationale:

merged with the new indicator - establishment of the mechanism to respond to shocks

Share of local committees

who understand the objectives of the RNU (Percentage)

0.00 80.00


Rationale:

the target was revised to go until 2024

Complete update of RNU

data (Number) 0.00 1.00 2.00 2.00


Rationale:

to monitor the number of total update campaign undertaken by the RNU

Quality of the RNU MIS

(Text) poor average satisfying very satisfying


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1 2 3 4 5

Action: This indicator is New

Rationale:

to appreciate the progress made in the use of the MIS

indicator calculated by the audit: very satisfying, satisfying, average, weak. 3 aspects will be taken into consideration: i) the quality of the data (clean, doublon, complétude); ii) the use of each module by different actors; iii) relevance of modules

Use of the Social Protection

monitoring and evaluation platform (Number)

0.00 5.00 10.00 17.00


Rationale:

To monitor the progress in the monitoring at sectorial level

number of programs of social protection that enter the programmatic and financial data on the platform in time for the annual review.

the targets are non cumulative

setting up the mechanism to respond to shocks (food insecurity) (Text)

the pilot was carried out in 2017

at least 50% of the beneficiaries of the

food security response are being targeted based on

the RNU

the food security response is being

triggered as per the triggering standard operating procedures

the funding for the response are available as per the agreed timeline

the food security response is implemented before the lean season starts

the food security response program is implemented before the lean season starts


Rationale:

to monitor the progress in the establishment of a mechanism to respond to shocks

Compenent 2: Support to targeted cash transfer programs for poor and vulnerable households (Action: This Component is New)

Number of modules of the

MIS PNBSF that are operational: beneficiary management, conditionality

0.00 1.00 3.00 5.00 6.00 6.00 6.00


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1 2 3 4 5

monitoring, payment,

promotion and communication, grievance management, and adaptive

intervention (Number)


Rationale:

this indicator is being deleted because another more comprehensive indicator has been added on the PNBSF MIS

Percentage of complaints and grievances of the PNBSF registered in the MIS

and resolved without delay (Text)

0.00 Protocols defined Instruments prepared and actors trained

Operational module 50% cases registered in the MIS resolved without delay

70% cases registered in the MIS resolved without delay

80% cases resolved without delay


Rationale:

indicator slightly changed to make clearer that the focus was on the complaints that have been registered in the MIS

Number of PNBSF beneficiary households currently enrolled in the

program (Number)

48,000.00 98,000.00 148,000.00 280,000.00 300,000.00 300,000.00 300,000.00


Rationale:

target changed to go up to 2024

Percentage of PNBSF beneficiaries who know the programâ€™s parameters as

mentioned in the community scorecard (on their rights and

responsibilities with regard

0.00 50.00 70.00 80.00


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1 2 3 4 5

to conditionalities, program

rules, and (Percentage)


Rationale:

this indicator is being passed on to the additional monitoring matrix and will be included in the operational manual

Share of PNBSF beneficiary households for which the conditionality on

attendance to the sensitization sessions was monitored during the last

four sessions (Percentage)

0.00 0.00 55.00 60.00 65.00 80.00


Rationale:

this indicator is being integrated into the indicator on quality for the PNBSF implementation

Share of PNBSF beneficiary

households who attended the last four sensitization sessions (Percentage)

0.00 60.00 75.00


Rationale:

this indicator will be passed on to the additional monitoring matrix

Number of annual

evaluations of the PNBSF on the basis of community score cards (Number)

0.00 0.00 1.00 2.00 3.00 4.00


Rationale:

this is indicator is being passed on to the additional monitoring matrix


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1 2 3 4 5

Number of households

benefiting from temporary transfers in response to shocks (Number)

0.00 8,000.00 25,000.00 30,000.00


Rationale:

the amount for temporary transfers has increased in the additional financing so the target was increased accordingly

Number of households in

the RNU benefiting from productive transfers (Number)

0.00 12,000.00 31,000.00


Rationale:

budget for productive transfers increased in the additional financing so target increased accordingly

Number of households in the RNU benefiting from

productive accompanying measures to increase their resilience. The measures

include (a) the preferential inclusion of poor households in existing resil

(Number)

0.00 20,000.00 50,000.00 50,000.00


Rationale:

this indicator is being passed on to the additional monitoring matrix

Quarterly payment implemented without major problems (5= no problem,

4= one problem, etc.)

0.00 40.00


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1 2 3 4 5

(Amount(USD))


been Marked for Deletion

Rationale:

indicator merged with new indicator on the quality of the PNBSF management

quality of the management of the PNBSF (Number) 0.00 3.00 5.00 6.00


Rationale:

monitor the progress made in the management of the PNBSF

Number of regions visited

every year for supervision mission by the PNBSF team of the sensitisation sessions

(Percentage)

0.00 14.00 14.00 14.00


Rationale:

monitor the improvement in the quality of the sensitization session

Number of housholds in the

RNU benefiting from Agricultural transfers (Number)

0.00 5,000.00 20,000.00


Impact of the PNBSF on women's decision making

inside the household (Percentage)

47.20 60.00


Page 36



1 2 3 4 5


Rationale:

To assess the impact of the cash transfer program on closing the gender gap

IO Table SPACE

Monitoring & Evaluation Plan: PDO Indicators M apped

Indicator Name Definition/Description Frequency Datasource Methodology for Data Collection

Responsibility for Data Collection

Number of households in the RNU

This indicator relates to the

total number of households registered in the RNU whose data is

considered as up to date and is being used by social programs

Annual

MIS

Annual

Percentage of PNBSF beneficiary households who live below the poverty

line

This indicator measures the targeting accuracy of the program. It is calculated as

the number of beneficiary households with household

consumption below the poverty line, as a percentage of the total

number of beneficiary households.

DGPSN/Evaluation

firm

Impact evaluation / quantitative

survey

Every two years

Percentage of female among beneficiaries This indicator provides DGPSN MIS Semester


Page 37

of the PNBSF information about the

gender composition of program beneficiaries. It is calculated as the ratio of

the number of women and girls in beneficiary households over the total

number of persons in beneficiary households.

ME PDO Table SPACE

Monitoring & Evaluation Plan: Intermediate Results Indicators M apped

Indicator Name Definition/Description Frequency Datasource Methodology for Data

Collection

Responsibility for Data

Collection

Number of MOUs signed between the DGPSN and sectorial actors to define

sectoral involvement in the PNBSF.

This indicator measures the involvement of sectoral

actors in the PNBSF, by measuring the number of

formal agreements between thesesectoral actors and the DGPSN.

DGPSN MOUs Yearly

Number of modules of the MIS of the

RNU that are operational: geographic segmentation, geographic targeting,

community targeting, categorical targeting, promotion and communication, grievance manageme

Need to have distinct indicators for each MIS

(RNU/PNBSF)

Share of households in the unique registry with complete and coherent information for all the variable collected

This indicator provides information on the quality of the data collection

DGPSN MIS Semester


Page 38

process. It is calculated as

the number of questionnairesfilled up that have complete information

(without missing information and validated by supervisors), divided by

the total number ofquestionnaires filled up.

Utilization of a module of the RNU MIS for

sectoral department to request data DGPSN

Percentage of complaints and grievances

of the RNU registered in the MIS and resolved as per the operations manual

proportion of complaints and grievance registered in

the MIS and treated as per the delays specified in the

manual of operations

semester

MIS

PNBSF

Utilization of tools from the safety nets system (RNU and cash transfers) in the programmes to respond to shocks

implemented in the project

Share of local committees who understand the objectives of the RNU

Complete update of RNU data

number of campaign to update the RNU in its entirety and as per the

manual of operations

annually

RNU annual report

DGPSN

Quality of the RNU MIS

General appreciation by the audit on the quality of

the MIS: very satisfying; satisfying; average, fair,

poor

annual

annual audit if annual audit

not available, supervision

mission

DGPSN


Page 39

two aspects will be assessed:

- the quality of the data

(propreté, doubloon, complétude)

- the use of each modules

by the users

Use of the Social Protection monitoring

and evaluation platform

number of programs that

entered annually their programmatic and financial data into the platform

before the annual review of the Sector is being

organized. The target is non cumulative

annual

Monitoring

platform

DGPSN

setting up the mechanism to respond to shocks (food insecurity)

several stages:

- at least 50% of the beneficiaries of the food security response are being

targeted based on the RNU - the food security response is being triggered

as per the triggering standard operating

annual


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procedures

- the funding for the response are available as per the agreed timeline

- the food security response is implemented before the lean season

starts

Number of modules of the MIS PNBSF

that are operational: beneficiary management, conditionality monitoring,

payment, promotion and communication, grievance management, and adaptive intervention

This indicator allows to monitor the development and implementation of the

Management Information System.

DGPSN MIS Yearly

Percentage of complaints and grievances of the PNBSF registered in the MIS and

resolved without delay

This indicator provides information on the development and

implementation of the grievance mechanism for the PNBSF.

DGPSN MIS, Manuals and Training

Material

Yearly

Number of PNBSF beneficiary households

currently enrolled in the program

This indicator provides information about the number of families who

benefit from the PNBSF (have been registered in

the program).

DGPSN MIS Semester

Percentage of PNBSF beneficiaries who know the programâ€™s parameters as

mentioned in the community scorecard (on their rights and responsibilities with

This indicator measures the quality of the information

provided by DGPSN to program beneficiaries. It is

DGPSN/Evaluation

Firm

Beneficiary

surveys Every two years


Page 41

regard to conditionalities, program rules,

and

estimated as the number

of beneficiaries who know the various parameters and rules of the program,

divided by the total number of beneficiaries.

Share of PNBSF beneficiary households for which the conditionality on

attendance to the sensitization sessions was monitored during the last four sessions

This indicator measures the

monitoring of beneficiary households? compliance with the program?s

conditionalities, and the integration of this

monitoring within the program?s MIS. It is estimated as the number

of beneficiary households whose conditionalities are verified, divided by the

total number of beneficiary households in the program.

DGPSN MIS Payment cycle

Share of PNBSF beneficiary households who attended the last four sensitization

sessions

This indicator is measured

as the number of children under age of 5 in

beneficiary households that comply with the conditionalities, divided by

the total number of children under the age of 5 in beneficiary households.

This is measured only on the basis of households for

DGPSN/Health

Ministry

MIS Yearly


Page 42

which conditionalities are

verified.

Number of annual evaluations of the

PNBSF on the basis of community score cards

This indicator measures how often DGPSN

implements process evaluations or beneficiary surveys to inform program

design updates.

DGPSN and

evaluation consultants

Evaluation and report

Yearly

Number of households benefiting from

temporary transfers in response to shocks

number of households receiving a temporary

transfer for a response to shocks (food insecurity, flood, fire)

annual

MIS

Number of households in the RNU benefiting from productive transfers

MIS MIS Annual

Number of households in the RNU

benefiting from productive accompanying measures to increase their resilience. The measures include (a) the preferential

inclusion of poor households in existing resil

Quarterly payment implemented without major problems (5= no problem, 4= one problem, etc.)

Problems monitored

include (1) late start of payment process where La Poste is the agent, (2) late

start of payment process where Orange is the agent,

(3) less than 80% of households paid during the first 15 days of the

payment cycle where La


Page 43

Poste is the agent, (4) less

than 80% of households paid during the first 15 days of the payment cycle

where Orange is the agent, and (5) more than 5% of households do not have a

SIM card to receive their payment where Orange is

the agent .

quality of the management of the PNBSF

Index of 6 points. The points are not cumulative

over the year, and the total of points has to be calculated every year from

0 1 point per indicator met each year

- the MIS generate monitoring reports of the

PNBSF with the monitoring indicators - the payment module in

the PNBSF MIS automatically and electronically reconcile

payment with the payment provider

- on average 80% of the sensitization sessions planned per year are

annually

MIS community

score card

PNBSF


Page 44

implemented in the

country - on average each regional coordinator has conducted

at least 30 supervision mission over the year - there was no delay in the

payment of the cash transfer in any of the 4

trimester in any department - the satisfaction rate of

the beneficiaries regarding the program is higher than 80%

Number of regions visited every year for supervision mission by the PNBSF team of the sensitisation sessions

number of region visited by supervision mission to assess the quality of the

sensitization session and the respect of the manual

of operations in the implementation of these sessions

annually

supervision

reports of regional coordinators

PNBSF

Number of housholds in the RNU benefiting from Agricultural transfers

Number of RNU households benefiting from the agricultural transfers

paid by the project

annual

Impact of the PNBSF on women's decision

making inside the household

The baseline of the impact evaluation collected data

on involvement of women on decision making relating


Page 45

to children' s education,

food repartition, culture on their own land and mechanisms for shock

repose. 47% of women were involved in the decision making on these 4

topics. More data will be collected

during the endline survey. ME IO Table SPACE


Page 46

ANNEXE 1: Additional monitoring indicator matrix The following additional indicators, some of which go beyond the reach of the project, will be monitored regularly to assess progress on a broader set of results.

Indicator Name Change

Baseline

Cumulative Target Values Responsibility for Data Collection

14 15 16 17 18 19 20 21 22 23 24

Number of meetings of the Comité Intersectoriel de Pilotage de la SNPS

change target

1 2 4 6 8 9 11 13 15 17 19 19 DGPSN

Number of Government programs targeting their beneficiaries through the RNU

change target

1 2 3 4 5 5 7 7 9 11 13 15 DGPSN

Number of meetings held by the DGPSN to

present the Unique Registry to the secretaries general and directors of 6 ministries and governmental agencies

(Women, Primature, Ministry of Economy and Finance, Health, Education and SE/CNSA)

change

target 0 0 0 0 3 6 8 10 12 14 16 16 DGPSN

Number of programs whose MIS is directly interconnected with the RNU MIS and who is extracting the RNU data automatically

changement

0 0 0 0 1 1 1 2 3 3 3 3 DGPSN

Annual monitoring reports compiling all elements of the PNBSF (on payment mechanisms, monitoring of

conditionalities, productive measures and social operators, and so on) produced by the DGPSN

change

target 0 0 0 1 2 3 4 5 6 7 8 8 DGPSN


Page 47

Annual monitoring reports compiling all the elements of the RNU (on targeting activities, data collection, use of data by

sectorial actors, and so on) produced by the DGPSN

change target

0 0 0 1 2 3 4 5 6 7 8 8 DGPSN

number of annual evaluations of the PNBSF on the basis of the community score card

moved from result framework

0 0 0 1 2 3 4 5 6 7 8 8 DGPSN

Number of studies contributing to the

development of the social safety nets system produced by the sector with support from the project

change target

0 1 3 5 7 8 8 10 12 14 14 14 DGPSN

Number of PNBSF beneficiaries who have

received a transfer

change

target

14,0

00

64,0

00

114,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,0

00 DGPSN

Percentage of PNBSF beneficiaries who know the programme's parameters as

mentionned in the community scorecard (on their rights and responsibilities with regard to conditionalities, program rules, etc…)

moved

from result framework

0 0 50 50 50 60 60 70 70 75 75 75 DGPSN

Number of analytical reports from the impact evaluation produced by the DGPSN

change target

0 0 0 1 1 1 1 1 2 2 2 2 DGPSN

number of programs using the complaint and grievance mechanism of the DGPSN

(PNBSF, RNU, CEC, food response)

New 0 0 0 0 0 1 2 3 4 4 4 4 DGPSN with community score

cards

Number of beneficiaries of the CEC

program who benefited from accompagnying measures implemented in the pilot project (cumulative)

New 0 0 0 0 0 0 0 2000 3000 3000 3000 3000 DGPSN with community score cards

Number of evaluation reports from the

pilots implemented by the project (response to shocks food, fire, flood), CEC, Agricultural cash transfers

New 0 0 0 0 1 2 3 5 6 6 6 6 DGPSN with community score cards


Page 48

Annex 2: Procurement Arrangements:

1. The procurement activities for the project will be conducted using the existing institutional

arrangements under the initial Safety Nets Project (P133597). The project coordination team is fully

integrated in his institutional framework and the team is well versed in the IDA procedures, and has handled procurement under the on-going IDA project. The initial project has been functioning

satisfactorily so far. Based on this experience, it is expected that the sum of expertise gained in the Additional Financing will highly benefit the arrangement of the Credit and will help mitigate the residual risks that may exist.

2. Advertisement: The Borrower shall prepare and submit to the World Bank a GPN and the World Bank

will arrange for publication of GPN in UNDB online and on the World Bank’s external website. The Borrower may also publish it in at least one national newspaper.

3. Publication: The Borrower shall publish the Specific Procurement Notices (SPN) for all goods, works, non-consulting services, and the Requests for Expressions of Interest (REOIs) on their free-access websites, if available, and in at least one newspaper of national circulation in the Borrower’s country,

and in the official gazette. For open international procurement selection of consultants using an international shortlist, the Borrower shall also publish the SPN in UNDB online and, if possible, in an

international newspaper of wide circulation; and the World Bank arranges for the simultaneous publication of the SPN on its external website.

4. Procurement documents: In the event of international competitive procurement of goods, works, non-consulting services, and consulting services, the Borrower shall use the applicable World Bank standard procurement documents with minimum changes, acceptable to the World Bank, as

necessary to address any project-specific conditions.

5. Procurement information and documentation—filing and database: Procurement information will be recorded and reported as follows: Complete procurement documentation for each contract, including bidding documents, advertisements, bids received, bid evaluations, letters of acceptance,

contract agreements, securities, related correspondence, and so on, will be maintained at the level of the “Delegation Generale a la Protection Sociale et la Solidarite Nationale” in an orderly manner, and be made readily available for audit; Contract award information will be promptly recorded, and

contract rosters as agreed will be maintained.

6. The PIU is implementing the Safety nets Project (P133597) with the Guidelines dated January 2011 and revised in July 2014. However, the Additional Financing will be implemented under the new Procurement framework. The following measures are proposed to mitigate these risks: (a) training

staff on the NPF; (b) update the administrative and financial procedures manual which includes procurement procedures including the World Bank’s procedures and the new provisions of the World

Bank regulations; and (c) have an acceptable procurement filing system in place during project implementation.


Page 49

Table 2.1: Procurement for key contracts of the 18th first months:

Contract Title Estimate Cost US$ and Risk

rating

World Bank

Oversight

Procurement

Approach/

Competition

Selection Methods Evaluation method

Recruitment of 6 Regional Coordinators (RCs) for the

coordination of the activities of the DGPSN in the regions of Dakar /

Thiès, Kaffrine / Kaolack /, Fatick, Sédhiou / Ziguinchor / Kolda, St.

Louis / Matam, Diourbel / Louga and Tambacounda / Kédougou (full time0

45,000 per contrat

Post Direct selection

Renewal of the current CR contract for the

regional cluster. The position was the

subject of a competitive

competition following which a CR was

recruited and the performance of the

expert was considered satisfactory

N/A

Recruitment of an individual consultant for the coordination of

the Yook Kom Kom Project (full time) 17,500

Post Direct selection Renewal of the contract of the expert

in charge of coordinating the Yook Koom Koom project in

progress until 09/30/2019. The position was the

subject of a competitive

competition at the end of which the seconded expert was recruited

and the performance of the expert was deemed

satisfactory.

N/A

Recruitment of a firm to carry out final investigations for the evaluation

of the PNBSF 200,000

Post Direct selection Renew the same firm

that did the basic CRDES assessment

N/A

Recruitment of 12 support operators from PNBSF beneficiary households in the Thiès, Kolda, Ziguinchor, Dakar and Kaolack regions for 03 years and Kédougou, Tambacounda, Matam, Diourbel, Fatick, Louga, Saint-Louis and Kaffrine for 02 years

Thiès: 780,000 Kolda: 660,000 Ziguinchor: 645,000 Dakar: 870,000 Kaolack: 690,000 Kédougou: 170,000 Tambacounda: 420,000

Post Direct selection The social operators had been recruited following a call for applications and

ensured the implementation of the project activities in the

field during the first year. The contracts

provided for renewals if the operators' benefits

N/A


Page 50

Matam: 220,000 Diourbel:

360,000

Fatick: 380,000

Louga: 200,000

Saint-louis:

280,000 et

Kaffrine

250,000

were satisfactory, the evaluation of the

benefits was considered satisfactory.

Recruitment of Social Operators for Flood Damage Response

100,000

Post

Direct selection

Social Operators of the PNBSF will be renewed according to the identified regions

N/A

Recruitment of Social Operators to support the distribution of fertilizers

280,000

Post

Direct selection

Social Operators of the PNBSF will be renewed according to the identified regions

N/A

Recruitment of a Financial Operator for Shock Response Payments

250,000

Post

Open

RFB Lowest evaluated cost

Recruitment of a Payment Operator for Floods

80,000

Post Open RFB Lowest evaluated cost

Recruitment of a Payment Operator for Transfers for Agricultural Inputs

200,000


Recruitment of a Payment Operator for BSF Transfers

300,000


For the contracts management, a particular follow-up will be done for the three contracts hereafter. Risks have been identified and mitigation measures proposed.


Page 51

Table: 2.2: Main contracts and risk analysis Contract Title Risk description Mitigation measures

description Responsibility Deadline

Recruitment of the support operator of beneficiary households of the

PNBSF in the region of Thiès for 03 years

R.1: Increase in benefit costs R.2: Scope of the missions to be

carried out R.3: Opportunity for OS to roll out activities of other programs

and in other sectors R4: Lack of performance of the OS in the performance of services.

MA 1: NGO performance evaluation and financial

proposals MA 2: Review of the activities to be carried out according to the

beneficiaries to supervise. MA 3: Definition of the field of intervention of OS in relation to other projects and programs.

M4: Annual performance evaluation of the OS.

DGPSN/OS D1: At the end of each year of execution D2: Before signing contracts.

D3: Before starting the procedure. D4: At the end of each year of execution

Recruitment of Social Operators to

support the distribution of fertilizers

R1: instability of OS staff

R.2: Multitude of activities to be followed on several themes in the same region. R.3: Novelty of the theme

MA1: Apply fair fair treatment

to motivate staff MA 2: Review of the activities to be carried out according to the beneficiaries to supervise.

MA 3: Strengthen the technical capabilities of the SO in the field of agricultural inputs.

DGPSN/PAFS D1: Immediate

D2: Immediate D3: Continuous

Recruitment of a Financial Operator for Shock Response Payments

R1: availability of agricultural inputs on the market R2: accessibility (high cost) of agricultural inputs

MA 1: Signature of convention with the Ministry of Agriculture and other actors to enable poor households to benefit from

agricultural inputs MA2: Plan a margin to cover spending linked to agricultural

inputs acquisition by the beneficiaries (transport, manutention etc.)

DGPSN/PAFS D1: Immediate D2: Immediate


Page 52

Table 2.3: Procurement Risk Assessment and Mitigation Action Plan

Risk Description Description of Mitigation Responsibility Deadline

A-R.1: inefficient communication with stakeholders and bad information flows

MA1: Designation of the coordinator in charge of the communication management with stakeholders on payment campaigns

DGPSN/OS Immediate

B: R1 increase of services’ costs B.R.2: scale of work to be carried out B.R.3 Likelihood of Social Operators to implement activities of other programs in the sector

Performance evaluation of NGOs et financial proposals. Review of activities to implement Definition of field of intervention of Social operators with other projects and programs

DGPSN At the end of each contract year

C: R.1: Multitude of activities to follow on several thematic in the same region. C: R.2: Number of beneficiaries to accompany on several thematic

MA 1: Review of activities to implement depending on the number of beneficiaries to manage MA 2: Review of the number of beneficiaries to be accompanied by the Social Operators for a better care

DGPSN Immediate

D: R1: Availability of agricultural inputs in the market R2: Price of agricultural inputs

MA 1: Signature of convention with the Ministry of Agriculture and other actors to enable poor households to benefit from agricultural inputs MA2 : Plan a margin to cover spending linked to agricultural inputs acquisition by the beneficiaries (transport, manutention etc.)

DGPSN/PAFS Immediate

7. Frequency of procurement reviews and supervision. The World Bank’s prior and post-reviews will be carried out based on thresholds indicated in Table 2.4 below. IDA will conduct supervision missions every six months and annual post-procurement reviews; the standard post-procurement reviews by World Bank staff should cover at least 20 percent of contracts subject to post-review. Post-reviews consist of

reviewing technical, financial, and procurement reports on project procurement actions by World Bank staff or consultants selected and hired by the World Bank according to procedures acceptable to the World Bank. Project supervision missions shall include a World Bank procurement

specialist or a specialized consultant. IDA may also conduct an Independent Procurement Review at any time until two years after the closing date of the project.


Page 53

Table 2.4: Procurement Prior Review Thresholds (US$, millions)

Procurement categories Thresholds

Goods, information technology, and non-consulting services 2,000,000

Consulting firms 1,000,000

Individual Consultant 300,000

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