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Project appraisal document - старонка 12


3.2 Governance



Rating



Substantial



Description:

Project decision-making may be affected by the political instability which has affected Vanuatu in recent years.

Possible concerns about ownership and commitment given the number of activities to be coordinated by the VMGD.

Accountability and oversight risks arespecifically associated with the lack of experience in managing Bank funds though all agencies involved in the project have implemented other donor supported projects and have clear responsibility and oversight processes.

Risk Management:



The project will be coordinated at a high level by the National Advisory Board which comprises representatives from all the major sectors at the level of Director (technical head of agency). Thus it should be immune from the vagaries of changes in government.

Resp:



Client

Stage:



Implementation

Recurrent:




Due Date:





Frequency:





Status:



Not Yet Due

Risk Management:



The project will support the PMU to be established under the NAB with a full time Project Manager, Procurement Specialist and Accountant. The Sydney based Financial Management and Procurement Specialists will provide intensive support through supervision missions and training as well as virtually. Quarterly financial reports will be required in a format to be agreed with the World Bank.

Project funds will be required to be reported on.

FM supervisions will include a review of the financial system used to record the financial information.

In summary, while the financial management systems of the agencies are considered adequate, the lack of experience of handling large projects is a major constraint but is being mitigated through TA and strong support from the Bank's specialists.

Resp:



Both

Stage:



Implementation

Recurrent:




Due Date:





Frequency:





Status:



In Progress

Fraud and Corruption



Rating





Description:

Risk Management:



There is no specific evidence of fraud and corruption in the sector nor of its prevalence at national level. There have been no indications of an institutional culture of fraud and corruption in any of the proposed implementing entities, and in consultations with a range of CSOs and donors there were no allegations of fraud and corruption in the sector. Staff are hired on a merit basis.

There is generally centralized control on the flow of funds by the Ministry of Finance which makes payments directly on behalf of the line agencies, so flows of cash would be limited to one agency, the VARTC, which has a good track record in fund management, and has no allegations of corruption. Furthermore, a project accountant will be hired to oversee the financial accounting for the project.

Resp:



Client

Stage:



Implementation

Recurrent:




Due Date:





Frequency:





Status:



In Progress

4. Project Risks

4.1 Design



Rating



Moderate



Description:

Risk Management:



Adequate data may not be available for the detailed design of some project activities while the community based adaptation (CBA) approach will be challenging.

With the preparation of the Second National Communication to the UNFCCC Vanuatu now has coverage of V&A Assessments for most of the country, which can be used by the project to guide adaptation interventions in specific areas. Furthermore, it is planned to use the first year to collect additional community level information and to use the lessons learned from existing or recently completed pilot projects to help guide the design of on the ground interventions. The CBA approach will draw heavily on the experience from Kiribati and Samoa

Resp:



Client

Stage:



Implementation

Recurrent:




Due Date:



30-Sep-2013

Frequency:





Status:



Not Yet Due

4.2 Social and Environmental



Rating



Moderate



Description:

The client has limited capacity to manage Safeguard issues, though there should be few such issues arising. The environmental impacts of the project are expected to be beneficial given the focus on ecosystem based approaches, while on the social side none of the relevant policies are triggered.

Risk Management:



Capacity is being strengthened in the PMU and in the sector agencies involved in project implementation through TA to ensure good understanding of these issues, including execution of the safeguards documents. In addition, specific training will be provided on both environmental and social safeguards as part of the implementation support plan, with regular supervision visits .

Resp:



Both

Stage:



Implementation

Recurrent:




Due Date:



30-Dec-2013

Frequency:





Status:



Not Yet Due

Risk Management:



An Environmental and Social Management Framework has also been prepared which details the process and procedures for screening environmental and social impacts and disclosed in the country.

Resp:



Client

Stage:



Preparation

Recurrent:




Due Date:





Frequency:





Status:



Completed

4.3 Program and Donor



Rating



Moderate



Description:

The project approach is to scale up adaptation technologies piloted by other donor supported projects. However, this will require sharing of information and close coordination with these projects some of which will be in the final stages of implementation when the GEF/EU project begins. There is a risk that the information from some of these activities may be difficult to obtain and that in some instances there may be an expectation of fee-based contractual arrangements with the project.

Risk Management:



There has been a great deal of consultation with Development Partners during project preparation and they have pledged to support the project. This dialog will continue during implementation and the NAB will actively encourage this given its role in coordination of all climate change projects.

Resp:



Both

Stage:



Preparation

Recurrent:




Due Date:





Frequency:





Status:



Completed

Risk Management:



Cofinancing is being provided by the EU who are committed to supporting the project which is aligned with their agenda on climate change. They have delegated management responsibility to the Bank through the standard management agreement though they may participate in supervision missions and will receive reports on project progress.

Resp:



Bank

Stage:



Both

Recurrent:




Due Date:





Frequency:





Status:



In Progress

4.4 Delivery Monitoring and Sustainability



Rating



Substantial



Description:

Risk Management:



There could be some delays because of the limited experience in implementing a (relatively) large investment project. There also does not seem to be a strong monitoring and evaluation culture as results have been difficult to obtain from some of the pilots reviewed by the preparation team as potential for scaling up.

The management staff to be recruited would have prior management experience of implementing investment projects. The Bank task team will provide consistent support to familiarize the staff with Bank procedures. An M&E Specialist is to be included in the PCU and will also have responsibility for training staff in the Secretariat to the NAB in M&E, as well as in the agencies participating in the project.

Resp:



Client

Stage:



Implementation

Recurrent:




Due Date:



30-Jun-2015

Frequency:





Status:



Not Yet Due

4.5 Other (Optional)



Rating





Description:

Risk Management:







Resp:





Stage:





Recurrent:




Due Date:





Frequency:





Status:





4.6 Other (Optional)



Rating





Description:

Risk Management:







Resp:





Stage:





Recurrent:




Due Date:





Frequency:





Status:





5. Project Team Proposed Rating Before Review

Preparation Risk Rating:



Substantial



Implementation Risk Rating:



Substantial



Description:

Description:





6. Overall Risk

Preparation Risk Rating:





Implementation Risk Rating:





Description:

Description:





Nondisclosable Information for Management Attention(Optional)

Comments:





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