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The World BankHT Center and Artibonite Regional Development (P133352)

REPORT NO.: RES31495

RESTRUCTURING PAPER

ON A

PROPOSED PROJECT RESTRUCTURING

OF

HT CENTER AND ARTIBONITE REGIONAL DEVELOPMENT

APPROVED ON MAY 19, 2014

TO

MINISTRY OF ECONOMY AND FINANCE

TRANSPORT & DIGITAL DEVELOPMENT

LATIN AMERICA AND CARIBBEAN

Regional Vice President: Jorge Familiar Calderon Country Director: Anabela Abreu

Senior Global Practice Director: Jose Luis IrigoyenPractice Manager/Manager: Shomik Raj Mehndiratta

Task Team Leader: Marc Marie Francois Navelet Noualhier

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ABBREVIATIONS AND ACRONYMS

BDIP Business Development and Investment Project (P123974)

CAL Center Artibonite LoopCASEC Conseil d’Administration de la Section CommunaleCBO Community-Based OrganizationCIAT Inter-Ministerial Committee for Territorial DevelopmentCIAT-es CIAT’s Executive SecretariatCIF Climate Investment FundsCNE Centre National des Equipements CNIGS Centre National de l’Information Géo-Spatiale CPIA Country Policy and Institutional AssessmentCTD Conseil Technique DépartementalDA Designated AccountDRM Disaster Risk ManagementDRMR Disaster Risk Management and Reconstruction Project (P126346)EMP Environment Management PlanESMF Environmental and Social Management FrameworkEU European UnionFER Road Maintenance Fund (“Fonds d’Entretien Routier”)FM Financial Management GDP Gross Domestic ProductGoH Government of HaitiHFY Haiti Fiscal YearIBRD International Bank for Reconstruction and DevelopmentIDB Inter-American Development BankIDA International Development AssociationIFR Interim un-audited Financial ReportsIPF Investment Project FinancingIRR Internal Rate of ReturnM&E Monitoring and EvaluationMARNDR Ministry of Agriculture, Natural Resources and Rural DevelopmentMEF Ministry of Economy and FinanceMICT Ministry of Interior and Local Authorities (“Collectivités Territoriales”)MPCE Ministry of Planning and External CooperationMSME Micro, Small and Medium EnterprisesMTPTC Ministry of Public Works, Transportation, Energy and CommunicationsO&M Operation and MaintenanceOP/BP Operational Policy / Bank ProcedureOPEC Organization of Petroleum Exporting CountriesPaP Port au PrincePDO Project Development ObjectivePIU Project Implementation UnitPPF Project Preparation Facility


PPCR Pilot Program for Climate ResiliencePROReV (or EBRVRP) Emergency Bridge Reconstruction and Vulnerability Reduction Project (P114292)PRUII (or IIERP) Infrastructure and Institutions Recovery Emergency Project (P120895) PTDT Transport and Territorial Development Project (P095523)RAI Rural Access IndexRAP Resettlement Action PlanRED Roads Economic Decision ModelRESEPAG I Strengthening the Management of Agricultural Public Services (P113623) RESEPAG II Relaunching Agriculture: Strengthening Agriculture Public Services II (P126744)RPF Resettlement Policy FrameworkSA Social AssessmentSCF Strategic Climate FundSOE Statement of ExpensesSPCR Strategic Program for Climate ResilienceUCE Unité Centrale d’Exécution from MTPTCUTE Unité Technique d’Exécution from MEFWB World BankWBG World Bank Group


BASIC DATA

Product Information

Project ID Financing Instrument

P133352 Investment Project Financing

Original EA Category Current EA Category

Partial Assessment (B) Partial Assessment (B)

Approval Date Current Closing Date

19-May-2014 28-Feb-2020

Organizations

Borrower Responsible Agency

Ministry of Economy and Finance Unite Technique d'Execution (UTE),Unite Centale d'Execution (UCE)

Project Development Objective (PDO)

Original PDOThe objectives of the Project are to: (a) support the development of the Centre Artibonite Loop region, primarily by enhancing all-weather connectivity and logistics for producers, and the region’s resilience to climate change; and (b) support the Recipient’s capacity to respond promptly and effectively to an Eligible Emergency, as needed.OPS_TABLE_PDO_CURRENTPDOSummary Status of Financing

Ln/Cr/Tf Approval Signing Effectiveness ClosingNet

Commitment Disbursed Undisbursed

IDA-H9500 19-May-2014 09-Jul-2014 06-Oct-2014 28-Feb-2020 50.00 4.50 41.41

TF-17021 09-Jul-2014 09-Jul-2014 06-Oct-2014 28-Feb-2020 8.00 1.10 6.90

Policy Waiver(s)

Does this restructuring trigger the need for any policy waiver(s)?No


I. PROJECT STATUS AND RATIONALE FOR RESTRUCTURING

Background:

1. The Project in the amount of SDR 32.4 million Grant ($US50 million equivalent at project approval – H950-0-HT), and a US$8.0 million Grant (TF-17021) in co-financing from the Climate Investment Fund’s (CIF) Pilot Program for Climate Resilience was approved on May 19, 2014, and became effective on October 6, 2014. The current closing date is February 28, 2020.

2. The Project Development Objectives (PDO) are to: (a) support the development of the Center Artibonite Loop region, primarily by enhancing all-weather connectivity and logistics for producers, and the region’s resilience to climate change; and (b) support the Recipient’s capacity to respond promptly and effectively to an eligible emergency, as needed. The achievement of the PDO is supported by activities aimed at: (i) enhancing transport connectivity between the Centre Artibonite Loop (CAL) and other regions; (ii) enhancing the access of inhabitants and agricultural producers to selected markets by improving internal connectivity within the CAL, as well as selected market facilities; (iii) developing regional knowledge such as risk mapping, vulnerability assessments, georeferenced data sets, urban plans, identification of clusters with economic potential and opportunities to better inform future public and private investments; and (iv) improving the region’s resilience to climate change by financing the climate-proofing of infrastructure in the CAL through a CIF/PPCR grant.

3. The project was initially designed as part of a long termdevelopment vision, “Haiti Tomorrow, Center and Artibonite Loop, Territorial Development Opportunities and Strategies” (2011), prepared by the Government of Haiti (GoH) in the aftermath of the January 2010 earthquake. This vision sought to rebalance spatial and territorial development in departments, with the objective of financing a first set of priority investments to unlock the potential of the CAL and inform future investments. The World Bank supported this vision through investments in Agriculture (RESEPAG II– P126744) in Water and Sanitation (P148970) while the EU and the IDB provided support through Transport and Agriculure investments

Status of Implementation & Rationale for Restructuring:

4. A key feature of the project’s design was the integration between the components. However, Haiti’s fragile political environmenthampered coordination between different implementing entities During the first three years of the Project, the implementation support focused on promoting and strengthening cross-collaboration and inter-sectoral complementarities . The team worked closely with the GoH to produce short-term and action-oriented plans with clear responsibilities and provided hands-on implementation support and targeted technical assistance to advance implementation. This approach did not yield expected results and the Project performance continued to deteriorate chiefly because of persistent challenges stemming from design complexity, lack of institutional coordination at different levels, and limited involvement of partners. In particular, Component A, with a primary focus on roads and infrastructure works and implemented by the Ministry of Finance and Economic Development (MEF)’s Project Implementation Unit, Unité Technique d’Exécution (UTE), suffered from a lack of involvement and inputs from the Ministry of Public Works, Transport and Communication (MTPTC), resulting in significant delays in the preparation, processing and approval of procurement packages. Similarly, Component B also implemented by UTE, benefited only from limited coordination with the Executive Secretariat of the Inter-Ministerial Committee for Territorial


Development (CIAT-es), a critical partner with the expertise in regional and territorial development. Component C, which was designed to facilitate collaboration and coordinate inputs from associated technical ministries was hampered by lack of clarity of roles and din not generate expected results. This further affected overall implementation. Finally, the project suffered from the lenghty political transition that damped dialogue efforts between institutions involved in implementation and delayed the Mid-term Review (MTR).

5. These challenges have hindered the achievement of substantial results to date and adversely impacted the Project’s disbursement, which stand at 10.4 percent of the total project amount or US$5.6 million (US$4.5 million from IDA and US$1.1 from CIF), far below initial disbursement projections. Consequently, the Implementation Progress (IP) has been rated Moderately Unsatisfactory for the last 11 months while the Progress towards Achievement of the PDO has remained Moderately Satisfactory. The Project has complied with all the environmental, social and fiduciary safeguard requirements; financial management and procurement have been carried out in accordance with the Bank’s Financial Management and Procurement Guidelines.

6. Implementation progress has nonethless improved over the last few months in terms of institutional coordination and involvement of partners thanks to the installation of a field based office in Hinche. In addition, the MTPTC has outfitted its departmental offices with construction/maintenance materials and equipment, as required by the Financing Agreement, and further integrated its technical teams. The Regional Maintenance Strategy has been adopted and the disbursement condition linked to Component A lifted, allowing for the launch and signature of six procurement packages of works, thus increasing commitments. The cumulative commitment amount (ongoing contracts) is approximately US$ 8.2 million equivalent to 17.50 percent of the Project’s available budget. A substantial number of procurement contracts (18), estimated at US$19.7 million have also been prepared and are ready to be launched. Basic prerequisites for the acceleration of implementation have been undertaken and include the selection of the first list of rural roads, for which the rehabilitation as well as the community mobilization for road maintenance will be done by UNOPS, and the developpement of the selection mechanism for small rural markets and preselection of 12 markets. In addition, the design studies for the rehabilitation of one of the markets in Saint Raphael are being finalized and the technical designs for the new market in Saint Michel have begun following the identification of the land. The five urban development plans for Hinche, Saint Raphael, Saut d’Sau, Saint Michel, Mirebalais and Titanyen are being implemented and will be completed by December 2018.

7. Despite these positive developments, the project’s Mid-Term Review (completed in March 2018) underlined the complexity of the design and more specifically the cumbersome implementation arrangements and absence of systematic and sustained coordination among key implementing entities and the existence of susbtantial risks to the achievement of the PDO within the limited remaining implementation timeframe (20 months). The GOH and Bank teams agreed to restructure the project to simplify the design through more streamlined implementation arrangements. This restructuring would further strengthen recent implementation gains and steer the project back on track towards achievement of its development objectives. Subsequently, the GOH sent two letters (dated April 5, 2018 and May 23, 2018, respectively) requesting the restructuring of the Project. Specifically, this restructuring will include:

The transfer of implementation responsibility of the road infrastructure component (Component A) to the MTPTC-UCE and a change in implementation strategy of this component to: (i) combine larger contracts for the construction of main bridges; (ii) use regional Small and Medium Enterprises (SME)’s for small critical spot works; and (iii) regroup activities involving rehabilitation of small rural roads, maintenance and community engagement into one large contract to be implemented by UNOPS, thereby allowing the MTPTC-UCE to focus focus on its core competencies.


The merging of Components B and C into a new Component B to allow for effective synergies between CIAT-ES and MEF-UTE through clarification of roles and responsabilities as well as simplification and reduction of the scope of the activities. This merging will accelerate implementation and achievement of results thanks to the reduction and realignement of activities for the MEF-UTE and CIAT-ES teams, which are more linked to their core competencies. Investments in regional markets will also be reduced from 4 to 2 while investments in small rural markets will be reduced from 12 to 6, with a simplified selection process and a particular focus in areas where producers are receiving assistance from RESEPAG II (Hinche/Maissade areas). In addition, number of urban plan has been reduced from 12 to 5 to focus on priority cities, pursuant to the prioritization process exercise.

Funds will be reallocated between categories to reflect the downsizing of activities for the new Component B (Improving infrastructure and management capacity of markets and supporting the development of regional knowledged, planning capacity and local participation) and to increase financing for the newComponent D (Project Implementation, Monitoring and Evaluation) to support Project management activities for both UTE and UCE.

8. In addition to these changes, the proposed restructuring will introduce revisions to simplify the Results Framework for more realism, consistency, and relevance to the PDO.

9. The proposed changes will have no impact on the safeguards category nor policies triggered under the Project but will entail amendments to the IDA Financing Agreement and the PPCR Grant Agreement.

II. DESCRIPTION OF PROPOSED CHANGES

Change in Implementing Agency & Change in Institutional Arrangements

10. As it currently stands, MEF is the counterpart for the Project and is using its implementing agency, UTE to implement the project on behalf of the CIAT-ES, MTPTC, and the Ministry of Agriculture, Natural Resources and Rural Development (MARNDR). The UTE is in charge of implementation of all Project components and is ultimately responsible for compliance with Bank requirements, procurement guidelines. The UTE has not been successful in ensuring full coordination of participating entities, leading to significant implementation delays. To remedy this shortcoming and curtail delays, the implementation arrangements will be revised, with MTPTC assuming responsibility for the execution of all activities under Component A through UCE.

11. Under the proposed revised Implementation Arrangements, MEF’s UTE will remain the coordinator of overall project implementation, monitoring & evaluation, preparation of the progress reports, fiduciary, safeguards compliance, and audits. MEF-UTE will be in charge of the implementation of activities under the new Component B and Component D.1 . The MTPTC’s UCE will be responsible for the implementation of the activities under Component A, and Component D.2, including the monitoring of the results, fiduciary and safeguards compliance of activities under its responsibility, and will contribute to progress reports and audits for UTE. MTPTC’s proven capacity to manage large infrastructure procurement will accelerate implementation of Component A and contribute to faster delivery of results and outcomes.

12. MTPTC-UCE is familiar with the Bank’s fiduciary and safeguard procedures thanks to previous experience implementing Bank projects including the closed Transport and Territorial Development Project (PTDT – P095523), Emergency Bridge Reconstruction and Vulnerability Reduction Project (PROReV – P114292 as well as the ongoing Institutions and Infrastructure Emergency Recovery Project (PRUII – P120895), Disaster Risk Management and


Reconstruction Project (PRGRD – P126346), Municipal Development and Urban Resilience Project (MDUR – P155201). The MTPTC UCE will also be implementing the recently approved Rural Accessibility and Resilience Project (P163049). The same institutional framework, procurement, financial management and disbursement arrangements for the implementaion of these projects will continue to be used. Similarly, the same safeguards staff will continue to be used but additionnal technical and administrative staff (M&E specialist, Procurement specialist and a Technical Engineer) will be hired to alleviate the additional administrative burdenof executing Component A, and Component D.2 . and support the absorption of the additional funds.

Change in Results Framework

13. The original Results Framework, was prepared in light of an ambitious monitoring and evaluation (M&E) framework and procedures involving different partners at different levels. While this framework was intended to increase collaboration, it has instead proven to be difficult to monitor in a context of limited capacity as shed light by the MTR. Subsequently, to more accurately reflect project activities and revised and simplified project design, the proposed restructuring will streamline the results framework by: (i) removing PDO indicator 2 and 3 and modifying PDO Indicator 4; and (ii) revising and removing some Intermediate Results Indicators (reduced from 15 to 10).

Change in Project Components

14. The Restructuring will involve a simplification of the Component’s structure and associated Disbursement Categories of the IDA Grant and CIF TF as presented in the following table and discussed the following paragraphs.

Table 1: New Project component’s structure and Financing

Original Proposed Project Components Project Costs (US$m.) Project Components Project Costs (US$m.)

Total Cost

IDA CIF Total Cost IDA CIF

A. Enhancing logistics, transport connectivity and climate resilience

37.0 32.5 4.5 A. Enhancing logistics, transport connectivity and climate resilience

37.00 32.5 4.5

B. Improving selected markets and supporting the development of regional knowledge & planning tools

14.5 11 3.5B. Improving infrastructure and management capacity of marketsB.1: urban markets and associated facilitiesB.2: rural markets

10.0 9.5 0.5

B.1: Urban and Rural Markets and associated facilities

10 9.5 0.5

B.2: Improving regional knowledge & planning tools

4.5 1.5 0.5

C. Supporting the development of regional knowledge, planning capacity and local participationC.1: improving regional knowledgeC.2: supporting the development of regional planning capacities and local participation

6.0 3.0 3.0 Dropped 0 0 0

D. Contingent Emergency Response Component

1.0 1.0 0.0 C. Contingent Emergency Response Component 1 1 0.0

D. Project Implementation, Monitoring and Evaluation

5.5 5.5 0.0

D.1: Support to UTE 4.4 4.4 0.0

E. Project Implementation, Monitoring and Evaluation

4.0 4.0 0.0

D.2: Support to UCE 1.1 1.1 0.0


Total Project Costs 58.0 50.0 8.0 58.0 50.0 8.0Total Financing Required 58.0 50.0 8.0 58.0 50.0 8.0


15. COMPONENT A (no change): Enhancing logistics, transport connectivity, and climate resilience (US$37.0 million, o/w US$32.5 million IDA and US$4.5 million PPCR). Activities under Component A remain unchanged but its full implementation, including Safeguards compliance, will be transferred to UCE and its implementation strategy has been amended to ensure completion of activities within the remaining implementation period (as explained in Section I above).

16. COMPONENT B (new, merger of former Components B&C, financing reduced from US$16 million to US$14.5 million): Improving selected markets and supporting the development of regional knowledge and planning tools (US$14.5 million, o/w US$11 million IDA and US$3.5 million PPCR). All activities under previous subcomponents B.1 and B.2 will be integrated into the new subcomponent B.1 with a reduction in the number of markets to be financed to allow for the completion of activities during the project’s remaining timeframe. Subcomponent B.2 will now consist of all activities previously envisions under Component C, namely to support the development and dissemination of knowledge, methodologies and tools to inform territorial and urban planning and opportunities for public and private investments (including those planned under B1). It will also support the GoH, municipalities and local stakeholders to effectively plan and make collaborative decisions. The different assessments, risk mapping, and technical guidelines (especially for markets) prepared under Component B.2 (formerly Component C) have directly informed the selection of rehabilitation and construction activities under Component B.1. Additionally, this merger will facilitate improved collaboration between CIAT-ES and UTE, with an emphasis on CIAT-ES’s strength of gathering and disseminating knowledge and engaging with local authorities. UTE will continue to be responsible for the coordination and implementation of rehabilitation and construction activities under this component. Finally, as a result of this merger and reduction in scope of activities, additional funds will be generated from the cost efficiencies, and those funds will be reallocated to the new Component D.

17. New Subcomponent B.1: Urban and Rural Markets and associated facilities (US$10.0 million, o/w US$9.5 million IDA and US$0.5 million PPCR). This subcomponent will finance the climate resilient rehabilitation or construction of two regional size markets (Saint Raphael and Saint Michel) and 6 selected rural markets (as part of the 12 identified during first phase of implementation) and the associated facilities (including logistical facilities, access roads, water and sanitation systems) with a special focus on their climate resilience and improvement of their management capacity. Nonetheless, the funding allocation remains the same, despite reduction in scope, to account for (i) additional unforeseen cost for the construction/rehabilitation of the 2 regional size markets shed light by the predesign and design studies, and (ii) for the significant depreciation of SDR against USD over the last three years.

18. Subcomponent B.2: Improving regional knowledge and support to the development of planning tools (US$4.5 million, o/w US$1.5 million IDA and US$3.0 million PPCR). This subcomponent will continue to support the development of regional knowledge, including climate resilience aspects, through: (a) technical guidelines and market design; (b) climate resilience and risk assessments; (c) identification of clusters with economic potential; (d) development of a dashboard tool capturing key development indicators and investments at the regional level and dissemination of studies prepared by the project to inform future investments of public or private stakeholders; and (e) effective monitoring and evaluation by CIAT-ES of the PPCR program in Haiti financed by the CIF with associated climate resilience mainstreaming at local and national levels encompassed in SPCR.This subcomponent will also continue to support the development of planning instruments with the completion of urban development plans for the five priority cities already under preparation (Saint Michel, Saint Raphael, Titanyen, Saut d’Eau and Mirebalais ).

19. FORMER COMPONENT C – Supporting the development of regional knowledge, planning capacity and local participation (formerly US$6.0 million, o/w US$3.0 million IDA and US$3.0 million PPCR). Activities under Component


C would remain unchanged, but will become Component B.2. This component will cease to exist as a stand-alone Component.

20. NEW COMPONENT C (no change, former component D) – Contingent Emergency Response Component (US$1.0 million IDA). There will be no change to this component and it would be retitled Component C following the merger of Components B and C.

21. COMPONENT D (revised, former component E) – Project Implementation, Monitoring and Evaluation (US$5.5 million IDA). There will be no change to project activities, but Component E will becomeComponent D, due to the merging of Components B and Cand will receive an additional US$1.5 million in IDA financing. Additionally, the funds allocated to this Component will be split into two subcomponents, subcomponents D.1 and D.2 with Project Implementation, Monitoring and Evaluation financing provided to UTE and UCE, respectively, as a result of the revised implementation arrangements. UTE will implement, coordinate, evaluate, and provide overall supervision support for the new Component B and subcomponent D.1. UCE will implement, coordinate, evaluate and supervise Component A, and new subomponent D.2.

Cost Reallocation

22. The IDA Grant financing will be reallocated from dropped original Component C to new Component D to accommodate the increased costs ensuing from changes in implementation arrangements, and the financing gap arising from the significant deprecation of the SDR allocation. Funds under Component D will be split into subcategories D.1 and D.2 to provide clear lines of funding to UTE and UCE, respectively, for project management, monitoring and support. Full details of the original and revised allocations to components/subcomponents of the IDA Grant are provided in Table 1 (above). The Disbursement section in the Financing Agreement (Section IV.A.1-2) will be revised accordingly to reflect these changes as captured in the section below Reallocation Between Disbursement Categories an dmore specifically: new Parts A and D.2 will be financed by new Disbursement Category 7 and new Parts B and D.1 will be financed by Disbursement Category 8. As a result of the restructuring, the Disbursment Categories will by reduced from 8 to 4, simplifying the financial management for UTE and UCE.

Change in Disbursement Estimates

23. With this restructuring, it is expected that most of the remaining project activities will be implemented during the final two years of project implementation. Since the Project is significantly behind initial disbursement projections, it was agreed during the MTR that specific implementing mechanisms, including through UNOPS and operators that were already envisioned under the initial project, will be used to improve implementation efficacy and efficiency. The first contracts are lined up and expecting to be signed between two and six weeks following the approval of the proposed Restructuring. Disbursement estimates are also revised accordingly, per Tables 2 and 3 below. The total amount includes actual disbursement from Fiscal Years 2014 to 2018 and estimated disbursements for Fiscal Years 2018 to 2020.

Table 2: Projected DisbursementsExpected Disbursements (in USD Million) at Project Appraisal

Fiscal Year 2015 2016 2017 2018 2019 2020

Annual 3.00 7.00 13.00 20.00 14.00 1.00

Cumulative 3.00 10.00 23.00 43.00 57.00 58.00


Table 3: Revised DisbursementsExpected Disbursements (in USD Million) at Mid-Term Review

Fiscal Year 2015 2016 2017 2018 2019 2020

Annual 0.65 1.17 3.83 13.0 29.0 10.35

Cumulative 0.65 1.82 5.65 18.65 47.65 58.00

Change in Financial Management & Procurement

24. The Project’s fiduciary arrangements would be revised to reflect the change in Implementation Arrangements. Specifically, the Financial Management and Procurement of new Components B, and new subcomponent D.1 willcontinue to be managed by UTE. The Financial Management and Procurement of Components A and new subcomponentt D.2 will be transferred to UCE and consequently a new Designated Account will be opened. As mentioned in paragraph 9, UCE has acceptable FM arrangements for the implementation of Component A, and new Component C and subcomponent D.2. For theses specific components, UCE will be responsible for all procurement, financial management and disbursement functions namely: (a) planning, (b) budgeting, (c) accounting, (d) internal control, (e) funds flow, (f) financial reporting, and (g) auditing arrangements.1 The reporting arrangements have been also revised: the submission of Interim Financial Reporting (IFR) will be no later than forty-five (45) days after the end of the fiscal semester (31 March and 30 September) of the GOH. For all components, Procurement would be implementing according to the Bank’s Systematic Tracking and Exchanges in Procurement (STEP) system.

1 In accordance with World Bank Policy OP/BP 10.00


III. SUMMARY OF CHANGES

Changed Not Changed

Change in Implementing Agency ✔

Change in Results Framework ✔

Change in Components and Cost ✔

Reallocation between Disbursement Categories ✔

Change in Disbursements Arrangements ✔

Change in Disbursement Estimates ✔

Change in Institutional Arrangements ✔

Change in Financial Management ✔

Change in Procurement ✔

Change in DDO Status ✔

Change in Project's Development Objectives ✔

Change in Loan Closing Date(s) ✔

Cancellations Proposed ✔

Change in Overall Risk Rating ✔

Change in Safeguard Policies Triggered ✔

Change of EA category ✔

Change in Legal Covenants ✔

Change in APA Reliance ✔

Change in Implementation Schedule ✔

Other Change(s) ✔

Change in Economic and Financial Analysis ✔

Change in Technical Analysis ✔

Change in Social Analysis ✔

Change in Environmental Analysis ✔


IV. DETAILED CHANGE(S)

OPS_DETAILEDCHANGES_IA_TABLE

IMPLEMENTING AGENCY

Implementing Agency Name Type ActionUnite Technique d'Execution (UTE) Implementing

AgencyNo Change

Unite Centale d'Execution (UCE) Implementing Agency

New

OPS_DETAILEDCHANGES_RESULTS_TABLE

RESULTS FRAMEWORK

Project Development Objective Indicators PDO_IND_TABLE

Share of rural population with access to an all-season roadUnit of Measure: PercentageIndicator Type: Custom

Baseline Actual (Current) End Target Action

Value 39.00 60.00 No Change

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Number of rural people with access to an all-season roadUnit of Measure: NumberIndicator Type: Custom Supplement


Value 374400.00 576000.00 No Change

Share of roads classified as vulnerable to natural events and climate change impactsUnit of Measure: PercentageIndicator Type: Custom


Value 0.00 0.00 Marked for Deletion

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Percentage of change in volume of transaction in improved marketsUnit of Measure: PercentageIndicator Type: Custom



Value 0.00 0.00 25.00 Marked for Deletion

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Number of people serviced by new or improved climate resilient marketsUnit of Measure: NumberIndicator Type: Custom


Value 0.00 190000.00 Revised

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Female beneficiariesUnit of Measure: PercentageIndicator Type: Custom Supplement



Share of the population in the Project area satisfied with the quality and impact of infrastructure financed by the ProjectUnit of Measure: PercentageIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Intermediate IndicatorsIO_IND_TABLE

Roads rehabilitated, RuralUnit of Measure: KilometersIndicator Type: Custom


Value 0.00 0.00 80.00 No Change

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019


Roads rehabilitated, Non-ruralUnit of Measure: KilometersIndicator Type: Custom


Value 0.00 0.00 100.00 No Change

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Change in share of roads classified as vulnerable to natural events and climate change impactsUnit of Measure: PercentageIndicator Type: Custom


Value 0.00 20.00 Revised

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Size of the total classified networkUnit of Measure: KilometersIndicator Type: Custom Supplement



Number of officials and technical staff trained in climate resilience measures, best practices and standards (in the transport sector)Unit of Measure: NumberIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Spot interventions to enhance all-weather and resilient connectivityUnit of Measure: NumberIndicator Type: Custom


Value 0.00 0.00 15.00 Revised

Date 10-Feb-2014 31-Mar-2017 31-Aug-2019


Number of people trained within selected communities on basic Rural Road Maintenance (disaggregated by gender)Unit of Measure: NumberIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

disaggregated by gender, in % of womenUnit of Measure: PercentageIndicator Type: Custom Supplement


Value 0.00 35.00 New

Number of Road Maintenance Centers build or rehabilitatedUnit of Measure: NumberIndicator Type: Custom


Value 0.00 2.00 New

Date 18-Jun-2018 31-Jan-2020

Urban and rural markets rehabilitated/constructedUnit of Measure: NumberIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Percentage of change in Number of producers, retailers and traders with access to improved marketsUnit of Measure: PercentageIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019


Percentage of renovated/constructed markets with management and maintenance staff and tools in placeUnit of Measure: PercentageIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Local officials and market operators trained in market managementUnit of Measure: NumberIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Number of events/activities dedicated for knowledge dissemination and consultationUnit of Measure: NumberIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Urban plans developed and consulted with Local officials and local stakeholdersUnit of Measure: NumberIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Local officials and local stakeholders trained in the use of urban and territorial planning toolsUnit of Measure: NumberIndicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

Regional development dashboard with open data including spatial analysis encompassing risk and climate data developed with Local officials and local stakeholders


Unit of Measure: Yes/NoIndicator Type: Custom


Value No No Yes Revised

Date 10-Feb-2014 31-Mar-2017 15-Jan-2020

Cumulated amount in projects elaborated using analytical knowledge and tools developed by the proposed ProjectUnit of Measure: Amount(USD)Indicator Type: Custom



Date 10-Feb-2014 31-Mar-2017 31-Aug-2019

OPS_DETAILEDCHANGES_COMPONENTS_TABLE

COMPONENTS

Current Component Name

Current Cost

(US$M)Action Proposed

Component NameProposed

Cost (US$M)

Enhancing Logistics, Transport Connectivity and Climate Resilience

37.00 No ChangeEnhancing Logistics, Transport Connectivity and Climate Resilience

37.00

Improving Infrastructure and Management Capacity of Markets

10.00 Revised

Improving selected markets and supporting the development of regional knowledge and planning tools

14.50

Supporting the Development of Regional Knowledge, Planning Capacity and Local Participation

6.00 Marked for Deletion

Supporting the Development of Regional Knowledge, Planning Capacity and Local Participation

0.00

Contingent Emergency Response Component 1.00 No Change Contingent Emergency

Response Component 1.00

Project Implementation, Monitoring and Evaluation 4.00 Revised Project Implementation,

Monitoring and Evaluation 5.50

TOTAL 58.00 58.00

OPS_DETAILEDCHANGES_REALLOCATION _TABLE

REALLOCATION BETWEEN DISBURSEMENT CATEGORIES


Current Allocation Actuals + Committed Proposed Allocation Financing %(Type Total)

Current Proposed

IDA-H9500-001 | Currency: XDR

iLap Category Sequence No: 1(A) Current Expenditure Category: CW for Pts A.1 and A.2 (Pro Memoriam)

16,502,000.00 433,148.94 433,148.94 100.00 100.00

iLap Category Sequence No: 1(B) Current Expenditure Category: GO, NCS, CS, TR for Pts. A.1, A.2 (Pro Memoriam)

1,661,000.00 253,813.62 253,813.62 100.00 100.00

iLap Category Sequence No: 1(C) Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. A.3

2,592,000.00 216,037.17 216,037.17 100.00 100.00

iLap Category Sequence No: 2 Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. B (Pro Memoriam)

5,890,000.00 189,367.85 189,367.85 100.00 100.00

iLap Category Sequence No: 3 Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. C (Pro Memoriam)

1,260,000.00 143,374.88 143,374.88 100.00 100.00

iLap Category Sequence No: 4 Current Expenditure Category: GO, CW, NCS, CS for Pt. C

650,000.00 0.00 650,000.00 100.00 100.00

iLap Category Sequence No: 5 Current Expenditure Category: GO, CW, NCS, CS, TR, OP for Pt. D (Pro Memoriam)

1,670,000.00 1,573,699.77 1,573,699.77 100.00 100.00

iLap Category Sequence No: 6 Current Expenditure Category: Refund of Preparation Advance

2,175,000.00 0.00 675,000.00

iLap Category Sequence No: 7 Current Expenditure Category: GO, CW, NCS, CS, TR, OP for Pt. A and D2 (new)


0.00 0.00 20,852,000.27 100.00

iLap Category Sequence No: 8 Current Expenditure Category: GO, CW, NCS, CS, TR,OP for Pt. B and D1 (new)

0.00 0.00 7,413,557.50 100.00

Total 32,400,000.00 2,809,442.23 32,400,000.00

TF-17021-001 | Currency: USD

iLap Category Sequence No: 1(A) Current Expenditure Category: CW for Pts A.1 and A.2 (Pro Memoriam)

3,800,000.00 0.00 0.00 100.00 100

iLap Category Sequence No: 1(B) Current Expenditure Category: GO, NCS, CS, TR for Pts. A.1, A.2 (Pro Memoriam)

100,000.00 0.00 0.00 100.00 100.00

iLap Category Sequence No: 1(C) Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. A.3 (Pro Memoriam)

100,000.00 0.00 0.00 100.00 100.00

iLap Category Sequence No: 1(D) Current Expenditure Category: GO, CS, TR for Pt. A.4 (Pro Memoriam)

500,000.00 0.00 0.00 100.00 100.00

iLap Category Sequence No: 2 Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. B.1 (Pro Memoriam)

500,000.00 0.00 0.00 100.00 100.00

iLap Category Sequence No: 3 Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. C (Pro Memoriam)

3,000,000.00 342,691.87 342,691.87 100.00 100.00

iLap Category Sequence No: 4 Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. A (new)

0.00 0.00 4,500,000.00 100


iLap Category Sequence No: 5 Current Expenditure Category: GO, CW, NCS, CS, TR for Pt. B (new)

0.00 0.00 3,157,308.13 100

Total 8,000,000.00 342,691.87 8,000,000.00

OPS_DETAILEDCHANGES_DISBURSEMENT_TABLE

DISBURSEMENT ESTIMATES

Change in Disbursement EstimatesYes

Year Current Proposed

2014 0.00 0.00

2015 1,500,000.00 650,000.00

2016 1,000,000.00 1,170,000.00

2017 2,000,000.00 3,830,000.00

2018 15,900,000.00 13,000,000.00

2019 29,250,000.00 29,000,000.00

2020 8,350,000.00 10,350,000.00

2021 0.00 0.00


Revisions to the Results Framework

Revisions to the Results Framework Comments/Rationale for Change

PDOOriginal (PAD) Proposed ChangesThe objectives of the Project are to: (a) support the development of the Center Artibonite Loop (CAL) region, primarily by enhancing all-weather connectivity and logistics for producers; and the region’s resilience to climate change; and (b) support the Recipient’s capacity to respond promptly and effectively to an eligible emergency, as needed.

No change.

PDO indicatorsOriginal (PAD) Proposed ChangesPDO Indicator 1: Share of rural population with access to an all-weather road(disaggregated by gender)

No change. Core indicator. Measures “enhancing all-weather connectivity.”

PDO Indicator 2: Share of roads classified as vulnerable to natural events and climate change impacts

Dropped. Dropped. To reflect the fact that it is an output and not an outcome. Results will now be captured under the revised Intermediate indicator # 3.

PDO Indicator 3: Increase in volume of transaction in improved markets

Dropped. Dropped. This indicator has been dropped to simplify the results framework, and this outcome will now be captured under PDO Indicator #2 (below).

PDO Indicator 2 (4): Direct Project beneficiaries (disaggregated by gender)

Revised – Number of people serviced by new or improved climate resilient markets

For population (regional and rural) living at less than 60 min from the market.

PDO Indicator 3 (5): Share of the population in the Project area satisfied with the quality and impact of infrastructure financed by the Project

No change.

Intermediate Results indicatorsOriginal (PAD) Proposed ChangesComponent A: Enhancing logistics and transport connectivity and climate resilience


Revisions to the Results Framework Comments/Rationale for Change1. Rural roads rehabilitated No change. Core indicator.2. Non-rural roads rehabilitated No change. Core indicator. 3. Roads in good and fair condition as a share of total classified roads

Revised: Change in share of roads classified as vulnerable to natural events and climate change impacts

This indicator has been revised to better capture the nature of activities and ensure measurement of results obtained prior to the closing date. Final target is now “20% decrease”.

(4). Number of officials and technical staff trained in climate resilience measures, best practices and standards (in the transport sector)

Dropped. Dropped. This indicator has been dropped to simplify the results framework.

4. (5). Spot interventions to enhance all-weather accessibility of roads

Revised - Spot interventions to enhance all-weather and resilience connectivity

This indicator has been revised to better reflect the nature of the activities.

5. (6). Road Maintenance Microenterprises or CBOs created/trained (with number of people trained disaggregated by gender)

Revised – Number of people trained within selected communities on basic Rural Road Maintenance (disaggregated by gender, target 35% of women)

This indicator has been revised to better capture the nature of activities and ensure measurement of results obtained prior to the closing date. Final target adjusted to 500, of which 35% women

6. Number of Road Maintenance Centers build or rehabilitated

New. New. Final target of 2 Road Maintenance Centers. Indicator introduced to better capture activities.

Component B: Improving infrastructure and management capacity of markets and Supporting the development of regional knowledge, planning capacity and local participation7. Urban and rural markets rehabilitated/constructed Revised. Final Target has been adjusted to reflect

the reduction in the number of markets to be built/rehabilitated (8 in total: 2 regional markets, 6 rural markets)

8. Increase in the number of producers, retailers and traders with access to improved markets

Revised - % change in Number of producers, retailers and traders with access to improved markets

Revised to align with the M&E corporate guidance.

(9). Percentage of renovated/constructed markets which are adequately maintained and managed



Revisions to the Results Framework Comments/Rationale for Change(10). Local officials and market operators trained in market management


(11). Number of events/activities dedicated to knowledge dissemination and consultation


9 (12). Urban plans developed Revised - Urban plans developed and consulted with local officials and local stakeholders.

This indicator has been revised to better capture the nature of activities and ensure better measurement of results obtained prior to the closing date. Final target adjusted to 5 urban development plans.

(13). Local officials and local stakeholders trained in the use of urban and territorial planning tools

Dropped. Dropped. This indicator has been dropped to simplify the results framework, and this outcome will now be captured under Indicator #8 and #10 and #11.

10 (14). Regional development dashboard with open data including spatial analysis encompassing risk and climate data

No change.

(15). Cumulated amount in projects elaborated using analytical knowledge and tools developed by the proposed Project

Dropped. Dropped. This indicator has been dropped to simplify the results framework and ensure better measurement of results obtained prior to the closing date.

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