COMBINED PROJECT INFORMATION DOCUMENTS / INTEGRATED SAFEGUARDS DATA SHEET (PID/ISDS) Additional Financing . Report No.: PIDISDSA20357 Date Prepared/Updated: 17-Mar-2017 I. BASIC INFORMATION A. Basic Project Data Country: Congo, Democratic Project ID: P157114 Republic of Parent Project ID (if P129713 any): Project Name: DRC - Urban Development Project Additional Financing (P157114) Parent Project Name: DRC Urban Development Project FY13 (P129713) Region: AFRICA Estimated Appraisal Date: 07-Mar-2017 Estimated Board Date: 04-May-2017 Practice Area (Lead): Social, Urban, Rural Lending Instrument: Investment Project and Resilience Global Financing Practice Borrower(s) Ministry of Finance Implementing Agency Ministry of Finance Financing (in USD Million) Financing Source Amount International Development Association (IDA) 90.00 Financing Gap 0.00 Total Project Cost 90.00 Environmental Category: B-Partial Assessment Appraisal Review Decision The review did authorize the team to appraise and negotiate (from Decision Note): Other Decision: Is this a Repeater project? No . . B. Introduction and Context Country Context The Democratic Republic of Congo (DRC) is a classic example of the “paradox of plenty”, due to the fact that the country is extremely rich in natural resources while its population is extremely poor. Its population, estimated at 77 million inhabitants, is the third largest in Africa after Nigeria and Ethiopia. The country is among the poorest in the world, and it did not achieve any of the Millennium Development Goals (MDGS) by 2015. Poverty in the DRC remains pervasive, and above the SSA average. About two-thirds of the population lives below the poverty line. Per capita GDP in constant 2010 US$ is estimated at 384 for 2015. While poverty incidence is declining, but the number of poor has increased, mirroring a country which is facing rapid and escalating population growth. Poverty declined from 69.3 percent in 2005 to 64 percent in 2012, but the number of poor increased by 7 million. Macroeconomic performance has started to deteriorate after some years of improvement. The economy has performed poorly in a difficult political and global context which negatively affected domestic revenue mobilization. The Central Bank recently revised its growth projections down to 2.5 percent in 2016 from 6.9 percent in 2015, reflecting the political volatility and the uncertainty about global economic trends. Preliminary figures as of November 2016 show an increase in the cumulated budget deficit to US$244 million from US$93 million in November 2015. The reduction in capital spending is falling short reducing fiscal imbalances and is likely to compromise the long-term growth prospects of the country. Inflation is accelerating as the Congolese franc continues to depreciate. The persistent decline in foreign currency reserves would lead to the deterioration in exchange rate which is strongly linked to the inflation and on the ability of DRC to import basic goods. Sectoral and Institutional Context The DRC is undergoing a rapid and unplanned urbanization process, with the twelve largest cities estimated to be growing at 4.7 percent annually. The country was 9.9 percent urbanized in 1956, a number that is projected to reach 40 million by 2025. The urban planning legislation dates back to 1957 and is outdated and cities in the DRC have emerged without reference to any plans or standards. In addition, land management practices contribute to making cities ungovernable. The population at risk from disaster is increasing in cities such as Bukavu and Kikwit that are constructed in areas prone to flooding and erosion and Goma is exposed to volcanic eruption. Basic services provision shows some gains from the scale offered by urban areas, but urban poverty remains high, at 61.5 percent in 2005. A likely main reason for this is that urbanization is driven by push factors. A number of initiatives have been taken by government to advance decentralization, such as adoption, in 2016, of laws on a National Equalization Fund and establishment of a provincial and local civil service. However, in the present political context, the pace of implementation of these laws through application decrees is uncertain. The unfinished process of decentralization has left DRCs provinces and local government entities with limited means and capacity to discharge their functional mandate. The country’s first local government elections have yet to be held, despite decentralization being a basic tenent of the 2005 constitution; in the interim, cities are managed by mayors nominated by the central government. Cities operate with personnel provided by provincial governors or contract employees. Even larger cities with populations over 500,000 typically have only around 75 staff. Cities are further constrained by very limited financial resources, due to unpredictable fiscal transfers and underexploited generation of own-source revenue. City budgets comprise typically around US$1-3 per capita, which is insufficient for delivering even the most basic services. The Additional Financing is fully aligned with the FY2013-2016 Country Partnership Strategy for the DRC (CAS, Report No. 66158 discussed by the Board of Directors on May 9, 2013), which has been extended to end-FY17 following the 2015 CAS Performance and Learning Review. In particular, the proposed additional financing is included in the FY17 financing program of the extended CAS under pillar 2 (Boosting competitiveness to accelerate private-sector-led growth and job creation) to contribute to CAS Outcome 2.2. Improved connectivity and access to transport infrastructure. To convert DRC’s potential into inclusive and sustainable growth, the government needs a large-scale push to support cities’ governance, productivity, and livability. The Banks UR has demonstrated that the current level of investment in DRCs cities would need to increase at least three-fold to address current infrastructure deficits and improve connectivity, and that cross-cutting measures are required to develop the institutions and tools necessary to govern the urban sector and reap the benefits of urbanization. A main hindrance for poor people to gain access to jobs is lack of connectivity and transport infrastructure. The findings of the UR and Land Sector Review also indicate that interventions across the spectrum of cities in the DRC (ranging from incipient, medium to advanced urbanization) are equally urgent, and that common institutions that regulate factor markets (land in particular) and deliver basic services are the main priority in cities with incipient urbanization. The proposed AF will contribute to alleviating the above problems and to unlocking the economic potential of cities by focusing on investments in economic infrastructure, as well as services that benefit the poor, such as schools and health clinics. The overarching rationale for the AF is to deepen the results of the UDP, building on lessons learned and introducing the approach to new cities. The government of the DRC is requesting the additional financing to help implement a strategy of investing in provincial capitals and to pave the way for a performance-based approach to funding investments in the cities of the DRC. The government has a substantial investment financing shortfall, which has been worsened by the recent contraction of public finances and reduction of public expenditures. The additional financing thus serves a triple goal of scaling up to meet investment needs, contributing to implementing broader-reaching policies, and offsetting the budget contraction in terms of public service provision. There are, in the present situation, no alternatives to the proposed additional financing. The proposed AF will deepen the UDPs results, improving urban governance through use of performance-based allocation with links to revenue collection and enhanced financial management. The project is designed to support improved urban governance and implement urban management tools in project cities, such as improved revenue collection, better management of municipal own resources, and better urban planning practices. The initial implementation period has proven that improvement in performance of local governments and improved urban management is possible, but implementation takes time and sustained commitment. The proposed extension of the closing data will allow to consolidate and enhance the results achieved to date in the six current Project cities, while incorporating three new cities to benefit from the same type of support to improved urban governance, as well as from investments in improved infrastructure and basic services. While the Project activities would likely benefit from an overall context favorable to decentralization, activities are not designed to be dependent on advancement of decentralization per se. Strengthened urban governance will enable targeted cities to better provide basic services to their fast-growing populations. This approach underpins decentralization by increasing resources at the city level and supporting inclusive local governance. The AF comes at an opportune moment and will contribute to laying the foundations for a more programmatic approach to addressing urban sector problems as well as for a national urban development program and help address the longer-term funding gap in the sector. The recent (January 2017) MTR served to discuss the operationalization of the performance-based grant system with the current (transitional) government, and the guidance of the authorities was to continue down that road. Extending the project period will allow further strengthening and consolidation of city-level governance improvements and institutionalization of the annual performance evaluation in the Ministry in charge of Decentralization. . C. Proposed Development Objective(s) Original Project Development Objective(s) - ParentPHORGPDO To improve access to basic services and strengthen urban and municipal management of the targeted cities. Proposed Project Development Objective(s) - Additional Financing To improve access to basic services and infrastructure and strengthen urban and municipal management of the targeted cities. Key Results The expected Key Results of the project are: • Number of cities qualifying for performance-based investment fund. • Piloting of a performance-based fund allocation system with recommendations available. • Number of people benefiting from improved urban living conditions. • Cities with improved livability, sustainability and/or management. • Direct project beneficiaries. . D. Project Description The proposed additional credit would scale up the existing project, expand its scope into additional cities, and increase outcomes. This includes financing the costs associated with consolidating and strengthening the results of the UDP in the six current project cities, as well as (i) expanding the geographic reach of the project by adding three project cities for a total of nine project cities; (ii) revising the results framework; (iii) revising and simplifying the city performance evaluation mechanism; and (iv) strengthening the PS and providing targeted technical assistance. The proposal includes an extension of the project closing date from July 31, 2019 to November 30, 2022. Three new cities -- Goma, Kisangani, and Kolwezi, all of which are provincial capitals -- will be added, increasing the total number of cities to nine under the project. These project cities have been associated with project preparation through a pre-appraisal workshop and the MTR workshop. Authorities have carried out a self-assessment on their capacity to meet basic conditions and performance criteria, and the CBT has carried out an organizational audit of each municipality, accompanied by a capacity-building plan. The activities of the proposed AF will be included in the existing components of the UDP as described below. Component 1 of the AF ($32 million) is for the three new cities only. Component 2 ($58 million) will be used to fund expand activities to the new cities or fund limited new activities as outlined below and detailed in Annex 3. PHCOMP Component Name: Component 1: Primary infrastructure Comments ( optional) The proposed AF will include investments for primary infrastructure in three new UDP cities only, to support structuring of the urban space, with a view to strengthening economic growth and remedy historic underinvestment. Investments of about $16 million in rehabilitation of 9.7 kilometers of roads in the three new cities (about 3 kilometers per city, for which design studies have already been completed) will complement the finalized or ongoing rehabilitation of 23.1 kilometers of roads under the parent Project. As with the parent UDP, the investments will provide visibility to the project in the start-up phase in the three new cities. PHCOMP Component Name: Component 2: Urban governance Comments ( optional) The proposed AF will enable the expansion of activities (physical investments and capacity building) already being supported the current UDP cities to the new cities. In addition, the proposed AF will include strategic studies to prepare the ground for a future programmatic approach in the sector and fund project operating costs for the life of the project. Component 2 provides a full package of activities to improve urban governance, of which the performance-based investment funds are an entry-point or incentive for improved governance, and the other subcomponents provide the accompanying measures to allow cities to improve governance and live up to performance criteria, and to also support improved overall sector governance. E. Project location and Salient physical characteristics relevant to the safeguard analysis (if known) The project will fund infrastructure investments in the cities of Bukavu, Kalemie, Kikwit, Kindu, Matadi, Mbandaka, Goma, Kisangani, and Kolwezi. Investments will comprise primary infrastructure (mainly in the areas of roads and transport, drainage, markets, water and electricity) and neighborhood-level infrastructure (to be determined based on citizen priorities). . F. Environmental and Social Safeguards Specialists Claude Lina Lobo( GENDR ) Lucienne M. M'Baipor( GSU01 ) II. IMPLEMENTATION Implementation arrangements for the proposed AF will remain largely the same as under the parent Project. The project oversight mechanisms will be maintained including: (i) a Project Steering Committee (PSC) assuring coordination at the national level; (ii) Provincial Steering Committees playing this role in each province; and (iii) local consultative forums established in each city to assure broad participation. As mentioned above, while the performance of the SP has been marked by coordination problems, it has also shown increasing willingness and capability to take on the required tasks. The SP will be maintained for the proposed AF and will be provided with technical assistance in strategic areas to beef up implementation capacity given the extra workload from the AF. In addition, the project will ensure stronger daily involvement of the Ministry in charge of decentralization to support cities in all aspects related to mobilization of resources and municipal administration and also make increased use of expertise at the provincial level for elaboration of technical studies and monitoring of project activities. Another change agreed during appraisal is that cities should assure that their staff participate to monitoring implementation of works. Local consultative forums, operating in the six cities of the parent Project, will be established in the three new cities to facilitate dialogue between civil society representatives and local authorities ensuring Local Development Plans are created through a participatory priority-setting process. Local NGOs are also being recruited to carry out awareness-raising activities related to urban governance, and this approach will continue under the AF. In addition, the project will target involvement of beneficiaries more in the maintenance of infrastructures, especially drainage. As in the parent Project two key types of documents will be used for each of the cities included in the AF: (i) delegated contract management arrangements will be signed between the project cities and the SP to delegate implementation of activities formally under the city’s responsibility to the SP (given the cities capacity constraints and fiduciary risk); and (ii) city contracts will be signed by the government, provincial authorities and city authorities to clearly set out the rights and responsibilities of the parties under the project. The project is further designed to make use of relevant national teaching and training institutions, such as the provincial local government training institutions developed with support from the Bank-funded Governance Enhancement Project (PRCG) for training of city staff and the Institute of Architecture and Urban Planning for elaboration of urban reference plans for project cities. Further synergies will be sought with training and teaching institutions as part of development of a programmatic approach to ensure local capacity is built in a sustainable manner. The Office de Voirie et Drainage (OVD) has been strengthened under the parent Project through technical assistance to improve quality of the technical designs and also carry out economic analysis of roads. This agency will continue to be responsible for all technical and economic studies related to road rehabilitation works. Project Management is being strengthened in connection with the AF to ensure capacity for implementation in three additional cities. The PS has had challenges in delivering and communicating with stakeholders in project cities. This is partially explained by the skills and experience of the civil servants that make up the SP (complemented by two consultants assuring the overall responsibility for procurement and financial management). They have however, gradually improved activity implementation over the course of the project and will be able to implement the additional activities, with the assistance of targeted technical assistance in strategic areas of project management, infrastructure, and communication. In addition, a communications expert will be added to the SP through the proposed AF to assure better communication. Procurement arrangements will remain largely unchanged and the project will continue to use the procurement guidelines applicable to the parent Project (the old procurement guidelines, as the PCN Review Meeting was held before July 1, 2016, but in the updated version of 2014). Review thresholds will not change compared to those presented in the PAD of the parent Project. A post-procurement review has confirmed proper use of thresholds and procedures, but procurement overall is rated Moderately Satisfactory due to delays in processing procurement and the termination of a contract with a non-performing consultant. The PAD had foreseen that project cities could be charged with implementing some activities under the project following the Mid-Term Review (MTR). However, it has taken some time to put procurement units in project cities in place and thus this shift in implementation responsibility will take longer. The AF will however continue to study the possibility of letting one or two cities implement minor activities on a pilot basis. Financial management and disbursement arrangements will change somewhat for the AF, as disbursement categories have been modified to take into account the AF. Financial management is rated Satisfactory. Financial monitoring reports are produced on time and acceptable by the Bank and annual audits are delivered on time and unqualified. The existing implementing unit of PDU will execute this proposed AF; a full financial management assessment of this unit was carried out in 2013 in accordance with the Financial Management Practices Manual issued by the Financial Management Sector Board on November 3, 2005 as revised in March 2010. In this regard, a review of the financial management system (budgeting, staffing, financial accounting, financial reporting, funds flow and disbursements, internal and external audit arrangements) was conducted. The assessment concluded that the overall residual financial management risk is substantial due to Country's context. The financial management staff includes a Financial Manager, who is responsible for financial and administrative matters, and two accountants. They have been trained in the use of WB procedures as well as the accounting software over the three years of project implementation. Going forward and in order to strengthen the financial management system, the following actions will need to be implemented: (i) updating the existing manual of procedure and upgrading the software TOM2PRO to take into consideration the specificity of the new project; (ii) addition of one additional accountant to the project unit given the additional workload; (iii) agreeing on the format and content of Unaudited Interim Financial Reporting’s as for the initial project; (iv) the funds will be managed through one bank account to be opened and maintained by the Project Coordinating Unit in a commercial bank acceptable to IDA. Monitoring and Evaluation has steadily improved over the course of the project. It is currently rated Moderately Satisfactory, as activity monitoring is not fully satisfactory although results data is produced on time. A staff of the MUPH Department of Urban Statistics joined the PS two years into implementation and has received formal and on-the-job training to carry out M&E activities, which is steadily improving the quality of data and of activity and results monitoring. One of the MTR recommendations was to develop a formal M&E plan, which will be implemented as part of the AF. Implementation support has been provided through twice yearly extended project implementation support missions and regular videoconferences with the project unit. Visits by the Bank team to project cities have been regular, about once or twice a year to one of the project cities. Going forward, additional project support resources will be mobilized to assure a higher frequency of visits to project cities in connection with supervision missions. . III. SAFEGUARD POLICIES THAT MIGHT APPLY Safeguard Policies Triggered? Explanation (Optional) Environmental Assessment OP/BP Yes Project funds will be spent on infrastructure in 4.01 nine cities, and are not sufficient to fund major new construction. Some new construction might be funded by the project, but this will take place mainly under the urban governance component, meaning that communities will participate in selecting infrastructure investments that will only affect local neighborhoods, and will not involve major or irreversible environmental and social impacts. The overall environmental impact of the project is expected to be positive. The ESMF of the parent Project was updated, consulted upon and disclosed during preparation of the Additional Financing to cover the expanded geographic scope of the project and the additional activities, not all of which are known at appraisal. The required ESIAs/EMPs for known investment in the three new cities under the AF were prepared, consulted upon and disclosed and further ESIAs/EMPs will be prepared, consulted upon and disclosed during project implementation, as investments are determined. Natural Habitats OP/BP 4.04 No As the project will be implemented in urban areas, this policy is not triggered. Forests OP/BP 4.36 No As the project will be implemented in urban areas, this policy is not triggered. Pest Management OP 4.09 No This policy is not triggered. Physical Cultural Resources OP/BP Yes Given the selected cities and the possibility 4.11 that physical cultural resources could be in the project area, the policy has been triggered, and the ESMF includes proposed mitigation measures. Indigenous Peoples OP/BP 4.10 No As the project will be implemented in urban areas, the OP 4.10 will not apply. Involuntary Resettlement OP/BP 4.12 Yes Component 1 of the project (Primary infrastructure) is likely to induce adverse impacts on livelihoods, restrict access and may involve land take. Involuntary resettlement will, however, be limited, and should mainly be partial and/or temporary (such as for the rehabilitation of markets). All investments of the Additional Financing are not yet selected, therefore the exact project locations are not yet known for most of the sites. Given the potential for land acquisition in the additional financing, the Resettlement Policy Framework (RPF) of the Parent Project was updated, consulted upon and disclosed to address and mitigate any adverse impacts resulting from involuntary resettlement under the Additional Financing. A RAP has been prepared for AF investments as required based on the ESIA for the known Kisangani site. For the other two investments for which sites are known at appraisal, the ESIA confirmed that there is no occupation on the right of way or on the construction site, and no persons will be affected by the project in these sites. The required instruments (RPF and RAP for Kisangani) were disclosed in country and on the World Bank Infoshop. RAPs will be prepared for the other AF investments, if required, once the locations are identified, and disclosed in country and on the World Bank Infoshop prior to commencement of works. Safety of Dams OP/BP 4.37 No This policy is not triggered as no dam is involved. Projects on International Waterways No This policy is not triggered. OP/BP 7.50 Projects in Disputed Areas OP/BP No This policy is not triggered. 7.60 . IV. Key Safeguard Policy Issues and Their Management A. Summary of Key Safeguard Issues 1. Describe any safeguard issues and impacts associated with the proposed project. Identify and describe any potential large scale, significant and/or irreversible impacts: The existing Environmental and Social Management Framework (ESMF) has been updated to guide the management of environmental and social safeguards risks. Environmental and Social Impact Assessments (ESIAs) and any Associated Environmental Management Plans (EMPs) and ensuing Resettlement Action Plans (RAPs) will be prepared, for investments that are not know at appraisal, in line with recommendations according the ESMF and Resettlement Policy Framework (RPF) requirements. For investments that are known at appraisal, Environmental and Social Impact Assessments (ESIAs) and Associated Environmental Management Plans (EMPs) have been prepared, consulted upon and disclosed. The actions required under the approved EMPs and RPFs/RAPs, including compensation payments and resettlement, are to be implemented prior to commencement of the associated civil works, and will be completed prior to initiating those works. The commencement of those works will be subject to IDA's confirmation. As aforementioned, considering that the exact site locations of all project specific interventions for the Additional Financing are not yet determined with certainty, the Borrower updated the RPF of the Parent Project and was be disclosed to take into account the inclusion of three additional cities (Kisangani, Goma, and Kolwezi) in the project. An ARAP has been prepared for the Kisangani civil works (3.3 kilometers of road upgrading) as it is the only specific intervention area where investments are currently known and for which a RAP/ARAP is required according to the ESIA. The instruments were published in country and in the World Bank Infoshop. 2. Describe any potential indirect and/or long term impacts due to anticipated future activities in the project area: No potential and/or long term adverse environmental and social impacts are anticipated due to project investments. 3. Describe any project alternatives (if relevant) considered to help avoid or minimize adverse impacts. Not relevant. 4. Describe measures taken by the borrower to address safeguard policy issues. Provide an assessment of borrower capacity to plan and implement the measures described. During project preparation and implementation of the original UDP, the government established a good institutional foundation for preparing, managing and monitoring potential adverse environmental and social impacts that the proposed project is expected to generate. The Ministry of Urban Planning and Housing (MUPH) with the support of the Bank, created a Project Coordination Unit (PCU) which included an environmental unit to ensure the mitigation of adverse environmental and social impacts. The MUPH has demonstrated its knowledge and experience in implementing the Bank safeguards policies, including disclosure of the safeguards instruments under the parent project. The updated Environmental and Social Management Framework (ESMF), RPF, and RAP of the proposed additional financing includes mitigation measures to minimize localized environmental and social impacts that may result from the civil works. Some of the environmental mitigation measures include: • Minimization of nuisances during construction, including noise, dust, disruption of drainage and access. • Adequate drainage as an element of road rehabilitation. • Provision of water and sanitation in the rehabilitation of schools, health centers and markets. • Safe disposal of medical waste from health centers to be rehabilitated. • Sanitary management of solid waste at markets to be rehabilitated. • Safe clean water quality as an element of investments in water supply. However, during the parent project’s implementation, the environmental focal point left the project which caused safeguards monitoring issues noted in the safeguards audit report. Two safeguards specialists (environmental and social) have been recruited by the PCU for the AF project. 5. Identify the key stakeholders and describe the mechanisms for consultation and disclosure on safeguard policies, with an emphasis on potentially affected people. Under the proposed additional financing, the urban populations are consulted and included in setting priorities for interventions at the city level through elaboration of local development plans, annual programming of investments, and public consultations on budget preparation and implementation. The government is looking to expand these good experiences to other cities, and combine this with investments in structuring and neighborhood infrastructure. The ESMF, RPF and ARAP were prepared in a participatory manner, at all levels. Stakeholders included the civil society, local communities as well as local, city and provincial administrations. . B. Disclosure Requirements Environmental Assessment/Audit/Management Plan/OtherPHEnvDelete Date of receipt by the Bank 02-Mar-2017 Date of submission to InfoShop 02-Mar-2017 For category A projects, date of distributing the Executive Summary of the EA to the Executive Directors "In country" Disclosure PHEnvCtry Congo, Democratic Republic of 02-Mar-2017 Comments: Resettlement Action Plan/Framework/Policy ProcessPHResDelete Date of receipt by the Bank 15-Mar-2017 Date of submission to InfoShop 15-Mar-2017 "In country" Disclosure PHResCtry Congo, Democratic Republic of 15-Mar-2017 Comments: If the project triggers the Pest Management and/or Physical Cultural Resources policies, the respective issues are to be addressed and disclosed as part of the Environmental Assessment/Audit/or EMP. If in-country disclosure of any of the above documents is not expected, please explain why:: . C. Compliance Monitoring Indicators at the Corporate Level PHCompliance OP/BP/GP 4.01 - Environment Assessment Does the project require a stand-alone EA Yes [X] No [] NA [] (including EMP) report? If yes, then did the Regional Environment Unit or Practice Manager (PM) review and approve Yes [X] No [] NA [] the EA report? Are the cost and the accountabilities for the Yes [X] No [] NA [] EMP incorporated in the credit/loan? PHCompliance OP/BP 4.11 - Physical Cultural Resources Does the EA include adequate measures related Yes [X] No [] NA [] to cultural property? Does the credit/loan incorporate mechanisms to mitigate the potential adverse impacts on Yes [X] No [] NA [] cultural property? PHCompliance OP/BP 4.12 - Involuntary Resettlement Has a resettlement plan/abbreviated plan/policy framework/process framework (as appropriate) Yes [X] No [] NA [] been prepared? If yes, then did the Regional unit responsible for safeguards or Practice Manager review the Yes [X] No [] NA [] plan? Is physical displacement/relocation expected? Yes [] No [X] TBD [] Is economic displacement expected? (loss of assets or access to assets that leads to loss of income sources or other means of livelihoods) Yes [X] No [] TBD [] 3,000 Provide estimated number of people to be affected PHCompliance The World Bank Policy on Disclosure of Information Have relevant safeguard policies documents Yes [X] No [] NA [] been sent to the World Bank's Infoshop? Have relevant documents been disclosed in- country in a public place in a form and language Yes [X] No [] NA [] that are understandable and accessible to project-affected groups and local NGOs? PHCompliance All Safeguard Policies Have satisfactory calendar, budget and clear institutional responsibilities been prepared for Yes [X] No [] NA [] the implementation of measures related to safeguard policies? Have costs related to safeguard policy measures Yes [X] No [] NA [] been included in the project cost? Does the Monitoring and Evaluation system of the project include the monitoring of safeguard Yes [X] No [] NA [] impacts and measures related to safeguard policies? Have satisfactory implementation arrangements been agreed with the borrower and the same Yes [X] No [] NA [] been adequately reflected in the project legal documents? V. Contact point World Bank PHWB Contact:Mahine Diop . Title:Senior Municipal Engineer . Borrower/Client/Recipient PHBorr Name:Ministry of Finance Contact:Jules Cesaire Yaganza Title:Director . Email:legrand_cesar@yahoo.fr . . Implementing Agencies PHIMP Name:Ministry of Finance Contact:Honore Tshiyoyo Title:Coordinator . Email:minfinrdc@micronet.cd . . VI. For more information contact: . The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 473-1000 Web: http://www.worldbank.org/projects VII. Approval Task Team Leader(s): Name:Mahine Diop Approved By: PHNonTransf Safeguards Advisor: Name: Maman-Sani Issa (SA) Date: 20-Mar-2017 Practice Manager/Manager: Name: Meskerem Brhane (PMGR) Date: 20-Mar-2017 Country Director: Name:Ahmadou Moustapha Ndiaye (CD) Date:21-Mar-2017