The World Bank Enabling Digital Governance in Serbia (P164824) Combined Project Information Documents / Integrated Safeguards Datasheet (PID/ISDS) Appraisal Stage | Date Prepared/Updated: 04-Mar-2019 | Report No: PIDISDSA25372 Feb 06, 2019 Page 1 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) BASIC INFORMATION OPS_TABLE_BASIC_DATA A. Basic Project Data Country Project ID Project Name Parent Project ID (if any) Serbia P164824 Enabling Digital Governance in Serbia Region Estimated Appraisal Date Estimated Board Date Practice Area (Lead) EUROPE AND CENTRAL ASIA 18-Feb-2019 24-Apr-2019 Governance Financing Instrument Borrower(s) Implementing Agency Investment Project Financing Republic of Serbia Office for Information Technologies and Electronic Goverment Proposed Development Objective(s) To improve access, quality, and efficiency of selected administrative e-Government services. Components Foundations for Digital Service Delivery Transforming Services for Citizens, Businesses, and Government Digital Skills Development, Institutional Strengthening and Change Management PROJECT FINANCING DATA (US$, Millions) SUMMARY -NewFin1 Total Project Cost 55.00 Total Financing 55.00 of which IBRD/IDA 50.00 Financing Gap 0.00 DETAILS -NewFinEnh1 World Bank Group Financing International Bank for Reconstruction and Development (IBRD) 50.00 Non-World Bank Group Financing Feb 06, 2019 Page 2 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) Counterpart Funding 5.00 Borrower/Recipient 5.00 Environmental Assessment Category B-Partial Assessment Decision The review did authorize the team to appraise and negotiate Other Decision (as needed) B. Introduction and Context Country Context 1. Following years of recession and slow growth, the Serbian economy expanded by 1.8 percent on average over the previous three years (2015-2017), while a stronger growth of 3.5 percent was estimated for 2018. Over the previous three years, growth started to recover on the back of higher investment (average annual growth of 8.3 percent annually) and strong growth of exports (up 10.7 percent annually in real terms). Consumption recovered as well, but at a slower pace (at 1 percent annually in real terms). Growth of the industry and services sectors contributed most to the overall growth of the economy over the previous three years, while agriculture had a negative contribution to growth in 2015 and 2017. For 2018, growth was broad-based with all three major sectors growing faster than last year. As a result, the growth in 2018 reached 4.2 percent. The medium-term growth projections depend crucially on deeper and timelier structural reforms and progress with EU accession. 2. The Government of Serbia (GOS) has implemented a successful fiscal adjustment but economic vulnerabilities remain. In 2014, the GOS adopted an ambitious fiscal consolidation and structural reform program supported by the International Monetary Fund (IMF) and the World Bank. In the short term, the program focused on the control of aggregate wage and pension expenditures, improvements in tax administration and reductions in subsidies to SOEs. The implementation of these measures led to the reduction of budget deficits in 2015-2016 and budget surplus of 1.2 percent of GDP in 2017 and 0.5 percent of GDP in 2018, underpinned by strong revenue collection and lower than planned public spending ensuing, among others, from the interest payment savings and under-execution of public investment. As a result of prudent fiscal policies, public debt continues to decline and stood at 54.3 percent of GDP (at the end of December 2018), and is expected to continue declining during 2019, albeit at a slower pace. However, the country remains vulnerable to spillovers from regional developments and market volatility and thus ensuring fiscal sustainability and supporting private sector development, growth and formal employment are important for Serbia’s economic performance in the long term. Feb 06, 2019 Page 3 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) 3. Over this same period, the prospects for accession to the European Union (EU) provided an impetus for a broad spectrum of reforms. In November 2007, Serbia initiated a Stabilization and Association Agreement with the EU. In 2012, it was granted an EU candidate status. Since the formal start of the accession negotiations in 2014, progress has evolved largely following its predicted trajectory. As of December 2018, Serbia opened 16 out of 35 chapters of the EU’s acquis communautaire, of which two are provisionally closed. Sectoral and Institutional Context 4. The EU accession path has provided strong motivation to advance the transformation of the Serbian public sector. The GOS has prioritized the use of e-Government tools to improve public service delivery. As part of transforming the Serbian public sector into a more modern, efficient, and citizen-centric administration, the GOS has introduced performance-oriented measures and is promoting the use of information technologies in public service delivery. The most recent EU assessment1 on Serbia recognize that creating a more user-oriented administration remains a key government priority. 5. International and regional experience shows the benefits of simplifying processes, increasing efficiency, and lowering costs for infrastructure and maintenance of ICT systems for improved public service delivery. Governments such as Denmark, Estonia, Finland, the Netherlands, Singapore, India and Uruguay are moving to ICT solutions with tangible results including reductions in ICT costs (through automatized data exchange), increased productivity, improved accountability and transparency, and improvements in service delivery. The benefits of such reforms are significant from both the governance and economic perspectives. For example, over the last decade many countries have reduced the time and cost for accessing services by between 25 and 50 percent2, resulting in improved Doing Business rankings, along with increased private investment and job creation. 6. In 2015 Serbia approved an Electronic Government Development Strategy for the period 2015-2018; and a follow up strategy is being developed for the next three years. In 2014, an assessment conducted by the EU on the status of electronic government concluded that Serbia is among the countries that have placed stronger emphasis on advancing e-Government. Serbia has implemented several activities for the development of telecommunications, expansion of broadband connectivity, the enhancement of e- Government and the development of an Agency for Information Society. Unfortunately, most of these efforts have been fragmented, uncoordinated and only partially funded. To steer the reform process and to oversee the implementation of all the government strategies, the GOS created the Office of Information Technology and e-Government (OITeG) under the Prime Minister’s Office in 2017. 1 Serbia 2018 Report, European Commission – April 17, 2018 (https://ec.europa.eu/neighbourhood- enlargement/sites/near/files/20180417-serbia-report.pdf) 2 Mckinsey Global Institute, Digital Finance for All, Powering Inclusive Growth in Emerging Economies – September 2016 (https://www.mckinsey.com/~/media/McKinsey/Featured%20Insights/Employment%20and%20Growth/How%20digital%20fina nce%20could%20boost%20growth%20in%20emerging%20economies/MGI-Digital-Finance-For-All-Executive-summary- September-2016.ashx) Feb 06, 2019 Page 4 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) 7. The OITeG‘s mandate is to expand the use of ICTs in Serbia and to foster the digitalization of public sector services to improve quality, efficiency, innovation, competitiveness and growth. The OITeG is the main agency tasked with the implementation of the e-Government Strategy and Action Plan. However, the policy and regulatory functions in matters of digitalization and e-Government are shared between the Ministry of Public Administration and Local Self-Government (MPALSG) and the Ministry of Trade, Tourism and Telecommunications (MTTT). The OITeG requires strengthening in order to implement and advance the GOS e-Government agenda. 8. Under the leadership of the OITeG and MPALSG a new 3-year strategy for advancement of the e- Government agenda for the period 2019-2021 is expected to be adopted by mid-20193. The strategy will build on lessons learned and assess the impact of the implementation of the previous strategy while articulating new priorities for advancing e-Government. Through the technical leadership provided by the OITeG, the GOS is better equipped to implement and monitor the new strategy. The OITeG will address key challenges impacting the roll out of e-Government including by simplifying complex institutional arrangements, overlapping mandates, uncoordinated initiatives and fragmentation in the implementation of priorities as well as limitations in terms of infrastructure, capacity and coverage. Government-wide strategic coordination has advanced through the creation of the Coordination Council for e-Government where priority projects to improve digital infrastructure and advance e-services are discussed. Stronger leadership of the agenda is emerging with the establishment of the OITeG, which is mandated to operationalize activities and projects that correspond to strategic plans for e-Government. Moreover, the development of the new strategy has been informed by preparatory activities for the proposed project; as such, the strategy anticipates the Project as a key instrument for its implementation. 9. Serbia could benefit from improved access to better quality and more efficient e-services. Access to e- Government services is limited. Moreover, e-services, when provided, are poor in terms of quality, reliability and attention to service standards. Many registries and information data bases are fragmented making e-services inefficient and imposing additional burden in terms of time and cost to citizens and businesses when engaging with the Government. For example, access to services barriers include requiring a different mode of identification in each portal; quality of service barriers include limited degrees of security in transactions; and effectiveness barriers include officials requiring physical-evidence (paper-slip with a stamp from the corresponding institution) from citizens using e-payment as systems are not yet interconnected. Foundational Challenges 10. Serbia faces several challenges in advancing its e-Governance agenda. Foundational infrastructure is not in place, regulatory frameworks are weak and online services currently available are the result of sectoral initiatives and not part of a coherent and coordinated reform strategy. Furthermore, the institutional arrangements and public sector capabilities are not conducive to coordinated action for digitalization of services. 11. The primary legislation for the e-Government has been adopted, however the operationalization of these laws is lagging. The Law on e-Government was adopted in April 2018 and the Law on Electronic 3 The process is supported by the EU Delegation in Serbia. Feb 06, 2019 Page 5 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) Document, Electronic Identification and Trusted Services in E-Commerce, was adopted in October 2017. Some of the important bylaws, necessary for full operationalization of the primary legislation, are yet to be enacted (for example, regulations on data storage and management) or harmonized to new EU standards (such as regulations on electronic identification and e-trusted services). Although the existing secondary legislation is sufficient to anchor the first phase of the Project, the Project will provide technical assistance for the development of the missing regulation that will enable the implementation of the following phases. A detailed regulatory gap analysis was conducted as part of the Project design to identify vacuums in primary and secondary legislation as well as to provide a roadmap for required technical assistance under the Project. The GOS acknowledges that the lack of an appropriate regulatory framework hinders further development of e-services and digitalization limiting economic development and growth. Having a clearer regulatory framework will also contribute to unleashing the potential of the private sector. 12. The necessary cross-cutting foundations to support the digitalization of services are missing. A Government e-portal, a Government Service Bus (GSB)4, digital signatures, and e-payment of administrative fees all exist as stand-alone efforts. However, there is a need for establishing interoperability standards, procedures and other enabling foundations for the expansion of digital services. While, online services exist for both businesses (such as construction e-licensing services) and citizens (such as the open data portal, e-birth certificate and the e-enrollment for preschool), the selection of these e-services has often been done without considerations of service demands by users. Likewise, digitalization was done without a common methodology limiting the opportunity for scalability and replicability to other services. Furthermore, since reforms have been designed and conducted in isolation, though citizens can access some e-services through the service portal, the back end of the service processing and delivery is not interconnected to all necessary registries, and therefore still conducted manually, through paper-based and outdated processes. For instance, users of the e-birth certificate registration reported that they must wait 12 days to receive the birth certificate compared to receiving the certificate immediately, if they provide hard-copy documents required for the registration. 13. Efforts to introduce the use of electronic services in Serbia are currently underway, including digital signatures, e-payment of administrative fees, e-Government Portal5, Government Interoperability Platform (i.e. Government Services Bus), government data center and open data portal. However, the expansion of e-service delivery to citizens, businesses and government requires much greater investment in the interoperability of existing systems and implementation of cybersecurity protocols and infrastructure6. Currently there are over 180 registries in use by various government departments and ministries that operate in silos and hinder data exchange. Information and data collected electronically is not used to improve service delivery but as a backup to the paper files or reference. Lack of clarity in mandates to collect data results in inefficiencies and inconsistencies and undermines effective service delivery. Although efforts have been made to try to address these issues through, for example, the creation of a Central Registry for Mandatory Social Insurance (CROSO) to ease data exchange between 4 This is the core of the interoperability platform. For an explanation of the government/enterprise service bus concept see: https://www.gartner.com/doc/1405237/enterprise-service-bus-definition 5 https://www.euprava.gov.rs/en 6 The Parliament has adopted a new Law on Protection of Personal Data which is fully compliant with GDPR. Feb 06, 2019 Page 6 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) the Tax Office, Pension Insurance Fund, Health Insurance Fund and the Social Contributions Fund, actual improvements have been modest. Service Transformation Challenges 14. The GOS aims to use e-Government tools to improve administrative service delivery and build trust in citizens and businesses. Existing processes for accessing administrative services are slow, outdated and prone to corruption. While citizens can access some e-services through the GOS e-Portal, the back end of service processing and delivery continues to be conducted manually, business processes remain paper- based, and are based on procedures in place for decades. The GOS spends significant financial resources on paper, printing, and the storage of physical documents, including the constructions and maintenance of registries and warehouses. Furthermore, outdated regulations, limited flow of information, and a bureaucratic “paper-based culture�, result in public officials unnecessarily requesting physical copies of documents for various administrative purposes. This results in the inability to cross reference and use and re-use information already in the hands of the Public Administration. Almost no institution manages and stores files according to appropriate e-Government legislation. The GOS needs to implement tools to handle and manage documentation through a Data and Document Management System (DDMS), which includes office administration management system and e-archiving solution. 15. The modernization of service delivery and the provision of on-line services can increase trust and transparency between citizens and government, as well as improve the efficiency, effectiveness, quality and accessibility of government services. This would require simplifying procedures and eliminating redundancies. Several e-services portals already exist, offering various services to citizens and businesses. These portals are at present not interconnected and provide different levels of service to users. As the portals are managed by different entities, each may require a different mode of identification and offer different degrees of security in their transactions. A consolidated e-Government Portal has the potential to lower transaction costs significantly for all users (Government, citizens, businesses). The integration of registries and the improvement of an interoperability platform can also provide efficiency to critical government to government (G2G) transactions such as human resource management, financial management, and other administrative back-office functions. 16. Piloted e-services have yielded modest results. Citizen focused e-services initiatives such as the issuing of e-birth certificate and the establishment of an e-licensing platform for construction permits have had limited outcomes but are popular and seem to have increased demand for more e-Government services. For citizens and businesses, an increase in the provision of e-services results in increased transparency and reduced time and cost of obtaining information and accessing administrative services. Initial services under consideration by the GOS for digitalization include: for citizens (i) registration for social benefits, (ii) property transfer tax, and (iii) registration with the National Employment Service; and, for businesses (i) VAT return, (ii) amendments to company registration, and (iii) document submission for import and exports. Service and User Capacity Challenges 17. Citizens and public sector workers lack necessary digital skills to access, use and benefit from e-services and part of the population is currently digitally excluded. Without adequate training and capacity building the digital divide will only deepen. It is estimated that within twenty years, 90 percent of all Feb 06, 2019 Page 7 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) public sector jobs will require a certain degree of digital skills7. Provision of effective digital skills is essential to ensure the public workforce is prepared for future technological change and training for newly required skills should have an equal focus on women and men. 18. Government employees need to be trained to be able to incorporate the use of ICT into their work. Given limited digital skills in the public sector, the Project will implement change management and institutional capacity building activities, taking into consideration the equal opportunity provided for men and women. The training program for newly required skills will include employees in local self-government (where targeted services are delivered at the sub-national level). In addition, digital literacy engagement activities will be implemented to enable the uptake of e-Government services. 19. Building on the Government’s commitment to advance the e-Government agenda, the proposed operation supports activities designed to strengthen public sector institutions and establish the foundations for sustained improvements in the access to and quality of e-Government services to enhance productivity, competitiveness and job creation. For the GOS, e-Government is one of the main facilitators driving improvements in the quality, efficiency and cost effectiveness of services provided to its citizens and businesses and to other branches of Government. The GOS acknowledges that previous strategies were short on implementation. EDGe potential for success is significantly increased with strong political and technical leadership provided by the Prime Minister and with establishment of the OITeG, mandated to set up the foundations, to address the implementation gap, and to materialize the digital Serbia. C. Proposed Development Objective(s) Development Objective(s) (From PAD) To improve access, quality, and efficiency of selected administrative e-Government services. Key Results 20. Successful achievement of the PDO above will be measured with the following outcome level indicators: a) Access to e-services: (i) Number of citizens and businesses accessing e-services, disaggregated by gender and size of business, and (ii) Number of public services digitalized and available online targeted at citizens and businesses. b) Quality: Average increase in user satisfaction with the selected e-services provided, disaggregated by gender and size of businesses. c) Efficiency: Amount of time (days/hours) it takes for citizens and businesses to obtain selected digitalized e-services. 7 Digital Skills and Inclusion (2017) See. https://www.gov.uk/government/publications/uk-digital-strategy/2-digital- skills-and-inclusion-giving-everyone-access-to-the-digital-skills-they-need Feb 06, 2019 Page 8 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) D. Project Description 21. The proposed Enabling Digital Governance (EDGe) project is designed as an institutional reform project to support the GOS and OITeG in improving access, quality and efficiency of selected e-Government administrative services. The Project is designed using an investment project financing (IPF) approach organized around 3 separate but interlinked components. Some activities require phasing while others can be implemented in parallel. • Foundations for Digital Service Delivery – Ensuring the foundations for e-Government advancement are in place, including the regulatory environment, implementation of the interoperability platform, cybersecurity and resilience; • Transforming Services for Citizens, Businesses and Government – Comprising the stocktaking of public services followed by data and document management, business process re-engineering, and digitalization of selected services based on objective criteria including citizens/business demand, time/money savings, improvements in transparency and accountability, reductions in gender gap, tackling digital divide (urban vs. rural, gender, education, access, cost, etc.), and volume and level of complexity; • Digital Skills Development, Change Management and Institutional Strengthening – Supporting change management activities in the public administration to implement the e-Government agenda, strengthen OITeG’s convening and advocacy capacities to lead e-Government reforms and tackle resistance. This component will also support project management. E. Implementation Institutional and Implementation Arrangements 22. Project implementation will build on already established institutional arrangements for e-Government reform. Implementation arrangements reflect the importance and engagement of various agencies and stakeholder engagement, critical for project success. 23. The Coordination Council for e-Government, established by the GOS in February 2018, is the Government highest coordination body for the e-Government agenda. While it will not be officially part of the project, it serves as the national body providing strategic direction and ensuring cross-government coordination of the broader e-Government agenda. The Project will therefore benefit from the strategic directions set by this national body. The Coordination Council will not be responsible for any operational decisions related to the Project implementation and is limited to advisory role at a very high level. 24. The Project will establish an inter-agency Steering Committee and an OITeG-led Management Committee, two bodies which will be tasked to oversee and support implementation of the project activities. The Steering Committee’s primary function is to help overcome administrative hurdles and bottlenecks in the Project implementation. It will meet quarterly or as needed to assess progress, achievement of results, to provide necessary guidance, and high-level traction as needed. It will be chaired by the Prime Minister with participation of the Minister of Finance and the Director of the OITeG and representatives of the following ministries that are central to the roll-out of e-government: MTTT; Justice; MPALSG, Ministry of Interior, and other relevant line ministries as required. Feb 06, 2019 Page 9 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) 25. The Management Committee established in the OITeG will oversee the working groups that may be required for facilitating the digitalization of services. It will be chaired by the Director of the OITeG and will convene on a monthly basis to discuss progress with Project activities, identify necessary actions leading to the digitalization of services and approve operating plans. The OITeG and MOF are core members of the Management Committee which will later be expanded to include line ministries and other agencies whose services are going to be digitalized. The Management Committee will pay special attention to the implementation and results from the change management activities. The Management Committee will also identify project bottlenecks which impact implementation of activities and report to the Steering Committee for intervention, as necessary. 26. The PIU in the OITeG will be responsible for the day-to-day implementation of project activities. The Director of the OITeG will serve as a Project Director. The Project Director will oversee work of the PIU that will be led by a Project Manager. The Project Director will serve as a focal point for the communication with the World Bank on the Project related issues. He will be supported by a PIU responsible for the day to day implementation, fiduciary management in collaboration with the CFU placed in the MOF, project monitoring and evaluation, supporting compliance with the World Bank Safeguard Policies as well implement the Project specific grievance redress mechanism, etc. The Project Director will approve project related reports that will be submitted to the World Bank. . F. Project location and Salient physical characteristics relevant to the safeguard analysis (if known) The project will finance consulting services and procurement of goods and services in the area of information technology (both hardware and software). Equipment expected to be purchased under the project for the DRDC in Kragujevac, which is consider an associated facility triggering OP 4.01 and OP 4.12. Physical area of work covers cities of Beograd and Kragujevac, which are both fully urbanized areas. As per PCN, specific ESMF has been prepared, approved and disclosed in accordance with the OP4.01. The ESMF was published on the client’s web site on February 19, 2019. G. Environmental and Social Safeguards Specialists on the Team Roxanne Hakim, Social Specialist Nikola Ille, Environmental Specialist SAFEGUARD POLICIES THAT MIGHT APPLY Safeguard Policies Triggered? Explanation (Optional) As per PCN, specific ESMF has been prepared, Environmental Assessment OP/BP 4.01 Yes approved and disclosed in accordance with the Feb 06, 2019 Page 10 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) OP4.01. The ESMF was published on the client’s web site on February 19, 2019. Performance Standards for Private Sector No Activities OP/BP 4.03 Natural Habitats OP/BP 4.04 No Forests OP/BP 4.36 No Pest Management OP 4.09 No Physical Cultural Resources OP/BP 4.11 No Indigenous Peoples OP/BP 4.10 No As per PCN, specific RPF has been prepared, approved and disclosed in accordance with the Involuntary Resettlement OP/BP 4.12 Yes OP4.12. The RPF was published on the client’s web site on February 19, 2019. Safety of Dams OP/BP 4.37 No Projects on International Waterways No OP/BP 7.50 Projects in Disputed Areas OP/BP 7.60 No 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: There are no major safeguard issues identified under the ESMF under the project level. The location of the Disaster Recovery Data Center (DRDC) is in a fully urbanized area with good transport and communication lines. There is no large scale, significant and/or reversible impacts identified at this stage. 2. Describe any potential indirect and/or long term impacts due to anticipated future activities in the project area: There will be no indirect or long-term impacts due to anticipated activities in the project area. The civil works will be undertaken in a fully urbanized area. Established good engineering practice will be applied during the execution of civil works. 3. Describe any project alternatives (if relevant) considered to help avoid or minimize adverse impacts. There is no alternative to construction of the DRDC. This is a new facility which is to be build by the client. 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. The ESMF describes in detail measures to be undertaken during the construction of the DRDC in Kragujevac. Potential impacts would come as a result of the usual scope of civil works in urban areas. The most important measures are related to health and safety of general population, management of construction waste, organization of transport, Feb 06, 2019 Page 11 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) communications, waste-water management, and occupational health and safety. The borrower has strong institutional and legal systems to deal with related impacts. The client will engage a professional to manage the construction of the DRDC and to manage potential negative impact. 5. Identify the key stakeholders and describe the mechanisms for consultation and disclosure on safeguard policies, with an emphasis on potentially affected people. ESMF and RPF have been disclosed in compliance with OP4.01 and OP4.12. Stakeholders have been consulted during the preparation of these documents. Public consultation was carried out in the period from January 29, 2019, to February 7, 2019. The final ESMF has been published on the client's website on February 19, 2019. B. Disclosure Requirements OPS_EA_DISCLOSURE_TABLE Environmental Assessment/Audit/Management Plan/Other For category A projects, date of Date of receipt by the Bank Date of submission for disclosure distributing the Executive Summary of the EA to the Executive Directors 12-Feb-2019 22-Feb-2019 "In country" Disclosure Serbia 12-Feb-2019 Comments Final ESMF is available at the client's website. OPS_RA_D ISCLOSURE_T ABLE Resettlement Action Plan/Framework/Policy Process Date of receipt by the Bank Date of submission for disclosure 12-Feb-2019 22-Feb-2019 "In country" Disclosure Serbia 12-Feb-2019 Comments Final RPF is available at the client's website. C. Compliance Monitoring Indicators at the Corporate Level (to be filled in when the ISDS is finalized by the project decision meeting) OPS_EA_COMP_TABLE OP/BP/GP 4.01 - Environment Assessment Feb 06, 2019 Page 12 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) Does the project require a stand-alone EA (including EMP) report? No OPS_IR_ COMP_TA BLE OP/BP 4.12 - Involuntary Resettlement Has a resettlement plan/abbreviated plan/policy framework/process framework (as appropriate) been prepared? Yes If yes, then did the Regional unit responsible for safeguards or Practice Manager review the plan? Yes OPS_ PDI_ COMP_TA BLE The World Bank Policy on Disclosure of Information Have relevant safeguard policies documents been sent to the World Bank for disclosure? Yes Have relevant documents been disclosed in-country in a public place in a form and language that are understandable and accessible to project-affected groups and local NGOs? Yes All Safeguard Policies Have satisfactory calendar, budget and clear institutional responsibilities been prepared for the implementation of measures related to safeguard policies? Yes Have costs related to safeguard policy measures been included in the project cost? NA Does the Monitoring and Evaluation system of the project include the monitoring of safeguard impacts and measures related to safeguard policies? Yes Have satisfactory implementation arrangements been agreed with the borrower and the same been adequately reflected in the project legal documents? Yes CONTACT POINT World Bank Carolina Rendon Senior Public Sector Specialist Feb 06, 2019 Page 13 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) Srdjan Svircev Senior Public Sector Specialist Svetlana Vukanovic Senior Transport Specialist Borrower/Client/Recipient Republic of Serbia Implementing Agencies Office for Information Technologies and Electronic Goverment Mihailo Jovanovic Acting Director mihailo.jovanovic@gov.rs 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 APPROVAL Carolina Rendon Task Team Leader(s): Srdjan Svircev Svetlana Vukanovic Approved By Safeguards Advisor: Practice Manager/Manager: Roby Senderowitsch 04-Mar-2019 Country Director: Stephen N. Ndegwa 05-Mar-2019 Feb 06, 2019 Page 14 of 15 The World Bank Enabling Digital Governance in Serbia (P164824) Feb 06, 2019 Page 15 of 15