Document of
The World Bank
FOR OFFICIAL USE ONLY
Report No: RES14017
RESTRUCTURING PAPER
ON A
PROPOSED PROJECT RESTRUCTURING
OF
RIO DE JANEIRO
RENOVATING AND STRENGTHENING PUBLIC MANAGEMENT TECHNICAL
ASSISTANCE PROJECT
August 26, 2010
TO THE
STATE OF RIO DE JANEIRO
WITH THE GUARANTEE OF THE FEDERATIVE REPUBLIC OF BRAZIL
October 30, 2014
Governance Global Practice
Country Management Unit for Brazil
Latin America and Caribbean Region
This document has a restricted distribution and may be used by recipients only in the performance of their official
duties. Its contents may not otherwise be disclosed without World Bank authorization.
i
ABBREVIATIONS AND ACRONYMS
AF Additional Financing
AGE State Audit Agency (Auditoria Geral do Estado)
CPS Country Partnership Strategy
DPL Development Policy Loan
DRM Disaster Risk Management
EMF Environmental Management Framework
GDP Gross Domestic Product
GORJ Government of Rio de Janeiro
IBRD International Bank for Reconstruction and Development
IDA International Development Association
IDEB Basic Education Development Index (Índice de Desenvolvimento da Educação
Básica)
IDERJ Rio de Janeiro Education Development Index (Índice de Desenvolvimento da
Educação Básica do Estado do Rio de Janeiro)
IFR Interim Unaudited Financial Reports
INEA State Environmental Institute (Instituto Estadual do Ambiente)
ISR Implementation Status Report
ORAF Operational Risk Assessment Framework
PAHI Program to Support Interior Regional Hospitals (Programa de Apoio aos Hospitais
Regionais do Interior)
PDO Project Development Objective
RioPrevidência State of Rio de Janeiro Single Social Security Fund
SAERJ Rio de Janeiro State Education Evaluation System (Sistema de Avaliação da
Educação do Estado do Rio de Janeiro)
SEEDUC State Secretariat of Education (Secretaria Estadual de Educação)
SEFAZ State Secretariat of Finance (Secretaria Estadual da Fazenda)
SEPLAG State Secretariat of Planning and Management (Secretaria Estadual de Planejamento
e Gestão)
SES State Secretariat of Health (Secretaria Estadual de Saúde)
SISPAT State Real Estate Management System (Sistema de Gestão do Patrimônio
Imobiliário do Estado)
SUAS Social Assistance System (Sistema Único de Assistência Social)
TERV Waiting time for patients with “green” risk level classification (Tempo de espera do
paciente classificado como risco verde desde o acolhimento)
UGP Project Management Unit (Unidade Gestora de Projeto)
UPA Urgent Care Facility (Unidade de Pronto Atendimento)
Regional Vice President: Jorge Familiar
Country Director: Deborah L. Wetzel
Senior Practice Director: Mario Marcel Cullel
Practice Manager: Arturo Herrera Gutiérrez
Task Team Leaders: Lorena Viñuela and Roland N. Clarke
ii
BRAZIL
RIO DE JANEIRO
RENOVATING AND STRENGTHENING PUBLIC MANAGEMENT TECHNICAL
ASSISTANCE PROJECT RIO DE JANEIRO
CONTENTS
DATA SHEET .................................................................................................................... 4
A. SUMMARY ................................................................................................................ 13
B. PROJECT STATUS.................................................................................................... 13
C. PROPOSED CHANGES ............................................................................................ 14
ANNEX 1: RESULTS FRAMEWORK ........................................................................... 19
ANNEX 2: OPERATIONAL RISK ASSESSMENT FRAMEWORK (ORAF) ............. 30
iii
DATA SHEET
DATA SHEET
Brazil
Brazil - Rio de Janeiro Renovating and Strengthening Public Management (P106768)
LATIN AMERICA AND CARIBBEAN
0000009063
Report No: RES14017
Basic Information
Investment Project
Project ID: P106768 Lending Instrument:
Financing
Regional Vice President: Jorge Familiar Calderon Original EA Category: Not Required (C)
Country Director: Deborah L. Wetzel Current EA Category: Not Required (C)
Senior Global Practice
Mario Marcel Cullell Original Approval Date: 26-Aug-2010
Director:
Practice
Arturo Herrera Gutierrez Current Closing Date: 30-Jun-2015
Manager/Manager:
Lorena Vinuela
Team Leader:
Roland N. Clarke
Borrower: Secretaria de Planejamento e Gestão Rio de Janeiro
Responsible
Agency:
Restructuring Type
Form Type: Full Restructuring Paper Decision Authority: Board Approval
Restructuring Level 1
Level:
Financing ( as of 23-Oct-2014 )
Key Dates
Approval Effectiveness Original Revised
Project Ln/Cr/TF Status Signing Date
Date Date Closing Date Closing Date
P106768 IBRD-79550 Effective 26-Aug-2010 22-Nov-2010 27-Dec-2010 30-Jun-2015 30-Jun-2015
Disbursements (in Millions)
Project Ln/Cr/TF Status Currency Original Revised Cancelle Disburse Undisbur %
4
d d sed Disburse
d
P106768 IBRD-79550 Effective USD 18.67 18.67 0.00 7.08 11.60 38
Policy Waivers
Does the project depart from the CAS in content or in other significant
Yes [ ] No [ X ]
respects?
Does the project require any policy waiver(s)? Yes [ ] No [ X ]
A. Summary of Proposed Changes
Two additional safeguard policies OP/BP4.04 (Natural Habitats) and OP/BP4.12 (Involuntary
Resettlement) are being triggered as a precaution. The restructured project is expected to have positive
indirect environmental impacts, given the focus on capacity building of key institutions of the Government
of Rio de Janeiro including the State Institute of the Environment, and may include policy changes or
actions for disaster risk management that entail temporary or permanent preventive evacuation. The
safeguard policy Environmental Assessment (OP/BP 4.01) was triggered in the original project. An
Environmental Management Framework and a Resettlement Policy Framework prepared by the Borrower
are publicly available.
Change in Implementing Agency Yes [ ] No [ X ]
Change in Project's Development Objectives Yes [ ] No [ X ]
Change in Results Framework Yes [ X ] No [ ]
Change in Safeguard Policies Triggered Yes [ X ] No [ ]
Change of EA category Yes [ X ] No [ ]
Other Changes to Safeguards Yes [ ] No [ X ]
Change in Legal Covenants Yes [ ] No [ X ]
Change in Loan Closing Date(s) Yes [ X ] No [ ]
Cancellations Proposed Yes [ ] No [ X ]
Change to Financing Plan Yes [ X ] No [ ]
Change in Disbursement Arrangements Yes [ ] No [ X ]
Reallocation between Disbursement Categories Yes [ X ] No [ ]
Change in Disbursement Estimates Yes [ X ] No [ ]
Change to Components and Cost Yes [ X ] No [ ]
Change in Institutional Arrangements Yes [ ] No [ X ]
Change in Financial Management Yes [ ] No [ X ]
Change in Procurement Yes [ ] No [ X ]
Change in Implementation Schedule Yes [ X ] No [ ]
Other Change(s) Yes [ X ] No [ ]
Appraisal Summary Change in Economic and Financial Analysis Yes [ ] No [ X ]
Appraisal Summary Change in Technical Analysis Yes [ ] No [ X ]
5
Appraisal Summary Change in Social Analysis Yes [ ] No [ X ]
Appraisal Summary Change in Environmental Analysis Yes [ X ] No [ ]
Appraisal Summary Change in Risk Assessment Yes [ ] No [ X ]
B. Project Status
Implementation progress has accelerated with the completion of major procurement processes and is now
satisfactory. The project has disbursed to date USD 7.1 million and with the completion of several
activities the Government of Rio de Janeiro anticipates that another USD 5.5 million would be disbursed
by December 2014, reaching 67 percent of the loan disbursed.
C. Proposed Changes
Development Objectives/Results
Project Development Objectives
Original PDO
The objective of the project is to support the State of Rio de Janeiro to introduce performance-based
management and information technologies to drive service delivery improvements in key public services,
including secondary education and hospital care.
Change in Project's Development Objectives
Change in Results Framework
Explanation:
The Results Framework is being revised to reflect the changes in subcomponents and the removal of
indicators related to transferred subcomponents that were eliminated as they could no longer be financed
with the project’s resources. Other indicators have been changed to allow for better monitoring of project
activities, improving methodologies used to calculate them and clarifying responsibilities for data
collection and reporting.
Compliance
Change in Safeguard Policies Triggered
Explanation:
Given the focus on capacity building of key institutions of the GORJ, including the State Institute for the
Environment, the restructured Technical Assistance Project is expected to have positive indirect
environmental impacts. The fourth component "Development of Institutional and Technological Capacity
for Preventing and Performing during High-intensity Weather Events," which entails the strengthening of
disaster risk management systems and the acquisition of two weather radar systems may have indirect
environmental implications.
The restructured Project would finance technical assistance activities for disaster risk management and the
preparation of an Action Plan that may include policy changes and actions that may entail temporary or
permanent preventive evacuation. OP/BP 4.12 (Involuntary Resettlement ) and OP/BP 4.04 (Natural
Habitats) are being consequently triggered in a precautionary mode to ensure that actions for handling
adverse events through preventive evacuation will: (i) take into consideration the impacts on the
preventively relocated population, the population that may continue living at the sites because the areas at
high risk that cannot be controlled by any other measure but relocation is not always entirely coterminous
6
with the territory of the community settled at the sites, and the host population in the neighboring
communities of the new settlements; and, (ii) include proper principles and guidelines to be applied by the
Borrower when any land acquisition might be undertaken for the preventive relocation of people living in
risk-prone areas and/or for the post-disaster relocation of affected people in places other than their original
residences and places of business; and, abandoned lands that reverted to the state for relocation were
encumbered by pre-existing use claims.
Additionally, the project's Environmental Assessment category has been revised from "C" to "B".
Operational Policy 4.01 (Environmental Assessment) was triggered under the original project to ensure
that proper consideration is given to potential future negative environmental impacts, as well as to positive
ones that may result from the adoption of sustainable environmental practices (particularly in relation to
management of health and other wastes). In 2010, the borrower prepared a document entitled "Protection
and Guarantees" describing the project components and the potential safeguards issues concerning hospital
waste management. The document summarizes the international hospital facility accreditation
methodology that was to be applied under the project to ensure the proper management of medical wastes.
The subcomponent dealing with hospital accreditation and, consequently medical waste management, was
removed from the project under this restructuring as it could not longer be financed with the existing
resources.
An Environmental Management Framework (EMF) was prepared by the Borrower for the Additional
Financing, later approved as a separate project, the "Strengthening Public Management and Integrated
Territorial Development" Technical Assistance Project (P126735). This EMF covers activities of the
original and the new project, including the activities for the strengthening of disaster risk management
under Component 4. A Resettlement Policy Framework (RPF) was also completed by the Government of
Rio de Janeiro to set the principles and guidelines to be followed by the project and during the preparation
of the Plan for Disaster Risk Management. The EMF and the RPF were disclosed on the Bank's website on
December 19, 2011 and disseminated in Brazil on December 20, 2011.
The Environmental and Social Safeguards Specialists assigned to the project verified during the last
mission of September 2014 that the Borrower's safeguards performance continues to be satisfactory and
that both the EMF and the RF continue to be suitable to guide the implementation of activities related to
disaster risk management under Component 4. The updated Integrated Safeguards Data Sheet discusses
the specific risks involved triggering the safeguard mentioned above.
Current and Proposed Safeguards Policies Triggered: Current Proposed
Environmental Assessment (OP) (BP 4.01) Yes Yes
Natural Habitats (OP) (BP 4.04) No Yes
Forests (OP) (BP 4.36) No No
Pest Management (OP 4.09) No No
Physical Cultural Resources (OP) (BP 4.11) No No
Indigenous Peoples (OP) (BP 4.10) No No
Involuntary Resettlement (OP) (BP 4.12) No Yes
Safety of Dams (OP) (BP 4.37) No No
Projects on International Waterways (OP) (BP 7.50) No No
Projects in Disputed Areas (OP) (BP 7.60) No No
7
Change of EA category
Current EA Category: Not Required (C) Proposed EA Category: Partial Assessment (B)
Explanation:
As part of the preparation of the Additional Financing, later approved as a separate ("Strengthening Public
Management and Integrated Territorial Development Technical Assistance Project" P126735), a new
Environmental Assessment was conducted for both the original and the new project. The Environmental
Assessment was carried out by the Borrower, assessing all sub-projects for potential environmental
impacts. The assessment identified potential positive but indirect environmental impacts resulting from the
strengthening of the State's disaster risk management system which includes the acquisition and
installation of two meteorological radar systems.
The installation of the radars would involve construction activities with limited adverse environmental
impacts. The project does not include conversion or degradation of critical natural habitats, and no
significant impact on natural habitats is expected. However, due to potential unforeseen activities OP/BP
4.04 (Natural Habitats) is being triggered on a precautionary basis.
No direct negative social impacts are expected from project activities. Nevertheless, due to activities
related to the proposal of a Plan for Disaster Risk Management, OP/BP 4.12 (Involuntary Resettlement
Policy) is being triggered to ensure that proper consideration is given to proper principles to guide
handling actions that may require the preventive relocation/evacuation of people living in high-risk areas.
For these reasons, the project's Environmental Assessment has been re-categorized from "C" to "B". An
Environmental Management Framework and a Resettlement Policy Framework (publicly available at:
http://www.progestao.rj.gov.br/salvaguardas_ambientais.asp) were prepared by the Borrower to address
activities' screening and eligibility and to provide guidelines for the effective and timely implementation of
environmental and social safeguards during project implementation.
Financing
Change in Loan Closing Date(s)
Explanation:
The extension request is justified for the unexpected delays in the initiation of activities encountered as a
result of the Borrower’s limited capacity to manage technical assistance and international tendering
processes and the capacity building activities required to overcome this limitation. The time needed to
implement activities related to the acquisition and installation of complex weather radars and information
systems for strengthening disaster risk management, which were introduced under the first restructuring of
2011, was underestimated and 24 additional months are needed to finalize them. An extension from June
30, 2015 to June 30, 2017, if granted, would allow for enough time to complete and deliver ongoing
contracts and activities related to disaster risk management. With this extension, total implementation
period would be 6 years and 6 months, below the average project range.
Ln/Cr/T Original Closing Current Closing Proposed Closing Previous Closing
Status
F Date Date Date Date(s)
IBRD-
Effective 30-Jun-2015 30-Jun-2015 30-Jun-2017 30-Jun-2015
79550
Change to Financing Plan
Explanation:
8
The activities financed with the Borrower's own resources no longer constitute part of the project as a
result of the transfer of subcomponents to the second Technical Assistance Project "Rio State
Strengthening Public Management and Integrated Territorial Development” (P126735).
Source(s) At Approval Current (from AUS) Proposed
BORR 9,160,000.00 9,160,000.00 46,682.50
IBRD 18,673,000.00 18,673,000.00 18,673,000.00
Total 27,833,000.00 27,833,000.00 18,719,682.50
Reallocations
Explanation:
The Government of Rio de Janeiro has requested the reallocation of funds to better meet the funding
requirements of the project's activities. The change implies transferring US$ 550,000 from the operating
cost category to the first cost category, thus increasing the funding available for the contracting of services
and acquisition of goods to support the implementation of Components 1, 2, 3 and 4.
Current Category of Disbursement % (Type
Ln/Cr/TF Currency Allocation
Expenditure Total)
Current Proposed Current Proposed
18,026,317. 18,576,317.
IBRD-79550 USD GO, NCS, CS & TRGN 100.00 100.00
50 50
OPERATING COSTS 600,000.00 50,000.00 100.00 100.00
Designated Account 0.00 0.00 0.00 0.00
FRONT END FEE 46,682.50 46,682.50 0.00 0.00
18,673,000. 18,673,000.
Total:
00 00
Disbursement Estimates
Change in Disbursement Estimates
Explanation:
The disbursement schedule was revised to better reflect the implementation schedule that was initially
delayed because of the complexity of tendering and contracting processes.
Fiscal Year Current (USD) Proposed (USD)
2011 63,000.00 46,682.50
2012 3,800,000.00 164,356.54
2013 4,810,000.00 1,293,339.40
2014 8,500,000.00 4,630,364.19
2015 1,500,000.00 8,728,257.37
2016 0.00 3,810,000.00
Total 18,673,000.00 18,673,000.00
Components
9
Change to Components and Cost
Explanation:
The Level 2 restructuring is introducing two new components to better organize the activities and
objectives added in the first restructuring. The new components are (i) Component 4, titled “Development
of Institutional and Technological Capacity for Preventing and Performing during High-intensity Weather
Events”, with US$7.1 million (the activities corresponding to disaster risk management currently under
component 1 will be transferred to this component), and (ii) Component 5, titled “Project Management”,
with US$ 0.2 million.
Component 4 would support the strengthening of the State’s early warning system for high rainfall events.
Activities supported by this component include: (i) the development and implementation of institutional
and operational arrangement for the disaster risk management; and (ii) the acquisition and installation of
two weather radar systems. The activities aim at substantially improving the State’s early warning system
through the use of meteorological radars. This hardware will enable the tracking of storms (volume, speed,
and direction) before it reaches areas at risk. While the ultimate goal is to prevent and reduce the negative
effects of disasters, these activities would also help improve critical service delivery and strengthen public
financial management by reducing the fiscal impact generated by extreme weather events. This component
would support the GORJ in developing a core management system for disaster risk management as well as
to acquire needed equipment. The component would be the responsibility of the State Institute for the
Environment (INEA).
Component 5 would support activities related to the overall management of the project. Under the original
project, US$0.6 million had been allocated to the expenditure category “operating costs” in order to cover
project management activities associated with strengthening of the GORJ’s capacity for project execution,
monitoring, supervision and evaluation. However, some of the required expenditures are related to goods,
consultant services, non-consultant services, and training. Therefore, a new component is being created
and part of the operating costs reallocated to adequately reflect the project’s management needs. The
component would be the responsibility of the State Secretariat of Planning and Management (SEPLAG)
and managed by its Project Management Unit.
Three subcomponents are being eliminated as they could no longer be financed with the loan proceeds.
These include subcomponents 2.2 “School-level Performance Targets for State Schools”, 3.1.
“Accreditation System for UPAs”, and 3.2 “Cost-Accounting Methodology for UPAs and Hospitals”.
The project's budget allocations have been revised to reflect the changes made to accommodate the
introduction of the disaster risk management activities and the transfer of activities that could no longer be
financed by this project to the second Technical Assistance Project "Rio State Strengthening Public
Management and Integrated Territorial Development," which was originally designed as an Additional
Financing to this project, but later approved separately.
Current Component Proposed Component Current Cost Proposed
Action
Name Name (US$M) Cost (US$M)
1: Core Government
Systems and
Management Tools for 11.87 6.87 Revised
Improved Performance
and Efficiency
2: Strengthening
2.77 2.39 Revised
Education Management
10
Capacity, Teacher
Instructional Practice and
Incentives for School
Effectiveness
3: Health Management
3.21 1.89 Revised
and Information Systems
4: Development of
Institutional and
Technological Capacity
7.10 New
for Preventing and
Performing during High-
intensity Weather Events
5: Project Management 0.20 New
Total: 17.85 18.45
Other Change(s)
Change in Implementation Schedule
Explanation:
The schedule was extended by two years to provide sufficient time to complete the implementation of
activities related to the acquisition and installation of complex weather radars and information systems for
strengthening disaster risk management, which were introduced under the first restructuring of 2011.
Other Change(s)
Explanation:
In addition to the proposed Level 1 restructuring triggering two additional safeguard policies, a Level 2
restructuring has been approved. The Level 2 restructuring includes: (i) the introduction of two new
components; (ii) the elimination of three subcomponents; (iii) the reallocation of loan proceeds across
components and expenditure categories; (iv) the reduction of the counterpart funding from US$ 9.16
million to US$ 0.047 million; (v) the change of the Environmental Assessment (OP/BP 4.01) safeguards
category from "C" to "B"; and (iv) the extension of the closing date resulting in a new date 24 month
beyond the original closing date and the corresponding adjustment of disbursement estimates.
Change(s) in Appraisal Summary
Appraisal Summary Change in Environmental Analysis
Explanation:
Two additional safeguard policies OP/BP4.04 (Natural Habitats) and OP/BP4.12 (Involuntary
Resettlement) are being triggered as a precaution. The restructured project is expected to have positive
indirect environmental impacts, given the focus on capacity building of key institutions of the Government
of Rio de Janeiro including the State Institute of the Environment, and may include policy changes or
actions for disaster risk management that entail temporary or permanent preventive evacuation. The
safeguard policy Environmental Assessment (OP/BP 4.01) was triggered in the original project.
The Environmental Management Framework and the Resettlement Policy Framework prepared by the
Borrower address subcomponents screening and eligibility and provide guidelines for the effective and
timely implementation of environmental and social safeguards during project implementation.
11
12
BRAZIL
RIO DE JANEIRO
RENOVATING AND STRENGTHNING PUBLIC MANAGEMENT
TECHNICAL ASSISTANCE PROJECT
A. SUMMARY
1. This restructuring paper seeks the approval of the Executive Directors to trigger
two additional safeguard policies, Operations Policy 4.04 Natural Habitats and Operational
Policy 4.12 Involuntary Resettlement. The project’s development objective is to assist the
Government of Rio de Janeiro (GORJ) to introduce performance-based management and
information technologies to drive service delivery improvements in key public services,
including secondary education and hospital care. This objective is being achieved through the
adoption of core government systems and management tools, strengthening of the education
management capacity, improvement of health management and information systems, and the
development of institutional and technological capacity for preventing and managing high-
intensity weather events. Operations Policy 4.04 (Natural Habitats) and Operational Policy 4.12
(Involuntary Resettlement) are to be triggered during the implementation of activities to
strengthen the Borrower’s disaster risk management practices. An Environmental Management
Framework and a Resettlement Policy Framework prepared by the Borrower to guide the
implementation of these activities are publicly available.
2. In addition to the proposed Level 1 restructuring, other changes have been
approved. The changes include the following: (i) the introduction of two new components; (ii)
the elimination of three subcomponents; (iii) the reallocation of loan proceeds across components
and expenditure categories; (iv) the reduction of the counterpart funding from US$ 9.16 million
to US$ 0.047 million; (v) the change of the safeguards category from “C” to “B”; and (iv) the
extension of the closing date resulting in a new date 24 month beyond the original closing date.
3. There are no changes to PDO, institutional arrangements or overall design.
B. PROJECT STATUS
4. The loan supporting the project, in the total amount of US$ 18.673 million, became
effective on December 27, 2010 and has to date disbursed US$7 million, or 38 percent of the
total amount. Project implementation progress is satisfactory. The GORJ expects to have
concluded all major tendering processes and several subcomponents by the end of December
2014. The GORJ estimates that an additional US$6 million would be disbursed by December of
2014. Overall, the implementing team is very committed and prepared to conduct the project’s
activities.
5. The original operation was restructured for the first time in February 2011 in
response to an emergency request of the GORJ to introduce activities to improve the State
13
capacity to reduce disaster risks. New intermediate outcome indicators to measure the effects
of the added activities were included at that time. These activities were designed in the wake of
unprecedented disasters caused by extreme weather events that exposed weaknesses in the
State’s disaster risk management system. With the restructuring, the State Environmental
Institute (INEA) was incorporated as an executing agency of activities aiming to strengthen
disaster risk management. However, adding the new activities reduced the resources available to
complete the original activities.
6. The preparation of an Additional Financing to the loan was initiated in 2011 to
supplement funding and incorporate the changes proposed in this restructuring, which was
later approved as a separate project. As part of the preparatory work, an Environmental and
Social Assessment of all activities of the original project was completed by the Borrower with
World Bank support. The Assessment identified the need to trigger additional safeguard
policies. At the request of the Borrower, the Additional Financing was approved as the stand-
alone project “Rio State Strengthening Public Management and Integrated Territorial
Development Technical Assistance Project” in February 12, 2014, making necessary the
proposed restructuring.
C. PROPOSED CHANGES
New Safeguard Policies
7. The restructured loan is expected to have positive indirect environmental impacts,
given the focus on capacity building of key institutions of the GORJ, including the State
Institute for the Environment. The fourth component “Development of Institutional and
Technological Capacity for Preventing and Performing during High-intensity Weather Events”,
which entails activities for the strengthening of disaster risk management systems and the
acquisition of two weather radar systems, may have indirect environmental implications.
8. Operational Policy 4.04 (Natural Habitats) and Operational Policy 4.12 (Involuntary
Resettlement) are being triggered in a precautionary mode. An Environmental Management
Framework (EMF) was prepared by the Borrower for the Additional Financing. The EMF
covers the activities for the strengthening disaster risk management in the State of Rio de Janeiro
included under Component 4. The EMF was disclosed on the Bank’s website on December 19,
2011 and disseminated in Brazil on December 20 of the same year. A Resettlement Policy
Framework (RFP) was also prepared by the GORJ to set the principles and guidelines to guide
the preparation of the Action Plan for implementing the new institutional arrangements for
disaster risk management. The RPF has been published and disseminated at the same time as the
EMF. The updated Integrated Safeguards Data Sheet (ISDS) of Setember 26, 2014 discusses the
specific risks involved and the features of the policy environment and capacity of the State to
implement the principles and guidelines. During the update of the ISDS, the Bank’s Safeguards
team verified that both the EMF and the RF continue to be suitable to guide the implementation
of activities related to disaster risk management.
9. The acquisition and installation of two meteorological radar systems involve
construction activities with limited adverse environmental impacts. For this reason, the
project Environmental Assessment has been re-categorized from “C” to "B". Operational
14
policy OP/BP 4.01 (Environmental Assessment) was triggered under the original project to
ensure that proper consideration is given to potential future negative environmental impacts, as
well as to positive ones that may result from the adoption of sustainable environmental practices.
In 2010, the Borrower prepared a document entitled "Protection and Guarantees" describing the
project components and the potential safeguards issues concerning hospital waste management.
The document summarizes the hospital facility accreditation methodology that was to be applied
under the project to ensure the proper management of medical wastes. The subcomponent
dealing with hospital accreditation and, consequently medical waste management, was removed
from the project under the present restructuring as it could not longer be financed with the
existing resources.
10. The project would not include conversion or degradation of critical natural habitats,
and no significant impact on natural habitats is expected. However, due to potential
unforeseen activities related to disaster risk management Operational Policy 4.04 is being
triggered on a precautionary basis.
11. The project would support technical assistance for improving disaster risk
management and the preparation of an Action Plan that may include policy changes or
actions entailing temporary or permanent preventive evacuation. Operational Policy 4.12
(Involuntary Resettlement) is being triggered as a precaution to ensure that actions for handling
adverse events through preventive evacuation would: (i) take into consideration the impacts on
the preventively relocated population, the population that may continue living at the sites
because the areas at high risk that cannot be controlled by any other measure but relocation is not
always entirely coterminous with the territory of the community settled at the sites, and the host
population in the neighboring communities of the new settlements; and, (ii) include proper
principles and guidelines to be applied by the state when any land acquisition might be
undertaken by the state for the preventive relocation of people living in risk-prone areas and/or
for the post-disaster relocation of affected people in places other than their original residences
and places of business; and, abandoned lands that reverted to the state for relocation were
encumbered by pre-existing use claims.
12. The safeguard performance continues to be satisfactory and the Government of Rio
de Janeiro is making significant progress to improve its environmental management system
and involuntary resettlement framework. The EMF proposes institutional capacity
strengthening measures and institutional arrangements to implement the project. The State
Environmental Institute (INEA), the agency that is responsible for implementing Component 4,
is fully capable of overseeing the implementation of the Framework and the resulting plans.
Additionally, the State of Rio de Janeiro has notably improved its involuntary resettlement
legislation and procedures in recent years and is capable of handling, monitoring, and
implementing the social safeguards issues that may indirectly arise from future projects and
programs or changes in the disaster risk management policy that involve resettlement of
populations living in areas at high risk of landslides. Decree 41,148/2008 introduces as its main
guidelines: (i) the participation of the affected people in all states of the resettlement process; (ii)
the provision of resettlement options; (iii) strong mechanisms of communication with the
population; and (iv) extensive consultation processes with the main stakeholders to address their
concerns during implementation. These procedures are in accordance with most of the provisions
of the Bank's resettlement policies.
15
Other Changes
13. Project Components. The Level 2 restructuring is introducing two new components
to better organize the activities and objectives added in the first restructuring. The new
components are (i) Component 4, titled “Development of Institutional and Technological
Capacity for Preventing and Performing during High-intensity Weather Events”, with US$7.1
million (the activities corresponding to disaster risk management currently under component 1
will be transferred to this component), and (ii) Component 5, titled “Project Management”, with
US$ 0.2 million.
14. Component 4 would support the strengthening of the State’s early warning system
for high rainfall events. Activities supported by this component include: (i) the development
and implementation of institutional and operational arrangement for the disaster risk
management; and (ii) the acquisition and installation of two weather radar systems. The
activities aim at substantially improving the State’s early warning system through the use of
meteorological radars. This hardware will enable the tracking of storms (volume, speed, and
direction) before it reaches areas at risk. While the ultimate goal is to prevent and reduce the
negative effects of disasters, these activities would also help improve critical service delivery and
strengthen public financial management by reducing the fiscal impact generated by extreme
weather events. This component would support the GORJ in developing core management
system for disaster risk management as well as to acquire needed equipment. The component
would be the responsibility of the State Institute for the Environment (INEA).
15. Component 5 would support activities related to the overall management of the
project. Under the original project, US$0.6 million had been allocated to the expenditure
category “operating costs” in order to cover project management activities associated with
strengthening of the GORJ’s capacity for project execution, monitoring, supervision and evaluation.
However, some of the required expenditures are related to goods, consultant services, non-
consultant services, and training. Therefore, a new component is being created and part of the
operating costs reallocated to adequately reflect the project’s management needs. The component
would be the responsibility of the State Secretariat of Planning and Management (SEPLAG) and
managed by its Project Management Unit.
16. Three subcomponents are being eliminated as they could no longer be financed with
the loan proceeds. These include subcomponents 2.2 “School-level Performance Targets for
State Schools”, 3.1. “Accreditation System for UPAs”, and 3.2 “Cost-Accounting Methodology
for UPAs and Hospitals”.
17. The Results Framework is being revised to reflect the changes in subcomponents. In
addition, several indicators are being changed to improve the capacity of the Government and the
World Bank to assess the impact of the project activities, refining methodologies used to
calculate them and clarifying responsibilities for data collection and reporting.
18. Changes to Allocation of Resources. Table 1 below presents the proposed
reallocation. Component 1 has a total allocation of US$11.87 million to support core
government systems and management tools for improved performance and efficiency, including
disaster risk management. With the restructuring, activities to strengthen the performance of the
disaster risk prevention system would be included in Component 4, leading to a reallocation of
16
US$7.1 million from components 1, 2, and 3 to component 4. The funding of Component 2 and 3
would be reduced to US$ 2.39 and 1.89 million respectively, as activities have been eliminated
in each of them. Component 5 would receive US$ 0.2 million dedicated to project management.
Table 1: Proposed Reallocation Project Financial Resources to Components
Original 1st 2nd
Restructuring Restructuring
Components US$ millions
1. Core Government Systems and Management Tools for 7.65 11.87 6.87
Improved Performance and Efficiency
1.1. Design and Application of Public Sector Performance 1.72 5.94 0.5
Indicators
1.2. Real Estate Property Management 3.50 3.5 3.0
1.3. Management Information System for Social Security 2.43 2.43 3.37
2. Strengthening Education Management Capacity, Teacher 4.83 2.77 2.39
Instructional Practice and Incentives for School
Effectiveness
2.1. Building SEEDUC’s Technical Capacity for Conducting 2.35 1.0 0.5
Studies and Evidence-based Policy
2.2. School-level Performance Targets for State Schools 0.98 0.27 0
[ELIMINATED]
2.3. Developing the Escola SEEDUC as an Effective In-Service 1.5
Teacher Training Network 1.51 1.89
3. Health Management and Information Systems 5.37 3.21 1.89
3.1. Accreditation System for UPAs [ELIMINATED] 1.50 0.75 0
3.2. Cost-Accounting Methodology for UPAs and Hospitals 2.02 0.5 0
[ELIMINATED]
3.3. Information System for Health Supply Chain Management 1.81 0.87 1.09
3.4. Evaluation of Financial Incentive Programs for 0.05 1.09 0.8
Municipalities
4. Development of Institutional and Technological Capacity 7.10
for Preventing and Performing during High-intensity
Weather Events [NEW]
4.1. Design of the Institutional and Operational Arrangement for 0.5
the Disaster Risk Management
4.2. Acquisition and Installation of Two Weather Radar Systems 6.6
5. Project Management [NEW] 0.20
Price Contingencies 0.440 0.176 0.176
Front-end Fee 0.047 0.047 0.047
19. Counterpart Funding and Expenditure Categories. Counterpart funding is reduced
from US$ 9.16 to US$ 0.047 million and resources in the amount of US$ 0.55 million from
the expense category 2 “Operating Costs” to category 1. The activities co-financed with
counterpart resources have been removed from the Project and/or transferred to the second
Technical Assistance Project. The Borrower’s contributions are being accordingly updated. The
Table of Category of Expenses of the Loan Agreement of Item 2 of Section IV of the Loan
Agreement are being modified in the following way:
17
Table 2: Category of Expenses
Original 2nd Restructuring
Category Amount of the Loan Amount of the Loan Percentage of
Allocated (expressed inAllocated (expressed in Expenditures to be
USD) USD) financed (inclusive of
Taxes)
(1) Goods, Non- 18,026,317.50 18,576,317.50 100%
consultant services,
consultant services and
training under the
Project
(2) Operating Costs 600,000.00 50.000,00 100%
(3) Front-end Fee 46,682.50 46.682,50 Amount payable
pursuant to Section 2.03
of this Agreement in
accordance with Section
2.07 (b) of the General
Conditions
TOTAL AMOUNT 18,673,000.00 18.673.000,00
20. No changes will be made to procurement methods and arrangements.
D. APPRAISAL SUMMARY
21. Two additional safeguard policies OP/BP4.04 (Natural Habitats) and OP/BP4.12
(Involuntary Resettlement) are being triggered as a precaution. The restructured project is
expected to have positive indirect environmental impacts, given the focus on capacity building of
key institutions of the Government of Rio de Janeiro including the State Institute of the
Environment, and may include policy changes or actions for disaster risk management that entail
temporary or permanent preventive evacuation. The safeguard policy Environmental
Assessment (OP/BP 4.01) had been triggered in the original project. An Environmental
Management Framework and a Resettlement Policy Framework prepared by the Borrower to
guide the implementation of thease activities are publicly available.
18
ANNEX 1: RESULTS FRAMEWORK
Project Brazil - Rio de Janeiro Renovating and Strengthening Public Project
Restructuring Status: DRAFT
Name: Management (P106768) Stage:
Team Requesting
Lorena Vinuela LCC5C Created by: Lorena Vinuela on 08-Mar-2014
Leader: Unit:
Product Responsible
IBRD/IDA GGODR Modified by: Lorena Vinuela on 03-Oct-2014
Line: Unit:
Country: Brazil Approval FY: 2011
LATIN AMERICA AND Lending
Region: Technical Assistance Project
CARIBBEAN Instrument:
Project Development Objectives
Original Project Development Objective:
The objective of the project is to support the State of Rio de Janeiro to introduce performance-based management and information technologies to
drive service delivery improvements in key public services, including secondary education and hospital care.
Results
Core sector indicators are considered: Yes Results reporting level: Project Level
Project Development Objective Indicators
Status Indicator Name Core Unit of Measure Baseline Actual(Current) End Target
Marked for Waiting time for UPA patients Minutes Value 59.60 58.00 52.00
Deletion with #green# risk classification
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
19
(TERV) Comment The
subcomponent
related to this
indicator has been
removed from the
project.
Marked for UPAs with at least ten Number Value 2.00 5.00 9.00
Deletion #treatment protocols# adopted
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
by health care staff
Comment Activities have
been completed
without project
financing.
Marked for Secondary school completion Percentage Value 33.40 45.00
Deletion rate
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Comment The methodology t-2 = 2012
for calculating
this rate has been
changed and it is
no longer possible
to measure
progress towards
the agreed end
target.
Marked for RioPrevidência permanent Number Value 350.00 262.00 300.00
Deletion personnel
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Comment The reduction of
personnel is not
20
considered to be
an adequate
indicator of
increased
efficiency.
Marked for Real Property Management Days Value 65.00 22.00 15.00
Deletion
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Comment This indicator is
no longer being
measured as a
result of
difficulties in
reproducing the
methodology
used to end
target.
New Number of the State's Number Value 363.00 1988.00 2468.00
properties regularized
Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
Comment
Revised Average number of days to Days Value 120.00 120.00 30.00
record debt owned by renters of
Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
State Government's properties
Comment
Rio Previdência performance Days Value 110.00 110.00 30.00
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Comment Average As part of the
elapsed time restructuring, the
21
(days) to measurement of
collect Social this indicator
Security changes from
employment "days" to "hours".
tax debts
Revised Points improved in the Index of Number Value 0.40 0.70 1.40
Educational Development of
Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
Rio de Janeiro (IDERJ) by the
30 percent worst performing Comment
schools
Schools with #critical# IDEB Number Value 372.00 200.00
scores (2.9 or lower)
Date 30-Jun-2009 05-Feb-2014 30-Jun-2015
Comment (2009 IDEB As part of the (2013 IDEB
results) restructuring, this results)
indicator will be
revised to:
Increase in the
Rio de Janeiro
Education
Development
Index (IDERJ) for
secondary school.
The IDEB and
IDERJ use the
same
methodology, but
the IDERJ is
more useful for
program
monitoring
22
because it is
measured
annually, rather
than every 2
years.
New Percentage of false alerts Percentage Value 56.00 56.00 44.00
issued by the Flooding
Date 31-Dec-2013 31-Dec-2013 30-Jun-2017
Warning System
Comment
Intermediate Results Indicators
Status Indicator Name Core Unit of Measure Baseline Actual(Current) End Target
Marked for Casa do Educador - teachers Number Value 0.00 800.00
Deletion who have taken a face-to-face
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
course
Comment The design of the
program is being
changed
substantially
based on a
consultancy
financed by the
project and the
indicator is no
longer considered
adequate to
measure progress
towards the
activity'
objectives.
23
Marked for Casa do Educador - teachers Number Value 0.00 300.00
Deletion who have taken an online
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
training course
Comment The design of the
program is being
changed
substantially
based on a
consultancy
financed by the
project and the
indicator is no
longer considered
adequate to
measure progress
towards the
activity'
objectives.
Marked for Casa do Educador - Website Number Value 0.00 500.00
Deletion Downloads
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Comment The design of the
program is being
changed
substantially
based on a
consultancy
financed by the
project and the
indicator is no
longer considered
24
adequate to
measure progress
towards the
activity'
objectives.
Marked for UPAs reporting the full cost of Number Value 0.00 0.00 4.00
Deletion medical services by Cost
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Center in their Annual Reports
Comment The
subcomponent
affecting this
indicator has been
removed from the
component.
Marked for UPAs with completed quality Number Value 0.00 5.00 8.00
Deletion accreditation by Joint
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Commission Methodology
Comment The
subcomponent
affecting this
indicator has been
removed from the
component.
Marked for Schools with annual targets for Number Value 0.00 1255.00 400.00
Deletion learning improvement
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
established with SEEDUC
Comment The target has
been achieved in
2011 with the
passing of a
25
decree that made
mandatory for all
schools to have
annual targets.
The number of
1255 schools is
equivalent to 96%
of all state
schools. The total
number of state
school has
decreased.
Marked for Schools that use SAERJ results Number Value 0.00 600.00
Deletion in school-level Improvement
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
Plans
Comment The Government
of Rio de Janeiro
has already
implemented this
system for all
state schools.
Marked for Real Property Management: Percentage Value 8.30 90.00
Deletion Responses provided to requests
Date 30-Jun-2009 31-Dec-2013 30-Jun-2015
from public bodies concerning
the availability for use of a Comment A new indicator
GORJ property has been added to
replace this and
better reflect the
content of
activities aiming
to improve asset
26
management.
Revised Number of State secretariats Number Value 0.00 4.00 12.00
and agencies with signed
Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
results agreements
Comment
#Results Agreements# between Number Value 0.00 3.00 8.00
the Governor and line
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
departments or other
government bodies Comment When
restructured, the
indicator will be
changed to
"Contracting
Instruments
(Result
Agreements)
signed".
Revised Average number of working Days Value 90.00 5.00
days to issue a reminder letter
Date 30-Jun-2014 31-Dec-2013 30-Jun-2017
Comment
RioPrevidência: Average Days Value 20.00 20.00 10.00
number of working days to
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
prepare and deliver information
demanded for judicial Comment This indicator
proceedings will be revised
and the
measurement
changed from
"working days" to
27
"hours" to be
aligned with the
Public
Administration
core indicator.
Marked for RioPrevidência: Average Days Value 15.00 15.00 7.00
Deletion elapsed time (working days) to
Date 30-Jun-2009 25-Feb-2014 30-Jun-2015
transfer financial data to
SIAFEM-RJ (Sistema Comment
Integrado de
AdministraçãoFinanceira para
Estados e Municípios)
New Number of public real estate Number Value 728.00 2176.00 3376.00
properties with records
Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
registered and updated in
System of Real Estate Comment
Management
New Percentage of public servants Percentage Value 0.00 0.00 100.00
in strategic positions of the
Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
Secretariat of Education
receiving performance Comment
evaluation
New Number of hospitals Number Value 0.00 0.00 70.00
participating of the Program
Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
PAH I with targets monitored
through the System of Comment
Management of Indicators and
Targets
New Percentage of unmet requests Percentage Value 35.00 5.00
28
of the State Hospital "Rocha Date 30-Jun-2009 31-Dec-2013 30-Jun-2017
Faria" for hospital supplies
Comment
29
ANNEX 2: OPERATIONAL RISK ASSESSMENT FRAMEWORK (ORAF)
Brazil: Brazil - Rio de Janeiro Renovating and Strengthening Public Management (P106768)
Project Stakeholder Risks
Stakeholder Risk Rating Low
Risk Description: Risk Management:
If the State Government changes as a result of the October State Secretariats of Planning (SEPLAG) is strongly committed to managing and
2014 elections, there is a risk of a loss of political support implementing project activities and has created a technically strong Project Management
for the project from State government. Given the Unit, staffed with civil servants. The Unit has been active in defining project activities
advanced stage in the implementation of all activities this and indicators and is committed to reporting on progress throughout the project life. The
risk is low. Operation Manual clearly defines the roles and responsibilities of each implementing
agency and those of the Coordination Committee. The Vice-Governor’s Office oversees
the Coordination Committee responsible for coordinating deliverables and
communication with the Bank. The World Bank is working closely with the
implementing agencies to ensure that the necessary transition arrangements are made to
warrant the continuity of the ongoing activities.
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Both In Progress Implementation
Implementing Agency (IA) Risks (including Fiduciary Risks)
Capacity Rating Low
Risk Description: Risk Management:
The project has been under implementation since its approval in 2010 and during this
State governments generally have a poor track record in period the Project Management Unit of the Secretariat of Planning and Management has
30
implementing information technology (IT) systems and acquired considerable experience working with World Bank procurement procedures.
face difficulties in handling managerial and procedural The unit also supports the other agencies participating in the project, which have a more
requirements for project implementation, including uneven capacity in Bank procedures and safeguards.
fiduciary and safeguard issues. The Secretariat of Finance has an adequate capacity to generate and report on financial
data.
The Bank team is working closely to build capacity in safeguards. Both the UGP staff
and secretariat staff has been offered safeguards training.
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Both In Progress Implementation
Risk Management:
The Bank team is working closely to build capacity in the implementing agencies. Both
the UGP staff and secretariat staff has been offered procurement, fiduciary, and
safeguards training. Additional training and support will be provided as needed.
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Bank In Progress Implementation
Governance Rating Low
Risk Description: Risk Management:
Complex institutional framework of the State Government The Coordination Committee ensures communication and support to the four
and competing priorities would create a challenge to implementing Secretariats at all stages to ensure the successful design of appropriate
project oversight. governance measures. All implementing Secretariats have agreed to the terms set out in
However, SEPLAG has been successful in overseeing the the Operational Manual detailing governance mechanisms.
original project. The Vice- Governor’s office supports
Resp: Status: Stage: Recurrent: Due Date: Frequency:
project coordination and oversight.
Both In Progress Implementation
Risk Management:
The Operational Manual contains an adequate procurement section and guidelines. Line
secretariats responsible for procurement have adequate capacity to do so and guidance is
31
given to Implementing Agency on how to verify compliance with procurement rules and
identify red flags. The Implementing Agency provides assurances that supervision is
undertaken, serious issues are being flagged, and action taken. Bidders and other local
stakeholders have access to information on procurement procedures, sanctionable
practices, and on the sanctions imposed by the World Bank and the government.
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Both In Progress Implementation
Risk Management:
Forms of direct social control over government, through participatory budgeting and
transparent expenditure notices, are evolving in Brazil.
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Client In Progress Implementation
Project Risks
Design Rating Low
Risk Description: Risk Management:
The multi-sectoral nature of the project makes clear Regular quarterly meetings are held to facilitate coordination and identify potential
implementation, coordination and oversight rules crucial. problems at an early stage between SEPLAG and the line secretariats. There are clear
There is a risk of fragmentation in project implementation. implementation and coordination mechanisms in place that are being used regularly.
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Both In Progress Implementation
Social and Environmental Rating Moderate
Risk Description: Risk Management:
The activities are not expected to generate negative The State has engaged in strong dialog and consultation with civil society and groups of
environmental or social impacts. Nonetheless, Component citizens affected by the landslides of 2011 during the preparation of the second
4 that entails the acquisition of two weather radar systems Technical Assistance Project preparation, originally designed to be an Additional
32
will be closely monitored to ensure that they do not lead to Financing to this project. This has been continued through implementation and will
future safeguard risks. The Natural Habitats (OP/BP 4.01) continue to be given high priority in the remaining time. The activities of Component 4
and Involuntary Resettlement (OP/BP 4.12) have been will be closely monitored to ensure that they do not have adverse impacts. An
triggered in a precautionary mode and the project has been Environmental Management Framework and a Resettlement Policy Framework have
re-categorized from “C” to “B”. been developed for the project by the Government of Rio de Janeiro with support from
Bank specialists. These documents are available to the public at:
http://www.progestao.rj.gov.br/salvaguardas_ambientais.asp
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Both In Progress Implementation
Program and Donor Rating Low
Risk Description: Risk Management:
The project is part of a broader Government and Bank
engagement on integrated territorial development in Rio
Resp: Status: Stage: Recurrent: Due Date: Frequency:
de Janeiro, including three DPLs already closed and a
fourth in implementation. Several Trust Funds have also
supported advisory services to the state including PSIA,
SFLAC funds and Korean Trust Fund. Low risk of
withdrawal of funds or programmatic support for the
project.
Delivery Monitoring and Sustainability Rating Low
Risk Description: Risk Management:
The number of components and Secretariats involved in Mechanisms and responsibilities for delivering project documents and information are
this project increase the risk that monitoring progress and clearly defined in the Operational Manual, which describes in detail all implementing
delivery of information will be delayed. Some Secretariats responsibilities and the rules guiding the Coordination Committee. An
implementing Secretariats may find it difficult to oversee emphasis has been placed on state-wide integrated planning and the implementation of
the implementation of activities outside of their own information management systems in the project activities, encouraging the availability
Secretariat. and integration of databases across sectors. This will increase the sustainability of
improvements made in public management and disaster risk management.
33
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Both In Progress Implementation
Other (Optional) Rating
Risk Description: Risk Management:
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Other (Optional) Rating
Risk Description: Risk Management:
Resp: Status: Stage: Recurrent: Due Date: Frequency:
Overall Risk
Overall Implementation Risk: Rating Low
Risk Description:
Given the advanced state of implementation of all components and subcomponents the overall risk is low. The World Bank team will continue to
work closely with the Project Management Unit and provide implementation support as needed.
34