ࡱ>    #` t^bjbj oQT8 8 8 B $ PB Fddd1ӱ|O@ $@h3 |]1||3N N ddH |N d d | nT& d 䕫)T!$I^0E@ T" ɲݲ33d|||| $&*80h( &*8h   N N N N N N   COMMUNITY-DRIVEN RECOVERY AND DEVELOPMENT (CDRD) PROJECT  Identifying the main stakeholders of the community subproject and their roles Organizing the project management committee Procurement and disbursement procedures An Inter-organizational Pilot Initiative DANISH REFUGEES COUNCIL DFiD UNICEF UN-HABITAT WORLD BANK Version B - 15 November 2007 1. What Is CDRD? The Community-driven recovery and development (CDRD) Pilot Project is a collaborative effort between the World Bank, the Department for International Development (DFID) of the United Kingdom, the United Nations Childrens Fund (UNICEF), the Danish Refugee Council (DRC), and UN Habitat. The CDRD Pilot Project for the initial phase will be implemented in 20 communities: Berbera District: DAROLE; DOXA-GUBAN; BURCO SHEEKH; LAS IDLE; ABDAL; LAFARUUG; LALAYAAS; TULO DHIBIJO; WADAJIR; BARWAQO Boroma District: CEELBAXAY; HOLHOL; SHEIKH AHMED SALAN; SHEIKH OSMAN; QALOOC; ABUQAYS; JIR-JIR; SHEIKH MAKAHIL; SHEIKH ALI JAWHAR; TULLI CDRD gives control of decisions and resources to communities themselves. Through the community-driven process, community members review and analyze their resources and needs, prioritize their requirements, develop a plan of action, organize into a decision-making body (or refine an existing one, such as a Community Development Council), receive and manage resources, carry out subprojects, and ensure quality and accountability. The role of external partners is typically only to facilitate the process that enables the community to decide and implement the subprojects rather than to implement the subprojects for the community based on the communitys inputs. This is a principal difference between a community-driven approach and a community-based approach. The longer-term objective of the CDRD is to establish capacity, mechanisms and procedures that will support sustainable, locally led development. 2. How does CDRD Pilot Project work? The Project Implementation Unit, through a Financial Agent, that it the Danish Refugee Council, is responsible for managing and channeling the funds for the communities (see section 6). When the communities will meet certain conditions (i.e. the Community Development Committees are able to manage the funds according to the procedures set in section 4 and 9) they will receive the funds from the DRC, procure materials, hire contractors and consultants/technical experts, employ labor (skilled and unskilled), and ultimately manage the overall implementation of the subproject. Communities with the help of supporting organizations are responsible for defining their own priorities, developing a Community Action Plan (CAP) and subproject proposals, monitoring and reporting on progress. 3. The two Windows of CDRD The pilot CDRD will have two windows of funding: (1) community bloc grant and (2) social services access grant. Community Bloc Grant All above communities under the pilot project will receive each an untied bloc grant not exceeding USD 15,000 to finance priority interventions of their CAPs, provided the activities are not in the list of certain ineligible or potentially harmful activities (see section 7). The Community Bloc Grant mechanisms and procedures are explained in sections 4-17. Social Services Access Grant The poorest and most vulnerable families and members that have been determined and approved by the communities themselves will receive special financial support for certain social services such as antenatal and neonatal maternal care, school fees, school textbooks, and disability support equipment. A Social Services Access Grant will not exceed USD 5,000 per community. The Community Development Committees (CDCs) (see section 5) will set the criteria to identify the beneficiaries, the maximum amount each beneficiary can receive, and the services that the grants can finance. Once criteria are approved by the whole community, community members who meet the criteria will apply for the grant. CDC will then select the beneficiaries and share its recommendations with the community at large for its final endorsement. 4. Maximum Subproject Size and Local Contributions Subprojects are financed as matching grants to local communities. The total financial cost of the total of sub-projects which address priority interventions in the CAPs may not exceed US$15,000, excluding community contributions. The CDRD Pilot Project shall finance a maximum of 80% of the total subproject cost, with the remaining 20% being covered by in-kind contributions, such as labor, material and land, and cash contributions from the beneficiaries, or third parties such as the Somali diaspora or the business community. At least 10% of the community contribution must be in cash. Subprojects may not be divided into phases or stages purely to remain within the cost limits. It is, however, legitimate to divide a subproject into two independent and different components, such as school infrastructure and educational supplies. 5. Planning implementation of the subproject (steps) Step 1-A: Explaining the project to the targeted communities Step 1-B: Baseline surveyStep 2: Community mobilizationStep 18: Community self-assessment and discussion of lessons learnedStep 3: Preparation of community action plans (CAPs) and subproject proposalsStep 17: Verification of subproject completionStep 4: Technical review of all CAPs by the Project Implementation Unit (PIU)Step 16: Training in management and maintenanceStep 5: Consolidation of all CAPs per district and as a wholeStep 15: Quality assurance by checking samplesStep 6: Consultation with local and central authoritiesStep 14: Implementation of works, supply of goods and servicesStep 7: Revision of CAPs and further consultation with communitiesStep 13: Disbursement of bloc grants against the approved CAPsStep 8: Approval by PIU and the Interorganizational Steering Committee (IOSC) Step 12: Procurement of works, goods, and servicescontractors selected and contracts awardedStep 9: Preparation and signing of Memorandum of UnderstandingStep 11: All documents checked by PIUStep 10: Preparation of standard bidding document for procuring goods and services The pilot phase has a 12-month time frame. 6. Institutional and Implementation Arrangements Inter-organizational Steering Committee (IOSC) The IOSC oversees the pilot project overall; it consists of the World Bank, UNICEF, DFID, and the DRC. In particular, the IOSC approves the CAPs, work plan and budget, approves amendments to the Operations Manual, and reviews and approves reports. Project Implementation Unit The PIU consists of a project coordinator, a civil engineer, a M&E specialist, and financial controller. The PIU is responsible for the coordination, the day-to-day management and implementation of the pilot project. In particular it will coordinate the baseline survey; it will review and consolidate the CAPs; it will submit for approval the consolidated CAP with the sub-project proposals to the IOSC; it will prepare and sign the MOUs with the communities. Local Governments The District Councils advise on the consolidated district CAPs and endorse them. Moreover, they will eventually incorporate the endorsed consolidated district CAPs into the district or local development plan, to ensure consistency between the consolidated district CAP and the local government development plan and budget framework. The Councils provide contributions in terms of recurrent costs of the social investments financed by CDRD. UN-Habitat facilitates the process. Communities The community should elect a Community Development Committees (CDCs). The election must be done at a formal meeting with the majority of the adults in the community present. (Minutes of this meeting with signatures/thumbprints of all those present must be attached to the subproject proposal submitted to the funding agency). CDC members should include a chairperson, vice chairperson, treasurer, financial secretary, secretary, and assistant secretary. The officials elected to the project management committee must be fully aware of their functions and responsibilities for sub-projects financed under the CDRD project. UNICEF facilitates the process. Community Development Committees and Sub-project Committees The CDCs are responsible for mobilizing the community and for identifying priority needs and opportunities for participation. They develop the CAPs and subproject proposals. They are responsible for the overall supervision of the subprojects. Additional committees should be established as subcommittees that oversee specific tasks. Examples include: 1) subproject Management Committees, which is responsible for the implementation of the sub-projects; 2) a Procurement Committee, which is responsible for the selections of the Bids; 3) an Operations and Maintenance committee, in charge of the maintenance of project facilities; 4) a Monitoring Committee, which will report on the project progress, and 5) Sector Committees (such as agriculture, health, and education). The CDC nominates the members of the sub-project Committees. Positions in the sub-project Management Committee should include a chairperson, vice chairperson, treasurer, accountant and engineer. DRC and UNICEF facilitate the process. 7. Eligibility and Design Criteria All eligible subprojects should meet basic economic, financial, technical, social and environmental eligibility criteria as indicated below. The list below indicates the types of subprojects that are NOT eligible for financing under this project. However it is often possible to design a subproject that addresses the problem in a different way, by finding alternative sources for ineligible expenditures. Examples of subprojects that are NOT eligibleSubprojects that finance private assets. Examples: cooperatives with closed membership; private capital ventures; loans purchase of tractors (this activity could be eligible if the tractor is public owned and management structure is clear), etc. direct provision of housing and shelter for the poor locality council offices; religious buildings land purchase or lease, under any conditions investment in privately owned assets, property or land political campaign materials or donations in any form weapons, including but not limited to mines, guns and ammunitionLarge-scale, municipal engineering or prestige projects: ring roads, airports, universities, hospitals, etc. Construction, rehabilitation, or maintenance of any government office building Payments of salaries to government servants or the salaries of the staff of governmentHigh-cost subprojects with small number of beneficiaries: orphanages (but could be eligible if it targets the most vulnerable groups), etc. Subprojects with excessive or unjustified unit costsSubprojects without required community contribution. Total local contribution must be at least 20%, of which 10% in cashSubprojects whose operating or maintenance cost and system are not assured Operations or maintenance costs of existing facilities Payments of salaries to CDCs membersAny subproject without clearly assigned financial management responsibilityOne-off custom designs and engineering, technically complex solutions and technology that cannot be maintainedSubprojects that do not conform to or are inconsistent with established line ministry policy guidelinesNo expropriation (see Social following)Subprojects causing social controversy or conflictSubprojects that systematically exclude a class of needy beneficiaries.Subprojects that require involuntary resettlement or involuntary expropriation of land or assets or displacement that adversely affect livelihoods Any activity using child labor (children below 16 years of age)Investments detrimental to the environment Any activity on land that is considered dangerous due to security hazardsHigh-risk subprojects requiring environmental impact assessment (EIA), high technical input, or significant mitigation: abattoirs, new wastewater systems; new solid waste sites; subprojects that would affect environmentally sensitive areas, reduce biodiversity, forest watersheds, etc.8. Memorandum of Understanding Following the IOSCs approval, the PIU will prepare and sign a Memorandum of Understanding (MOU) with each community represented by the CDC. The MOU will specify: - A brief introduction of the community and overall objective of the CDRD Pilot Project - Duties and responsibilities of each party in carrying out the CAP - The estimated time frame for implementing the activity - Financial management and procurement procedures - Nature of any support provided by third parties or other partners 9. Procurement Arrangements The sub-project Management Committees carry out procurement activities. The DRC oversee the process and ensure that all the procurement and contracting arrangements are executed according to World Bank guidelines. Each sub-project Management Committee develops a procurement plan for the sub-project activities, supported by the DRC. The DRC, together with the Management Committees and District authorities, develop a general procurement notice (GPN) that will be published in a clearly visible location in each of the communities. The Management Committees, with the support of the DRC, will develop contracts for works, goods, and consultants. Where the Centralized Model option is chosen, the DRC becomes responsible for actually procuring all goods, works, and services associated with subprojectshowever, in close collaboration with the CDCs and District authorities. Where the Decentralized Model option is preferred, the CDCs Procurement Committees are responsible for the procurement. The Procurement Committee, with the support of the DRC, will fill out an Invitation to Quote (ITC) with a detailed description and technical specifications of the goods, works, or services required. The ITCs are distributed to five or more potential bidders. The officer designated by the DRC, the one designated by the District authorities and a minimum of two members of the community will form the Bid-Opening Committee (these members may or may not be from the CDC Procurement Committee). The Bid-Opening Committee will hold a formal and public bid-opening meeting. It then provides the open offers to a Bid Evaluation Committee, which evaluates the offers. The Bid Evaluation Committee may be the same as the CDC Procurement Committee or have different membership, but it will not include the head of the CDC. The Bid Evaluation Committee will recommend the supplier or contractor with the lowest price, provided that the offer substantially meets the requirements of the Invitation to Quote (technical specifications, delivery time, etc.) and that the supplier or contractor is qualified to carry out the assignment. The head of the CDC and the PIU then accept the recommendations of the Bid Evaluation Committee. The Management Committee with DRC support prepares a purchase order (contract for small works) for the selected bidder. The head of the CDC and PIU coordinator approve the purchase order and issue it to the vendor. 10. Financial Arrangements The DRC processes the bloc grant fund requests and disburses the funds either to the contractors, if the first option is selected (Centralized Model), or to the communities on a tranche basis (according to the provision of the MoU), if the second option (Decentralized Model) is chosen. In the latter case the disbursement will be transferred through a money transfer company addressed to the CDC. Subproject Management Committee with the support of the DRC submits relevant bi-weekly and monthly financial reports to the PIU, covering bloc grant and social services grant funds received by the community, expenditures incurred by category, and the balance of funds. Subproject Management Committee is responsible for: Opening and managing an account with a money transfer company - Keeping accurate accounting records at the community level on all funds received and expenditures, and making them available to community members, district authorities, and other parties upon request - Maintaining receipts, labor registers, and other supporting documents for all expenses - Maintaining a cash box and a petty cash book (cash to be kept in a secure location with restricted access by a responsible person nominated by the CDC) - Providing monthly reports to the community on the current financial and physical status of the subproject through community meetings, public notice boards, announcements during prayer meetings or other agreed means - Maintaining a register of all cash, labor, and material contributions from the community, valued at local market rates 11. Implementation of Works, Supply of Goods and Services The CDC with the support of the DRC makes an inspection of the ordered goods upon delivery or completion of the ordered works or services. Subproject Management Committee with the support of the DRC submits relevant bi-weekly and monthly physical progress report to the PIU. Subproject Management Committee is responsible for the site supervision. Site supervision is intended to insure that: - The implementation program is adhered to - Quality is maintained - Productivity is as per subproject write-up - Gender concerns are addressed - Environmental and social concerns are continuously addressed - Workers and are properly registered and daily presence register is kept and updated - Materials, tools, and equipment are properly stored and accounted for - Site records are maintained and used for managing subprojects. 12. Ongoing and ex-post Audits Trained community members who are independent of the funding agency (i.e. the DRC) and the Project Management Committee will periodically undertake internal ongoing audits of community accounts. Moreover, at the end of the project, they will conduct an ex-post audit of community accounts to confirm that funds have been spent for the purpose intended and that communities have received value for their money. 13. Social and Environmental Safeguards The CDC representative, in collaboration with the PIU coordinator, undertakes a brief assessment of social and environmental safeguards early during project preparation to identify the typical impacts that may be encountered in a CDRD subproject. Based on this assessment, he/she describes the process to identify and address safeguard issues in subprojects. 14. Monitoring and Evaluation The communities will conduct their own sub-project monitoring. Moreover they will conduct a self-evaluation at the end of each subproject cycle. The objective of this approach is to have the primary beneficiaries take the lead in the process. The communities will: - Choose a few carefully reflected indicators that help to track progress during implementation, including clear tracking and impact measurement (such as indicators for gender impact) - Establish a basis for comparison by defining a relevant reference point and basis for assessing impact at the project output - Ensure collection of data baseline and periodic updates, emphasizing only key variables related to indicators. The community should provide monitoring reports to the PIU. 15. Project Maintenance The CDCs will elect a sub-project Maintenance Committee and develop a maintenance plan. The maintenance plan should provide information about who in the community is responsible for operating and maintaining the assets. Moreover, it should provide a realistic financial plan for the following 3-5 years to demonstrate the capacity of the community to collect funds. The Maintenance committee will set up a maintenance fund before the completion of the sub-project. Any savings left over form the sub-project implementation may be added over to the fund and set aside for maintenance purposes. 16. Project cancellation The MOU (see section 6) may be amended or cancelled by mutual consent of the PIU and the Community Development Committee in writing. The PIU can stop and suspend the works if it becomes evident that the sub-project Management Committee is not performing its works satisfactorily. If there are serious problems, the PIU can recommend to the Inter-organizational Steering Committee that the agreement be cancelled. 17. Completion of the subproject Acceptance of the works at the time of completion will be finalized following a Certification of Completion by a technical person in the presence of representatives of the communities and of the district authorities, the sub-project Management Committee, the CDC, and any other concerned party.  According to the above, the number of sub-projects that can be funded depend on their scale and on the amount of the community contribution. For example, if a sub-project amounts to 18,750 USD and the community will cover 20% of its cost, which is 3,750 USD, only one subproject can be funded, being the CDRD contribution of 15,000 USD.     PAGE  PAGE 1 DRAFT CDD Community Handbook - DRAFT CDD Project Implementation Unit Page  PAGE 9  DATE \@ "MM/dd/yyyy" 11/18/2007 COMMUNITY HANDBOOK (DRAFT for Discussion) for Community Development Committees Members This Community Handbook is based on the CDRD Operations Manual. The CDRD Operations Manual describes in detail the procedures to be used to prepare and implement the sub-projects. The CDRD project and its activities are governed by the Operations Manual. In case of discrepancies between the Community Handbook and the Operations Manual, the latter will prevail Communities (Local Gov.nts) Communities Community-Based Development Community-Driven Development Donors/Int. Organizations Service Providers Planning & Consultation Fund Flows Service Delivery Service Providers Financial Agent Local Governments Donors/Int. Organizations ;<=>K   # l r z {   C G O P Z [ ʸʰ}t}tpie_ h/bNHhc6 hYh-Sh-Sh5CJaJhP5CJaJhYh/b5CJaJht#bCJaJhYh/bCJaJ hYh/bh/bhCJaJ"jh/bCJUaJmHnHuh/bCJaJh/bht#b5CJ$aJ$#ht#bht#b5CJ$OJQJ^JaJ$ho5CJ$OJQJ^JaJ$%;<=?@ABCDEFGHIJKgd/b 7$8$H$gd $dha$gdt#bYZ[s^  ! " # m n o p q r    & Fgd gd gd/bgdN$a$gd/b$a$gdt#bgd/bgd/b    & R V s t y      ; < = f u RSCʿҸ h/b5\hYh/b5\h h-Sjh6=UmHnHu hYh-ShNh/bCJaJh/bCJaJh/bh/bCJaJ h/bh/bhNhYh/bNHhE hYh/bh/b95FSp{:>@BV`c(,MP»°©ɢɰɢɰɻɛɛɛɛɛɛhYh6jNH hYh6j h h h6jh-Sh9 h6jh h6jh6j hYh h6jh hx5 h/b5h2yh/b5hYh/b5NH\hYh/b5\ h/b5\7t RDw23M $Ifgd1-gdfYgd9gd9gdfY & FgdfYgd)i & FgdfYgd gd6jgd _`t!"&(14YZ 01B !"8;Wj"LQȸոhU)hPhfYh9hY66h)ihYh NHh-Sh/q hYh h hfYh 5hNh NH hNh G ,0CDEw/89C[\]^befgn*4 hN5CJaJhYhN5CJaJhYhN5CJPJaJ#h9hN5CJPJaJmH sH hN h]h] hVh9hYh9NHjh90JU hw]h9 hYh9 h9h9hfYh9hP1 #%LRSZyz{|δ嚎{aaLCh1-5CJaJ)jh1-5CJPJUaJmHnHu3jhYhN5CJPJUaJmHnHtHuhIhN5CJaJ hIhNh1-hN5CJaJ2jhYhN5CJU\aJmHnHtHu3jhYhL%5CJPJUaJmHnHtHuhYhN5CJPJaJhN5CJaJhYhN5CJaJhYhN5CJNHaJMNOPQRA//$&`#$*$/Ifgd1-kd$$IfrqY`h62 22 22 22 22 24ayt1- $Ifgd1-RTUVWXYZ[{|Ff$&`#$*$/Ifgd1- zhhhhhhhhhcFf$&`#$*$/Ifgd1-kd+$$IfF Y  6`h6    2 22 22 24ayt1- NOPQRSTUVXhkd1 $$IfF Y  6`h6    2 22 22 24ayt1-$&`#$*$/Ifgd1- MNOVWY}~$&TUV]^` ¹}hYhN5CJNHPJaJhN5CJPJaJ)jh1-5CJPJUaJmHnHuh1-hN5CJaJh1-5CJaJhN5CJaJ3jhYh1-5CJPJUaJmHnHtHuhYhN5CJPJaJhYhN5CJaJ1XYZckd7$$IfF Y  6`h6    2 22 22 24ayt1-Ff $&`#$*$/Ifgd1- %&UVWXckd=$$If.F Y  6`h6    2 22 22 24ayt1-Ff$&`#$*$/Ifgd1- XYZ[\]_`aFf$&`#$*$/Ifgd1- zhhhhhhhhhcFf$&`#$*$/Ifgd1-kdC$$IfF Y  6`h6    2 22 22 24ayt1- )*ijklnopqrthkdI$$IfmF Y  6`h6    2 22 22 24ayt1-$&`#$*$/Ifgd1- *hijlmrsuvw    % & ' ) * / 0 1 3 W r s t vv3jhYhN5CJPJUaJmHnHtHu%jh1-5CJUaJmHnHuhN5CJaJ/jhYhN5CJUaJmHnHtHu)jh1-5CJPJUaJmHnHuh1-hN5CJaJhYhN5CJaJhYhN5CJPJaJ.tuv& ' ( ) + , ckdO#$$IfF Y  6`h6    2 22 22 24ayt1-Ff $&`#$*$/Ifgd1- , - . / 2 3 4 s t ckdU($$IfRF Y  6`h6    2 22 22 24ayt1-Ff%$&`#$*$/Ifgd1- !Ff+$&`#$*$/Ifgd1- !!!!!!!! !+!-!.!^!r!!!!!!!!!!!"""4"¶¶¶xrlchidhz_H8 hid_H8 h-S_H8hYhzNH_H8hYhz_H8 hz_H8 h hzh9h)i hYh)i hL%5hN5CJaJhYhN5CJaJhYhN5CJPJaJ3jhYhN5CJPJUaJmHnHtHu)jh1-5CJPJUaJmHnHu&!!!-!^!B=83gd)igd)igd kd[-$$IfrqY` 6`h62 22 22 22 22 24ayt1-^!!""o$$^&j&(5))*w,$-G-?.. / x$IfgdL%gdogd-gdz & FgdFgd gd  & Fgdz4"5"7"="P"Q"b"c"d"h"i"n"o"{""""""""""""""""" # # ####=#y#####$$"$#$n$o$$$$$$$$$ % %-%%%¼ԼббЩЙЙЙ hYhFhFhz_H8hFhz5 hFNH hF\ hF_H8 hF5hYhzNHhFhYhz_H8 hid_H8 hz_H8hwlMhz6 hYhzhzhid<%%%%%%%& &!&8&\&^&i&j&&&''''.(/(0((())4)5)A)T)~)))))))))))**%*&*5*X*[*]*^*n*o******ֻ֢֢֢֢֞֞hYh-NHh- hYh- hF_H8 h<_H8 h-_H8 hYhz h-h/q hYh/q h/q_H8h/qhYhz_H8hFhz_H8hFhYhFNH hYhF:********++S+T+b+x+++++++, ,,,8,9,v,w,,,,,---"-#-$-%-'-G-`-g-----..>.?...... /⮥#h h 5CJOJQJ^JaJh hYh]NH hYh] h]h]h]hn#hTAB*ph hTAhTAhTA hTAh,8Vh,8Vh/qhYh-NH h-_H8 hYh-h-8 / /@//080f0001A1zzzzzzzz  & F$Ifgd] $Ifgdn#nkd.$$IfTl4 z t0z 44 laytL%T / /4/5/@/c/e/}///////////////00P0R0e0f000000@1A1B111111111L2M2T2U2V2[2222233w3x3z3ɹرɹ߱߱͟h]h NH\#h:v h CJOJQJ\^JaJh]h \ hYh h:v h NHh h:v h h) h]h h \h:v h \&h%h 5CJOJQJ\^JaJ:A1B111U2 $Ifgd] $Ifgdn#mkd$/$$IfTl z t0z 44 laytL%TU2V233mkd*0$$IfTl z t0z 44 laytL%T $Ifgdn#mkd/$$IfTl z t0z 44 laytL%Tz3333334+4/4048494:444444444_5`5v5|5}5555556666666677N7O7P7U7p777777g8h8m8o8p8r8888888ÿhYh]NHhYh]h hYh] h]h]h]h9hn#h \hPU'h 6\h:v h NH\h]h \ h:v h h:v h \ h \>3333494mkd0$$IfTl z t0z 44 laytL%T $Ifgdn#94:444mkd1$$IfTl z t0z 44 laytL%T $Ifgdn#mkd01$$IfTl z t0z 44 laytL%T444_5~ $Ifgdn#mkd62$$IfTl z t0z 44 laytL%T $$Ifgdn#_5`555mkd<3$$IfTl z t0z 44 laytL%T $Ifgdn#mkd2$$IfTl z t0z 44 laytL%T5556mkd3$$IfTl z t0z 44 laytL%T $Ifgdn#6666 $Ifgdn#mkdB4$$IfTl z t0z 44 laytL%T667O7 $Ifgdn#mkd4$$IfTl z t0z 44 laytL%TO7P7n8o8mkd5$$IfTl z t0z 44 laytL%T $Ifgdn#mkdH5$$IfTl z t0z 44 laytL%To882999:9:}::o;;< =~>?AECD9DEF GgdgdP7gd_gdXgd//Ogd_gdp_@<^@`gdn#gd]gdp_8999192949w9999999999: :8:9:;:}:~:::::::2;3;M;d;n;o;;;;;;;;;;;<<</<2<9<<<V<\<a<<<<<<<<<ŶŶ h//O5h#}}h//O5h/qh` hYh//Oh//OhRzh-hYhp_NH hYhp_ hp__H8hp_h_h9hYh]hh] hYh]?<<<< ==== =R=U=]=q=r=t=v=w==========>><>W>}>~>>>>>>>>&?(?-?7?C?D?_?`???????@%@V@W@t@@@@@@@@@@@@ͮhh!h//O5 h\h//Oh,yhXh//O5h/qh`hXhYh//ONHh//O hYh//Oh#}}h//O5NHh#}}h//O5D@@@@AAAA2A3AgAlAuAAAAAAAAAAoBxByBBBBBBCCBCFC]CoCqCrCwCzCCCCCCDDD9D=DOD^DDDDDDDD德ݷ徧ٕ hh//O hP7h//Oh9hYh_5\ h_NH hYh_hs.Dh h//ONH h h//O h_h_h//Oh_h_5h_hX hYh//O h//O5 h_h//O:DDDXElEEEE*F3F:F;FNcNNNNNNNNNOOļϭ˦ϦצhYhyNH hYhy hYhhYh6hh6 h]hhh2 h,hyh9hn# hYhn#hhP7 hP7hn# hP7hP7>O3O6OOOOOOOOOOOOOOO P PPP+P]P^PPPPPPPPPQQQ$Q'Q?QZQQQQQRR&R+R:R;RRARBR}RRRRRRRRRRRMSNSTSrSsSuSSSSST hG<hy hyNHhOqhyNH hOqhyhYhyNHhGS hYhhh9hy hYhyJOOQ3Q@D /bTitle$d *$a$5CJ$\aJ$B'!B /bComment ReferenceCJaJ<2< /b Comment TextCJaJHBH /b Balloon TextCJOJQJ^JaJ@B@R@ /b Body Text $xa$CJaJLOaL /bBody Text CharCJ_HaJmH sH tH Z0@rZ N List Bullet&$ & F h8^8`a$CJ>6@> ] List Bullet 2  & FnOn ]box text#<*$-D7$8$H$M CJOJQJ_HaJmH sH tH N7@N ] List Bullet 3 & F 8^8`TOT ]tables0`*$XDYD(CJOJQJ\^JaJ:1@Q: ] List Number  & F>@> U) Footnote TextCJaJ@&@@ U)Footnote ReferenceH*\tVSV6Qd}tVKLMNVW\eftu6Qd}   tV7 !"#mnopqr t wOPZ[NOYZUV`aijuv&'34^o^j 5!w$G%& '()A))U*++9,,,_---../O/n002111292}234 5~67<=> ?CCDIDaDDDDEEGGI3I 00̇0E 00̇0H00̇0 00̇0 00̇0[00̇0r00̇000̇0Z00̇000̇000̇0(00̇0d00̇000̇0^00̇0%00̇000̇0Z00̇0 00̇0*00'̇000/̇000̇0*00'̇000/̇0000̇0001̇0002̇0'003̇0S004̇0r006̇0007̇0>00̇0>00&̇0H009̇0L 00Ḋ0 Q00Ḣ0T00J̇0T !"#mnopqr t w23MNOPQRTUVWXYZ[{|NOPQRSTUVXYZ%&UVWXYZ[\]_`a)*ijklnopqrtuv&'()+,-./234st^o^j 5!w$G%& '@''(8(()A))U*++9,,,_---../O/n002111292}234 5~67<=> ?I?@l@AAXBCCDIDaDDDDEEGGI3I@ 0@@ 0A@0Y8 @ 0 H@0XgH @ 0 P@0MlP@ 0MlP@ 0MlP;<=?@ABCDEFGHIJK !"#mnopqr  t RDw23MNOPQRTUVWXYZ[{|NOPQRSTUVXYZ%&UVWXYZ[\]_`a)*ijklnopqrtuv&'()+,-./234st-^o^j 5!)"w$$%G%?&& ' '@''(8(f((()A)B)))U*V*+++++,9,:,,,,,_-`-----...../O/P/n0o002111292}22o334 5~679E;<9<=> ?I?@l@AAXBBCCDIDaDDDDDEEEEGGI3I ?I?@l@AAXBCCDIDaDDDDEEGGI3I@ 0@@ 0A@0u @ 0 @0 @ 0 @0@ 0@ 0@ 000F@0 0@01@0@0@0@0@0 00$00(K@0@0 . $$LL  4"%* /z38<@DlKOTZp]t^045789>DHKLMOR\]^_abdfhMRXXt, !^! /A1U23944_5566O7o8 GOZ[]t^136:;<=?@ABCEFGIJNPQSTUVWXYZ[`cegis^2  qxz|!!!/Xr$ h>"f[gir$fL4³@1i@P= (  H  #  TB * c $DԔTB + c $DԔTB , c $DԔ TB - c $DԔ TB . c $DԔTB 0 c $DԔTB 1 c $DԔTB 2 c $DԔTB 3@ c $DԔTB 5 c $DԔTB 6 c $DԔTB 7 c $DԔTB 8 c $DԔ TB 9 c $DԔ TB < c $DԔ TB = c $DԔTB > c $DԔTB ? c $DԔTB @ c $DԔTB A c $DԔTB B c $DԔTB C c $DԔnn HD)3 F# 3"n E c $X99?"`HD)3z K c $K"`@/=1 n M C M"` t z V c $V"`- " z W c $W"` &( `B ^ c $DjJC4#D&lB _B 0DjJD(X@/L  (/  &/h N 3 N"`  $  n D%.  #" 4 (/L !'0 .t L S L"`! %# h u 3  u"`'"*  `B x c $DjJ %8"'9"lB yB 0DjJ %"'"`B z c $DjJ T$ 'h  3 "`. %0 `B  c $DjJ * ,.lB v 0DjJ#T$#,.fB  s *DjJX$*(',.fB  s *DjJX$T$('$'h  3 "`%#?( h t 3  t"`X D%!  n l&', m #"  -D)03t e S  e"`"((')  n &(, l #" l&',t !\(& i# #" $'(,L !p#& h!p#&`B ] c $D!p#!ZB c S D#p##lB d 0DjJ&p#&n f C  f"`p#$\(&  t \ S  \"`(#&((  T  # ) p, lB  0DjJ " )lB  0DjJ p, @/B S  ?=RyV]lrv)/0tV!tF< $4.<<<t3 llt*kt2ddktCNt7jt+ S t8bt,s1st9jt- t< tB<,<t>\t0PZPv!t=<<Rt?]t6P P!tAwt1%Tl&t@Opt5$%l&t _Toc180810633 _Toc180810642 _Toc164482077 _Toc180810648 _Toc164482078 _Toc165149092 _Toc180810650 _Toc164482079 _Toc165149093 _Toc180810653 OLE_LINK2 _Toc164482084 _Toc165149098 _Toc180810667 _Toc180810669 CC$%$%$%DGGGIuV  ]]]F%F%F%DGGG2IuV5{,=6{PPuV^^uVB*urn:schemas-microsoft-com:office:smarttagscountry-region9*urn:schemas-microsoft-com:office:smarttagsplace yx?C" & fnz~dhTX $9!=!!!,,0,0055I7M7<<==?LCLQRRRRRRRRRRRRSSfUmUUU\V_VuV12(+'': :QQQ,RARRRRRRRRRRRRRSSSSuV33333333rt 3Q[|-^o9j $G%8(f(./o0s0121292}22<"<<< ?I?XB]BIDaDEEGGI3I&Js.DF%L//OGSQ2U,8VCVfYp_t#b/bidQGg6j-lzRzB}{Er;#J ]x8 J(aX,y!Q/qs,2 oc6-SF7OP TAT-Lc>_y<ox)iN MNOPQRTUVWXYZ[{|NOPQRSTUVXYZ%&UVWXYZ[\]_`a)*ijklnopqrtuv&'()+,-./234st-w$$%& ' 'A)B)U*V*++++9,:,,,,,_-`-----....O/P/n0o0EGRRRRRSSSuV^".".""."."."".".".""."".".""."".Y -@WFWF 1WFWFtV@@UnknownGz Times New Roman5Symbol3& z ArialI& ??Arial Unicode MS5& zaTahoma;Wingdings?5 z Courier New"1hzWVF+ bE)+ bE)Y4ddQdQ BqHX ?T2MIdentifying the main stakeholders of the community subproject and their roleswb328608wb328608@         Oh+'0$0D Xd    PIdentifying the main stakeholders of the community subproject and their roles wb328608 Normal.dot wb3286087Microsoft Office Word@$e @4S)@<9cc'@zow)+ bE՜.+,0H hp  *The World Bank Group)dQ NIdentifying the main stakeholders of the community subproject and their roles Title  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijlmnopqrstuvwxyz{|}~  Root Entry F!)Data kN61TableWordDocumentoSummaryInformation(DocumentSummaryInformation8CompObjq  FMicrosoft Office Word Document MSWordDocWord.Document.89q