Project Appraisal Document

Annex 5: Implementation Support Plan

COUNTRY: ProjectName


Strategy and Approach for Implementation Support

1. 
   The World Bank will support the implementation of this project through a combination of fiduciary and technical supervision, technical assistance, monitoring and evaluation, as well as coordination. These activities will be implemented by teams composed of Bank staff, consultants as well as experts in coalition building.
   

2. 
   Through a pragmatic approach to coalition building, the project will facilitate an informed dialogue between line ministries and CSOs based on a transparent process throughout the project implementation. The findings of the CSO mapping and assessment study will shed light on the existing CSOs as well as their sphere of influence which will facilitate targeting CSOs that are seeking a constructive engagement with the Government and will reduce the risk of confrontation. This approach will enhance the dialogue, the joint formulation of a PMAF and will have a direct impact on participatory and inclusive implementation and monitoring of various sectoral development programs.
   

3. 
   The focus on CSO and line ministries capacity building, will strengthen the project’s sustainability and will have an overall effect on mitigating the risk linked with the project implementation in a sensitive transition period. Additionally, with the establishment of Participation Committees, CSOs will engage with government institutions in channeling community grievances that will, thus, have a positive impact on mitigating conflict risk and build trust in state institutions. The team will ensure that a transparent and inclusive process is in place throughout the project and will support MoPIC in holding regular consultations to be able to address issues upfront. All meetings proceedings will be documented and published as well as documents that will be agreed on by the stakeholders. A targeted assistance will also be provided to CSOs as needed.
   

4. 
   Regarding implementing agency risk, the PMU has proved its capacity to respond to donors criteria while taking into consideration targeted groups’ needs and constraints as well as the ability to report in a timely manner to different donors. Where required, the CSOs will be provided targeted facilitation and support to execute their part of the partnership. The team will support the MoPIC in establishing clear and transparent communication channels with project stakeholders to ensure a regular flow of information throughout the project preparation and implementation which will help address issues upfront.
   

5. 
   To mitigate delivery monitoring and sustainability risk, the project provides for technical assistance to support MoPIC. Local consultants will also provide support in terms of wop organization, outreach and dissemination as well as follow up. For the implementation of Sector Action Plans, the use of third party monitoring, as currently being established by the CMU across the portfolio, is also expected to mitigate this risk. If there is a major deterioration of the political context due to internal or external circumstances at the national level, the project can only mitigate the risk by including crisis management processes that would likely include stabilization measures, delocalization of the dialogue sessions to a neighboring country and potential shifts between project components.
   

Implementation Support Plan

6. 
   Technical inputs needed: MOPIC will need technical inputs and support to design a transparent and consensus building process. Capacity building on social accountability will be provided to both sector CSOs and line ministries which will help the project stakeholders better integrate this approach in various sectors and ensure more participation and inclusion in development programs. In addition, technical inputs on the design of the M&E system, as well as training of MOPIC staff on M&E principles and implementation will be provided.
   

7. 
   Fiduciary requirements and inputs: World Bank fiduciary staff will provide implementation support including capacity building as needed.
   

8. 
   Safeguards: Social and environmental safeguards are not expected to be triggered.
   

9. 
   What would be the main focus in terms of support to implementation during:
   

Time	Focus	Skills Needed	Resource Estimate	Partner Role
Throughout project	Adapting design while maintaining ability to evaluate for impact Adapting activities to volatile circumstances	Coalition and consensus building expertise Government-CSOs partnership building in fragile and conflict contexts		Coordination and outreach through a transparent process

Skills Needed	Number of Staff Weeks	Number of Trips	Comments
Social Development Specialists Impact Evaluation Specialist M&E Specialist Fiduciary Specialists	1-2 weeks of time for each	2-4

1^ Purchasing Power Parity.

2^ The United States, United Kingdom, Saudi Arabia, Canada, Japan, France, Kuwait, Russia, and Qatar all announced their proposed contributions, totaling about US$165 million towards a goal of US$250 million over several years.

3^ Interim Strategy Note for the Republic of Yemen, FY 2013-2014. World Bank 2012, pg. i.

4^ The paragraph builds on Civil Society in Yemen – A National Participatory Review (2^nd draft). European Union Delegation – Yemen, 2010, pg. iv

5^ A Landscape of Civil Society in Yemen: Issues and Options for World Bank Country Program. World Bank, 2010, pg. 9.

6^ Reducing Conflict Risk: Conflict, Fragility and Development in the Middle East and North Africa. World Bank 2011, pg. ix-x.

7^ A Landscape of Civil Society in Yemen: Issues and Options for World Bank Country Program. World Bank, Internal Report for Regional Management, 2010, pg. 9.

8^ Interim Strategy Note for the Republic of Yemen, FY 2013-2014. World Bank 2012, pg. i.

9^ The paragraph builds on World Development Report 2011: Conflict, Security, and Development. World Bank, 2011. pg. 13.

10^ More about the ISN’s objectives in Section: C. Higher Level Objectives to which the Project Contributes.

11^ In “Reducing Conflict Risk: Conflict, Fragility and Development in the Middle East and North Africa WDR (World Bank 2011), large youth cohorts combined with economic decline is one of the main drivers of conflict in the MENA region. “Reducing Conflict Risk: Conflict, Fragility and Development in the Middle East and North Africa”. World Bank 2011, pg. 9-10.

12^ See above for a brief summary of current donor activities.

13^ Target numbers will be specified based on the findings from the FY13 Mapping and Capacity Assessment study.

14^ Target numbers will be specified based on the findings from the FY13 Mapping and Capacity Assessment study.

15^ ANSA-AW is a regional network of practitioners on participatory governance and social accountability modeled after similar networks established in South Asia and East Asia Pacific, but tailored to the Arab world. ANSA-Arab World serves as a platform for engagement and dialogue with civil society organizations (CSOs) and governments