Multi-sector Action for Nutrition Operations Manuallgdsindh.gov.pk/notification/multi-sector action for... · Web viewMulti-sector Action for Nutrition (MSAN) is funded by the Pakistan

Government of Sindh

Multi Sectoral Action for Nutrition (MSAN)

Sindh: Multi-sector Action for Nutrition Project Operations Manual

Project Operations Manual

Version as of: 10/19/2017 4:15:00PM

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Sindh: Multi Sectoral Action for Nutrition Project Operations Manual

1. Contents2. ACRONYMS AND ABBREVIATIONS 2-1

3. ABOUT THIS MANUAL 3-1

Purpose of the Manual 3-1

Target Audience 3-1

Revising the Manual 3-2

4. WHY FOCUS ON NUTRITION? 4-1

5. OVERVIEW OF MSAN ACTIVITIES 5-1

Project Background 5-1

Project Objective 5-1

Target Areas 5-1

Project Beneficiaries 5-2

Project Components 5-4

Component 1 – Support to Saaf Suthro Sindh (SSS) 5-4

Subcomponent 1a. Building Capacity for ODF Certification 5-5

Subcomponent 1b. Behavior Change for Improved Hygiene 5-5

Subcomponent 1c. Incentivizing Good Hygiene Behavior. 5-6

Component 2 – Agriculture for Nutrition (A4N) 5-6

Subcomponent 2a. Food Production and Management 5-6

Subcomponent 2b. Awareness Raising on Nutrition and Healthy Diet 5-7

Subcomponent 2c. Capacity Development for Government Staff. 5-8

Component 3. Project management, monitoring, evaluation, and coordination 5-8

Subcomponent 3a. Village and household mobilization 5-8

Subcomponent 3b. Project Management 5-8

Subcomponent 3c. Monitoring and Evaluation 5-9

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Subcomponent 3d. Impact Evaluation 5-9

Subcomponent 3e. Knowledge Management & Media Communications 5-9

6. INSTITUTIONAL ARRANGEMENTS 6-1

Provincial Level 6-2

Provincial Nutrition Steering Committee (PNSC) 6-2

Technical Sub-Committees 6-3

Project Management Units 6-4

District Coordination Committee 6-4

Village Organizations 6-5

7. THE PROJECT CYCLE 7-1

Inception 7-1

Preparing for District Implementation and Entering Villages 7-1

UC and Village Selection 7-2

Entering a UC/Village 7-2

Identification of project participants 7-3

Sectoral Implementation 7-3

Saaf Suthro Sindh Implementation 7-3

Developing District ODF Plans 7-3

Capacity Building of Government Staff and Implementing Partners 7-4

Behavioral Change for improved Hygiene 7-4

Incentivizing Good Hygiene Behavior 7-5

Agriculture for Nutrition Implementation 7-7

Food Production and Management 7-9

Awareness Raising on Nutrition and Healthy Diet 7-9

Capacity Development for Government Staff 7-9

8. MONITORING AND EVALUATION 8-1

Monitoring Physical Progress 8-1

Measuring Impact 8-2

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Impact evaluation 8-3

Financial Monitoring and Evaluation 8-3

Fiscal Monitoring 8-3

Fiscal Evaluation (Annual Financial Auditing) 8-4

Attachment 1: MSAN Results Framework 8-6

Attachment 2: Sample Form for Collection of Household Information 8-14

Section A. Demographic Data 8-14

Section B: Household Income and Expenses 8-16

Section C. Access to Food 8-18

Section D. Patterns of Consumption 8-19

Section E. Nutritional Knowledge 8-20

9. FINANCIAL MANAGEMENT 9-1

Financing Arrangements 9-1

Programming and Budgeting 9-1

Budget Execution 9-2

Financial Control 9-3

Completion and Closing of Activities 9-4

Completion of Works and Services 9-4

Fiduciary Closing 9-4

Reporting and Information Dissemination 9-5

Process and Progress Reporting 9-5

Provincial Technical Sectoral Sub-Committees 9-6

Provincial Program Management & Coordination Units 9-6

District Coordination Committees (DCC) 9-6

District Sectoral Sub-Committees 9-6

Implementing Partners (IPs) 9-6

Village Organizations (VO) 9-6

Financial Reporting 9-7

10. PROCUREMENT ARRANGEMENTS 10-1

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Contracting 10-1

Procurement of Goods and Services 10-2

Procurement of Goods 10-2

Selection Process for Goods through Shopping 10-2

Record of Award 10-3

Procurement of Services 10-5

Consulting Services 10-5

Procurement Planning 10-8

Procurement Plan 10-8

Review of Procurement by the Bank 10-8

Procurement Risk Management 10-10

Assessment of implementing entities’ procurement capacity 10-10

Capacity Assessment 10-10

Transparency 10-11

Complaints 10-11

Filing and management of documents 10-11

Additional procurement risk mitigation measures 10-12

11. SOCIAL & ENVIRONMENTAL SAFEGUARDS 11-1

Environmental and Social Management Framework 11-1

Environmental and Social Safeguards 11-2

Environmental Aspects 11-2

Risks linked to Sanitation Hardware 11-2

Risk linked to Agriculture and Crop Production technologies 11-2

Risk Mitigation 11-3

Social Aspects 11-3

Environmental and Social Management Plan (ESMP) 11-4

Resettlement Policy Framework 11-4

Grievance Redress Mechanism (GRM) 11-4

Stakeholder Consultations 11-5

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Implementation and Monitoring Mechanism of ESMF 11-5

Third Party Validation 11-6

ANNEX 1. ESMF MITIGATION PLAN 1

ANNEX 2. GLOSSARY OF NUTRITION TERMS 1

ANNEX 3. FOOD SOURCES FOR MICRONUTRIENTS 1

Iron Deficiency Anemia 1

Vitamin A 2

Folic Acid 3

Tables and Figures

Figure 1 Causes of child malnutrition........................................................................................................4-1Figure 2 Sehatmand Sindh Sectoral Outcomes..........................................................................................4-4Figure 3 Overview of the approach for Support to Saaf Suthro Sindh.......................................................5-5Figure 4 Indicative structure of a village organization...............................................................................6-6Figure 5 Overview of Saaf Suthro Sindh implementation steps................................................................7-6Figure 6 Human resources in project districts in DOA..............................................................................7-7Figure 7 Human resources in project districts in DOLF............................................................................7-8Figure 8 Overview of Nutrition Sensitive Agriculture implementation steps..........................................7-10

Table 1 SUN System Actions to Combat Nutrition...................................................................................4-2Table 1 Implementation Districts of MSAN..............................................................................................5-1Table 2 Composition of the Provincial Nutrition Steering Committee......................................................6-2Table 3 Composition of Technical Sub-committees..................................................................................6-3Table 4 Composition of the District Coordination Committee..................................................................6-4Table 9 Project Development Objective Indicators....................................................................................8-6Table 10 MSAN Intermediate Results Indicators.......................................................................................8-8Table 11 MSAN milestones for physical progress during implementation.............................................8-12Table 5 Procurement of Goods through ICB & NCB..............................................................................10-3Table 6 Selection of Consultants on CQS Basis.......................................................................................10-6Table 7 Selection of Consultants on QCBS Basis....................................................................................10-7Table 8 Procurement Methods and Review Thresholds...........................................................................10-9

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2. Acronyms and AbbreviationsA4N Agriculture for NutritionADLG Additional Director Local GovernmentAGP Auditor General of PakistanAOC Ambassadors of ChangeCBO Community Based OrganizationsCLTS Community-Led Total SanitationCPS Country Partnership StrategyCQ Consultants QualificationCQS Consolidated Quotation SystemDALY Disability Adjusted Life YearsDCC District Coordination CommitteeDMU District Monitoring UnitDNCC District Nutrition Coordination CommitteeDOA Department of AgricultureDOH Department of HealthDOLF Department of Livestock and FisheriesDOLG Department of Local GovernmentEMP Environmental Management PlanENMCP Enhanced Nutrition for Mothers and Children ProjectEOI Expressions of InterestESI Economics of Sanitation InitiativeESMP Environmental and Social Management PlanFAO Food and Agriculture OrganizationFBS Farmer Business SchoolsFFFS Female Farmer Field SchoolsFFS Farmer Field SchoolsFY Fiscal YearGDP Gross Domestic ProductGNI Gross National IncomeGOS Government of SindhGRM Grievance Redressal MechanismIBRD International Bank for Reconstruction and DevelopmentICB International Competitive BiddingIDA International Development AssociationIE Impact EvaluationsIEC Information, Education and CommunicationIFMIS Integrated Financial Management Information SystemIFR Interim Financial Reports

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IMR Infant Mortality RateINSS Inter-Sectoral Nutrition Strategy Of SindhIP Implementation PartnerIPMP Integrated Program Management PlanLEW Lady Extension WorkerLG Local GovernmentLGD Local Government DepartmentLGD Local Government DepartmentLHW Lady Health WorkerM&E Monitoring and EvaluationMDG Millennium Development GoalMDTF Multi Donor Trust FundMICS Multiple Indicator Cluster SurveyMIS Management Information SystemMNSP Multisector Nutrition Support ProgramMSAN Multi Sectoral Action for NutritionNCB National Competitive BiddingNDP Nutrition Development PartnersNGO non-government organizationsNGO Non-Government OrganizationsNNS National Nutrition SurveyNOL Net Operating LossNSA Nutrition Sensitive AgricultureNSA Nutrition Sensitive AgricultureNSP Nutrition Support ProgramO&M Operation and MaintenanceODF open defecation freeODF Open Defecation FreeP&D Planning and DevelopmentPAD Project Appraisal DocumentPATS Pakistan Approach to Total SanitationPD Project DirectorPDO Project Development ObjectivePMS Procurement Management SpecialistPMU Project Management UnitPNC Provincial Nutrition CellPNSC Provincial Nutrition Steering Committee PP Procurement PlanPPIN Pakistan Partnership for Improved NutritionPRA Participatory Rural Appraisal

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PS Procurement SpecialistQBS Quality Based SelectionQCBS Quality and Cost Based SelectionREOI Request for Expression Of InterestRFP Request for ProposalSDG Sustainable Development GoalSSS Saaf Suthro Sindh – clean and sanitized SindhSTEP Systematic Tracking of Exchanges in ProcurementSUN Scaling Up NutritionTA Technical AssistanceTF Trust FundTOR Terms of ReferenceTWG Technical Working GroupUC Union CouncilUNDB United Nations Development BusinessUP&SP Urban Policy and Strategic PlanningVLD Voluntary Land DonationVO Village OrganizationVO Village OrganizationsWBG World Bank GroupWHO World Health OrganizationWSS water supply and sewerage

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3. About This Manual

Purpose of the Manual

This Operations Manual (OM) has been prepared as a comprehensive guide to the processes and procedures for implementing Multi-Sectoral Action for Nutrition (MSAN) Project. It outlines the basic concepts and standard practices for the Project and provides detailed guidance on implementation for all Project components. The background, context and overall design for the project are described in the publicly disclosed Project Appraisal Document available on the World Bank’s website. The OM will:

Provide a reference guide for the policies, procedures, and processes for project implementation.

Educate new and existing employees and consultants about the project. Clarify reporting structure and responsibilities. Provide uniformity in interpretation and administration of policies. Provide means for constant review and improvement of policies and procedures. Facilitate coordination and communication among various components of the project;

and Eliminate unnecessary duplication of effort.

Target Audience

Any person, agency, organization or company that is implementing the MSAN project is subject to the guidelines and procedures outlined in this manual. This manual should be adopted by all parties including:

• Directorate Sanitation of Local Government and Rural Development Departments, Department of Agriculture, Department of Livestock and Fisheries (DOLF), and staff of the Project Management Unit (PMU) of implementing agencies including Ministries and Government Agencies;

• The Committees constituted for MSAN or related with it;• Officers and staff within MSAN; and• Implementing Partners (IPs) and Non-Government Organizations (NGOs) executing

MSAN activities;• Private Firms appointed for specific assignments;• Independent Consultants hired for specific assignments.

Revising the Manual

Whenever revision takes place, updates will be circulated by the Project Directors along with the version control. The OM custodian in the PMU should:

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Replace the old pages with the updated pages Discard the replaced pages Update the version control table with the latest release subject to no objection by the

World Bank.

The OM has been approved by the World Bank as required by the Project legal agreement. Except as the Bank shall otherwise agree in writing, the Project shall not assign, amend, abrogate, or waive the OM, or permit the OM to be assigned, amended, abrogated or waived whether in whole or in part. The OM is consistent with, and must be read and applied in conjunction with the agreed Grant Agreement, Project Agreement, and the Project Appraisal Document.

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4. Why Focus on Nutrition?The causes of malnutrition include:

immediate causes—lack of food/nutrients and poor health);

underlying causes—access to food, maternal and childcare practices; water, sanitation, and health services);

basic causes—policies, institutions, and the macro-environment.

The relationships are illustrated in the figure below. The theory of change underlying nutrition interventions now is that action is required across many sectors to address child malnutrition in the long run.

Figure 1 Causes of child malnutrition

The Scaling-Up Nutrition (SUN) movement further defined the nutrition-specific and nutrition-sensitive actions required to address child malnutrition. Nutrition-specific interventions tend to focus on immediate causes focus on direct intervention to increase health and micronutrient status―such as, infant and young child care practices, micronutrient fortification and

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supplementation, and treatment of severe malnutrition. Nutrition-sensitive interventions address more of the underlying and basic causes of malnutrition—such as, agriculture, clean water and sanitation, education and employment, health care services, support for resilience, and women’s empowerment. Attention to nutrition-sensitive interventions has gained momentum over the past years. For example, environmental enteropathy―is a subclinical intestinal disorder believed to be due to frequent intestinal infections―often caused by poor sanitation, unsafe drinking water and lack of hygienic practices, distresses the small intestine and is the upshot of chronic childhood exposure to fecal microbes, necessitating complementary interventions in the agriculture, water and sanitation, and education sectors.

Table 1 SUN System Actions to Combat Nutrition

Nutrition Specific Nutrition Sensitive

Support for exclusive breastfeeding up to 6 months of age and continued breastfeeding, together with appropriate and nutritious food, up to 2 years of age

Fortification of foods

Micronutrient supplementation

Treatment of severe malnutrition.

Agriculture: Making nutritious food more accessible to everyone, and supporting small farms as a source of income for women and families;

Clean Water and Sanitation: Improving access to reduce infection and disease;

Education and Employment: Making sure children have the energy that they need to learn and earn sufficient income as adults

Health Care: Improving access to services to ensure that women and children stay healthy;

Support for Resilience: Establishing a stronger, healthier population and sustained prosperity to better endure emergencies and conflicts;

Women’s empowerment: At the core of all efforts, women are empowered to be leaders in their families and communities, leading the way to a healthier and stronger world.

In Pakistan, as in most countries, nutrition has suffered from the combined lack of a dedicated institutional home, institutional capacity, clear stewardship, and poorly articulated strategy and implementation mechanisms.

The Government of Sindh (GoSindh) has identified malnutrition as a critical issue that threatens human development in the province, and there the future economic growth of Sindh and Pakistan. Throughout Pakistan the rates of stunting are persistently high.

The National Nutrition Surveys from the past three (3) decades paint a worrying picture of malnutrition in Pakistan where measures of stunting and wasting have risen over time1. According to the latest UNICEF MICS results, the malnutrition levels and micronutrient deficiency across Sindh are above the cut-off for a serious public health problem:

1 NNS 1985-87, NNS 2001-02, MICS 2007 and NNS 2011

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Malnourishment: 40.5%

Wasting—15.4%

Stunting—48%

Iron Deficiency Anemia

o 60 % Among Women

o 71 % Among Children

In response to this crisis, the GoSindh has developed Sehatmand Sindh [ صحت سندھ مند ], an accelerated action plan

The goal of Sehatmand Sindh is to reduce stunting in Sindh from 48% to 30% by 2021 and 15% by 2026 by increasing and expanding coverage of multi-sectoral interventions, that are known to reduce stunting in first five years of children’s lives. The program’s overall objectives are to:

Improve dietary intake among adolescent girls, mothers and preschool children; and

Reduce disease burden (infectious, nutrition related diseases).

To achieve these targets, GoSindh has called on all its sectoral departments to act against malnutrition. MSAN was designed to help 2 of those sectors—represented by Local Government Department, Department of Agriculture and Pricing, and Department of Livestock and Fisheries—to meet those goals by developing a coordinated approach that brings the sectoral interventions together in the same place, at the same time, and for the same reason—ending malnutrition.

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Figure 2 Sehatmand Sindh Sectoral Outcomes

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Reduced prevalence of wasting among children 6-24 months Increase percentage of children 6 to 24 months receiving an acceptable minimum dietReduced prevalence of anemia in women of reproductive age

Health Outcomes:

Increase Contraceptive Prevalence Rate Proportion of currently married women age 15-49 years using modern Contraceptive in rural SindhReduce unmet need for family planning services in rural Sindh

Population Outcomes:

Eradication of Open Defecation Increased proportion of population washing hands with soap at critical times

Sanitation and hygiene outcomes:

Increased proportion of mother and children having access to and consuming a more diverse and healthy diet

Agriculture, Livestock, and Fisheries Outcomes:

Increased utilization of nutrition services of the poorest population groups through CCTs

Social Protection Outcomes:

Improved access to Early Childhood Education in the public schoolsImproved knowledge of nutrition and healthy living among girls enrolled in high school in the public sector

Education Outcomes:

Minimum acceptable diet assess a mix of indicator consisting of breastfeeding, and frequency and diversity of complementary feeding

Behavioral outcomes in care


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5. Overview of MSAN Activities

Project Background

Multi-sector Action for Nutrition (MSAN) is funded by the Pakistan Partnership for Improved Nutrition (PPIN) trust fund, which is financed by the UK Government. PPIN seeks to help Pakistan expand coverage and access to nutrition services that are known to reduce malnutrition, especially among women and young children through co-financing and by providing the World Bank's systems for technical and implementation support to the project.

MSAN supports the

Project Objective

MSAN’s development objective is to increase the dietary diversity and improve sanitation and hygiene practices in targeted project areas.

It will do this by addressing the underlying conditions leading of chronic malnutrition (or stunting) through:

a. a sanitation intervention focusing on behavioral change to improve hygiene practices and achieve open defecation-free villages; and

b. an agriculture intervention to introduce production of nutritious food for consumption through homestead gardening practices and increasing household knowledge of food and nutrition.

Target Areas

Saaf Suthro Sindh will be implemented in thirteen (13) selected districts of Sindh Province while Agriculture for Nutrition (A4N) will pilot integrated homestead production—introducing kitchen gardens, backyard livestock, village fishponds, and behavior change to boost consumption of a diverse diet in four (4) districts. The table below shows the overlap of the project districts.

Table 2 Implementation Districts of MSAN

No. Targeted Districts* Saaf Suthro Sindh Agriculture for Nutrition

1 Jacobabad 2 Tharparkar 3 Sanghar 4 Umarkot 5 Kashmore 6 Kambar Shahdadkot 7 Larkana 8 Badin 9 Tando Muhammad Khan

10 Shikarpur

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No. Targeted Districts* Saaf Suthro Sindh Agriculture for Nutrition

11 Dadu 12 Thatta 13 Sujawal

* A map also presented on the following page

Project Beneficiaries

The sanitation component named Saaf Suthro Sindh (SSS) will roughly assist 2.0 Million people (around 50% of rural population in 13 districts) in rural of settlements (villages) in 13 districts prioritized on the basis of (a) the rate of open defecation in the village; (b) the highest stunting rates and (c) comparatively high population to address 50% population target. The component targets to improve the toilet coverage by 100% in all targeted villages while it is envisaged that the overall improved coverage may also increase approximately by 50 percentage points in the targeted villages.

The Agriculture for Nutrition (A4N) component targets an estimated 450,000 people in 20 Union Councils (UCs)—there will be 5 UCs in each of the 4 districts. UCs should be selected based on:

a. the presence of the health and sanitation projects; b. the level of poverty; c. the level of food insecurity; d. the Department of Health (DOH) profile risk; and e. the feasibility of agriculture, livestock, and/or fisheries interventions to address the

malnutrition situation.

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Project Components

The project comprises two operational components and one management component: Support to Saaf Suthro Sindh, Agriculture for Nutrition, and Project Management.

Component 1 – Support to Saaf Suthro Sindh (SSS)

This component supports implementation of Government of Sindh’s Saaf Suthro Sindh program in 13 districts (see box 1). The component focuses on creating open defecation free (ODF) jurisdictions, promoting handwashing and other hygienic behavior in communities, and building the capacity of government staff and partner non-government organizations (NGOs). The Local Government Department (LGD) will lead implementation of this component. This component focuses on creating ODF jurisdictions and promoting handwashing by promoting behavior change in communities and building the capacity of government staff and partner non-government organizations (NGOs).

It will be implemented using an integrated Sanitation-Nutrition Behavior Change Approach. This essentially means that the tools used including triggering (e.g. rapport building, social mapping, risk mapping, transect walk, feces calculation, identification of water and sanitation related diseases and medical expense estimation, etc.) will incorporate the activity for screening of acute malnourished children present in the village. An overview of the Saaf Suthro Sindh approach is below. Activities are organized into three (3) subcomponents.

The identified cases of malnutrition and its negative impacts on health and future wellbeing of the children will be linked to the open defecation practices in the community and will serve as yet another behavior trigger. The Agriculture component will also use integrated capacity development material to incorporate nutrition focus. The agriculture component will use community driven approaches to engage poor households and diversify their food basket.

The LGD will lead implementation through a “Sanitation Directorate” established at the beginning of the project. The Directorate will oversee all sanitation-related work in the province and support development and implementation of district ODF plans. It includes three (3) subcomponents will

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Box 1. Saaf Suthro Sindh Component Districts

1. Tando Muhammad Khan

2. Badin

3. Kashmore

4. Dadu

5. Tharparkar

6. Larkana

7. Khairpur

8. Naushahro Firoze

9. Kambar Shahdadkot

10. Shikarpur

11. Thatta

12. Umarkot

13. Sanghar

14. Jacobabad

15. Sukkur

16. Ghotki


Figure 3 Overview of the approach for Support to Saaf Suthro Sindh

Subcomponent 1a. Building Capacity for ODF Certification

This subcomponent will build the capacity of program implementers on issues such as: social mobilization and technical knowledge; creating synergies with the link between hygiene and nutrition; grounding the principles of ODF; procedure for certification; and know-how of feasible toilet design/construction with immediate and long term solutions for waste and waste water disposal. The Project Directorate will manage activities and provide periodic need-based trainings to: NGOs, District ODF Committee representatives, School Teachers and District Management. A specialized firm will be hired by the Directorate to build the capacities of NGO staff, District ODF Committees, the Directorate staff and all relevant stakeholders at provincial and district level.

Subcomponent 1b. Behavior Change for Improved Hygiene

Under this subcomponent, the VO will formulate village ODF plans and implement them with technical assistance from NGOs who will be awarded contract for the district. For each of the 13 districts, union councils comprising half of the district population will be selected. The selected

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union councils will be made 100% ODF by NGO and verified by a government committee including LG staff, school teacher and an individual from a neighboring village. Unemployed youth (preferably females) will be engaged to serve as Ambassadors of Change (AOCs)—one for each village (total of 5,200 for the project). Each AOC will be provided a smart phone linking them to a monitoring and awareness raising system. The AOCs will identify issues, generate daily messages for HHs, and oversee progress and challenges within their villages; a one-time reward will be given to each AOC when the village becomes ODF. Information, education and communication (IEC) material will be developed by the Directorate which will be used as the standard training material for school teachers, NGOs, VOs and district management. The goal of the subcomponent is to increase awareness of sanitation and nutrition, formalize the groups that will participate, transform the village into an ODF village and facilitate the interaction between the target groups and the departments. The Directorate will facilitate, monitor and verify results.

Subcomponent 1c. Incentivizing Good Hygiene Behavior.

This subcomponent will provide improved latrines in 2600 facilities spread over the operational 13 districts as an incentive for achieving district targets for ODF certification. This will translate into 200 latrine sets—one male, one female, a handwashing station, and (where needed) a hand pump—covering almost all the government schools in the implementation area in each district. The DNCC, DMU, and NGO partners will help identify schools and finalize the location of latrines in the school. Incentivizing through competition among implementing NGO and provision of incentive as a communal grant to each village organization upon becoming 100% ODF is also included.

Component 2 – Agriculture for Nutrition (A4N)

This component will be implemented in four districts—Jacobabad, Sanghar, Tharparkar and Umerkot. The component will pilot support for nutrition sensitive agriculture, targeting non-traditional clients of agriculture extension, particularly the landless and households with children and women of child bearing age. It will focus on the dietary aspects of nutrition by raising awareness of the importance of a good diet and helping at risk households produce healthy food for their own consumption and by introducing techniques to store and process food to smooth HH consumption. Participating HHs will also receive training on marketing surplus produce from DOA and DOLF once their consumption needs have been met. The A4N will be implemented by Agriculture Department in collaboration with the Livestock and Fisheries Department. It will include the following sub-components:

Subcomponent 2a. Food Production and Management

This subcomponent will provide grants through an Agriculture for Nutrition (A4N) Fund to HHs and/or community groups to purchase assets needed to start kitchen gardens, small-scale livestock production, small-scale fish ponds, and small-scale food storage and preservation. The funds would finance the purchase of supplies needed to start the intervention—e.g., seeds, farm

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implements, livestock sheds, equipment for tunnel farming, facilities for food preservation, etc. Given the nutrition focus of the intervention and the critical role that women play in household nutrition outcomes, the agriculture activities will target high-risk households—those with women of child-bearing age, pregnant and lactating women, and children under the age of two. Wherever possible, the project will provide grants to collective investments—e.g., through Mother Support Groups, multi-family habitations, community organizations—to minimize the work burden on women, which is a major factor in poor nutrition of children in a household

The subcomponent will also finance technical assistance aligned to the A4N fund, including the creation of demonstration gardens, livestock units, and fish ponds. DOA and DOLF will prepare demonstration plots and ponds and deliver training to recipients of A4N grants through farmer field schools (FFS), female farmer field schools (FFFS), and farmer business schools (FBS). The technical training would include, but not be limited to—identifying quality seeds, preparing and planting seeds, good agricultural practices, integrated pest management, soil nutrient management, tunnel farming, nursery establishment, water management, organic agriculture practices, animal nutrition and health, food processing techniques, food safety, etc. The FBS training would be provided to handle any marketable surplus from production. The training would be packaged with the assets transfer to maximize the impact of the nutrition sensitive investment. DOA and DOLF have provided indicative lists of training topics provided through FFS.

Agricultureo Inputs for crop production including seed, seedlings, fertilizers, and packaging

materialo Inputs for vegetable nursery enterprise establishmento Inputs for under tunnel (off-season) productiono Inputs for vertical (in season) vegetable productiono Inputs and toolkits for kitchen gardenso Support in renting farm machinery like precision laser land levelers, harvesters,

threshers, chisel plow, rotovator, seed drill, etc. Livestock and poultry

o In-kind small and ruminants for milk and meato In-kind poultry birds (18+2)o In-kind ram, buck or bulls to establish natural animal mating service enterpriseo Inputs for livestock and poultry birds rearing including feed, vaccines, dewormers,

medicine, milking utensils, poultry shed etc.o Inputs for fodder (cut and carry) production

Fisho Inputs for table fish production including nursery, feed, fertilizer, vaccine, tools and

equipment, etc. Postharvest management

o Home grain storage solutions including grain bins, silos and hermetic bagso Solar dryingo Tools and equipment

Labour saving technologies for woman

Subcomponent 2b. Awareness Raising on Nutrition and Healthy Diet

DOA and DOLF will develop a communications program on nutrition that targets the population in the 20 Union Councils but would be applicable to a wider audience beyond the project area.

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Through a mix of face-to-face, print, and multi-media channels, they will increase nutrition awareness and improve the knowledge, attitudes, and practices around nutrition and food. Activities will include: developing messages/materials on nutritious foods, recipes, and cooking techniques; the benefits of cultivating nutritious crops like vegetables, pulses and oil seeds; the importance of animal products or other protein sources in a healthy diet.

Subcomponent 2c. Capacity Development for Government Staff.

Nutrition sensitive agriculture is a new business line for DOA and DOLF, with a new set of beneficiaries that requires new approaches for implementation. Therefore, the project will hire technical assistance consultants to provide hand-holding support to DOA and DOLF staff during project implementation. Working at the Provincial, District, and UC levels through workshops, seminars, exposure visits, and direct technical assistance, the consultants will increase the skills of staff to explain and advocate for nutrition sensitive agriculture to diverse audiences; and provide technical assistance to communities and producers on nutritious crop cultivation, consumption, and marketing (where marketable surplus exists).

Component 3. Project management, monitoring, evaluation, and coordination

This component will finance the costs associated with project management, including monitoring and evaluation, learning, and inter-sectoral coordination.

Subcomponent 3a. Village and household mobilization

This subcomponent will mobilize villages selected to participate in the project and to ensure the rules governing participation in each component are clearly outlined. Engagement will start with a triggering exercise that raises awareness and motivates about the role that sanitation and diet play in nutrition and health. It will work through village organizations (VOs) that can bring together all households. NGOs will facilitate the mobilization with staff from Local Government, Agriculture, and Livestock and Fisheries joining the exercise to provide expert advice on solutions that the project will support. The VO will service as the Village ODF Committee, and it will coordinate sub-groups identified during mobilization to directly engage with the project—e.g., ODF Ambassadors of Change, and households and/or groups of households that want to take up homestead gardening and livestock production. To address the particular need to address stunting, the project will work with groups and service providers supported by the ENMC project (Lady Health Workers, Mother Support Groups) to ensure that those households most at risk for stunting participate in the project.

Subcomponent 3b. Project Management

This subcomponent will finance the establishment and staffing of a Project Management Office at the provincial level that will house the Local Government Department Sanitation Directorate and the project management unit from DOA and DOLF, which will provide overall strategy and management support. At district level, the District Nutrition Coordination Committees (DNCC) that have been established by ENMCP will extend their scope to coordinate hygiene, sanitation,

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and agriculture/livestock and will be responsible for coordinating implementation within their boundaries.

Subcomponent 3c. Monitoring and Evaluation

MSAN’s M&E framework has been developed in collaboration ENMCP with the Health and Sanitation projects to ensure the impact of multi-sector nutrition action is captured. The M&E framework will also be extended to the ‘Enhanced Stunting Project’ once it launches. Each Project Management Unit (PMU) will monitor their own implementation and outcome indicators against their sectorally-focused project development objective. The confluence of indicators—including indicators on inter-sectoral collaboration—will be collected and monitored at the district level through the District Nutrition Coordination Committee (DNCC) and at the Provincial level through the Provincial Nutrition Steering Committee (NPSC) in the Planning & Development Department (P&DD), which was established by ENMCP. The NPSC will have a monitoring focal person in P&DD and in each district to maintain accountability of data collection across sectors and monitor overall progress. District monitoring teams will carry out regular field visits to monitor progress on project interventions. Essential notification for district teams will be requested of the appropriate authorities prior to implementation. The Saaf Suthro Sindh component will use mobile monitoring which will receive periodic inputs from villagers, AOCs, members of village organizations, NGO staff and local government staff. The mobile system will also facilitate awareness raising campaign. Both projects will coordinate with the existing Lady Health Workers (LHWs) monitoring process.

Subcomponent 3d. Impact Evaluation

This subcomponent will finance the baseline, midline, and endline data collection and data analysis to assess the impact of the interventions on the incidence of malnutrition in the project areas. The team is working with Leveraging Agriculture for Nutrition in South Asia (LANSA) to design a mix of quantitative and qualitative research methods to analyze the impact of project interventions. In addition to measuring improvements over baseline, the project will undertake special studies that will assess the influence local culture and climactic conditions on the impact of the project (both hygiene and agriculture interventions). It will also draw on the extensive datasets and analysis already collected by LANSA. IE will be done in coordination with ENMCP, which is conducting its own randomized control trials within its projects. Given that the interventions in health (through ENMCP), sanitation, and agriculture will only overlap in select districts, it will be possible to measure impact of one intervention, two interventions, and three interventions as well as the with-without comparison.

Subcomponent 3e. Knowledge Management & Media Communications

This subcomponent will cover the meetings, workshops, and consultations necessary to align the activities of the 3 Bank projects (MSAN, ENMC and Enhanced Stunting for Sindh) that are part of the broader nutrition program for Sindh. The project will work in close coordination with relevant stakeholders including: Ministry of National Food Security and Research, PARC, and Ministry of Health (at the national level), and Departments of Livestock & Fisheries, Planning &

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Development, Health and Local Government and the Nutrition Cells (at Provincial and District levels). Moreover, it will engage with a wide-range of public, private and civil society stakeholders including UN agencies, donors, NGOs, farmers, communities, academia and research institutions, training centers, and media partners employing legally applicable policies and regulations that ensures transparency, efficiency, economy and equal opportunity and are fit for purpose. It will provide a common platform for harmonization, and multi-sector synergies for effective nutrition response. Analytical studies will be conducted for evidence based learnings and continual improvement. Cross learning and exposure of best practices will be promoted. The subcomponent will also cover a media communications operation to catalyze behavior change towards improved sanitation, hygiene and diverse food intake. Moreover, high level coordination will help to enhance political will and commitment to nutrition at national level.

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6. Institutional ArrangementsMSAN will managed at the Provincial and the District levels. The project design incorporates integration at all level between the sectors (sanitation, agriculture, livestock, and fisheries) as well as other sectoral interventions including Sindh Accelerated Action Plan for Stunting and coordination structures. The overall governance structure to be adopted by MSAN is presented in the hierarchal flowchart below:

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Provincial Level

Provincial Nutrition Steering Committee (PNSC)

The PNSC will provide coordination and support role for all sectoral work including but not limited to water and sanitation, nutrition, health and agriculture sectors. Chief Secretary Sindh will chair the committee while Additional Chief Secretary will act as Deputy Chair. The committee will be membered by leads of the Technical Committees (preferably Secretaries) of all departments. The committee will:

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Provide strategic direction for working towards an integrated approach for improving Nutrition outcomes for Sindh and review the progress on inter Sectoral Nutrition Strategy.

Review and assess the progress of implementation of ongoing nutrition-specific and nutrition-sensitive interventions in the Province of Sindh and approve the Annual Work Plans of all Projects

Coordinate Nutrition-Sensitive interventions/activities in all sectors and ensure that the challenges in inter-sectoral coordination are mitigated.

Address any bottlenecks and barriers that may impede the progress and take remedial measures.

Constitute Technical/Working Groups, wherever required, to facilitate the process of expeditious implementation of the activities included in the Program and/or operational plan of Inter Sectoral Nutrition Strategy.

Table 3 Composition of the Provincial Nutrition Steering Committee

Chairman, Planning & Development Board Chairman

Secretary Finance Department Member

Secretary Education & Literacy Department Member

Secretary Health Department Member

Secretary Food Department Member

Secretary Agriculture Supply & Prices Department Member

Secretary Livestock & Fisheries Department Member

Secretary Population Welfare Department Member

Secretary Social Welfare Department Member

Secretary Women Development Department Member

Secretary (Dev) Planning & Development Department Member

Secretary Special Education Department Member

Secretary Local Government Rural Development & HTP Department Member

Secretary Industries & Commerce Department Member

Director General Health Services Sindh Member

Representative of World Bank Member

Representative of UNICEF Member

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Representative of WHO Member

Representative of WFP Member

Program Manager Nutrition Support Program Sindh Member

Project Director Saaf Suthro Sindh (SSS) Sindh Member

Project Director Nutrition Sensitive Agriculture Project Sindh Member

Program Coordinator Nutrition Section P&D Department Member/Secretary

Technical Sub-Committees

A group of three technical committees (i.e. Water, Sanitation and Hygiene (WASH), Health and Agriculture) will be structured under PSC to provide technical support. The technical sub-committees will be structured by PSC while approved and notified by Planning and Development Department Sindh. All the technical sub-committees will be housed in the relevant government department, i.e. Technical Committee for WASH will be housed at Local Government Department while Technical Committee for Food and Agriculture will be housed in Agriculture Department.

The technical committees led by the relevant implementing department at the provincial level will:

Facilitate implementation of the sectoral programs; Provide updates and technical support relating respective sector to the PSC; and Oversee the relevant sector process and process against the set targets.

Table 4 Composition of Technical Sub-committees

Secretary of relevant department Chairman

Head of relevant department Secretary/Member

Project Directors from PMUs of sectoral programs Member

Representatives of relevant development/donor agencies Member

Leads of respective Government departments (preferably Secretaries) will chair each of the sectoral technical committees (i.e. Secretary LG will chair WASH Technical Committee, Secretary Agriculture for the Agriculture as well as Livestock and Fishery inputs, DGHS shares the nutrition project Technical Working Group Provincial coordination committee). The committees will be membered by the relevant government departments of the respective sector. Stakeholders will be co-opted members and invited as per relevance of the agenda and topic to deal with.

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Project Management Units

MSAN components will be managed provincially through Project Management Units (PMUs) managed by Local Government Department (PMU-1) and Agriculture Department (PMU-2).2 The PMU from sanitation component is named as Sanitation Directorate while the agriculture component as PMU-A4N. The PMUs will be responsible for:

Overall management of the relevant MSAN components Coordination with all stakeholders and sector partners (both from government and non-

government) Overseeing the implementing partners and implementation process at district level Supervise the project data and information management (including MIS of sanitation

component) Support and provide technical backstopping (including capacity building and planning

support) to the district level staff in project implementation Manage the overall project resources on provincial level

District Level

District Coordination Committee

As focus of most of the sectoral programs is at the district level, the District Coordination Committees is responsible for development and implementation of all development programs. The committee is chaired by Deputy Commissioner of the respective district and membered by focal persons of the responsible government at district level. The District Committee provide support for development of the baseline survey, and will approve the District Annual Work Plan in line with the Provincial work plan and provide coordination support to field implementation teams of all nutrition, health, agriculture, water, sanitation and other development programs. It will also approve quarterly/annual integrated progress monitoring reports of Nutrition Sensitive Agriculture and Nutrition Project of Health and local government Departments in concerned union councils.

Table 5 Composition of the District Coordination Committee

Deputy Commissioner of District Chairman

Deputy Director Agriculture Extension Member/Secretary

District Health Officer Member

District Livestock Officer Member

District Nutrition Officer Member

2 PMU-2 will include focus point staff from Livestock Department and Fisheries Department to ensure quality interventions within those sectors.

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Assistant Director Local Government Department Member

Any other co-opted member Member

Representatives from NGOs/IPs Member

Village Organizations

MSAN will work with Village Organizations and Union Council level organizations3 to enter a project area because these organization have been established with the full cooperation of the community, their leadership has been selected by the general body of the community, and they have been trained in how to promote participation, transparency, and accountability at the local level and to address issues across multiple sectors. Evidence from other programs introducing ODF found that areas where other socioeconomic issues—such as, access to housing, mobility, education, and income are immediate concerns, achieving ODF status may not be a priority. Working through established VOs will ensure that MSAN is working with communities that are already address broad poverty issues.

In Sindh, most of the major NGOs (e.g., NSRP, SRSO, TRDP, etc.) work through VOs for multi-sector poverty reduction. Sindh has at least 8000 such institutions.

The VO can serve as the umbrella organization, providing backstopping support to community groups that are implementing specific elements of the project, ensuring transparency and accountability in the use of project funds, and helping to monitor outputs and outcomes. The VO can mobilize the community to participate in the project and can help ensure the inclusion of often left-out groups—minorities, ultra poor, landless, women—which are priority target beneficiaries for this project.

3 In many areas, several VOs within a Union Council are federated to form a Local Support Organization at the Union Council level. This helps the communities better engage with local authorities and also assist each other with development challenges.

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Figure 4 Indicative structure of a village organization

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Village Organization

Health

Mother's Support Groups

Lady Health Workers

Food Systems

Kitchen Garden Groups

Livestock Groups

Fishery Committees

Sanitation and Hygiene

ODF Committees

Ambassadors of Change

Education

Parent-Teacher

Committees

School Management Committees

Governance

Procurement Committee

Monitoring Committee

Executive Committee


7. The Project Cycle

Inception

As per the legal agreements, Government of Sindh will form a Project Management Office in Karachi that will house the two Project Management Units for this project. Contracting all support firms, renting office space, equipping that space and to hiring required positions are outlined in the project cost tables and the procurement plan.

The Project Directors will collaborate on office related procurement and the hiring of shared position.

Preparing for District Implementation and Entering Villages

UC and Village Selection

The selection of UCs and Villages for implementation in each district should be determined by the District Coordination Committees based on clear criteria of:

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Orientation of Key Staff/StakeholdersBoth PMUs introduce the project concept to their staff to clarify roles and responsibilities.This should be repeated as necessary during the project when new jurisdictions or stakeholders join.

Finalization of UC/VO implementation areasIdentification by DCCApproval by MSAN Project Directors

Develop UC/Village ProfilesDCC members from DOH, LGD, DOA, and DOLF provide information on health, food sector, and WASH status

Initial VO mobililization around nutritionled by NGO with LGD/DOA/DOLF expert participation

Finalization of MSAN GroupsDOH: Mothers Support GroupsDOA/DOLF: Kitchen Garden, Livestock, FisheriesLGD: ODF Committees


a. level of poverty; b. level of food insecurity; c. Department of Health (DOH) profile risk; and d. Presence of an existing community organization at the UC and/or village level.

Note that SSS targets half of the rural population of the targeted districts (or approximately 50% of the villages). The A4N component should also take into consideration:

a. the presence of the Nutrition Support Project and the Saaf Suthro Sindh Component—A4N will only implement in UCs and villages where the other two projects are also implementing;

b. the feasibility of agriculture, livestock, and/or fisheries interventions to address the malnutrition situation.

The final list of implementations UCs and villages should be reviewed and approved by the respective PMUs, and the Project Directors should agree on the overlap of implementation area in a meeting at the PMO.

Once the list of implementation UCs and villages is approved, the District can commence implementation.

Entering a UC/Village

Partner NGOs will lead the mobilization of villages working through existing Local Support Organizations and Village Organizations, which are participatory institutions created to facilitate poverty reduction and economic development of their communities. Local staff from LGD, DOA, and DOLF should join these meetings to share expert information to the discussion with the villagers.

The goal is to have a village-wide meeting to introduce the project and the concept of nutrition—what causes poor nutrition, what happens to a malnourished person, how the community can fight malnutrition—e.g.:

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Mitigate incidence of diarrhea and other water borne

diseases through (the SSS com ponent):

Sanitation facilities— i.e., sanitary latrines in each household— and ultim ately m aking the village open defecation free (ODF); Access to safe drinking water throughout the village; Good hygiene behavior— e.g., handwashing at critical tim es, washing food, etc.

Im prove the quality of diets—especially for pregnant and

lactating wom en and children— through (the A4N

Com ponent):K itchen gardens to increase access to fru it, vegetables, and pulses;Backyard livestock and fisheries to increase access to m eat, eggs, and dairy Increased

Im prove health care for m others and bab ies through

(the Nutrition Support Program m e):

Increased access to health care during pregnancy (ante-natal care)Increased access to health after delivering a baby (post-natal care)Ensuring exclusive breastfeeding for 6 m onth and bring healthy com plem entary feeding between 6 and 24 m onths (IYCF— infant and young child feeding practices)


Identification of project participants

Part of the mobilization process will be identifying groups to engage with Department staff to implement the project. For example, the VO meeting could identify villagers who want to or should be part of a nutrition-related group:

Pregnant and lactating women should form a Mother Support Group (MSG)

Small farmers or families with homestead land can form a group for one or more elements of integrated homestead production—kitchen gardens, livestock, fishponds. This could be done by a group, a family, or an extended family habitation; the mobilization process will help the groups define themselves.

The ODF committee might be elected by the membership of the village organization.

Once a village has been mobilized and groups have formed, sector-specific implementation can begin.

Sectoral Implementation

Each sector has its own technical requirements to implement with sub-groups in the village once the VO has been mobilized and awareness of nutrition has been raised. This section outlines specific steps for implementing in each sector.

Saaf Suthro Sindh Implementation

The primary goals for SSS are to

Prepare and implement ODF plans in each village; and

Introduce behavior changes to improve hygiene within households, and therefore villages.

Developing District ODF Plans

District level ODF plans should incorporate all the activities related to making the district open defecation free along with the summary of the financial costs and timeframe to implement the plans. The NGO/IP working in the district, WB task team, and Sanitation Directorate will provide technical assistance to the DCC and DOC in formulation of the district level ODF plans.

Capacity Building of Government Staff and Implementing Partners

Training will be provide training to build the capacity of program implementers on sanitation. Capacity building will be managed from PMU-1 and delivered by a specialized firm to assess learning needs and provide periodic training to (i) NGOs, (ii) District ODF Committee representatives (VOs), (iii) School Teachers and (iv) District Management. The focus of capacity building will be on:

a. social mobilization and technical knowledge;

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b. creating synergies with the link between hygiene and nutrition;

c. grounding the principles of ODF;

d. procedure for certification; and

e. know-how of feasible toilet design/construction with immediate and long term solutions for waste and waste water disposal.

Behavioral Change for improved Hygiene

Implementing NGOs/IPs will use the traditional Community Led Total Sanitation (CLTS) tools and techniques to work with each village. The activities will be carried out by the NGO/IP staff in close coordination and support of district and field level Local Government staff and district level coordination forums (DCC and DOC).

SSS will work through a Village ODF Committee elected by the Village Organization. The Village ODF Committee will formulate ODF plans with technical assistance from the NGOs/IPs. Local Government will facilitate, monitor and verify results. A key feature of implementation will be the engagement of unemployed youth (preferably females) to serve as Ambassadors of Change (AOC). Each village will have one AOC, making a total of 5,200 for the project. Each AOC will be provided a smart phone to link them to the monitoring and awareness raising system. Each AOC will also be given a one-time reward when their village is certified ODF.

AOC Responsibilities include:

identifying issues related to sanitation and hygiene practices;

generating day-to-day messages to households of the villages; and

keeping an oversight on the progress and challenges within their villages.

Various sets of Information, Education and Communication (IEC) material will be developed by PMU-1 to be used as the standard training material for school teachers, NGO/IPs, Vos, and district management.

Incentivizing Good Hygiene Behavior

Once a village is certified ODF, the project will provide sanitary toilets and handwashing facilities to identified schools as an incentive. The project has planned for 2600 such facilities spread over 13 districts. This will translate into 200 latrine sets (one male, one female and a handwashing station) covering almost all the government schools in the implementation area of each district.

The NGO/IP technical staff will implement this activity adhering to set standards with close monitoring of LG field level staff. The DCC, DMU, and NGO partners will assist in identification of the schools and finalizing the location of latrines in the school. In some cases, handwashing station may also need a bore with hand pump.

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Figure 5 Overview of Saaf Suthro Sindh implementation steps

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Selection of Trainees (LG and IP staff) by ADLG

CLTS Training - 5 day Training of

CLTS field facilitators by

Capacity Building Firm of SSS

Triggering Exercise in

Villages by NGO/IP staff

One day Orientation of

Ambassadors for Change and Village ODF

Committees by NGO/IP staff

Follow Up (over next 3-4 months)

NGO/IP & Ambassador of

Change

Village submits ODF Claims to NGO/IP staff

/Secretary UC (after 1-3 months)

Pre-verification of ODF Claim by

NGO/IP staff and Secretary UC

Submission of Pre-verified Claim to

ADLG and DOC by NGO/IP staff

Verification and Certification of

ODF Claim by DCC

ODF Celebrations by NGO/IP staff

Incentives and Awards (Cash and

hardware) by NGO/IP staff


Agriculture for Nutrition Implementation

Agriculture for Nutrition component builds on the technical expertise of staff in the Department of Agriculture and the Department of Livestock and Fisheries, with some new elements for identifying beneficiaries and transferring assets. It will follow a Farmer Field School approach for technical assistance to ensure the success of kitchen garden, livestock and fisheries interventions. Department staff will work with VOs to establish demonstration plots for teaching purposes.

All activities will be managed by PMU-2, with District Officers leading implementation in each district and serving on the DCC. The human resource structure of each department is provided below.

Figure 6 Human resources in project districts in DOA

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Department of Agriculture

Agriculture Extension

Directorate

Jacobabad

Deputy Director (1)

Asst. Dir./Ag. Officer (2)

Field Assistant (10)

Sanghar

Deputy Director (1)



Umerkot

Deputy Director (1)



Tharparkar

Deputy Director (1)




Figure 7 Human resources in project districts in DOLF

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Department of Livestock &

Fisheries

Livestock Directorate

Jacobabad

Veterinary Off. (4)

Stock Asst. (16)

Sanghar

Veterinary Off. (15)

Stock Asst. (43)

Umerkot


Stock Asst. (23)

Tharparkar


Stock Asst. (116)

Fisheries Directorate

Jacobabad

Deputy Director (1) Asst. Dir. (1)

Asst. Warden Fisheries (3)

Fisheries Supervisor (1)

Field Asst. (1) Launch Op. (2)

Fisheries Head Watcher (2)

Fisheries Watcher (4)

Sanghar

Deputy Director (1)


Fisheries Supervisor (1)


Chowkidhar (1)

Umerkot

Deputy Director (1)



Chowkidhar (1)

Tharparkar

Deputy Director (1)

Asst. Dir. (1)



The agriculture (A4N) component will focus on introducing household production and consumption of healthy foods to boost nutrition, particularly for women and children. It will include the following sub-components and embedded activities:

Food Production and Management

This includes the formation of nutrition sensitive agriculture groups—these could be livestock groups, kitchen garden groups, fishery groups, or integrated groups—participants should be a member of a group. The village mobilization process will identify participants.

Orientation of participants in the nutrition sensitive agriculture activities will be provided by departmental field staff and the technical assistance consultants in PMU-2. The orientation should explain the purpose of the kitchen garden, provide guidance on crops to grow and how to find suitable seeds, provide guidance on the tools (including time-saving tools for women) needed for kitchen gardening and livestock and fisheries activities.

The Agriculture for Nutrition (A4N) Fund will provide the matching grants that help the groups access the assets described to them in the orientation sessions. A specialist TA consultant at the PMU level and the World Bank team will help introduce the fund and ensure its proper functioning.

The project supports field staff of DOA and DOLF to provide training through FFS and FBS—both male and female to the participating beneficiaries.

Awareness Raising on Nutrition and Healthy Diet

DOA and DOLF will lead a nutrition awareness raising program using a mixture of face-to-face meetings and mass media to disseminate information. Activities include message development and testing with communities, translating technical information into acceptable messages for communities, preparing print materials, preparing content for broadcast (TV and radio).

The focus will be made on increasing nutrition awareness promoting nutritious, preparing healthy meals, and information on cultivating nutritious crops (fruits, vegetables, pulses, and oil seeds) and raising livestock.

PMU-2 should also collaborate with officials from DOH, LGD, the P&DD Nutrition Cell, and the SIAPEP project to ensure a cohesive communications program on nutrition targeting the population of the project area, but applicable to a wider audience through any government program.

Capacity Development for Government Staff

Given that this is a new approach with a non-standard target beneficiary population, the project will finance specialized consultants to provide expert technical assistance and transfer capacity of departmental staff during implementation.

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The A4N will be implemented by Agriculture Department in collaboration with the Livestock and Fisheries Department based in Karachi. The PMU will lead the implementation cycle of the component. An envisaged implementation cycle is presented in the figure below:

Figure 8 Overview of Nutrition Sensitive Agriculture implementation steps

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Orientation to key staff/stakeholders by PMU-2 and TA consultantsSupported by: EDO (Agri) of respective District

Preparation of nutrition messages for outreach to communities by PMU-2 (to continue throughout the life of the project)

Supported by: TA consultants and in collaboration with

other nutrition programs

Orientation of Nutrition Sensitive Agriculture Groups on activities and A4N Fund by sector field staffSupported by: TA Consultants

Preparation of proopsals for A4N Fund by sector field staffSupported by: TA Consultants

Planning and transfer of funds for Demontration Plots by sector field staffSupported by: TA Consultants

Establishment of Demo PlotsResponsibility: Agriculture Extension StaffSupported by: VO, Agriculture Extension Staff

Organization of Farmer Field Schools & Farmer Business Schools by sector field staff Supported by: Agriculture Extension Staff

Monitoring and Evalaution ActivitiesResponsibility: Research & Knowledge Mgt. FirmSupported by: VO, Agriculture Extension Staff


8. Monitoring and EvaluationThe MSAN components (SSS and A4N) will include robust monitoring mechanisms followed by evaluation on OECD criteria. The monitoring framework involves all three types of monitoring, i.e. performance monitoring, compliance monitoring, and impact monitoring. Performance monitoring will be used to improve project management and identify glitches in project implementation. Compliance monitoring will be used to ensure that project implementation follows prescribed policies and procedures (WB as well as GOS). Impact monitoring (as well as performance monitoring) will provide lessons learned to improve sectoral knowledge and practices as well as feed into related technical assistance activities to strengthen the broader sectoral management procedures in the province. The key M&E activities incorporated into the program activities are briefed as below:

Monitoring Physical Progress

Component 1 SSS: At provincial level Directorate of Sanitation will be acting as monitoring and evaluation unit. While, planning and monitoring units at district level (District Monitoring Units) will be established at the district level, which will provide necessary support to the District ODF Committee (DOC). The Monitoring cycle will be anchored in the VOs who will automatically become part of the mobile monitoring through smart phone to gather data on GIS and flag areas of concern. The mobile monitoring will be linked to the general community, NGOs, Additional Director Local Government (ADLG), DC, Project Director and Secretary. The monitoring framework will be inclusive of both WASH and nutrition indicators for progress reporting and may also be used as a complaint and redressal mechanism by both government staff and the village beneficiaries. The LHWs fortnightly reporting will also be revised to include sanitation data through the Nutrition Cell of the government of Sindh. The ADLG will be assisted by a suitably skilled staff and associated equipment. The MIS unit (District Monitoring Unit-DMU) will submit regular reports to the office of the Project Director and the Directorate of Sanitation as well. The sanitation component will also create Ambassadors of Change (unemployed youth) who will be monitoring progress and will be provided with a software loaded smart phone to report complaints. Given the district and PD level monitoring, the Planning and Development Department will integrate monitoring results of sanitation, agriculture and nutrition through the quarterly progress reports and field visits.

Component 2 A4N: The Project Management Unit (PMU) will monitor implementation and outcome indicators against the sector-focused project development objective. The integrated indicators will be collected and monitored at the district level through the District Coordination Committee (DCC), while at the Provincial level the role will be adopted by Provincial Steering Committee (PSC) and Nutrition Technical Sub-Committee in the Planning & Development Department, which was established under the Enhanced Nutrition for Mother and Children Project. The Nutrition Provincial Steering Committee (NPSC) will have a monitoring focal

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person in Planning and Development Department and in each district, essential to maintain accountability for all key levels and observe overall progress. The district monitoring teams of the project will carry out the regular field visits to monitor progress on project interventions. The Agriculture Department, as a lead implementation agency, will inform the NPSC about progress against its project outcome targets.

The project’s M&E Framework will involve sector-specific data collection combined with overall nutrition monitoring. Both Project Management Units will monitor their own implementation progress against annual work plans and sector-specific outcome indicators. The confluence of indicators will be collected and monitored at the district level through the District Coordination Committee (DCC), in close cooperation with ENMCP. For sanitation component, the use of mobile monitoring and creating linkages with the existing Lady Health Workers (LHWs) monitoring process will be developed. For agriculture component, NGOs will have specific monitoring responsibilities in conjunction with the village organizations, this will be back-stopped by Agriculture Field Assistants and Agriculture Officers.

Specialized Resource for Project M&E: The Directorate of Sanitation and Agriculture PMU will hire services of specialized individuals and firms to carry out the project M&E work. Moreover, a third-party validation firm will also be hired to monitor process and progress of both the components. The firm will carry out the project baseline, mid-line and end-line and final impact evaluation.

M&E support to the Districts: A district level monitoring staff is also provided under the District Commissioner, in each of the thirteen districts. The Planning and Development Department will also perform quarterly field monitoring visits. Other monitoring systems will also be integrated such as the Nutrition Support Program and Lady Health Worker fortnightly reporting to cross-check. Finally, a Results Framework has been developed for sanitation, agriculture and nutrition (see attachment at the end of this chapter) which describes the indicators that the project will achieve at output and outcome level.

Data Management System (MIS): The sanitation component also includes a mobile based MIS system that will link the ground beneficiaries with the project staff at the district, PD and Secretary levels.

Measuring Impact

Impact of the project (both components) activities will be evaluated on three different stages presented in the following illustration:

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Impact evaluation

The activities under impact evaluation will cover the baseline and end-line data collection and analysis to measure the impact of the project. The impact evaluation will be done jointly by the two project components with greater integration.

Baseline will be conducted during the inception phase of the project to set a starting point for he intended project goals and assess the situation on the ground relating indicators under each project component.

Midline study will be carried out when the project component has reached half of the planned tenure or completed the first halve of the planned activities (whichever achieved earlier). The Midline studies can be held independently by each of the project components based on pace of work and following the guidelines and procedures adopted during baseline study.

End-line study will be conducted when each of the components has completed the field implementation of all the planned activities and/or completed the project term (according the legal agreement between Bank and GOS).

Learning and special studies: Learning, experience sharing, knowledge exchange and innovation are the core values for both the project components. The project components well incorporate the studies and knowledge management to inform strategic directions for the sanitation and agriculture, and for inter-sectoral coordination platforms and events. This will finance studies and knowledge management to inform strategic directions for the sanitation and agriculture, and for inter-sectoral coordination platforms and events.

Financial Monitoring and Evaluation

Fiscal Monitoring

The funds committed under the MDTF grant for MSAN in addition to improvement in the state of malnutrition are also intended for improvement in the service delivery of relevant government actors, therefore the principal objective is the consumption of funds towards the realization of set outcomes. In no way should the funds be parked in the account for the intended purpose of generating interest on bank deposits by either of the host departments or management and coordination units (Directorate and PMU). To ensure such practices do not take place regular

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Baseline

Survey to be delivered in representative project villages.

Midline

Gathering data on same surveyDone at project midpointIdentify need for course correction, if any

End-line

Final data collection in same villagesAnalysis to determine impact of interventions


monitoring of bank balances shall be conducted by the financial management team at Directorate and PMU. In this regard:

The office maintaining second generation accounts will provide a monthly statement of activity in its bank account duly supported by the Bank statement for the corresponding period;

Quarterly reconciliation of expenditure accounts is mandatory between the Directorate/PMU and the Implementing Partners;

Directorate/PMU will review the Designated Account Activity statement for any gaps and regulate the relevance of cash balances with the approved work plan of the implementing partner in each district;

Internal Auditor (a nominated resource from the Finance Department and host department for the project component) will conduct regular reviews and along with other risk factors, specifically focus on the risk of parked funds;

Directorate/PMU to ensure annual financial statements are submitted by the implementing partner(s) on regular basis in agreed upon frequencies.

Fiscal Evaluation (Annual Financial Auditing)

The project components include a continuous financial audit. Provision has been made for a firm to conduct it jointly for both project components. The external audit framework of the implementing partners (being the custodian of the public funds) will be finalized by the Directorate and PMU in consultation with the Finance Department Sindh. Whether the external audit is outsourced or to be conducted by the Local Fund Audit or Auditor General (AG) office will be decided in consultation with the stakeholders (Finance Department, Directorate, PMU, and Local Government Department, and Agriculture Department). Ensuring compliance of the audit observations of implementing partners will be the responsibility of Directorate and PMU. The external audit will cover project financial statements including the project accounts at central level, Statements of Expenditure (SOE) and supporting documentation, the Designated Accounts at the provincial level, the Project accounts at the district level, and the Community Development Budget component. The external audits will be carried out by an independent, international firm of auditors acceptable to the World Bank. The audit contracts will be fully financed by the WB funds (PPIN-TF).

The key objectives of annual auditing of project finances are:

Independent auditors issue their independent opinions on the financial position of the project (both sanitation and agriculture components) at the fiscal year ends, on the disbursement and payment, expenditures from funding sources, opinions on expenditure statements, implementation report as well as report on project designated accounts;

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The annual financial statement audits to check and verify the reliability and objectivity of the financial statements in a year in terms of financial management, and asset management to ensure that they respond to the commitments between the WB and the GOS;

To certify that project resources are used by the project owner in line with the procedures, regulations, financial and accounting regimes which are agreed upon between the GOS and the WB within the scope of the project;

To identify areas where attention is required to address financial management and procurement problems and improve procedures.

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Attachment 1: MSAN Results Framework

Table 6 Project Development Objective Indicators

Indicator Name Core Unit of Measure Baseline End Target Frequency Data Source/Methodology Responsibility for

Data Collection

Name: Increased in the number of food groups consumed by target households (dietary diversity)

Number 2.90 5.00 3 times during project life: baseline, midline, endline.

Impact surveys -- baseline, midline, endline

An external agency will be contracted to undertake the impact evaluation jointly for DOA and LGD.

Description: This will track the change in consumption patterns in target households by measuring the average number of food groups consumed on a regular basis (asking beneficiaries to recall from the previous day). The goal is for the HHs to consume at least 5 out of 10 identified food groups: 1. Grains, white roots and tubers, and plantains; 2. Pulses (beans, peas, and lentils); 3. Nuts and seeds; 4. Dairy; 5. Meat, poultry, and fish; 6. Eggs; 7. Dark green leafy vegetables; 8. Other vitamin A-rich fruits and vegetables; 9. Other vegetables; 10. Other fruits. Interviewers will use visual aid to conduct the assessment.

Name: Percentage of targeted households that increase minimum dietary diversity for children

Percentage 7.40 20.00 3 times during project: baseline, midline, endline

Impact surveys -- baseline, midline, endline. The baseline is taken from the MICS 2014 for Sindh and reflects the measure for the rural population.

Contracted agency

Description: Percentage increase in the proportion of children 6-23.9 months of age who receive foods from 4 or more food groups: a. Grains, roots and tubers; b. legumes and nuts; c. dairy products (milk, yogurt, cheese); d. flesh foods (meat, fish, poultry and liver/organ meats); e. eggs; f. vitamin-A rich fruits and vegetables; and g. other fruits and vegetables. According to the MICS 2015, the MDD-Child for Jacobabad was 8.4, Sanghar was 8.2, Umerkot was 11.3, and Tharparkar was 1.7

Name: Percentage of villages in targeted project districts that are certified ODF

Percentage 0.00 50.00 3 times during project life: baseline, midline, endline.


An external agency will be contracted to undertake the impact

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Data Collection

The Baseline figure is zero as this project is moving into areas where the Saaf Suthro Sindh no certification has happened.

evaluation jointly for DOA and LGD.

Description: An open-defecation free village is where “all community households defecate and dispose of infant feces only into improved latrines (including at schools); no human feces are visible in the environment; the community uses sanctions, rules, or other means to check and prevent OD by anyone; and the community is using a monitoring mechanism to measure gains in household access to improved sanitation.”

Name: Direct project beneficiaries

Number 0.00 2000000.00 Quarterly Progress Reports

District Monitoring Teams will gather the data on direct project beneficiaries for SSS and A4N activities. Data from each sector will be consolidated into the combined indicator at the Provincial level.

District Monitoring Teams will gather the data for each intervention (SSS and A4N). Provincial M&E staff will consolidate the numbers for the PDO indicator.

Female beneficiaries Percentage 0.00 50.00 Quarterly Progress Reports

District Monitoring Teams will gather the data on direct project beneficiaries for SSS and A4N activities. Data from each sector will be consolidated into the combined indicator at the Provincial level.

District Monitoring Teams will gather the data for each intervention (SSS and A4N). Provincial M&E staff will consolidate the numbers for the PDO indicator.

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Data Collection

Description: Direct beneficiaries are people or groups who directly derive benefits from an intervention (i.e., children who benefit from an immunization program; families that have a new piped water connection). Please note that this indicator requires supplemental information. Supplemental Value: Female beneficiaries (percentage). Based on the assessment and definition of direct project beneficiaries, specify what proportion of the direct project beneficiaries are female. This indicator is calculated as a percentage.

Name: Percentage of people that wash their hands with soap after defecation

Percentage 36.00 70.00 3 times during project life: baseline, midline, endline.


An external agency will be contracted to undertake the impact evaluation jointly for DOA and LGD.

Description: This will track the adoption of one critical hygienic behavior to prevent transmission of contaminants that lead to diarrheal and other diseases.

Table 7 MSAN Intermediate Results Indicators


Data Collection

Name: Number of villages mobilized and village organizations triggered and sensitized to participate in the project

Number 0.00 5200.00 Quarterly Monitoring Reports

Project MIS data collected by district monitoring teams. Data will gathered by both DOA and LGD, so individual department efforts can be tracked, and will be consolidated at the Provincial level.

DOA and LGD project staff

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Data CollectionDescription: This will track the number of villages that are mobilized and participate in the project. SSS is targeting 100% of villages in 50% of Union Councils in the 13 implementation districts. A4N will implement in villages in 20 of the target Union Councils. Both Departments will maintain a database of the villages in which they implement.

Name: People trained to improve hygiene behavior/sanitation practices under the proj

Number 0.00 11000 Quarterly Monitoring Reports.

Project MIS LGD staff and District Monitoring Teams

People trained to improve hygiene behavior/sanitation practices - female

Number 0.00 6000 Quarterly Monitoring Reports.


Description: This indicator measures the cumulative number of people who have participated in a training activity to conduct improved hygiene behavior or sanitation practices. This does not include people who have been educated and/or informed through public information or mass publication campaigns. The baseline value for this indicator is expected to be zero.

Name: Number of improved latrines constructed on school grounds under the project

Number 0.00 2600.00 Quarterly Monitoring Reports.


Description: Latrine sets will be constructed in districts as an incentive for ODF certification. Each set include one male latrine, one female latrine, a hand-washing station, and a hand pump where needed

Name: Percentage of districts with approved ODF Plans

Percentage 0.00 100.00 Quarterly Progress Reports


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Data Collection

Description: SSS will implement in 13 districts, all of which should have approved ODF plans by the end of the project

Name: Households adopting new or upgraded kitchen/homestead gardens under the project

Number 0.00 3000.00 Quarterly (in progress reports)

Data will be collected by field staff for the project MIS. Sources include the households under a single A4N fund subproject proposal and households joining FFS.

DOA staff and consultants, district monitoring teams

Description: This would track the number of kitchen gardens that are created or upgraded by the project. A kitchen garden is cultivated primarily for household consumption. It can be created by a household or a group of households to improve the diversity of food available for consumption.

Name: Households adopting improved livestock management practices under the project

Number 0.00 4000.00 Quarterly (in project progress reports)

Data will be collected by field staff for the project MIS. Sources include the households under a single A4N fund subproject proposal and households joining FFS.

DOLF staff and consultants, District Monitoring Teams

Description: This will track the number of households in the project area that adopted improved livestock management practices as introduced by DOLF staff.

Name: Households adopting fish ponds using established

Number 0.00 1000.00 Quarterly (in project Data will be collected by field staff for the project

DOLF staff and consultants, district

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Data Collection

or improved by the project progress reports) MIS. Sources include the households under a single A4N fund subproject proposal and households joining FFS.

monitoring teams

Description: This would track the number of households that start new or improve existing fish ponds under the project.

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Table 8 MSAN milestones for physical progress during implementation

Indicator Name Baseline YR1 YR2 YR3 End Target

Increased in the number of food groups consumed by target households (dietary diversity) 2.90 0 3.50 5.00 5.00

Percentage of targeted households that increase minimum dietary diversity for children 7.40 10.00 15.00 20.00 20.00

Percentage of villages in targeted project districts that are certified ODF by 2020 0.00 10.00 30.00 50.00 50.00

Direct project beneficiaries 0.00 500000.00 1000000.00 2000000.00 2000000.00

Female beneficiaries 0.00 50.00 50.00 50.00 50.00

Percentage of people that wash their hands with soap after defecation 36.00 45.00 55.00 70.00 70.00

Intermediate Results Indicators FY


Number of villages mobilized and village organizations triggered and sensitized to participate in the project

0.00 1000.00 3000.00 5200.00 5200.00

People trained to improve hygiene behavior/sanitation practices under the proj 0.00 1000 6000 11000 11000.00

People trained to improve hygiene behavior/sanitation practices - female 0.00 400 3500 6000 6000.00

Number of improved latrines constructed on school 0.00 200.00 1000.00 2600.00 2600.00

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grounds under the project

Percentage of districts with approved ODF Plans 0.00 25.00 50.00 100.00 100.00

Households adopting new or upgraded kitchen/homestead gardens under the project 0.00 500.00 2000.00 3000.00 3000.00

Households adopting improved livestock management practices under the project 0.00 500.00 2000.00 4000.00 4000.00

Households adopting fish ponds using established or improved by the project 0.00 200.00 700.00 1000.00 1000.00

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Attachment 2: Sample Form for Collection of Household Information

Date of Interview (dd/mm/yyyy)

Name of Interviewee

Surname Age

Gender (Male /Female) Widowed (Y/N)

CNIC # Phone No. (If any)

Section A. Demographic Data

District Taluka Union Council Deh Village

Are any of the women in your house pregnant?

Have any women in your household given birth within the last year?

How many children under age 5 in your household?

How many children under age 2 in your household

How many infants (under age 6 months) in your household?

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Table 1 Household Demographics

NameRelation to Head

of Household Gender AgePrimary

OccupationSecondary Occupation

Highest Level of School

Literate? (Y/N)

Head of Household

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Section B: Household Income and Expenses

Table 2 Monthly household income

Economic Activity Amount Earned

Farming

Animal husbandry

Fishing

Artisan (weaving, carpentry, etc.)

Manual paid labour

Tourism

Pension

Safety net or other public program

Remittances (domestic or international)

Other (please specify

Total

Economic Activity

Hours Per Week Spent on Activity

Men Women Children

Farming

Animal husbandry

Artisan (weaving, carpentry, etc.)

Manual paid labour

Tourism services

Other (please specify)

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Economic Activity

Hours Per Week Spent on Activity

Men Women Children

Total

Table 3 How much does household income vary throughout the year?

Relative Income JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

High

Medium

Low

Table 4 Monthly household expenses Family Expenses Amount Livelihood Expenses Amount

Food Supplies4

Health care5 Labor

Education6 Transport to market

Transport7 Machinery

Debt repayment (interest on loans) Land (purchase or rental)

Other Family Expenses (please specify): Other Livelihood Expenses (please specify):

4 For example: seed, fertilizer, water, pesticides, yarn, dye, etc.5 For example: doctor’s fees, hospital costs, medicine6 For example: tuition, uniforms, books/supplies7 For example: gasoline, auto repair, fares

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Table 5. How much do household expenses vary throughout the year?

Relative Income JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

High

Medium

Low

Section C. Access to Food

Table 6. Patterns of Household Crop Production

Crop or commodityHow much produced?

What percent of production was

consumed?

What percent of production was

sold?

Table 7. Sources of Food for Household Members

Household Member NameRelation to Head

of Household

Own Productio

n

School Feeding Program Day Care

Government

Program

Buy from Marketpla

ce

1. Head of Household

2.

3.

4.

5.

6.

7.

8.

9.

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Household Member NameRelation to Head

of Household

Own Productio

n

School Feeding Program Day Care

Government

Program

Buy from Marketpla

ce

10.

Table 8 Additional Questions

1. How far away is the market where you buy most of your food? (kilometers and/or travel time)

2. Do you buy food from the market on credit?

3. Do you participate in a community food bank or other collective purchasing program?

4. Are your children enrolled in a school feeding program or other nutrition program?

Section D. Patterns of Consumption

Table 9. Patterns of food consumption in the household in the past weekQuestionnumber Food group Examples

YES=1NO=0

1 Cerealscorn/maize, rice, wheat, sorghum, millet or any other grains or foods made from these (e.g. bread, noodles, porridge, or other grain products)

2 White roots and tubers

white potatoes, white yam, white cassava, or other foods made from roots (except sweet potato)

3Vitamin A rich vegetables and tubers

pumpkin, carrot, or sweet potato that are orange inside.

4 Dark green leafy vegetables

Dark green leafy vegetables, cassava leaves, drumstick leaves, spinach, others.

5 Other vegetables

other vegetables (e.g. tomato, onion, eggplant, brinjal, ladies fingers, long beans, beans, etc)

6 Vitamin A rich fruits

ripe mango, ripe papaya,

7 Other fruits wood apple, banana, Pineapple, Orange, Apple

8 Flesh meat & Organ meat

beef, goat, game, chicken, other birds, Liver

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Questionnumber Food group Examples

YES=1NO=0

9 Eggs eggs from chicken or any other egg

10 Fish and sea food

fresh or dried fish or shellfish

11 Legumes, nuts and seeds

beans, cowpea, green gram, black gram, gram, lentils, ground nuts or foods made from these

12 Milk and milk products

milk, cheese, curd, yogurt or other milk products

13 Oils and fats oil, fats or butter added to food or used for cooking

14 Sweets sugar, honey, sweetened soda or sweetened juice drinks, sugary foods such as chocolates, candies, cookies and cakes

15 Beverages coffee, tea, water, juice, soft drink

Table 10. How much does food supply vary throughout the year?

Relative supply JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

High

Medium

Low

Section E. Nutritional Knowledge

Statement Agree Disagree Don’t Know

Vegetables are more nutritious than grains

How food is prepared affects how nutritious it is

Children should be breastfed for the first 6 months of life

Children should eat at least 4 food groups each day

Pregnant women need extra calories and nutrients

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Signature of Enumerator:__________________ Signature or mark of interviewee:_____________

Witness:_______________________

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9. Financial Management

Financing Arrangements

The project will be financed by the Pakistan Partnership for Improved Nutrition Trust Fund (PPIN-TF), and its objectives and goals are aligned with the objectives of the program. The main rationale for the creation of PPIN-TF is to address nutrition sensitive approaches in support of provincial government programs addressing stunting

PPIN-TF assists the government through co-financing the World Bank technical assistance and implementation support to complement the ongoing Enhanced Nutrition for Mothers and Children project (P131850). As per the objectives of Government of Sindh’s Priority Action Plan for Stunting and in alignment with the UNICEF (United Nations Children Fund) Nutrition Framework, the PPIN-TF focuses on nutrition-specific interventions through the health sector and "nutrition-sensitive interventions" through sectors including, agriculture, sanitation and hygiene, social safety nets, and education.

The instrument for the project is Investment Project Financing, with a total amount of US$20.45 Million (PKR 2,105.81 million – PKR 1,523.31 million for the SSS component and PKR 582.5 million for the A4N component) financed by a grant provided by PPIN-TF and administered by the Bank. The project will be co-financed by the Government of Sindh with a commitment of US$ 3.47 Million (approx. 17%). The utilization of the funds from all sources will follow Bank Procurement and Consultant’s Guidelines (WB, 2014). Funds from Government of Sindh will be accounted for discrete activities for which a separate assignment account will be maintained than that for the Bank funds.

Programming and Budgeting

The break-down for the estimated project costs for the first year is provided in table below. The Bank-executed resources under the programmatic trust fund for PPIN will finance specific activities related to the project as impact evaluation and technical assistance.

Sr. ComponentsRs Million (Yr 2017) US$ Million (Yr. 2017)

FPA GoSindh Total FPA GoSindh Total

A. Saaf Suthro Sindh (SSS) 394 68 462 3.785 0.654 4.439

B. Agriculture for Nutrition (A4N) 142 29 171 1.366 0.276 1.642

Total - Overall Financing Distribution for the First Year Expenses

536 97 632 5.151 0.930 6.081

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The total project cost is USD 20.8 million out of which 17.2 million will be funded through the Bank resources.

Budget Execution

As per the Planning Commission guidelines on Project Management (2008), after fund allocation the projects shall:

Prepare project profile based on information provided in the approved PC-Is. The projects shall draw up work plans for the given fiscal year duly broken down to quarterly physical activities. Finally the both the project components will prepare cash plan based on the activities planned in their respective Work Plans and these documents approved by the Principal Accounting Officer shall be submitted to the Planning Commission for vetting and approval by the Projects Wing and the Technical Section of Planning and Development (P&D) Division respectively. The plans then require approval of the World Bank.8

The formats for submission of budget estimates at Provinces are custom-made to their requirements, however to introduce consistency and improve project planning and execution, the use of suggested formats in Planning Commission guidelines will induce greater discipline in public investments.

The budget approval is then communicated by the Finance Department (Sindh), as set out in the Schedule of Authorized Expenditure

Budget allocation for Multi Donor Trust Fund (MDTF) projects is received as single line item, however, Finance Team of the project components while preparing the estimates shall have, during the planning stage, drawn up the detail of budget, splitting the expenditure items as per the object codes of CoA.

Receipt of ‘Schedule of authorized expenditure’ does not imply authorization for initiation of project expenditure rather the Project can start spending only after the ‘Budget release order’ is received from the Finance Department (Sindh) and approval of Provincial Steering Committee and Provincial WASH technical Committee is obtained.

After the receipt of Budget (from MDTF) release order and availability of fund balance in the Foreign Aid Assignment account, the Project is set for incurring expenditure. However, expenditure management procedures are dictated by rules and regulations. The following section details the steps involved in incurring expenditure, based on the relevant rules of GOP/GOS and the Bank.

8 All the relevant templates and the instructions are available on http://www.pc.gov.pk/downloads.html.

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http://www.pc.gov.pk/downloads.html

Financial Control

The Bank will disburse (based on consultations with the Government of Sindh) from the MDTF Grant Account using one or more of the methods shown in figure below (adopted from World Bank’s Disbursement Guidelines for Projects 2006):

The Finance Department Sindh will open dedicated project accounts for both MSAN component (each account administered by LGD and DOA respectively) and receipt of funds from the MDTF will be carried out through the dedicated accounts only. The funds will be transferred to the dedicated accounts as per the program budgeting. A Finance Management Specialist and Procurement Specialist will be hired by the GOS in advance of receipt of funds from the MDTF as per Bank rules.

In general the following guidelines will be followed to drawing expenditure from the MDTF dedicated accounts:

The World Bank guidelines will be followed for purchase of items incurred in the project budget, i.e. purchasing new vehicles, purchase of office equipment and purchase of field level equipment etc.

Government of Sindh rules will be followed for lease of items incurred in the project budget, i.e. hiring of vehicles, hiring of office premises etc.

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The Bank may reimburse the borrower for expenditures eligible for fi nancing pursuant to the Loan Agreement (“eligible expenditures”) that the borrower has prefi nanced from its own resources.

Reimbursement

The Bank may advance loan proceeds into a designated account of the borrower to finance eligible expenditures as they are incurred and for which supporting documents will be provided at a later date.

Advance

The Bank may make payments, at the borrower’s request, directly to a third party (e.g., supplier, contractor, consultant) for eligible expenditures.

Direct Payment

The Bank may pay amounts to a third party for eligible expenditures under special commitments entered into, in writing, at the borrower’s request and on terms and conditions agreed between the Bank and the borrower.

Special Commitment

The Annual Financial Statements shall comply with the Cash basis International Public Sector Accounting Standards (IPSAS) of the Bank. Following is the list of mandatory annual financial statements (AFS) to be prepared by the Project:

i. Statement of Cash Receipts and Payments ii. Notes to financial statements

iii. Statement of Comparison of Budget and Actual Amounts

Completion and Closing of Activities

The closing dates for both the project components and project as a whole are stated in the Project document/Financing Agreement lest events lead to short closure of Project (or project component) or the Project is mutually agreed to be extended to a an agreed upon time period between the World Bank and the Government of Sindh. In case of project closure as specified in the project document, all eligible expenditure incurred by the project till the closing-date can be disbursed, if all parameters are followed.

When the project as a whole or either of its components is nearing closure, the World Bank as standard practice will send pout alerts in the form of notifications and emails or both, to the Government and host departments while allowing sufficient time to the project and project components to address pending issues or bring to the notice of the World Bank any contractual issues or litigations.

Completion of Works and Services

When the project approaches the closing dates both the Sanitation Directorate and PMU will submit a consolidated project final report (elaborating the final progress on each of the indicator marked in the project document) to the Secretary of the host department (Secretary, Local Government and Secretary Agriculture) for review, endorsement and approval. The final report will incorporate the key elements from the final reports submitted by the IPs, the final impact evaluation report from the relevant firm, final financial audit report from auditing firm and reports from the M&E firm.

The respective Secretaries after review and inputs will forward the reports to the Provincial Steering Committee through technical sub-committees for final endorsement. Once approved by the PSC the document will shared with wide audience for sectoral learning and experience sharing.

Fiduciary Closing

The following diagram illustrates the key standard steps to be taken by project staff in a Bank funded project, preferably prior to the project completion date to ensure timely project closure:

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The project will follow the World Bank’s standards and guidelines9 for disbursements and the eligible items for payment (i.e. procurement of new items in line with the Bank’s policies) after closing date of project. Moreover, Government of Sindh rules will be followed for lease and hiring of items (i.e. pending payment on contracts including final impact evaluation studies, payment for Final Audit and any other expense). Government departments hosting the project components (LGD for SSS and DOA for A4N) will be carrying out the financial audit of the project while reporting to Secretary of the respective department.

Reporting and Information Dissemination

Process and Progress Reporting

An overall reporting structure for the project components is presented in section 6 of this document, while a brief summary of the reporting10 frequencies, reporting lines for each of the tier is presented as below:

9 Disbursement Handbook, 200610 The reporting frequencies and formats for all management tiers will be developed and agreed upon both by the government client and Bank, hence the section may change as per suggestion of both the parties from time to time or on need basis.

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Identify retention monies to be paid, litigations, contractual liabilities and notify the Bank

Submit final Withdrawal Application

Close Bank Account and repatriate outstanding balances

Close the Books of Accounts as per specified accounting practices

Requisition Final Audit

Provincial Technical Sectoral Sub-Committees

The provincial sub-committees lead by the Secretaries of the relevant department will submit a quarterly process and progress report to the Provincial Steering Committee (PSC) led by Additional Chief Secretary (ACS)-Development. A quarterly process and progress meeting will be regularly held at the office of ACS in Karachi participated by the leads of technical sub-committees to review the overall progress of MSAN.

Provincial Program Management & Coordination Units

The Project Directors of both the components will lead the process of development of monthly, quarterly, biannual and annual reports at the provincial level. The staff at the provincial level will assist and contribute towards relevant sections of the consolidated reports developed by the Project Directors. An updated quarterly process and progress report will be submitted to the PSC and relevant technical sub-committees by both the PDs while both the provincial units (Directorate and PMU) will collect data on regular basis from the DMUs, IPs, DCCs and relevant technical committees under DCCs. The PDs will also provide the need based information required by the relevant provincial technical sub-committee if required.

District Coordination Committees (DCC)

The office of Deputy Commissioner will lead the DCC and the district level report development process. The leads of the relevant technical committees under DCC (i.e. DOC and DCC for MSAN) will contribute to the relevant section of the report submitted by DCC to the PSC and provincial units (Directorate and PMU). A monthly updated report will be submitted by each DCC with key progress and process related developments of MSAN at district level.

District Sectoral Sub-Committees

The district level sectoral sub-committees (DOC and DCC for MSAN) led by the district leads of the relevant departments (AD-LG and EDO Agriculture) will prepare monthly reports based on the reports from the district level departmental staff, DMU and IPs. The leads of DOC and DCC will submit a progress and process update to the DCC on monthly basis.

Implementing Partners (IPs)

The IPs involved in field level activities of MSAN will possess dual reporting lines. Each of the IP will submit a monthly process and progress report to both the provincial units (Directorate and PMU) with a copy to DMU and lead of district sectoral sub-committee (DOC and DCC in case of MSAN).

Village Organizations (VO)

The VOs at the bottom of the implementation hierarchy will collect and submit data to both the IPs and the district level staff of the relevant department. Both the IP staff and departmental staff will collect the relevant data from leads of VOs on regular project execution, monitoring and supervisory visits.

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Financial Reporting

World Bank’s rules will be adopted for disbursement from MDTF, and the project components can access funds only after submitting the stipulated reports (IUFRs) as per the prescribed formats. The types of financial reports needed for accessing resources under the MDTF Grant are:

i. Interim Unaudited Financial Reports (IUFRs), (or IFRs); and ii. Annual Financial Statements (AFS)

Predesigned templates along with the guidelines to be submitted with the reports are available through Bank resources.

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10. Procurement ArrangementsAll procurements envisaged for the implementation of this project will be carried out in accordance with the World Bank’s Guidelines: “Guidelines: Procurement of Goods, Works, and Non-Consulting Services under International Bank for Reconstruction and Development (IBRD) Loans and International Development Agency (IDA) Credits & Grants by World Bank Borrowers January 2011 revised July 2014”; “Guidelines: Selection and Employment of Consultants under IBRD Loans and IDA Credits & Grants by World Bank Borrowers January 2011 revised July 2014”. The World Bank’s standard bidding documents for procurement under International Competitive Bidding (ICB), and sample bidding documents for procurement under National Competitive Bidding (NCB) which are already being used on other projects financed by the World Bank in Pakistan, will be used for procurement of Goods and Works under the Project. The World Bank’s Standard Request for Proposal (RFP) document will be used in the selection of consulting firms.

For the three firms related to community mobilization, M&E and event management support SSS component’s Directorate of Sanitation shall lead the procurement task and A4N will bear 30% of the costs while 70% of the cost will be shared by SSS component. The procurement task for the NGOs acting as implementation arm in SSS component will be led by Directorate of Sanitation (through Project Director) with support from the Local Government Secretariat.

Contracting

The provincial project management units (Sanitation Directorate and PMU) will assign staff to manage the signed contracts and receivables and payables. Contracts and receivables and payables must be managed following the standard procedures of the World Bank funded projects, with an overall drive to serve payments and disbursement activities as well as progress and process reporting purposes. All the project related contacts may be managed adhering to the following basic principles:

Documentation: Contract documentation adhering to Government’s and Bank’s standards;

Contract implementation progress monitoring and reporting: the contract progress be closely monitored, both in physical work and payment progress, and comparison drawn between the actual and the planned;

Contract commitments: the contract commitments about the amount not yet paid and to be paid be recorded and compared with total undisbursed amount;

Fiscal Reporting relating Contracts: Monthly, credit, debit, expense and balance reports prepared by the financial management team and submitted to respective Project Director with notes on overdue items for promptly response from the management;

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Quarterly Fiscal and Progress Review: The reconciliation of accounts and progress towards achievement of contractual commitments be done at least on a quarterly basis of all contracts.

Procurement of Goods and Services

Procurement of Goods

Selection Process for Goods through Shopping

Obtain and Compare Quotations: Subject to provision in approved Procurement Plan, the Implementing Agencies (IAs) should obtain and compare at least three quotations to establish reasonableness of price. IAs may also at the time of the request, verify whether those being invited will make an offer or not.

Due Diligence: As should exercise due diligence to satisfy itself that the firms invited to quote are reputable, well established, and are suppliers of the goods or services being purchased as part of their normal business. In case the IAs receives unsolicited quotations, these may be accepted after carrying out a similar due diligence exercise to verify the nature and reputation of the firms.

Form of Requests: Requests quotations may be solicited by letter, fax, telex, electronic messaging, etc., (with proof of receipt and record keeping). The request includes the description and quantity of the goods, as well as the required delivery time and place for the goods or services, including any installation requirements, as appropriate. The request indicates the date by which the quotations are needed.

Submission of Quotations: Suppliers may submit their quotations in writing, i.e., by fax, telex, letter, or electronic messaging (copies to be kept for the records). No bid or performance securities are required. There is no requirement for strict time and date for submission of quotations and for public opening, but normally requests for quotes indicate the expected date of submission of quotes, within one weeks of the initial request. If IAs has not received at least three quotations within the time set, it verifies with the missing suppliers whether they intend to do so and how soon. IAs may give a reasonable amount of additional time; say three more days, to get additional quotations.

Quotations Validity: Shorter bid validity commensurate with the size of the procurement may be prescribed. In any case the bid validity should not be over 30 days under RFQ procedures.

Comparison of Quotations: Quotations are compared after adding to the quoted price for goods, the estimated cost of inland transportation and insurance, if any, to the final destination. The lowest priced offer is selected. The Purchase Order embodying essential terms stipulated in RFQ and committed in quotation are issued to the lowest bidder.

Record of Award

The IAs documents the award decision and its rationale and keeps it for review and audit, as needed. The record contains also the list of firms invited and the list and value of the quotations

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received and documents clearly that the award is based on sound economic criteria.

Table 9 Procurement of Goods through ICB & NCB

Step Process Responsibility Document Timelines

A Preparation of specifications and cost estimates PS 0

B Customization of Standard Bidding Documents PS SBD

5 days – NCB

10-days-ICB

C Seek Bank’s NOL (for prior review cases only) PS, Bank SBD

5 days – NCB

10-days- ICB

D

Upload IFB11 on websites in three national dailies, English, Urdu and Sindhi of high circulation in all nation –wide edition Issue bidding documents immediately next day of publication with no pre-condition except the disclosed cost of purchasing bidding document where applicable

PSIFB as per

Section 1 of SBD

Newspaper Advertisement 3-5

Uploading on NC Websites 1-2 days

EReceipt and Public opening of bids Evaluation

CommitteeBid Opening

Registers

30thworking day NCB 45thworking

day ICB of publication of IFB

FBid Evaluation and Preparation of Evaluation Report Evaluation

Committee BER

For NCB 5 working days from bid

opening. For ICB 15 days from bid

opening

GPost qualification Assessment

Evaluation Committee or nominees of

IAs

PQ-Formats as required

3 days – NCB

5-days- ICB

HProcessing case for approval of Evaluation Report by competent authority

(Bank’s NOL for prior review cases)PS for goods

Note Sheet –Within approval

threshold of IAS2-3 days. Bank’s NOL

5-7 days

I

Preparation and Approval (Bank’s NOL for prior review cases) of Draft Contract after technical negotiations with lowest evaluated bidder

Bidder, PS,

JIssuance of Notification of Award

PM NC, PSNOA as per

Bidding Document

On 11th day after approval of

Evaluation Report

M Award of contract Contract Agreement as per bidding document

1 day

11 UNDB for ICB

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Step Process Responsibility Document Timelines

N

Disclosure of results of bid evaluation in the form of a report giving justification for acceptance or rejection of bids

Publication of Award 3-5 days

HPost qualification Assessment Evaluation

Committee or nominees of EC

PQ-Formats as required 3 days – NCB

5-days- ICB

Additional procedures will apply to all procurement of goods and works under NCB: These procedures aim to ensure economy, efficiency, transparency, and broad consistency with the provisions of Section I paragraph 3.3 and other applicable provisions of the Procurement Guidelines. In the event of a conflict between the Recipient’s procedures and the additional provisions set out above, the latter shall govern:

a. Invitation to bid shall be advertised in at least one national newspaper with wide circulation, at least thirty (30) days prior to the deadline for the submission of bids;

b. Bid documents shall be made available, by mail or in person, to all who are willing to pay the required fee;

c. Foreign bidders shall not be precluded from bidding and no preference of any kind shall be given to national bidders in the bidding process;

d. Bidding shall not be restricted to pre-registered firms;

e. Qualification criteria shall be stated in the bidding documents;

f. Bids shall be opened in public, immediately after the deadline for submission of bids;

g. Bids shall not be rejected merely on the basis of a comparison with an official estimate without the prior concurrence of the Association;

h. Before rejecting all bids and soliciting new bids, the Association’s prior concurrence shall be obtained;

i. Bids shall be solicited and works contracts shall be awarded on the basis of unit prices and not on the basis of a composite schedule of rates;

j. Contracts shall not be awarded on the basis of nationally negotiated rates;

k. A single bid shall also be considered for award;

l. Contracts shall be awarded to the lowest evaluated and qualified bidder;

m. Post-bidding negotiations shall not be allowed with the lowest evaluated or any other bidders;

n. Draft contract shall be reviewed by the Association in accordance with the prior review procedures;

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o. Any firm declared ineligible by the Association, based on a determination by the Association that the firm has engaged in corrupt, fraudulent, collusive, coercive or obstructive practices in competing for or in executing an Association-financed contract, or a contract financed by another institution with which the Association has entered into a cross-debarment agreement, shall be ineligible to be awarded an Association-financed contract during the period of time determined by the Association;

p. Each contract financed from the proceeds of the Financing shall provide that the suppliers, contractors and subcontractors shall permit the Association, at its request, to inspect their accounts and records relating to the performance of the contract and to have said accounts and records audited by auditors appointed by the Association. The deliberate and material violation by the supplier, contractor or subcontractor of such provision may amount to obstructive practice.

q. Recipient-owned enterprises shall be eligible to bid only if they can establish that they are legally and financially autonomous, operate under commercial law, and are not a dependent agency of the Recipient.

r. The Association shall declare a firm ineligible, either indefinitely or for a stated period, to be awarded a contract financed by the Association if it at any time determines that the firm has, directly or through an agent, engaged in corrupt, fraudulent, collusive, coercive, or obstructive practices in competing for or executing a contract financed by the Association.

Procurement of Services

Consulting Services

Selection of Consultants: Contracts with consulting firms will be procured in accordance with Quality and Cost Based Selection procedures or other methods given in Section III of the Consultants’ Guidelines. The following methods, other than Quality and Cost Based Selection (QCBS), may be used for procurement of consultants’ services for the Project as specified for each individual contract in the Procurement Plan: (a) Quality-based Selection; (b) Selection under a Fixed Budget; (c) Least Cost Selection; (d) Selection based on Consultants’ Qualifications; (e) Single-source Selection of consulting firms; (f) Procedures set forth in paragraphs 5.2 and 5.3 of the Consultant Guidelines for the Selection of Individual Consultants; and (g) Single-source procedures for the Selection of Individual Consultants.

In terms of using public sector universities or institutions, SSS will only be considered as per paragraph 3.9 to 3.11 and a confirmation shall be provided to the effect that there are no private sector alternatives. Quality Based Selection (QBS) will be used if there are several such institutes and the estimated cost is over US$5,500,000. Consolidated Quotation System (CQS) will be used for contracts estimated under US$5,500,000 and shortlist consistency criteria as outlined in 3.7 shall be applicable.

Selection of Individual Consultants: In order to provide technical or specialized managerial assistance to the Project individual consultants would also be selected and employed. These

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services will only be procured for tasks that conforms to the requirements set forth in paragraph 5.1 of the Consultant Guidelines. Procurement would be done in accordance with the provisions of paragraphs 5.2 through 5.3 of the Consultant Guidelines, which stipulate that the selection should be made through comparison of at least 3 CVs of comparably qualified candidates that meet the requirements of the Terms of Reference including those for qualifications and experience. Under the circumstances described in paragraph 5.4 of the Consultant Guidelines, such contracts may be awarded to individual consultants on a single source selection basis. Advertisement for seeking expressions of interest (EOI) would be required and even for small value contract the revised EOI shall at least be uploaded on websites EOIs should specify selection criteria that are solely based on experience and qualifications.

Government officials and civil servants of the Recipient’s country may only be hired under consulting contracts in the Recipient’s country. They may be hired either as individuals or as members of the team of experts proposed by a consulting firm, provided that such hiring does not conflict with any employment or other laws or regulations, or policies of the Recipient’s country and if they (i) are on leave of absence without pay, or have resigned or retired; (ii) are not being hired by the agency they were working for before going on leave of absence without pay, resigning, or retiring; and (iii) their hiring would not create a conflict of interest In the case of resignation or retirement, for a period of at least 6 (six) months, or the period established by statutory provisions applying to civil servants in the Recipient’s country, whichever is longer. Professors or staff and experts in specialized fields from universities, educational institutions, and research institutes can be contracted individually on a part-time basis provided that they have been full-time employees of their institutions for a year or more before being contracted and such hiring is justified for the services required. Bank staff (either short term consultants or regular cadre) cannot be employed.

Table 10 Selection of Consultants on CQS Basis

Step Process Responsibility Document

APreparation of Terms and Reference, cost estimates and Expression of Interest

Project Entities TORs & EOI

BReview and approval of TORs (regardless of review type) and of EOI

World BankBank’s NOL (If

appropriate amended TORs and EOIs)

C

Advertise in three national dailies, English, Urdu and Sindhi of high circulation and upload on project entities and SPPRA websites EOI (containing TORs & EOI) for contracts estimated over USD 100,000

Project EntitiesEOI (containing

TORs)

D Receipt of InterestEvaluation

Committee / Selection Committee

Ranked shortlist

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ESeek Bank’s approval of shortlist (Only for prior review cases)

Bank NOL

FSeek combined technical and financial12 proposal from top ranked firm only and prepare evaluation report on basis of responsiveness

Project Entities Evaluation Report

GInvite responsive firm for both technical and financial negotiations

Project EntitiesDraft Contract

Agreement

HSeek Bank’s NOL for Draft Contract Agreement

(only for prior review cases)World Bank Bank’s NOL

I Award of contract Project Entities

J Send copy of conformed contract for Bank’s record Project Entities

KUpload the contract award details on project entity’s website

Project EntitiesScreenshot of website

to be stored in file

Table 11 Selection of Consultants on QCBS Basis


APreparation of Terms and Reference, cost estimates and Expression of Interest

Project Entities TORs& EOI

BReview and approval of TORs (regardless of review type) and of EOI

World BankBank’s NOL (If

appropriate amended TORs and EOIs)

C

Advertise in three national dailies, English, Urdu and Sindhi of high circulation and upload on project entities, SPPRA websites and UNDB EOI (containing TORs & EOI) for contracts estimated over USD 500,000

Project Entities EOI

D Receipt of InterestEvaluation

Committee / Selection Committee

Shortlist

E Seek Bank’s approval of shortlist and draft RFP Bank NOL

F13Invite Technical and Financial Proposals from shortlisted firms

Project Entities RFP

G Submission of Proposals from firms Firms Technical and Financial Proposals in

12 Allow at least 30 days response time 13 Allow at least 30 days response time

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two separately sealed envelopes

H Complete technical evaluation Project EntitiesTechnical Evaluation

Report

I Seek Bank’s approval of technical evaluation report Bank NOL

HInvite responsive firm for opening of financial proposals

Project Entities an Firms opting to

participate

Minutes of Financial Proposal Opening

I Complete combined evaluation and seek Bank’s NOLProject Entities and

BankBank’s NOL

J

14Invite lowest evaluated responsive firm for technical negotiations and clarifications on financial proposals and prepare Minutes of Negotiations and Draft Contract Agreement

Project Entities and Responsive Firm

Draft Contract Agreement

KSeek Bank’s NOL for Draft Contract Agreement (only for prior review cases)

World Bank Bank’s NOL

L Award of contract Project Entities

M Send copy of conformed contract for Bank’s record Project Entities

NUpload the contract award details on project entity’s website

Project EntitiesScreenshot of website

to be stored in file

Procurement Planning

Procurement Plan

The Recipient will develop a Procurement Plan (PP) for Project implementation which provides the basis for the procurement methods and review by the Bank. This plan will be made available in the Project’s database, Implementing Entities website, and the Bank’s external website. The Procurement Plan will be updated in agreement with the Bank annually or as required to reflect the actual Project implementation needs and improvements in institutional capacity Frequency of Procurement Supervision.

Systematic Tracking of Exchanges in Procurement (STEP) electronic system to capture and track procurement processes and data shall be implemented

14 Seek prior confirmation regarding availability of key staff proposed in proposals or agree on equal or better replacements when situation thus warrants

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Review of Procurement by the Bank

Thresholds for prior review of contracts under eligible expenditures are given in the table below. All other contracts will be subject to Post-Review by the Bank unless otherwise specified in the Procurement Plan. Implementing Entities will send to the Bank a list of all contracts for post-review on a quarterly basis. Post-reviews as well as the implementation reviews would be done every six months. Such review of contracts below threshold will constitute a sample of about 15-20 percent of the contracts. In addition to the prior review supervision to be carried out from Bank offices, the capacity assessment of the Implementing Agency has recommended frequent supervision missions to visit the field to carry out post review of procurement actions.

Table 12 Procurement Methods and Review Thresholds

CategoryContract

Value US$ Procurement MethodContracts Subject to Prior

Review (US$ ‘000)

Works

>4,000,000 ICB All

<4,000,000 NCB First Contract

<100,000 ShoppingFirst Contract; if undertaken prior to first ICB or NCB

Regardless of value

Direct Contracting All

Goods & Non-consulting Services

>600,000 ICB All

<600,000 NCBFirst Contract and all subsequent contracts estimated to cost > 200,000

<100,000 Shopping First Contract

Regardless of value

Direct ContractingAll

Consulting Services (Firms)

All TOR and Training Programs to be prior reviewed by Association’s (Task Team Lead) TTL regardless of value and review threshold

>500,000 QCBS/QBS /FBS/LCS First contract (remaining contracts > $ 500,000 shall be mandatorily post reviewed

<500,000 CQS, First contract

>25,000 Single Source Selection All

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CategoryContract

Value US$ Procurement MethodContracts Subject to Prior

Review (US$ ‘000)

≤25,000 Single Source Selection First Contract only. Subsequent contracts shall have a technical sign-off of justification only on condition: (i) if it was provided in approved Procurement Plan and (ii) not representing a slice of an otherwise larger project and; shall be mandatorily post reviewed regardless of the sample of selected contracts

Individual Consultants

> 200,000 Comparison of 3 CVs First contract

< 200,000 Comparison of 3 CVs First contract

25,000 Single Source Selection, Contracts for: procurement of Procurement Specialists, Procurement Agent and Legal Expert (as applicable) All TOR to be technically reviewed by the Association

All.

≤25,000 Single Source Selection First Contract only. Subsequent contracts shall have a technical sign-off of justification only on condition: (i) if it was provided in approved Procurement Plan and (ii) not representing a slice of an otherwise larger project and; shall be mandatorily post reviewed regardless of the sample of selected contracts

Notes: ICB = International Competitive Bidding; NCB = National Competitive Bidding; QCBS=Quality and Cost-Based Selection; CQS = Selection Based on Consultants' Qualifications.

Procurement Risk Management

Assessment of implementing entities’ procurement capacity

The assessment reviewed the organizational structure, staffing and capacity for implementing the project. Agreed mitigation measures based on the assessment of Implementing Entities involved in project are attached as annex to this document.

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Capacity Assessment

Relating the SSS component LGD has adequate staff and representation throughout the province. Recent local bodies’ elections have also brought new opportunities through engaging the elected representatives. Historically, the department has been unable to make province-wide policy and implementation plan due to both, limited capacity and constraining resources. The Directorate of Sanitation will serve as the program support unit and will coordinate the interventions related to procurement and implementation at provincial level. This function will be mirrored at the district level through respective district level departmental (LGD) offices and District Coordination Committees.

For A4N component DOA will implement the interventions in collaboration with the Department of Livestock and Fisheries. The department historically had the structure for outreach at the grassroots level, but given the new target beneficiaries and new technical focus, DOA will contract external technical service provider (TSP) for program management including the procurement. PMU at provincial level will serve as the program support unit for the component and will coordinate the interventions related to procurement and implementation at provincial level. This function will be mirrored at the district level through respective district level departmental (DOA/DOLF) offices and District Coordination Committees.

Transparency

The Bank’s guidelines on publication of award paragraph 2.28 of consultant guidelines and 2.60 of the procurement guidelines shall be followed for disclosure. The implementing agencies’ website would be used for publishing the procurement plan, procurement notices, invitation to bid, EOIs evaluation reports, complaints and actions taken, and other information related to procurement. A policy of proactive disclosure shall be followed for evaluation and award of procurement activities. Such publication shall be within two weeks of receiving the Bank’s no objection to the award recommendation for contracts subject to the Bank’s prior review, and within two weeks of the Borrower’s award decision for contracts subject to the Bank’s post review. The website would be accessible to all bidders and interested persons equally and free of charge. The website should be operational as soon as competitive procurements for the project commence.

The Government shall also ensure that the project is carried out in accordance with the provisions of the Anti-Corruption Guidelines.

Complaints

The implementing entities will manage the complaint handling system, which requires complaints to be documented and addressed within a period of seven days. Impact Evaluations (IEs) shall keep the Bank informed by forwarding any complaints within three days of receipt. The complaint handling system will also include maintenance of a database, a standard protocol with appropriate triggers for carrying out investigations, and taking action against involved

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parties. For ICB/international selection of consultants the Bank-prescribed complaint redressal mechanism will apply.

Filing and management of documents

The IEs will develop and maintain a procurement documentation system, filling system and the procurement database. Operations Manual shall document the procurement processes and approval procedures for each agency responsible for procurement under the project, delineating roles and responsibilities, and service delivery standards. An electronic backup system for all procurement records will be maintained periodically.

Additional procurement risk mitigation measures

The fiduciary risk mitigation measures will concurrently be aimed at internalizing procurement and financial management capacities of the Government as follows:

a) Procurement and Finance consultancies will be subject to prior review. b) All consulting assignment over US$300,000 will have a mandatory provision of

secondment of staff to these consultancies. Inasmuch as possible consultancies will be on time-based contract and whenever practical consultants will be co-located with the department which would be an intended beneficiary of the outflows of consultancy assignments.

c) The inclusion of the fixed assets will be consistent with the government’s fixed assets and austerity policies. The procurement assessments will account for useful/useable assets available in particular departments regardless of the financing source.

d) Every procurement publication will have a link to complaint/grievance redress portal. In order to ensure objective reporting of deviations in fiduciary issues

e) For enhanced transparency, the pre-bid/pre-proposal conferences, technical proposal submission meeting, financial proposals and bid opening meetings will be video recorded and proceedings uploaded on website within 60 minutes of the conclusion of such meetings.

f) Detailed guidance will be provided in Operations Manual regarding conflict of interest, transparency measures etc. In terms of code of ethics, measures will be provided in project operations manual which will take into account willful deviations from procurement processes.

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11. Social & Environmental SafeguardsNo adverse or negative social or environmental impacts are anticipated as a result of project implementation. Most activities are community driven and have minimal or no environment impacts. In fact, project interventions aimed at promoting health education for the adoption of hygiene practices, and improving the dietary and nutrition status will substantially improve the living standards of the extremely poor and disadvantaged sections of rural society. Project components ensure that safe practices should be the cornerstone of policies employed during project implementation. Some of the systemic operations risks ratings for the project are presented in the table below:

Risk Category Rating1. Political and Governance Moderate

2. Macroeconomic Moderate

3. Sector Strategies and Policies Moderate

4. Technical Design of Project or Program Moderate

5. Institutional Capacity for Implementation and Sustainability Moderate

6. Fiduciary Substantial

7. Environment and Social Moderate

8. Stakeholders Low

9. Other Moderate

10. Overall Moderate

Environmental and Social Management Framework

As the exact locations and design of the subprojects to be undertaken under the MSAN project are not finalized, a framework approach has been adopted for the MSAN project. An Environmental and Social Management Framework (ESMF) and Resettlement Policy Framework (RPF) have been prepared which: identify potential negative environmental and social impacts of the project; propose mitigation measures to address the adverse impacts; provide basic screening criteria; list the type of safeguards documents to be developed; and, provide institutional, monitoring, reporting and documentation measures for ESMF and RPF compliance.

The ESMF and RPF of the MSAN project will be the guiding documents for environmental and social safeguard requirements and procedures. All activities implemented or financed by the Project will follow the ESMF and RPF. The documents are also available to the public. An executive summary of the ESMF follows below (for details consult the ESMF and RPF).

In general, the subproject activities under components 1 and 2 have no adverse or potentially low to moderate social and environment impacts. Most of the Project’s environmental and social impacts will be beneficial, including for example the positive effect on health caused by the reduction in Diarrhea and sanitation related diseases and the associated socio-economic benefits,

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considerable behavior change activities at the community and district levels, and improved productivity (particularly benefiting females) generated by consumption of a nutritious diet and good sanitation and hygiene conditions.

Environmental and Social Safeguards

The safeguard policies triggered by the project are presented in the table below:

Safeguard Policies Triggered by the Project Yes NoEnvironmental Assessment OP/BP 4.01

Natural Habitats OP/BP 4.04

Forests OP/BP 4.36

Pest Management OP 4.09

Physical Cultural Resources OP/BP 4.11

Indigenous Peoples OP/BP 4.10

Involuntary Resettlement OP/BP 4.12

Safety of Dams OP/BP 4.37

Projects on International Waterways OP/BP 7.50

Projects in Disputed Areas OP/BP 7.60

Environmental Aspects

Risks linked to Sanitation Hardware

The potential risk on environment due to project interventions i.e. construction of latrines (sanitation component) and community level agriculture practices (nutrition component) assessed as ‘moderate’. The improper disposal of sanitation, contamination of open irrigation canals and water channels, water contamination, improper waste water disposal (boreholes), and sludge/fecal matter disposal (latrines).

Risk linked to Agriculture and Crop Production technologies

The nutrition component of the project involves agriculture enhancement technologies at farmer level which may involve the use of some pesticides to enhance the crop production and water contamination in water channels. These impacts are expected to be small – medium scale and local, and can either be avoided through better planning or mitigated and reversed through readily available mitigation measures.

Risk Mitigation

To mitigate all these likely potential impacts the client has prepared an Environmental Management Framework (ESMF) that provides guidance for the process to be followed and the types of management plans, such as Environmental and Social Mitigation Plan (ESMP), to be

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prepared when the ODF plans and Household production activities are prepared/identified. The Environmental Management Plan (EMP) would be developed as part of the project ESMF. This considers institutional arrangements required to implement the environmental actions, as well as a presentation of some monitoring indicators. The EMP also provides the basis for identifying and costing mitigation measures against adverse impacts of subprojects, such as proper construction of soaking pits for effective drainage to prevent accumulation of stagnant water; appropriate siting of latrines to avoid both water contamination and undue pressure on the aquifers; and community involvement in latrine management, and leakage detection. The Agriculture Extension Department of Sindh Province has an Integrated Program Management Plan (IPMP) at the provincial level which will be used for the project.

Social mobilization under the project will also sensitize rural communities on the environmental aspects and train people in the sustainable use of water and sanitation facilities. The approach is meant to incorporate environmental concerns into the project design and focuses on environmentally sound criteria for, wastewater disposal techniques, farm level sustainable and protected agriculture activities and appropriate on-site location of sanitation facilities. The ESMF will be subject to consultations in Sindh Province before it is disclosed locally, in the local language and in English in the World Bank Info shop, before appraisal of the proposed project.

Social Aspects

Potential negative social impacts could include: complications or difficulties in safeguard compliance due to the integrated nature of the project; land and ownership issues; land acquisition issues (extremely limited, if any); impediments to physical access to schools and or commuting/travel routes for students, teachers, and community residents; labor issues; gender discrimination; overlooking vulnerable or marginalized groups; conflicts and grievances; lack of participation in consultations; community-project disconnect; reduced social accountability and transparency; and, limited public access to information. Appropriate mitigation and management measures to address these impacts have been detailed in the ESMF.

To reduce, minimize and mitigate adverse impacts and undue harm of its development projects to the environment, all bank-financed projects are guided by environmental and social policies and procedures commonly referred to as safeguards instruments. OP 4.01 (Environmental Assessment) has not been triggered as a result of this project. The safeguards policies of the World Bank require that, before a project is appraised an ESMF be made available for public review at a place accessible to local people in a form, manner, and language they can understand. The public display of the documents should be advertised in a common local newspaper and possibly other media. All necessary safeguard documents that will be locally disclosed will be forwarded to the Bank for disclosure at the Bank’s Infoshop. The ESMF and RPF for this project, including an Urdu translation, have been disclosed as required.

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Environmental and Social Management Plan (ESMP)

Under the ESMF approach, each subproject activity will be screened for the severity and extent of environmental and social impacts. Subprojects having negligible environmental and or social impacts will be screened through a rapid assessment checklist. (Checklists are provided in the ESMF) Subprojects having some negative but localized environmental and or social impacts will require the preparation of a generic Environmental and Social Management Plans (ESMPs). Subproject specific impacts and mitigation measures will be included in the ESMP. Details of the ESMPs are provided in the ESMF. The ESMPs for each subproject activity will need to be cleared by the World Bank before subproject implementation. The subproject ESMPs will need to be included in the bidding documents and will be part of the contractual obligations of IPs.

Resettlement Policy Framework

The MSAN project interventions do not require any land acquisition; land for interventions in the agriculture component will be made available through Voluntary Land Donation, the procedures for which are detailed in the ESMF. In instances where VLD is not possible land will be acquired according to the procedures laid out in a RPF (for details see ESMF). The RPF defines objectives and principles of resettlement, provides subprojects a screening mechanism to identify adverse social impacts and provides an estimation of magnitude/extent of potential impacts, organizational arrangements, monitoring requirements for safeguard instruments and funding mechanism for the development of Resettlement Action Plans (RAPs) or Abbreviated Resettlement Action Plans (ARAPs) when needed (for details of RPF and RAPs consult the ESMF).

Grievance Redress Mechanism (GRM)

A GRM will be established at all levels with guidelines specified in the ESMF. The GRM will be a multi-tiered system that includes UC, district, and provincial level grievance committees. The system will be easily accessible and information in this regard will be widely disseminated at all applicable levels.

In addition to seeking to resolve the grievances through the GRM established at the government level, the communities and individuals who believe that they are adversely affected by a World Bank (WB) supported project such as this operation, may also submit complaints to the Grievance Redress Service (GRS) established by the World Bank. The GRS ensures that complaints received are promptly reviewed to address project-related concerns. Project affected communities and individuals may also submit their complaint to the WB’s independent Inspection Panel, after having brought the complaint to the World Bank's attention through its GRS.

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Information on how to submit complaints to the World Bank’s Grievance Redress Service is available at http://www.worldbank.org/GRS. Information on how to submit complaints to the World Bank Inspection Panel is available at www.inspectionpanel.org.

In addition, if a complainant is not satisfied she/he will have the option to seek redress through court of law.

Stakeholder Consultations

The stakeholders include the intended project beneficiaries and people affected by the proposed activities. Additional stakeholders include implementing departments and agencies. Stakeholder participation is intrinsic to the design and implementation of the project and provides for information sharing, consultation and collaboration measures. Stakeholder consultations will also be conducted with the communities during project implementation. A consultation framework has been laid out in the ESMF to ensure proper consultation and participation of stakeholders at various stages of project preparation and implementation.

Implementation and Monitoring Mechanism of ESMF

Project Directors (PDs) of SSS and A4N will bear the overall responsibility for the implementation of the ESMF and compliance throughout the life of the project. The Project Coordinator/ Deputy Director will coordinate with the Implementing Partners (IPs) and the District Coordination Committee (DCC) of each district will take the prime responsibility to ensure ESMF implementation. An Environmental Specialist and a Social Safeguards Specialist will be hired by the PDs under the Sanitation / Agriculture Directorates to assist in implementation of the ESMF. A Gender Specialist will also be hired to focus on gender related issues. The safeguards specialists will directly be responsible for subproject screening, development of subproject specific ESMPs and their implementation, and internal monitoring and progress reporting. An Environmental Safeguards Focal Person, a Social Safeguards Focal Person and a Gender Focal person will be designated for each district for local level implementation of environmental and social safeguards issues; addressing grievances; conducting stakeholder consultations; and, coordinating and reporting to the Project Coordinator/ Deputy Director. IPs will support community participation, consultations and other social activities from the sub-project identification to completion stage. (TORs of relevant personnel are provided)

ESMF monitoring will be carried out to ensure that the mitigation plans are implemented regularly and effectively. It will be conducted at three levels: directorate (provincial); district; and field/grass-roots. At the provincial level, the environmental safeguards specialist and social safeguards specialist will monitor by conducting regular field visits to ensure that the mitigation plans are being implemented effectively. At the district level, the District Monitoring Unit (DMU) and District Coordination Committee (DCC) will also be responsible for ESMF

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http://www.inspectionpanel.org/

http://www.worldbank.org/GRS

implementation monitoring and evaluation. The DMU and DCC will also conduct consultation with communities especially women. IPs will carry out monitoring at the field level.

Third Party Validation

The project will engage an Independent Environmental and Social Monitoring consultant specialist/firm to conduct external monitoring and third party validation throughout the execution of the project.

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Annex 1. ESMF Mitigation Plan

Environmental /Social

Impact/Issue

Potential

Significance Location Mitigation Actions

Frequency of

Intervention

Responsibility

Implementation

Monitoring

Anticipated Subprojects (financed under MSAN project)

Subproject Siting to any sensitive area

Medium At subproject location under SSS and A4N

It will be ensured through screening checklist that the subproject avoids any ecologically sensitive areas, PCRs and involuntary resettlement.

Involuntary Resettlement Screening Checklist to be used to check the land belong to the school or government land and free from any disputes.

Village Organizations and LGD officials will be taken onboard for the identification construction site in schools.

The subprojects will be established on the land owned by Agriculture department. However, private land if acquired will be through VLD procedure. If VLD will not be possible, the RPF as part of this report will be applied.

Before the start of each subproject

ES and SS from IPs/ TSPs

ES and SS Directorate

Annex 1 - 1 Last saved: 10/19/2017 4:15:00 PM


Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

Complete documentation will be maintained for VLD.

Valuation and compensation of affected assets of community should be in line with RPF/Sub-projects RAPs and considered before the field activities.

Community consultations will be carried out before establishing the sites.

Air Quality deterioration due to dust emissions

Low Toilet construction site in schools

Construction machinery, generators, and vehicles will be kept in good working condition, minimizing exhaust emissions.

Truck/tractor loads should be covered with suitable material.

Soil and temporary spoil piles should be covered or sprayed with water to avoid generating dust.

Latrine Construction sites including Soil piles in schools should be barricaded to avoid material escape, generation of

During Construction of toilets

Contractor under supervision of Directorates

ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

dust and access to children.

Water Consumption and Conservation

Low At demonstration plots under A4N

Use of compost, or decomposed organic matter as fertilizer, has been found to improve soil structure, increasing its water-holding capacity.

During development of demonstration plots

FFS/IP/VO ESFP

Surface and Ground Water Quality deterioration

Low Toilet construction site in schools & at demonstration plots under A4N

It will be ensured that the wastes are not released into any drinking water source, irrigation channels, cultivation fields, or critical habitat.

Effluents from the construction sites will not be released to drinking water sources, cultivation fields, irrigation channels, and critical habitats. Appropriate effluent treatment arrangements such as settling tanks will be made at the site.

Use of Bio-pesticides will be encouraged

Use of Organic fertilizer will be encouraged

IPMP as part of A4N sub-component will be

During development of toilets and hand washing facilities and demonstration plots

FFS/IP/VO ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

implemented Growing crops in a systematic

arrangement of strips or bands across the general slope (not on the contour) to reduce water erosion. Crops are arranged to that a strip of grass or close-growing crop is alternated with a clean-tilled crop or fallow.

Organic debris produced by harvesting is easily mineralized into leachable Nitrogen. Steps to reduce leachable N includes planting of "green manure" crops, and delaying ploughing of straw, roots and leaves into the soil.

Solid Waste Management

Low Pits connected with Toilet in schools & at cattle pens in demonstration plots under A4N

Recycling of solid waste will be carried out as far as possible and practical.

Composting of biodegradable waste will be considered and adopted.

Disposal of solid waste will be carried out in a manner that does not negatively affect the drinking water sources,

After toilet development and demonstration plots


ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

cultivation fields, irrigation channels, natural drainage paths, the existing waste management system in the area, local routes, and general aesthetic value of the area.

Construction sites should be equipped with temporary refuse bins.

Wastes should be routinely collected from the designated area and disposed at waste disposal facilities.

Noise Low Toilet construction site in schools

Machinery operation and high noise activities should be carefully planned and scheduled.

Where that is not possible, high noise activities should cease between 22:00 and 06:00 hrs.

During development of toilets and hand washing facilities


ESFP

Occupational Health and Safety

Low Toilet construction site in schools & at demonstration plots under

WB Group’s Environment, Health and Safety (EHS) Guidelines (attached at the end of this document) will be implemented

The construction contracts will

Construction phase

Contractor under supervision of Directorates / IP

ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

A4N include appropriate clauses to protect environment and public health. The present ESMF will be included in the bidding document.

Avoid stagnation of water and initiate drainage/cleanup of stagnant water.

Provide for the provision of appropriately stocked first-aid equipment at work sites;

Provide for the provision of appropriate personal protective equipment (PPE) to minimize risks, such as but not limited to appropriate outerwear, boots and gloves; safety helmets;

Provide training for workers for the use of PPE;

WB Group’s Environment, Health and Safety (EHS) Guidelines (attached at the end of this document) will be implemented;

Include procedures for documenting and reporting accidents, diseases, and



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

incidents.

Labor Issues Low Toilet construction site in schools & at demonstration plots under A4N

Preference will be given to labor from locally skilled and unskilled workers of community for the construction of toilets in schools.

PD and SS under directorates will ensure that certain clauses will be added in the contract documents of IPs i.e. not to force labor to work and official minimum wages to be paid if the laborers are contracted by the community.

Consultation with labor will be ensured by IPs and ESFPs.

Subproject Exclusions (Not financed under MSAN)

Unsuitable toilet construction may lead to water contamination

Low All project districts

During behavior change activities in the communities, environment friendly designs of toilets (suitable for that specific area) will be disseminated within the communities as a guide and unfriendly design impacts shall be communicated. (See

During course of project

FFS/IP/VO ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

Annex H of ESMF) Monitoring shall be made

during project life cycle to check the sustainability of implemented interventions.

Flush toilets should not be encouraged in areas under the project where water is scarce and in dry season. It will be ensured to provide these site specific provisions in toilets construction guidelines by the project implementation unit. (See Annex H)

Pit/septic tank Sludge Management

Medium All project districts

Sludge Management should be made part ESMPs of each sub-project. Sludge after emptying the tanks/pits should be landfilled at proper location and left for degradation.

During behavior change activities in the communities, this aspect will be communicated and awareness raising workshops will be conducted in communities.


FFS/IP/VO/ beneficiary

ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

Use of Adulterated/ banned Pesticide

Medium All project districts under A4N

Judicious use of the irrigation water, chemical inputs and use of alternate techniques (such as integrated pest management, using disease-resistant seeds, and mulching) will be promoted through awareness raising and capacity building initiatives.

Crop rotation practices will be promoted to avoid soil fertility degradation.

The capacity building program will also include safe handling of hazardous substances such as pesticides.



ESFP

Excessive use of chemical Fertilizer

Low All project districts under A4N

High efficiency irrigation technologies (e.g. tunnel farming) which is included one of the interventions of A4N component will be promoted to conserve already scarce irrigation water. ES of IP and ES from directorates will ensure to promote it in above areas after filling environmental checklists and



ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

incorporated in the FFS scope.

Health and Safety Hazards for the farmers

Low All project districts under A4N

Awareness and capacity building regarding Material Safety Data Sheet (MSDS) for each hazardous substance will be promoted.

WB Group’s EHS Guidelines will be implemented as appropriate.

Use of appropriate personal protective equipment (PPE) will be mandatory while using pesticides.



ESFP

Impacts on Women, Children, and Vulnerable Groups

Low All project districts

Women’s participation is already included in project interventions like development Female farmer field schools (F3S), construction of girl toilets, focusing on women as the main agriculture producers.

Lady Extension Workers (LEW) will be engaged as contingent staff for short period, so as, to work with women beneficiaries. (PC-I of A4N)

Environmental screening



ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

checklist will provide first stage information about impacts on poor, women and other vulnerable groups including needs and priority for social and economic betterment;

IPs and TSPs will ensure the active participation of women in project interventions as well as adequately consulted.

In awareness raising under SSS, women share should be more compared to men.

Ensure participation of vulnerable groups in project activities through consultations, to ensure planned investments take the well-being of such groups into consideration

Employment Low All project districts

Preference will be given to the landless farmers.

The capacity building component of the project will include trainings for operation and maintenance of the subproject facilities for supply


FFS/IP/VO/ beneficiary/ Contractor

ESFP



Impact/Issue

Potential


Frequency of

Intervention

Responsibility

Implementation

Monitoring

chains and post-harvest loss control.

GRM will be put in place to amicably resolve any disputes or conflicts related to employment and service provision.


Annex 2. Glossary of Nutrition TermsMalnutrition: Malnutrition refers to deficiencies, excesses or imbalances in a person’s intake of energy and/or nutrients. For more information, see the World Health Organization: http://www.who.int/features/qa/malnutrition/en/. The term covers 2 broad groups of conditions:

Undernutrition—includes stunting (low height for age), wasting (low weight for height), underweight (low weight for age) and micronutrient deficiencies or insufficiencies (a lack of important vitamins and minerals).

Overweight—is “a condition of excess nutrient and energy intake over time. It can be considered a form of malnutrition when it leads to morbid obesity. As incomes rise and access to processed foods (and excessive sugars, salt, etc.) increases and physical activity increases, the incidence of obesity and diet-related noncommunicable diseases—such as heart disease, stroke, diabetes, and cancer—will increase.

Stunting: This is low height for age and it refers to the impaired growth and development that children experience from poor nutrition, repeated infection, and inadequate psychosocial stimulation. Children are considered stunted if their height-for-age is more than two standard deviations below the WHO Child Growth Standards median. In Sindh, the stunting rate for children under age 5 is 48%. For more information see: http://www.who.int/nutrition/healthygrowthproj_stunted_videos/en/

Wasting: This is low weight-for-height—excessive thinness—which is associated with a recent and severe process of weight loss. Wasting most often occurs from acute starvation and/or severe disease, but it can also be the result of a chronic unfavourable condition—e.g., poor sanitation environment, endemic disease, poor food availability. If a country (even a poor one) has no severe food shortage, the prevalence of wasting is usually below 5%. In Sindh, the wasting rate is 15.4%, which is rated critical by WHO standards. On the severity index, prevalence between 10-14% are regarded as serious, and above or equal 15% as critical. For more information, see http://www.who.int/nutgrowthdb/about/introduction/en/index2.html

ANEMIA: It is a condition in which the number of red blood cells or their oxygen-carrying capacity is insufficient to meet physiologic needs, which vary by age, sex, altitude, smoking and pregnancy status. Iron deficiency is thought to be the most common cause of anaemia globally. It is caused by poor diet and can be exacerbated by infectious diseases, particularly malaria and intestinal parasites.

UNDERNUTRITION: It is the consequence of insufficient food intake and repeated infectious diseases. It includes being underweight, stunted, wasted or deficient in vitamins and minerals (micronutrient malnutrition).


http://www.who.int/nutgrowthdb/about/introduction/en/index2.html

http://www.who.int/nutrition/healthygrowthproj_stunted_videos/en/

http://www.who.int/features/qa/malnutrition/en/

Annex 3. Food Sources for MicronutrientsIron Deficiency Anemia

Iron is critical to a healthy pregnancy and healthy growth in babies. Iron deficiency results in anemia with symptoms ranging from fatigue to rapid heart rate to decreased tolerance to cold, to decreased athletic performance. In Sindh, iron deficiency anemia is 60% among women and 71% among children.


Beef Liver Poultry Fish Legumes Spinach Raisins

Vitamin A

Too little vitamin A may cause night blindness and even permanent blindness, increased infections, impaired growth, and impaired reproductive function.


Liver Egg yolk Milk Spinac

hbroccol

i carrotssweet

potatoes

Folic Acid

Folic acid is very important for pregnant women. Low levels can lead to increased risks of birth defects, heart disease, and cancer.


spinach (palak)

collard or

turnip greens (palak)

okra (bhindi) Citrus dried

beans Peas NutsBroccoli (Hari phool gobhi)