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"input_text": "CURRENCY EQUIVALENTS (Exchange Rate Effective March 31, 2020) Currency Unit = Central African Franc (XAF) US$1.00 = SDR 0.73 SDR1.00 = US$1.36 FISCAL YEAR January 1 - December 31 Regional Vice President: Hafez M. H. Ghanem Country Director: Soukeyna Kane Regional Director: Amit Dar Practice Manager: Magnus Lindelow Task Team Leader: Andy Chi Tembon",
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"input_text_preprocessed": "CURRENCY EQUIVALENTS (Exchange Rate Effective March 31, 2020) Currency Unit = Central African Franc (XAF) US$1.00 = SDR 0.73 SDR1.00 = US$1.36 FISCAL YEAR January 1 - December 31 Regional Vice President: Hafez M. H. Ghanem Country Director: Soukeyna Kane Regional Director: Amit Dar Practice Manager: Magnus Lindelow Task Team Leader: Andy Chi Tembon"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) ABBREVIATIONS AND ACRONYMS AFD _Agence Française de Développement_ (French Agency for Development) AMR Anti-microbial Resistance BFP World Bank Facilitated Procurement CDC Center for Disease Control CERC Contingency Emergency Response Component COVID-19 Coronavirus Disease CPIA Country Policy and Institutional Assessment DA Designated Account DFIL Disbursement and Financial Information Letter DHIS District Health Information System DLI Disbursement-linked Indicators ECHO European Civil Protection and Humanitarian Aid Operations EID Emerging Infectious Disease ESCP Environmental and Social Commitment Plan ESF Environmental and Social Framework ESMF Environmental and Social Management Framework ESMP Environmental and Social Management Plan FA Financing Agreement FCV Fragility, Conflict and Violence FTCF Fast Track COVID-19 Facility FM Financial Management GAVI Global Alliance for Gavi and Immunization GBV/SEA Gender Based Violence / Sexual Exploitation & Abuse GDP Gross Domestic Product GEMS Geo-enabled Monitoring Systems GHSA Global Health Security Agenda GoC Government of Chad GRS Grievance Redress Service HCI Human Capital Index HEIS Hands-on Expanded Implementation Support IBRD International Bank for Reconstruction and Development ICR Implementation Completion and Results Report ICU Intensive Care Unit IDA International Development Association IDSR Integrated Disease Surveillance Response IEC/BCC Information Education Communication/Behavior Change Communication IFA International Federation of Accountants IFC International Financial Corporation IFR Interim Financial Report IHR International Health Regulation IMF International Monetary Fund IPF Investment Project Financing ISA International Standards on Auditing JEE Joint External Evaluation LIC Low-income Country M&E Monitoring and Evaluation MDP Mandatory Direct Payment",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) ABBREVIATIONS AND ACRONYMS AFD _Agence Française de Développement_ (French Agency for Development) AMR Anti-microbial Resistance BFP World Bank Facilitated Procurement CDC Center for Disease Control CERC Contingency Emergency Response Component COVID-19 Coronavirus Disease CPIA Country Policy and Institutional Assessment DA Designated Account DFIL Disbursement and Financial Information Letter DHIS District Health Information System DLI Disbursement-linked Indicators ECHO European Civil Protection and Humanitarian Aid Operations EID Emerging Infectious Disease ESCP Environmental and Social Commitment Plan ESF Environmental and Social Framework ESMF Environmental and Social Management Framework ESMP Environmental and Social Management Plan FA Financing Agreement FCV Fragility, Conflict and Violence FTCF Fast Track COVID-19 Facility FM Financial Management GAVI Global Alliance for Gavi and Immunization GBV/SEA Gender Based Violence / Sexual Exploitation & Abuse GDP Gross Domestic Product GEMS Geo-enabled Monitoring Systems GHSA Global Health Security Agenda GoC Government of Chad GRS Grievance Redress Service HCI Human Capital Index HEIS Hands-on Expanded Implementation Support IBRD International Bank for Reconstruction and Development ICR Implementation Completion and Results Report ICU Intensive Care Unit IDA International Development Association IDSR Integrated Disease Surveillance Response IEC/BCC Information Education Communication/Behavior Change Communication IFA International Federation of Accountants IFC International Financial Corporation IFR Interim Financial Report IHR International Health Regulation IMF International Monetary Fund IPF Investment Project Financing ISA International Standards on Auditing JEE Joint External Evaluation LIC Low-income Country M&E Monitoring and Evaluation MDP Mandatory Direct Payment"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) MPA Program Financing Envelope 4,251.75\n\n**Proposed Project Development Objective(s)**\nTo prevent, detect and respond to the threat posed by COVID-19 and strengthen national systems for public health preparedness in Chad.\n\n**Components**\n\n**Component Name** **Cost (US$, millions)**\n\nComponent 1: Emergency COVID-19 Preparedness and Response 13.45 Component 2. Community Engagement and Social and Behavior Change 2.50 Communication Component 3: Implementation Management, Monitoring and Evaluation and\n1.00\nCoordination\n\n**Organizations**\n\nBorrower: Republic of Chad Implementing Agency: Ministère de la Santé Publique\n\n**MPA FINANCING DETAILS (US$, Millions)**\n\n**MPA FINANCING DETAILS (US$, Millions)** Approved\n**Board Approved MPA Financing Envelope:** 4,251.75\n\n**MPA Program Financing Envelope:** 4,251.75\n\n**of which Bank Financing (IBRD):** 2,696.10\n\n**of which Bank Financing (IDA):** 1,555.65\n\n**of which other financing sources:** 0.00\n\n**PROJECT FINANCING DATA (US$, Millions)**\n\nFIN_SUMM_NEW\n\n**-NewFin1**\n**SUMMARY**\n\n**Total Project Cost** 16.95\n\n**Total Financing** 16.95\n\nPage 2",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) MPA Program Financing Envelope 4,251.75\n\n**Proposed Project Development Objective(s)**\nTo prevent, detect and respond to the threat posed by COVID-19 and strengthen national systems for public health preparedness in Chad.\n\n**Components**\n\n**Component Name** **Cost (US$, millions)**\n\nComponent 1: Emergency COVID-19 Preparedness and Response 13.45 Component 2. Community Engagement and Social and Behavior Change 2.50 Communication Component 3: Implementation Management, Monitoring and Evaluation and\n1.00\nCoordination\n\n**Organizations**\n\nBorrower: Republic of Chad Implementing Agency: Ministère de la Santé Publique\n\n**MPA FINANCING DETAILS (US$, Millions)**\n\n**MPA FINANCING DETAILS (US$, Millions)** Approved\n**Board Approved MPA Financing Envelope:** 4,251.75\n\n**MPA Program Financing Envelope:** 4,251.75\n\n**of which Bank Financing (IBRD):** 2,696.10\n\n**of which Bank Financing (IDA):** 1,555.65\n\n**of which other financing sources:** 0.00\n\n**PROJECT FINANCING DATA (US$, Millions)**\n\nFIN_SUMM_NEW\n\n**-NewFin1**\n**SUMMARY**\n\n**Total Project Cost** 16.95\n\n**Total Financing** 16.95\n\nPage 2"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**of which IBRD/IDA** 16.95\n\n**Financing Gap** 0.00\n\n**-NewFinEnh1**\n**DETAILS**\n\n**World Bank Group Financing**\n\nInternational Development Association (IDA) 16.95 IDA Grant 16.95\n\n**IDA Resources (in US$, Millions)**\n\n**Credit Amount** **Grant Amount** **Guarantee Amount** **Total Amount**\n\n**Chad**\n0.00 16.95 0.00 16.95 Crisis Response Window (CRW) 0.00 16.95 0.00 16.95\n\n**Total** **0.00** **16.95** **0.00** **16.95**\n\n**Expected Disbursements (in US$, Millions)**\n\n**WB Fiscal**\n2020 2021 2022 2023\n**Year**\n\n**Annual** 13.48 2.32 0.82 0.34\n\n**Cumulative** 13.48 15.79 16.61 16.95\n\n**INSTITUTIONAL DATA**\n\n**Practice Area (Lead)** **Contributing Practice Areas**\n\nHealth, Nutrition & Population\n\n**Climate Change and Disaster Screening**\n\nThis operation has not been screened for short and long-term climate change and disaster risks Explanation Not applicable for COVID-19 Page 3",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**of which IBRD/IDA** 16.95\n\n**Financing Gap** 0.00\n\n**-NewFinEnh1**\n**DETAILS**\n\n**World Bank Group Financing**\n\nInternational Development Association (IDA) 16.95 IDA Grant 16.95\n\n**IDA Resources (in US$, Millions)**\n\n**Credit Amount** **Grant Amount** **Guarantee Amount** **Total Amount**\n\n**Chad**\n0.00 16.95 0.00 16.95 Crisis Response Window (CRW) 0.00 16.95 0.00 16.95\n\n**Total** **0.00** **16.95** **0.00** **16.95**\n\n**Expected Disbursements (in US$, Millions)**\n\n**WB Fiscal**\n2020 2021 2022 2023\n**Year**\n\n**Annual** 13.48 2.32 0.82 0.34\n\n**Cumulative** 13.48 15.79 16.61 16.95\n\n**INSTITUTIONAL DATA**\n\n**Practice Area (Lead)** **Contributing Practice Areas**\n\nHealth, Nutrition & Population\n\n**Climate Change and Disaster Screening**\n\nThis operation has not been screened for short and long-term climate change and disaster risks Explanation Not applicable for COVID-19 Page 3"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**SYSTEMATIC OPERATIONS RISK-RATING TOOL (SORT)**\n\n**Risk Category** **Rating**\n\n1. Political and Governance High\n\n2. Macroeconomic High 3. Sector Strategies and Policies Moderate 4. Technical Design of Project or Program Moderate 5. Institutional Capacity for Implementation and Sustainability High 6. Fiduciary Substantial 7. Environment and Social Substantial 8. Stakeholders Moderate 9. Other 10. Overall Substantial\n\n**Overall MPA Program Risk** High\n\n**COMPLIANCE**\n\n**Policy**\nDoes the project depart from the CPF in content or in other significant respects?\n\n[ ] Yes [ ] No ✓ Does the project require any waivers of Bank policies?\n\n[ ] Yes [ ] No ✓ Page 4",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**SYSTEMATIC OPERATIONS RISK-RATING TOOL (SORT)**\n\n**Risk Category** **Rating**\n\n1. Political and Governance High\n\n2. Macroeconomic High 3. Sector Strategies and Policies Moderate 4. Technical Design of Project or Program Moderate 5. Institutional Capacity for Implementation and Sustainability High 6. Fiduciary Substantial 7. Environment and Social Substantial 8. Stakeholders Moderate 9. Other 10. Overall Substantial\n\n**Overall MPA Program Risk** High\n\n**COMPLIANCE**\n\n**Policy**\nDoes the project depart from the CPF in content or in other significant respects?\n\n[ ] Yes [ ] No ✓ Does the project require any waivers of Bank policies?\n\n[ ] Yes [ ] No ✓ Page 4"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Environmental and Social Standards Relevance Given its Context at the Time of Appraisal**\n\n**E & S Standards** **Relevance**\n\nAssessment and Management of Environmental and Social Risks and Impacts Relevant Stakeholder Engagement and Information Disclosure Relevant Labor and Working Conditions Relevant Resource Efficiency and Pollution Prevention and Management Relevant Community Health and Safety Relevant Land Acquisition, Restrictions on Land Use and Involuntary Resettlement Not Currently Relevant Biodiversity Conservation and Sustainable Management of Living Natural Resources Not Currently Relevant Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities Not Currently Relevant Cultural Heritage Not Currently Relevant Financial Intermediaries Not Currently Relevant\n\n**NOTE** : For further information regarding the World Bank’s due diligence assessment of the Project’s potential\nenvironmental and social risks and impacts, please refer to the Project’s Appraisal Environmental and Social Review Summary (ESRS).\n\n**Legal Covenants**\n\nSections and Description Schedule 2, section 1 (B): Not later than 30 days after the Effective Date (or such later date as agreed to by the Association), the Recipient, through the MoH, shall: (a) prepare and adopt a manual acceptable to the Association (“Project Implementation Manual” or “PIM”); and (b) thereafter, implement the Project in accordance with the PIM. Except as the Association shall otherwise agree, the Recipient shall not amend or waive the PIM.\n\nSections and Description Schedule 2, section 1, D.7: The Recipient shall recruit an environmental specialist and social specialist for the PIU before the commencement of Project activities with potential social or environmental impacts, and shall thereafter ensure that said specialists be retained throughout Project implementation.\n\nPage 5",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Environmental and Social Standards Relevance Given its Context at the Time of Appraisal**\n\n**E & S Standards** **Relevance**\n\nAssessment and Management of Environmental and Social Risks and Impacts Relevant Stakeholder Engagement and Information Disclosure Relevant Labor and Working Conditions Relevant Resource Efficiency and Pollution Prevention and Management Relevant Community Health and Safety Relevant Land Acquisition, Restrictions on Land Use and Involuntary Resettlement Not Currently Relevant Biodiversity Conservation and Sustainable Management of Living Natural Resources Not Currently Relevant Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities Not Currently Relevant Cultural Heritage Not Currently Relevant Financial Intermediaries Not Currently Relevant\n\n**NOTE** : For further information regarding the World Bank’s due diligence assessment of the Project’s potential\nenvironmental and social risks and impacts, please refer to the Project’s Appraisal Environmental and Social Review Summary (ESRS).\n\n**Legal Covenants**\n\nSections and Description Schedule 2, section 1 (B): Not later than 30 days after the Effective Date (or such later date as agreed to by the Association), the Recipient, through the MoH, shall: (a) prepare and adopt a manual acceptable to the Association (“Project Implementation Manual” or “PIM”); and (b) thereafter, implement the Project in accordance with the PIM. Except as the Association shall otherwise agree, the Recipient shall not amend or waive the PIM.\n\nSections and Description Schedule 2, section 1, D.7: The Recipient shall recruit an environmental specialist and social specialist for the PIU before the commencement of Project activities with potential social or environmental impacts, and shall thereafter ensure that said specialists be retained throughout Project implementation.\n\nPage 5"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) I. **PROGRAM CONTEXT**\n\n1. This Project Appraisal Document (PAD) describes the emergency response of The Republic of Chad under\nthe coronavirus disease (COVID-19) Strategic Preparedness And Response Program (SPRP) (P173894) using the Multiphase Programmatic Approach (MPA), approved by the World Bank’s Board of Executive Directors approved by the World Bank’s Board of Executive Directors on April 2, 2020 (PCBASIC0219761) with an overall Program financing envelope of up to US$6.00 billion.\n\n2. Chad is exceeding its IDA Fast Track COVID-19 Facility (FTCF) allocation by 50 percent, and the exceeded amount will be returned to the FTCF from the country’s FY21 Performance-based Allocation (PBA) envelope.\n\n**A.** **MPA Program Context**\n\n3. An outbreak of the COVID-19 caused by the 2019 novel coronavirus (SARS-CoV-2) has been spreading rapidly across the world since December 2019, following the diagnosis of the initial cases in Wuhan, Hubei Province, China. Since the beginning of March 2020, the number of cases outside China has increased thirteenfold and the number of affected countries has tripled. On March 11, 2020, the World Health Organization (WHO) declared a global pandemic as the coronavirus rapidly spreads across the world. As of April 20, 2020, the outbreak has resulted in an estimated 2,420,439 cases and 166,205 deaths in 213 countries and territories. [1] 4. COVID-19 is one of several emerging infectious diseases (EID) outbreaks in recent decades that have emerged from animals in contact with humans, resulting in major outbreaks with significant public health and economic impacts. The last moderately severe influenza pandemics were in 1957 and 1968; each killed more than a million people around the world. Although countries are now far more prepared than in the past, the world is also far more interconnected, and many more people today have behavior risk factors such as tobacco use [2] and pre-existing chronic health problems that make viral respiratory infections particularly dangerous. [3] With COVID-19, scientists are still trying to understand the full picture of the disease symptoms and severity. Reported symptoms in patients have varied from mild to severe, and can include fever, cough and shortness of breath. In general, studies of hospitalized patients have found that about 83 percent to 98 percent of patients develop a fever, 76 percent to 82 percent develop a dry cough and 11 percent to 44 percent develop fatigue or muscle aches. [4] Other symptoms, including headache, sore throat, abdominal pain, and diarrhea, have been reported, but are less common. While 3.7 percent of the people worldwide confirmed as having been infected have died, WHO has been careful not to describe that as a mortality rate or death rate. This is because in an unfolding epidemic it can be misleading to look simply at the estimate of deaths divided by cases so far. Hence, given that the actual prevalence of COVID-19 infection remains unknown in most countries, it poses unparalleled challenges with respect to global containment and mitigation. These issues reinforce the need to strengthen the response to COVID-19 across all IDA/IBRD countries to minimize the global risk and impact posed by this disease.\n\n5. This project is prepared under the global framework of the World Bank COVID-19 Response financed under 1 _[https://gisanddata.maps.arcgis.com/apps/opsdashboard/index.html#/bda7594740fd40299423467b48e9ecf6](https://gisanddata.maps.arcgis.com/apps/opsdashboard/index.html#/bda7594740fd40299423467b48e9ecf6)_ 2 Marquez, PV. 2020. “Does Tobacco Smoking Increases the Risk of Coronavirus Disease (Covid-19) Severity? The Case of China.” _[http://www.pvmarquez.com/Covid-19](http://www.pvmarquez.com/Covid-19)_ 3 Fauci, AS, Lane, C, and Redfield, RR. 2020. “Covid-19 — Navigating the Uncharted.” New Eng J of Medicine, DOI: 10.1056/NEJMe2002387 4 Del Rio, C. and Malani, PN. 2020. “COVID-19—New Insights on a Rapidly Changing Epidemic.” JAMA, doi:10.1001/jama.2020.3072 Page 7",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) I. **PROGRAM CONTEXT**\n\n1. This Project Appraisal Document (PAD) describes the emergency response of The Republic of Chad under\nthe coronavirus disease (COVID-19) Strategic Preparedness And Response Program (SPRP) (P173894) using the Multiphase Programmatic Approach (MPA), approved by the World Bank’s Board of Executive Directors approved by the World Bank’s Board of Executive Directors on April 2, 2020 (PCBASIC0219761) with an overall Program financing envelope of up to US$6.00 billion.\n\n2. Chad is exceeding its IDA Fast Track COVID-19 Facility (FTCF) allocation by 50 percent, and the exceeded amount will be returned to the FTCF from the country’s FY21 Performance-based Allocation (PBA) envelope.\n\n**A.** **MPA Program Context**\n\n3. An outbreak of the COVID-19 caused by the 2019 novel coronavirus (SARS-CoV-2) has been spreading rapidly across the world since December 2019, following the diagnosis of the initial cases in Wuhan, Hubei Province, China. Since the beginning of March 2020, the number of cases outside China has increased thirteenfold and the number of affected countries has tripled. On March 11, 2020, the World Health Organization (WHO) declared a global pandemic as the coronavirus rapidly spreads across the world. As of April 20, 2020, the outbreak has resulted in an estimated 2,420,439 cases and 166,205 deaths in 213 countries and territories. [1] 4. COVID-19 is one of several emerging infectious diseases (EID) outbreaks in recent decades that have emerged from animals in contact with humans, resulting in major outbreaks with significant public health and economic impacts. The last moderately severe influenza pandemics were in 1957 and 1968; each killed more than a million people around the world. Although countries are now far more prepared than in the past, the world is also far more interconnected, and many more people today have behavior risk factors such as tobacco use [2] and pre-existing chronic health problems that make viral respiratory infections particularly dangerous. [3] With COVID-19, scientists are still trying to understand the full picture of the disease symptoms and severity. Reported symptoms in patients have varied from mild to severe, and can include fever, cough and shortness of breath. In general, studies of hospitalized patients have found that about 83 percent to 98 percent of patients develop a fever, 76 percent to 82 percent develop a dry cough and 11 percent to 44 percent develop fatigue or muscle aches. [4] Other symptoms, including headache, sore throat, abdominal pain, and diarrhea, have been reported, but are less common. While 3.7 percent of the people worldwide confirmed as having been infected have died, WHO has been careful not to describe that as a mortality rate or death rate. This is because in an unfolding epidemic it can be misleading to look simply at the estimate of deaths divided by cases so far. Hence, given that the actual prevalence of COVID-19 infection remains unknown in most countries, it poses unparalleled challenges with respect to global containment and mitigation. These issues reinforce the need to strengthen the response to COVID-19 across all IDA/IBRD countries to minimize the global risk and impact posed by this disease.\n\n5. This project is prepared under the global framework of the World Bank COVID-19 Response financed under 1 _[https://gisanddata.maps.arcgis.com/apps/opsdashboard/index.html#/bda7594740fd40299423467b48e9ecf6](https://gisanddata.maps.arcgis.com/apps/opsdashboard/index.html#/bda7594740fd40299423467b48e9ecf6)_ 2 Marquez, PV. 2020. “Does Tobacco Smoking Increases the Risk of Coronavirus Disease (Covid-19) Severity? The Case of China.” _[http://www.pvmarquez.com/Covid-19](http://www.pvmarquez.com/Covid-19)_ 3 Fauci, AS, Lane, C, and Redfield, RR. 2020. “Covid-19 — Navigating the Uncharted.” New Eng J of Medicine, DOI: 10.1056/NEJMe2002387 4 Del Rio, C. and Malani, PN. 2020. “COVID-19—New Insights on a Rapidly Changing Epidemic.” JAMA, doi:10.1001/jama.2020.3072 Page 7"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) the FTCF.\n\n**B.** **Updated MPA Program Framework**\n\n6. Table-1 provides an updated overall MPA Program framework for the proposed project for Chad.\n\n**Table 1. MPA Program Framework**\n\n**Estimated**\n**IDA**\n**Amount**\n**(US$**\n**million)**\n\n**Estimated**\n**Other**\n**Amount**\n**(US$**\n**million)**\n\n**Estimated**\n**Environme**\n**ntal &**\n**Social Risk**\n**Rating**\n\n**Sequential or**\n**Phase #** **Project ID**\n**Simultaneous**\n\n**Phase’s**\n**Proposed DO***\n\n**IPF, DPF**\n**or PforR**\n\n**Estimated**\n**IBRD**\n**Amount**\n**(U$**\n**million)**\n\n**Estimated**\n**Approval**\n**Date**\n\nPlease see April 23, 2 P173894 Simultaneous **IPF** 16.95 Substantial relevant PAD 2020\n\n**Board Approved Financing**\nTotal 16.95\n**Envelope**\n\n**C.** **Learning Agenda**\n\n7. The country project under the MPA Program will support adaptive learning throughout the implementation, as well as from international organizations including WHO, International Monetary Fund (IMF), Center for Disease Control (CDC), United Nations Children's Fund (UNICEF), and others. Chad aims to support the following:\n\n- Forecasting: modeling the progression of the pandemic, both in terms of new cases and deaths, as well as\nthe economic impact of disease outbreaks under different scenarios.\n\n- Supply chain approaches: Assessments may be financed on options for timely distribution of medicines and\nother medical supplies.\n\n**II.** **CONTEXT AND RELEVANCE**\n\n**A.** **Country Context**\n\n8. **Chad is a low-income country (LIC) in the African Sahel region with a population of over 13 million people.** Chad is a landlock, sparsely populated country with a high share of the population living in rural areas.\nEconomic growth in Chad has been volatile over the last decade and its economy has been highly impacted by the changes in oil prices of 2014 and 2015. The subsequent recovery in oil prices and the increase in oil and agricultural production have contributed to a slow but positive growth of real gross domestic product (GDP) since 2018 (World Bank, 2020). Despite recent economic growth, poverty rates in Chad remain high and nearly half of the population (47 percent) lives below the poverty line (World Bank, 2020).\n\n9. **Chad has the lowest Human Capital Index (HCI) in the world** . A child born in Chad today will be 29 percent as productive when she grows up as she could be if she enjoyed full health and complete education (World Bank, 2018). This weak performance is driven largely by high infant mortality rates and poor quality of Page 8",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) the FTCF.\n\n**B.** **Updated MPA Program Framework**\n\n6. Table-1 provides an updated overall MPA Program framework for the proposed project for Chad.\n\n**Table 1. MPA Program Framework**\n\n**Estimated**\n**IDA**\n**Amount**\n**(US$**\n**million)**\n\n**Estimated**\n**Other**\n**Amount**\n**(US$**\n**million)**\n\n**Estimated**\n**Environme**\n**ntal &**\n**Social Risk**\n**Rating**\n\n**Sequential or**\n**Phase #** **Project ID**\n**Simultaneous**\n\n**Phase’s**\n**Proposed DO***\n\n**IPF, DPF**\n**or PforR**\n\n**Estimated**\n**IBRD**\n**Amount**\n**(U$**\n**million)**\n\n**Estimated**\n**Approval**\n**Date**\n\nPlease see April 23, 2 P173894 Simultaneous **IPF** 16.95 Substantial relevant PAD 2020\n\n**Board Approved Financing**\nTotal 16.95\n**Envelope**\n\n**C.** **Learning Agenda**\n\n7. The country project under the MPA Program will support adaptive learning throughout the implementation, as well as from international organizations including WHO, International Monetary Fund (IMF), Center for Disease Control (CDC), United Nations Children's Fund (UNICEF), and others. Chad aims to support the following:\n\n- Forecasting: modeling the progression of the pandemic, both in terms of new cases and deaths, as well as\nthe economic impact of disease outbreaks under different scenarios.\n\n- Supply chain approaches: Assessments may be financed on options for timely distribution of medicines and\nother medical supplies.\n\n**II.** **CONTEXT AND RELEVANCE**\n\n**A.** **Country Context**\n\n8. **Chad is a low-income country (LIC) in the African Sahel region with a population of over 13 million people.** Chad is a landlock, sparsely populated country with a high share of the population living in rural areas.\nEconomic growth in Chad has been volatile over the last decade and its economy has been highly impacted by the changes in oil prices of 2014 and 2015. The subsequent recovery in oil prices and the increase in oil and agricultural production have contributed to a slow but positive growth of real gross domestic product (GDP) since 2018 (World Bank, 2020). Despite recent economic growth, poverty rates in Chad remain high and nearly half of the population (47 percent) lives below the poverty line (World Bank, 2020).\n\n9. **Chad has the lowest Human Capital Index (HCI) in the world** . A child born in Chad today will be 29 percent as productive when she grows up as she could be if she enjoyed full health and complete education (World Bank, 2018). This weak performance is driven largely by high infant mortality rates and poor quality of Page 8"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) education. An underlying driver of Chad’s Human Capital (and broader development) challenges is its high population growth. With a Total Fertility Rate (TFR) of 6.4 Chad is among the fastest growing countries in the world (DHS 2014/15). Nutrition outcomes, in turn, are very poor with 40 percent of children under five being stunted (World Bank, 2018). Further, while Human Capital outcomes are poor for both boys and girls, girls are particularly vulnerable and perform lower on the HCI, particularly in terms of expected years of schooling and survival rates.\n\n10. **Chad is highly vulnerable to the impact of climate change and it has repeatedly experienced security**\n**threats over the last decade** . With a Country Policy and Institutional Assessment (CPIA) of 2.7 in 2018, Chad\nis classified as a Fragility, Conflict and Violence (FCV) country. Regional security risks destabilize the country and lead to severe humanitarian needs. As of January 2020, there were 442,672 refugees settled in 19 camps in the East, the South and Lake Chad regions. [5] Climate change has contributed to the region’s social fragility (particularly in the Lake Chad Region and the pastoral areas in the Sahelian part of the country) and it seriously affected Chadians’ livelihoods.\n\n11. **There is a World Bank-financed Refugees and Host Communities Support Project (P164748 / 172255)**\n**being implemented in Chad.** This project will finance projects in water and sanitation (water points, latrines,\nwells, rainwater harvesting facilities) and provide shock-response cash transfers to approximately 14,000 households. These project activities will go a long way to also help in the COVID-19 control. The COVID-19 project will complement these activities in the camps. Working with non-governmental organizations (NGOs) and civil society, it will provide prevention supplies and the design of targeted communication campaigns for refugees and displaced populations.\n\n12. **The direct impact of COVID-19 and the anticipated slowdown in the global economy, will likely reduce**\n**trade and disrupt supply chains of basic goods** . The effects of a pandemic-driven global economic downturn\nand its impact on Chad’s economy are difficult to predict at this stage.\n\n**B.** **Sectoral and Institutional Context**\n\n13. **Chad’s performance in terms of human capital outcomes is closely linked to the structural weaknesses of**\n**its health sector** . Mortality rates are among the highest in the world with a maternal mortality ratio (MMR)\nof 860 deaths per 100,000 live births and under-five child mortality rate of 131 per 1,000 live births in 2015.\nInfant mortality is estimated at between 87 to 90 per 1,000 live births. Several factors help explain the performance of Chad’s health sector, including: (i) limited financial resources; (ii) salient shortages of health workers and inadequate infrastructure; and (iii) significant geographic barriers to the delivery of health services. In addition, Chad’s Joint External Evaluation (JEE) conducted in 2017 revealed important capacity constraints in all 19 technical areas. This shows the country’s vulnerability to health security threats.\n\n14. **Health financing in Chad is insufficient and highly inequitable** . In 2017, Chad spent 4.5 percent of its GDP on health. In per capita terms, the country only spent US$32. This is less than countries of similar levels of income and less than other countries in the region. [6] Furthermore, health has not been sufficiently prioritized in Chad’s public budget and the share of health to general government spending has declined over the last decade from over 12 percent in 2009 to less than 4 percent in 2018, well below the Abuja target of 15 percent. In fact, the largest share (61.2 percent) of Chad’s total health spending is financed by households 5 United Nations High Commissioner for Refugees (UNHCR) Refugee Protection Assessment for Chad, January 2020.\n6 LICs countries spent on average US$35, while Sub-Saharan African countries spent US$82 (World Bank 2020) Page 9",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) education. An underlying driver of Chad’s Human Capital (and broader development) challenges is its high population growth. With a Total Fertility Rate (TFR) of 6.4 Chad is among the fastest growing countries in the world (DHS 2014/15). Nutrition outcomes, in turn, are very poor with 40 percent of children under five being stunted (World Bank, 2018). Further, while Human Capital outcomes are poor for both boys and girls, girls are particularly vulnerable and perform lower on the HCI, particularly in terms of expected years of schooling and survival rates.\n\n10. **Chad is highly vulnerable to the impact of climate change and it has repeatedly experienced security**\n**threats over the last decade** . With a Country Policy and Institutional Assessment (CPIA) of 2.7 in 2018, Chad\nis classified as a Fragility, Conflict and Violence (FCV) country. Regional security risks destabilize the country and lead to severe humanitarian needs. As of January 2020, there were 442,672 refugees settled in 19 camps in the East, the South and Lake Chad regions. [5] Climate change has contributed to the region’s social fragility (particularly in the Lake Chad Region and the pastoral areas in the Sahelian part of the country) and it seriously affected Chadians’ livelihoods.\n\n11. **There is a World Bank-financed Refugees and Host Communities Support Project (P164748 / 172255)**\n**being implemented in Chad.** This project will finance projects in water and sanitation (water points, latrines,\nwells, rainwater harvesting facilities) and provide shock-response cash transfers to approximately 14,000 households. These project activities will go a long way to also help in the COVID-19 control. The COVID-19 project will complement these activities in the camps. Working with non-governmental organizations (NGOs) and civil society, it will provide prevention supplies and the design of targeted communication campaigns for refugees and displaced populations.\n\n12. **The direct impact of COVID-19 and the anticipated slowdown in the global economy, will likely reduce**\n**trade and disrupt supply chains of basic goods** . The effects of a pandemic-driven global economic downturn\nand its impact on Chad’s economy are difficult to predict at this stage.\n\n**B.** **Sectoral and Institutional Context**\n\n13. **Chad’s performance in terms of human capital outcomes is closely linked to the structural weaknesses of**\n**its health sector** . Mortality rates are among the highest in the world with a maternal mortality ratio (MMR)\nof 860 deaths per 100,000 live births and under-five child mortality rate of 131 per 1,000 live births in 2015.\nInfant mortality is estimated at between 87 to 90 per 1,000 live births. Several factors help explain the performance of Chad’s health sector, including: (i) limited financial resources; (ii) salient shortages of health workers and inadequate infrastructure; and (iii) significant geographic barriers to the delivery of health services. In addition, Chad’s Joint External Evaluation (JEE) conducted in 2017 revealed important capacity constraints in all 19 technical areas. This shows the country’s vulnerability to health security threats.\n\n14. **Health financing in Chad is insufficient and highly inequitable** . In 2017, Chad spent 4.5 percent of its GDP on health. In per capita terms, the country only spent US$32. This is less than countries of similar levels of income and less than other countries in the region. [6] Furthermore, health has not been sufficiently prioritized in Chad’s public budget and the share of health to general government spending has declined over the last decade from over 12 percent in 2009 to less than 4 percent in 2018, well below the Abuja target of 15 percent. In fact, the largest share (61.2 percent) of Chad’s total health spending is financed by households 5 United Nations High Commissioner for Refugees (UNHCR) Refugee Protection Assessment for Chad, January 2020.\n6 LICs countries spent on average US$35, while Sub-Saharan African countries spent US$82 (World Bank 2020) Page 9"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) through out-of-pocket payments. This poses major challenges in terms of the equity, the efficiency and the sustainability of the country’s health financing architecture.\n\n15. **Health facilities have low readiness levels to deliver quality health services** . The number of health facilities in Chad is low and more than 3,000 facilities are needed to reach WHO target of two facilities per 10,000 inhabitants. Further, according to the most recent SARA survey, one in three health facilities had access to electricity and two in three had access to improved water sources. The availability of essential medical equipment (scales, thermometers, stethoscopes, etc.) and laboratory capacity were also substandard (WHO, 2019). In terms of health professionals, in 2017 there were less than 10,000 professionals in all Chad.\nShortages are particularly acute for doctors and specialized health professionals (0.38 per 10,000 population), and there are important disparities in the distribution of health professionals between provinces.\n\n16. **The coverage of essential health services is low** . The above-mentioned constraints, together with the significant geographic barriers enhanced by the poor transport infrastructure, lead to the low coverage of essential health services such as reproductive, maternal, neonatal and child health services and nutrition.\nIn 2017, one in four children under five received all required vaccines. According to the DHS 2014/2015, only 25 percent of women attended at least four antenatal care visits and less than 30 percent delivered at a health facility. These coverage rates reflect a low demand for health services and great difficulties delivering health services through outreach.\n\n17. **Weakness in core capacities to enforce International Health Regulation (IHR) can increase the risk of**\n**emergencies** . Chad signed on to the International Health Regulations (RSI, 2005) in 2012. Five years later\n(August 2017), there was a JEE. [7] This evaluation highlighted the capacities and skills of Chad for the 19 technical fields. It was found that out of the 19 technical areas assessed on a scale of 1 (no capacity) to 5 (sustainable capacity), there was no area with a favorable rating of 4 or 5. Most of the technical areas were rated as 1 (no capacity), [8] particularly, Coordination, communication and promotion of IHR; anti-microbial resistance (AMR); emergency response operations; preparedness; biosafety and biosecurity; medical countermeasures; and Point of entry. Only one technical area was rated as 3 (capacity) for all their indicators: vaccination. Based on the recommendations of the Joint External Assessment, a National Plan for Health security has been developed and validated whose implementation is slow to be effective for lack of availability of resources.\n\n18. **The first COVID-19 case in the country was diagnosed on March 19, 2020** . Since then, thirty-two more cases have been confirmed, eight recovered cases and no deaths caused by COVID-19 have been reported as of April 20, 2020. In response to the COVID-19 outbreak, the Government initially introduced surveillance measures at the airport. The international airport was subsequently closed for all passenger flights, all educational facilities have been closed and leisure venues such as restaurants, bars and casinos have been closed as well.\n\n7 Joint External Evaluation of IHR Core Capacities of the Republic of Togo. Geneva: World Health Organization; 2018. License: CC BY-NCSA 3.0 IGO.\n8 The following technical areas were rated as 1 (no capacity) for all of their indicators: IHR coordination, communication and advocacy; AMR; biosafety and biosecurity; linking public health and security authorities; medical countermeasures and personnel deployment; and point of entry. Some technical areas were rated as 2 (limited capacity) or below for all their indicators: national laboratory system, zoonotic diseases, reporting, preparedness, and emergency response operations, among others.\n\nPage 10",
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"corrected_name": "DHS 2014/2015",
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}
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{
"mention_name": {
"text": "Chad COVID-19 Strategic Preparedness and Response Project",
"start": 19,
"end": 76,
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"corrected_name": "",
"strict_specificity": "vague",
"data_use_purpose": "No Use",
"data_use_impact": "",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) through out-of-pocket payments. This poses major challenges in terms of the equity, the efficiency and the sustainability of the country’s health financing architecture.\n\n15. **Health facilities have low readiness levels to deliver quality health services** . The number of health facilities in Chad is low and more than 3,000 facilities are needed to reach WHO target of two facilities per 10,000 inhabitants. Further, according to the most recent SARA survey, one in three health facilities had access to electricity and two in three had access to improved water sources. The availability of essential medical equipment (scales, thermometers, stethoscopes, etc.) and laboratory capacity were also substandard (WHO, 2019). In terms of health professionals, in 2017 there were less than 10,000 professionals in all Chad.\nShortages are particularly acute for doctors and specialized health professionals (0.38 per 10,000 population), and there are important disparities in the distribution of health professionals between provinces.\n\n16. **The coverage of essential health services is low** . The above-mentioned constraints, together with the significant geographic barriers enhanced by the poor transport infrastructure, lead to the low coverage of essential health services such as reproductive, maternal, neonatal and child health services and nutrition.\nIn 2017, one in four children under five received all required vaccines. According to the DHS 2014/2015, only 25 percent of women attended at least four antenatal care visits and less than 30 percent delivered at a health facility. These coverage rates reflect a low demand for health services and great difficulties delivering health services through outreach.\n\n17. **Weakness in core capacities to enforce International Health Regulation (IHR) can increase the risk of**\n**emergencies** . Chad signed on to the International Health Regulations (RSI, 2005) in 2012. Five years later\n(August 2017), there was a JEE. [7] This evaluation highlighted the capacities and skills of Chad for the 19 technical fields. It was found that out of the 19 technical areas assessed on a scale of 1 (no capacity) to 5 (sustainable capacity), there was no area with a favorable rating of 4 or 5. Most of the technical areas were rated as 1 (no capacity), [8] particularly, Coordination, communication and promotion of IHR; anti-microbial resistance (AMR); emergency response operations; preparedness; biosafety and biosecurity; medical countermeasures; and Point of entry. Only one technical area was rated as 3 (capacity) for all their indicators: vaccination. Based on the recommendations of the Joint External Assessment, a National Plan for Health security has been developed and validated whose implementation is slow to be effective for lack of availability of resources.\n\n18. **The first COVID-19 case in the country was diagnosed on March 19, 2020** . Since then, thirty-two more cases have been confirmed, eight recovered cases and no deaths caused by COVID-19 have been reported as of April 20, 2020. In response to the COVID-19 outbreak, the Government initially introduced surveillance measures at the airport. The international airport was subsequently closed for all passenger flights, all educational facilities have been closed and leisure venues such as restaurants, bars and casinos have been closed as well.\n\n7 Joint External Evaluation of IHR Core Capacities of the Republic of Togo. Geneva: World Health Organization; 2018. License: CC BY-NCSA 3.0 IGO.\n8 The following technical areas were rated as 1 (no capacity) for all of their indicators: IHR coordination, communication and advocacy; AMR; biosafety and biosecurity; linking public health and security authorities; medical countermeasures and personnel deployment; and point of entry. Some technical areas were rated as 2 (limited capacity) or below for all their indicators: national laboratory system, zoonotic diseases, reporting, preparedness, and emergency response operations, among others.\n\nPage 10"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 19. **Generally, hospitals in Chad lack critical equipment to effectively respond to complications from COVID-**\n**19.** A mobile laboratory based in Ndjamena is available for testing, and an isolation center has been\nidentified at the airport. All suspected cases identified in Ndjamena will be kept at the Farcha Provincial hospital and others identified in provinces will be kept in provincial/district hospitals. However, isolation capacity at provincial and district hospitals will need to be developed. The country does not have enough quantities of basic personal protective equipment (PPE) in case of an increase in the number of cases. In addition, the country is currently experiencing a polio outbreak putting additional pressures on the PPE stocks.\n\n20. **The proposed project will support activities identified by the Government in their response plan** . The Ministry of Public Health (MOPH), in close collaboration with the WHO, has prepared a COVID-19 National Action Plan (“ _Plan National de Contingence pour la Preparation et la Riposte a l’Épidémie de la Maladie a_ _Coronavirus Covid-19_ ”), which takes into consideration a scenario of significant local transmission. The Plan consists of the following six strategies: (1) Strengthening coordination of preparedness and management of epidemics; (2) strengthening health surveillance; (3) strengthening laboratories; (4) strengthening of case management; (5) strengthening of communication and community engagement; and (6) infection prevention and control (hygiene and sanitation).\n\n21. **The Government of Chad (GoC) has already started the implementation of activities from the National**\n**Action Plan which include the following** :\n\n- **Coordination:** Government put in place a Health Security Committee and a Technical Committee to\ncoordinate the response. The first one is chaired by the State Minister, Secretary General at the Presidency and has an executive function. The second one is chaired by the Director General of the MOPH and it is responsible for day to day follow-up of the evolution of the epidemic.\n\n- **Surveillance:** Surveillance was reinforced at the points of entry, particularly at the international Hassan\nDjamouss airport where a isolation and treatment centers were identified and equipped. The airport has been closed since March 20, 2020 for all passenger flights.\n\n- **Laboratory:** A mobile laboratory from the MOPH and WHO is available as a site for diagnosis of COVID19.\n\n- **Communication:** Information and sensitization messages are made via the media, flyers and posters.\n\n- **Rapid Intervention Team:** Rapid intervention teams have been put in place to investigate, follow up\npassengers from endemic countries and their contacts.\n\n- **Preparation of quarantine and isolation centers** : Government has proposed to use Ibis Hotel and Hotel\nChari for the 14-day quarantine of suspected cases. As for isolation, the Farcha Provincial hospital is being used as an isolation center for cases identified. Suspected cases identified in the regions will be isolated in District/Provincial hospitals. These sites will need to be renovated and equipped.\n\n- **Financing:** a Special Fund was created to pool resources for the COVID-19 response.\n\n22. **The Regional Disease Surveillance Systems Enhancement Project – Phase IV (REDISSE IV; P167817) will**\n**contribute to further strengthen national and regional cross-sectoral capacity for collaborative disease**\n**surveillance and epidemic preparedness.** The selection of activities to be financed under this operation\nconsiders the support available under REDISSE IV and the support planned by other development partners, including the Agence Française de Développement (French Agency for Development, AFD) and Global Alliance for Gavi and Immunization (GAVI). A more detailed description of the complementarities between Page 11",
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{
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"text": "Chad COVID-19 Strategic Preparedness and Response Project",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 19. **Generally, hospitals in Chad lack critical equipment to effectively respond to complications from COVID-**\n**19.** A mobile laboratory based in Ndjamena is available for testing, and an isolation center has been\nidentified at the airport. All suspected cases identified in Ndjamena will be kept at the Farcha Provincial hospital and others identified in provinces will be kept in provincial/district hospitals. However, isolation capacity at provincial and district hospitals will need to be developed. The country does not have enough quantities of basic personal protective equipment (PPE) in case of an increase in the number of cases. In addition, the country is currently experiencing a polio outbreak putting additional pressures on the PPE stocks.\n\n20. **The proposed project will support activities identified by the Government in their response plan** . The Ministry of Public Health (MOPH), in close collaboration with the WHO, has prepared a COVID-19 National Action Plan (“ _Plan National de Contingence pour la Preparation et la Riposte a l’Épidémie de la Maladie a_ _Coronavirus Covid-19_ ”), which takes into consideration a scenario of significant local transmission. The Plan consists of the following six strategies: (1) Strengthening coordination of preparedness and management of epidemics; (2) strengthening health surveillance; (3) strengthening laboratories; (4) strengthening of case management; (5) strengthening of communication and community engagement; and (6) infection prevention and control (hygiene and sanitation).\n\n21. **The Government of Chad (GoC) has already started the implementation of activities from the National**\n**Action Plan which include the following** :\n\n- **Coordination:** Government put in place a Health Security Committee and a Technical Committee to\ncoordinate the response. The first one is chaired by the State Minister, Secretary General at the Presidency and has an executive function. The second one is chaired by the Director General of the MOPH and it is responsible for day to day follow-up of the evolution of the epidemic.\n\n- **Surveillance:** Surveillance was reinforced at the points of entry, particularly at the international Hassan\nDjamouss airport where a isolation and treatment centers were identified and equipped. The airport has been closed since March 20, 2020 for all passenger flights.\n\n- **Laboratory:** A mobile laboratory from the MOPH and WHO is available as a site for diagnosis of COVID19.\n\n- **Communication:** Information and sensitization messages are made via the media, flyers and posters.\n\n- **Rapid Intervention Team:** Rapid intervention teams have been put in place to investigate, follow up\npassengers from endemic countries and their contacts.\n\n- **Preparation of quarantine and isolation centers** : Government has proposed to use Ibis Hotel and Hotel\nChari for the 14-day quarantine of suspected cases. As for isolation, the Farcha Provincial hospital is being used as an isolation center for cases identified. Suspected cases identified in the regions will be isolated in District/Provincial hospitals. These sites will need to be renovated and equipped.\n\n- **Financing:** a Special Fund was created to pool resources for the COVID-19 response.\n\n22. **The Regional Disease Surveillance Systems Enhancement Project – Phase IV (REDISSE IV; P167817) will**\n**contribute to further strengthen national and regional cross-sectoral capacity for collaborative disease**\n**surveillance and epidemic preparedness.** The selection of activities to be financed under this operation\nconsiders the support available under REDISSE IV and the support planned by other development partners, including the Agence Française de Développement (French Agency for Development, AFD) and Global Alliance for Gavi and Immunization (GAVI). A more detailed description of the complementarities between Page 11"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) this project and REDISSE IV is provided in Section D, paragraphs 43-47.\n\n23. **In Chad, two major challenges were identified to be addressed to build the capacity** required to prevent, detect and respond to public health emergencies. Among these are:\n\n- Insufficient and inadequate equipment to prevent and control infections, as well as to manage COVID19 complications.\n\n- Misinformation and limited social and behavior change (SBC) campaigns to promote the hygiene\nmeasures required to prevent the spread of COVID-19.\n\n**C.** **Relevance to Higher Level Objectives**\n\n24. The project is aligned with World Bank Group (WBG) strategic priorities, particularly the WBG’s mission to end extreme poverty and boost shared prosperity. The project’s focus on preparedness is also critical to achieving Universal Health Coverage. It is also aligned with the World Bank’s support for national plans and global commitments to strengthen pandemic preparedness through three key actions under Preparedness: (i) improving national preparedness plans including organizational structure of the government; (ii) promoting adherence to the IHR; and (iii) utilizing international framework for monitoring and evaluation (M&E) of IHR. The economic rationale for investing in the MPA interventions is strong, given that success can reduce the economic burden suffered both by individuals and countries. The project complements both WBG and development partner’s investments in health systems strengthening, disease control and surveillance, attention to changing individual and institutional behavior, and citizen engagement. Further, as part of the proposed IDA19 commitments, the World Bank is committed to “support at least 25 IDA countries to implement pandemic preparedness plans through interventions (including strengthening institutional capacity, technical assistance (TA), lending and investment).” The project contributes to the implementation of IHR (2005), Integrated Disease Surveillance and Response (IDSR), and the World Organization for Animal Health (OIE) international standards, the Global Health Security Agenda (GHSA), the Paris Climate Agreement, the attainment of Universal Health Coverage and of the Sustainable Development Goals (SDG), and the promotion of a One Health approach.\n\n25. The WBG remains committed to providing a fast and flexible response to the COVID-19 epidemic, utilizing all WBG operational and policy instruments and working in close partnership with government and other agencies. Grounded in OneHealth, which provides for an integrated approach across sectors and disciplines, the proposed WBG response to COVID-19 will include emergency financing, policy advice, and TA, building on existing instruments to support IDA/IBRD-eligible countries in addressing the health sector and broader development impacts of COVID-19. The WBG COVID-19 response will be anchored in the WHO’s COVID-19 global Strategic Preparedness and Response Plan (SPRP) outlining the public health measures for all countries to prepare for and respond to COVID-19 and sustain their efforts to prevent future outbreaks of emerging infectious diseases.\n\n**III.** **PROJECT DESCRIPTION**\n\n**A.** **Development Objectives**\n\n26. The project objectives are aligned to the results chain of the COVID-19 Strategic Preparedness and Response Program (SPRP).\n\nPage 12",
"datasets": [],
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) this project and REDISSE IV is provided in Section D, paragraphs 43-47.\n\n23. **In Chad, two major challenges were identified to be addressed to build the capacity** required to prevent, detect and respond to public health emergencies. Among these are:\n\n- Insufficient and inadequate equipment to prevent and control infections, as well as to manage COVID19 complications.\n\n- Misinformation and limited social and behavior change (SBC) campaigns to promote the hygiene\nmeasures required to prevent the spread of COVID-19.\n\n**C.** **Relevance to Higher Level Objectives**\n\n24. The project is aligned with World Bank Group (WBG) strategic priorities, particularly the WBG’s mission to end extreme poverty and boost shared prosperity. The project’s focus on preparedness is also critical to achieving Universal Health Coverage. It is also aligned with the World Bank’s support for national plans and global commitments to strengthen pandemic preparedness through three key actions under Preparedness: (i) improving national preparedness plans including organizational structure of the government; (ii) promoting adherence to the IHR; and (iii) utilizing international framework for monitoring and evaluation (M&E) of IHR. The economic rationale for investing in the MPA interventions is strong, given that success can reduce the economic burden suffered both by individuals and countries. The project complements both WBG and development partner’s investments in health systems strengthening, disease control and surveillance, attention to changing individual and institutional behavior, and citizen engagement. Further, as part of the proposed IDA19 commitments, the World Bank is committed to “support at least 25 IDA countries to implement pandemic preparedness plans through interventions (including strengthening institutional capacity, technical assistance (TA), lending and investment).” The project contributes to the implementation of IHR (2005), Integrated Disease Surveillance and Response (IDSR), and the World Organization for Animal Health (OIE) international standards, the Global Health Security Agenda (GHSA), the Paris Climate Agreement, the attainment of Universal Health Coverage and of the Sustainable Development Goals (SDG), and the promotion of a One Health approach.\n\n25. The WBG remains committed to providing a fast and flexible response to the COVID-19 epidemic, utilizing all WBG operational and policy instruments and working in close partnership with government and other agencies. Grounded in OneHealth, which provides for an integrated approach across sectors and disciplines, the proposed WBG response to COVID-19 will include emergency financing, policy advice, and TA, building on existing instruments to support IDA/IBRD-eligible countries in addressing the health sector and broader development impacts of COVID-19. The WBG COVID-19 response will be anchored in the WHO’s COVID-19 global Strategic Preparedness and Response Plan (SPRP) outlining the public health measures for all countries to prepare for and respond to COVID-19 and sustain their efforts to prevent future outbreaks of emerging infectious diseases.\n\n**III.** **PROJECT DESCRIPTION**\n\n**A.** **Development Objectives**\n\n26. The project objectives are aligned to the results chain of the COVID-19 Strategic Preparedness and Response Program (SPRP).\n\nPage 12"
},
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 27. **Project DO statement** : To prevent, detect and respond to the threat posed by COVID-19 and strengthen national systems for public health preparedness in Chad.\n\n28. While the project is structured around the government’s response to COVID-19, activities implemented through the project will have a broader, long-lasting impact that will contribute to overcome structural challenges in Chad’s health system. For example, the project will address critical needs in terms of equipment needed to respond to the COVID-19 outbreak. Most of this equipment is also utilized to treat other diseases. The project will also increase knowledge on infection prevention and control therefore promoting better quality of health services. Finally, better emergency preparedness is critical to ensure that service delivery is not disrupted by emergency response efforts.\n\n29. **PDO level indicators** : The PDO will be monitored through the following PDO level outcome indicators:\n\n- Number of designated laboratories with COVID-19 functioning diagnostic equipment, test kits, and\nreagents per MOPH guidelines;\n\n- Percentage of targeted acute healthcare facilities with isolation capacity;\n\n- Number of suspected cases of COVID-19 cases reported and investigated based on national guidelines;\n\n- Number of laboratory-confirmed cases of COVID-19 treated per approved protocol.\n\n**B.** **Project Components**\n\n30. This operation addresses critical country-level needs for preparedness and response for COVID-19, and other diseases with epidemic potential. This project has been designed to support the implementation of Chad’s National Action Plan against COVID-19, benefiting from the agile procedures established under the FTCF. This project will therefore prioritize those activities that will benefit from the added agility in fiduciary procedures, including the procurement of essential equipment and the engagement of United Nations (UN) agencies to support the immediate response.\n\n31. While the project will help strengthen the national capacity to respond to the COVID-19 emergency, the distribution of equipment and supplies and the training of staff will prioritize the seven provinces identified by the WHO as high-risk provinces. These provinces are those where there are points of entry to the country and include: N’Djamena, Lake Chad, Mayo Kebbi East, Mayo Kebbi West, Logone Oriental, Moyen-Chari and Ouaddai. In addition, the project will support activities in selected refugee camps. The camps will be selected based on their proximity to points of entry and the frequency and size of inflows of new refugees. Activities targeted to refugee camps include the provision of prevention supplies (e.g., hand-washing stations and PPE for health staff) and the design of targeted communication campaigns.\n\n32. **The project has three components** : (1) Emergency COVID-19 Preparedness and Response; (2) Community Engagement and Social and Behavior Change Communication; and (3) Implementation Management, Monitoring and Evaluation, and Coordination.\n\n33. **Component 1. Emergency COVID-19 Preparedness and Response (US$13.45 million equivalent)** : This component will support the country’s ability to promote an integrated preparedness and response to COVID-19 through improved prevention measures, laboratory capacity and surveillance, case detection and contact tracing, case management and treatment. Furthermore, this component will support coordinated Page 13",
"datasets": [],
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 27. **Project DO statement** : To prevent, detect and respond to the threat posed by COVID-19 and strengthen national systems for public health preparedness in Chad.\n\n28. While the project is structured around the government’s response to COVID-19, activities implemented through the project will have a broader, long-lasting impact that will contribute to overcome structural challenges in Chad’s health system. For example, the project will address critical needs in terms of equipment needed to respond to the COVID-19 outbreak. Most of this equipment is also utilized to treat other diseases. The project will also increase knowledge on infection prevention and control therefore promoting better quality of health services. Finally, better emergency preparedness is critical to ensure that service delivery is not disrupted by emergency response efforts.\n\n29. **PDO level indicators** : The PDO will be monitored through the following PDO level outcome indicators:\n\n- Number of designated laboratories with COVID-19 functioning diagnostic equipment, test kits, and\nreagents per MOPH guidelines;\n\n- Percentage of targeted acute healthcare facilities with isolation capacity;\n\n- Number of suspected cases of COVID-19 cases reported and investigated based on national guidelines;\n\n- Number of laboratory-confirmed cases of COVID-19 treated per approved protocol.\n\n**B.** **Project Components**\n\n30. This operation addresses critical country-level needs for preparedness and response for COVID-19, and other diseases with epidemic potential. This project has been designed to support the implementation of Chad’s National Action Plan against COVID-19, benefiting from the agile procedures established under the FTCF. This project will therefore prioritize those activities that will benefit from the added agility in fiduciary procedures, including the procurement of essential equipment and the engagement of United Nations (UN) agencies to support the immediate response.\n\n31. While the project will help strengthen the national capacity to respond to the COVID-19 emergency, the distribution of equipment and supplies and the training of staff will prioritize the seven provinces identified by the WHO as high-risk provinces. These provinces are those where there are points of entry to the country and include: N’Djamena, Lake Chad, Mayo Kebbi East, Mayo Kebbi West, Logone Oriental, Moyen-Chari and Ouaddai. In addition, the project will support activities in selected refugee camps. The camps will be selected based on their proximity to points of entry and the frequency and size of inflows of new refugees. Activities targeted to refugee camps include the provision of prevention supplies (e.g., hand-washing stations and PPE for health staff) and the design of targeted communication campaigns.\n\n32. **The project has three components** : (1) Emergency COVID-19 Preparedness and Response; (2) Community Engagement and Social and Behavior Change Communication; and (3) Implementation Management, Monitoring and Evaluation, and Coordination.\n\n33. **Component 1. Emergency COVID-19 Preparedness and Response (US$13.45 million equivalent)** : This component will support the country’s ability to promote an integrated preparedness and response to COVID-19 through improved prevention measures, laboratory capacity and surveillance, case detection and contact tracing, case management and treatment. Furthermore, this component will support coordinated Page 13"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) efforts that will enable the country to mobilize surge response capacity through trained, motivated and well-equipped frontline health workers. The component will also finance provisions for emergency response activities targeted at migrant and displaced populations in fragile, conflict or humanitarian emergency settings compounded by COVID-19. This component has four subcomponents: 34. _Subcomponent 1.1. COVID-19 Prevention and Preparedness Planning (US$4.24 million)_ : Given the limited number of COVID-19 cases confirmed in Chad, it is of utter importance to strengthen prevention measures that can help control the spread of the disease. Further, it will be important to develop robust plans to ensure that the country is prepared to manage the response. For that purpose, this subcomponent will finance: (i) TA to build the government’s capacity on preparedness planning, including TA to strengthen fiduciary mechanisms under the COVID-19 Special Fund; (ii) the purchase of all infection prevention and control commodities, consumables and equipment including masks, gloves, gowns, cleaning supplies, autoclaves, etc., as well as strengthening medical waste management and disposal systems; and (iii) the provision of prevention supplies for refugees and displaced populations. Given the potential exacerbation of Chad’s social fragility through the implementation of certain prevention measures (e.g. the use of force to ensure compliance with restrictions to movement), the TA delivered under this subcomponent will integrate an analysis of the social implications of such policies and it will include mitigating measures to such risks.\n\n35. _Subcomponent 1.2. Improving Case Detection, Confirmation, Contact Tracing, Recording and Reporting_ _(US$2.86 million):_ This sub-component will finance the following activities: (i) disease surveillance activities including early detection, investigation, active contact tracing, risk assessment, on-time data and information collection and utilization; (ii) the reinforcement of human resources through mobilization of additional health personnel; (iii) the purchase of ambulances for the rapid intervention team; (iv) the establishment and/or upgrade of laboratory capacity including purchase of equipment, specimen collection and transport, as well as training of personnel; (v) procurement of laboratory tests and related consumables for the national laboratory; (vi) organization of screening at all points of entry into the country; (vii) support to strengthen health management information systems to facilitate recording and real-time sharing of information; (viii) hardware and software needs such as internet connection and telephone communication of health facilities at operational, regional and central levels.\n\n36. _Subcomponent 1.3. Improving Case Management of COVID-19 Patients (US$5.80 million)_ : This subcomponent will build Chad’s capacity to provide quality supportive treatment for COVID-19 patients. It will finance the establishment of specialized and intensive care units (ICU) and beds in selected primary care facilities and hospitals. This includes the purchase and installation of medicalized tents and rehabilitation of existing infrastructure, the provision of medical equipment and supplies to comply with WHO standards for COVID-19 supportive treatment, drugs, and other operational expenses. In addition, this subcomponent will finance the development and validation of treatment guidelines and the clinical training of health personnel.\n\n37. _Subcomponent 1.4. Food and basic supplies to households and patients (US$0.55 million_ ): This component aims to address the significant negative economic impact on COVID-19-affected households. Using the services of civil society and NGOs, it will provide emergency support that include basic hygiene supplies/toiletries such as soap and a towel, to quarantined households and those of people in isolation (i.e.\nsuspected cases being monitored/isolated at health facilities), and treatment centers, including food and basic supplies. This project did not offer cash transfers for affected households because there is a Safety Net Page 14",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) efforts that will enable the country to mobilize surge response capacity through trained, motivated and well-equipped frontline health workers. The component will also finance provisions for emergency response activities targeted at migrant and displaced populations in fragile, conflict or humanitarian emergency settings compounded by COVID-19. This component has four subcomponents: 34. _Subcomponent 1.1. COVID-19 Prevention and Preparedness Planning (US$4.24 million)_ : Given the limited number of COVID-19 cases confirmed in Chad, it is of utter importance to strengthen prevention measures that can help control the spread of the disease. Further, it will be important to develop robust plans to ensure that the country is prepared to manage the response. For that purpose, this subcomponent will finance: (i) TA to build the government’s capacity on preparedness planning, including TA to strengthen fiduciary mechanisms under the COVID-19 Special Fund; (ii) the purchase of all infection prevention and control commodities, consumables and equipment including masks, gloves, gowns, cleaning supplies, autoclaves, etc., as well as strengthening medical waste management and disposal systems; and (iii) the provision of prevention supplies for refugees and displaced populations. Given the potential exacerbation of Chad’s social fragility through the implementation of certain prevention measures (e.g. the use of force to ensure compliance with restrictions to movement), the TA delivered under this subcomponent will integrate an analysis of the social implications of such policies and it will include mitigating measures to such risks.\n\n35. _Subcomponent 1.2. Improving Case Detection, Confirmation, Contact Tracing, Recording and Reporting_ _(US$2.86 million):_ This sub-component will finance the following activities: (i) disease surveillance activities including early detection, investigation, active contact tracing, risk assessment, on-time data and information collection and utilization; (ii) the reinforcement of human resources through mobilization of additional health personnel; (iii) the purchase of ambulances for the rapid intervention team; (iv) the establishment and/or upgrade of laboratory capacity including purchase of equipment, specimen collection and transport, as well as training of personnel; (v) procurement of laboratory tests and related consumables for the national laboratory; (vi) organization of screening at all points of entry into the country; (vii) support to strengthen health management information systems to facilitate recording and real-time sharing of information; (viii) hardware and software needs such as internet connection and telephone communication of health facilities at operational, regional and central levels.\n\n36. _Subcomponent 1.3. Improving Case Management of COVID-19 Patients (US$5.80 million)_ : This subcomponent will build Chad’s capacity to provide quality supportive treatment for COVID-19 patients. It will finance the establishment of specialized and intensive care units (ICU) and beds in selected primary care facilities and hospitals. This includes the purchase and installation of medicalized tents and rehabilitation of existing infrastructure, the provision of medical equipment and supplies to comply with WHO standards for COVID-19 supportive treatment, drugs, and other operational expenses. In addition, this subcomponent will finance the development and validation of treatment guidelines and the clinical training of health personnel.\n\n37. _Subcomponent 1.4. Food and basic supplies to households and patients (US$0.55 million_ ): This component aims to address the significant negative economic impact on COVID-19-affected households. Using the services of civil society and NGOs, it will provide emergency support that include basic hygiene supplies/toiletries such as soap and a towel, to quarantined households and those of people in isolation (i.e.\nsuspected cases being monitored/isolated at health facilities), and treatment centers, including food and basic supplies. This project did not offer cash transfers for affected households because there is a Safety Net Page 14"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) Project (P156479/168685) in Chad, and the Refugees and Host Communities Project (P164748/172255) also has cash transfers for refugees.\n\n38. **Component 2. Community Engagement and Social and Behavior Change Communication (US$2.5 million**\n**equivalent):** This component will support the development and testing of SBC messages and materials to\nraise awareness, knowledge and understanding among the general population about the risk and potential impact of the pandemic and to promote prevention measures, including hand-washing, hygiene and social distancing. Targeted messages will be developed for vulnerable groups, including refugees living in refugee camps and internally displaced persons, as social distancing and other prevention measures will need to be adapted to the different realities of refugees living in refugee camps and people on the move. Partnerships with organizations with experience addressing such vulnerabilities in Chad will be explored.\n\n39. Communication activities will cover the entire country using cost effective channels of communications such as radio, television and social media as appropriate, as well as SBC campaigns in schools, workplaces, and through ongoing outreach activities of various ministries and sectors, especially ministries of health, education, agriculture, and transport. This will be done after a rapid community behavior assessment to gather information about the knowledge, attitudes, beliefs and challenged related COVID-19 response. This component will primarily finance the production of SBC and mass media products as well as buying the airtime of mass media. These materials will be translated to French, Arabic and local languages. Advocacy communication and community mobilization activities through civil society organizations including religious and tribal leaders, community health worker and community organization will also be supported, especially in rural areas.\n\n40. **Component 3. Implementation Management, Monitoring and Evaluation and Coordination (US$1 million**\n**equivalent):** This component will finance operational costs of the Project Coordination Unit (PCU). These\ninclude equipment, additional staff and other operational expenses needed to implement the project. This component will also finance coordination activities. These include meetings of Technical Coordination committees, Coordination’s meetings at different level of the health system and operation costs of Emergency Operation Center.\n\n**C.** **Project Beneficiaries**\n\n41. The expected project beneficiaries will be the population at large given the nature of the disease, infected people, at-risk populations, particularly the elderly, refugees and people with chronic conditions, medical and emergency personnel, medical and testing facilities, and public health agencies engaged in the response in participating countries.\n\n**D.** **Results Chain**\n\n42. Swift detection of an outbreak, assessment of its epidemic potential and rapid emergency response can reduce avoidable mortality and morbidity and reduce the economic, social, and security impacts. Failure in the rapid mobilization of financing and coordination of response results in unnecessary casualties and significant socioeconomic consequences. By focusing on the containment, diagnosis and treatment of patients, the proposed project seeks to control the disease outbreak and limit socioeconomic losses.\n\nPage 15",
"datasets": [
{
"mention_name": {
"text": "rapid community behavior assessment",
"start": 1442,
"end": 1477,
"confidence": 0.1643405258655548,
"verdict": "valid",
"verdict_reason": "The mention 'rapid community behavior assessment' refers to a structured data collection effort aimed at gathering specific information.",
"corrected_name": "rapid community behavior assessment",
"strict_specificity": "vague",
"data_use_purpose": "Operational Use",
"data_use_impact": "Data collection to inform COVID-19 response strategies.",
"downstream_impact_channel": "Program Design"
}
}
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"page_index": 19,
"page_number": 20,
"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) Project (P156479/168685) in Chad, and the Refugees and Host Communities Project (P164748/172255) also has cash transfers for refugees.\n\n38. **Component 2. Community Engagement and Social and Behavior Change Communication (US$2.5 million**\n**equivalent):** This component will support the development and testing of SBC messages and materials to\nraise awareness, knowledge and understanding among the general population about the risk and potential impact of the pandemic and to promote prevention measures, including hand-washing, hygiene and social distancing. Targeted messages will be developed for vulnerable groups, including refugees living in refugee camps and internally displaced persons, as social distancing and other prevention measures will need to be adapted to the different realities of refugees living in refugee camps and people on the move. Partnerships with organizations with experience addressing such vulnerabilities in Chad will be explored.\n\n39. Communication activities will cover the entire country using cost effective channels of communications such as radio, television and social media as appropriate, as well as SBC campaigns in schools, workplaces, and through ongoing outreach activities of various ministries and sectors, especially ministries of health, education, agriculture, and transport. This will be done after a rapid community behavior assessment to gather information about the knowledge, attitudes, beliefs and challenged related COVID-19 response. This component will primarily finance the production of SBC and mass media products as well as buying the airtime of mass media. These materials will be translated to French, Arabic and local languages. Advocacy communication and community mobilization activities through civil society organizations including religious and tribal leaders, community health worker and community organization will also be supported, especially in rural areas.\n\n40. **Component 3. Implementation Management, Monitoring and Evaluation and Coordination (US$1 million**\n**equivalent):** This component will finance operational costs of the Project Coordination Unit (PCU). These\ninclude equipment, additional staff and other operational expenses needed to implement the project. This component will also finance coordination activities. These include meetings of Technical Coordination committees, Coordination’s meetings at different level of the health system and operation costs of Emergency Operation Center.\n\n**C.** **Project Beneficiaries**\n\n41. The expected project beneficiaries will be the population at large given the nature of the disease, infected people, at-risk populations, particularly the elderly, refugees and people with chronic conditions, medical and emergency personnel, medical and testing facilities, and public health agencies engaged in the response in participating countries.\n\n**D.** **Results Chain**\n\n42. Swift detection of an outbreak, assessment of its epidemic potential and rapid emergency response can reduce avoidable mortality and morbidity and reduce the economic, social, and security impacts. Failure in the rapid mobilization of financing and coordination of response results in unnecessary casualties and significant socioeconomic consequences. By focusing on the containment, diagnosis and treatment of patients, the proposed project seeks to control the disease outbreak and limit socioeconomic losses.\n\nPage 15"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 43. Critical interventions are needed to reduce morbidity and mortality rates from existing and emerging infectious diseases, curtail the spread of COVID-19 and mitigate the social impacts of the outbreak. The development of national COVID-19 preparedness and response plan which includes strengthening of the MOPH capacity for efficient emergency response for multiple hazards, strengthening of surveillance and information systems, increased laboratory capacity, improved infection and prevention control and case management will improve disease surveillance and emergency response in the country. Health care workers trained in critical skills involved in disease detection and response will increase the health system’s effectiveness whereas risk communication and behavior change interventions including social distancing measures will contribute to slowing the spread of COVID-19 and other disease outbreaks.\n\n**E.** **Complementarities with REDISSE IV and the support from other Development Partners**\n\n44. Chad’s fiscal situation significantly limits its capacity to quickly mobilize resources to respond to COVID-19.\nCommitments made by the GoC are targeted to several activities in the plan, but they are insufficient to fully fund any of the activities targeted. In this context, there is a great need for external financing to cover the funding gap.\n\n45. The GoC has requested the World Bank and other development partners to assist in the emergency response to COVID-19. WHO is providing technical support to the development and update of preparedness plans. Intentions to support the National Action Plan have been expressed by other technical and financial partners that include the AFD, GAVI, the Global Fund and the European Civil Protection and Humanitarian Aid Operations (ECHO). Budget support to respond to the economic slowdown caused by COVID-19 is being discussed with the African Development Bank and with the IMF. In addition, some development partners with ongoing projects (e.g. the Swiss Development Cooperation and the AFD) are reallocating unprogrammed funds to respond to the emergency.\n\nPage 16",
"datasets": [
{
"mention_name": {
"text": "Chad COVID-19 Strategic Preparedness and Response Project",
"start": 19,
"end": 76,
"confidence": 0.1603824496269226,
"verdict": "invalid",
"verdict_reason": "The mention is a project title, likely a PDF layout artifact, not a structured data resource discussed in narrative prose.",
"corrected_name": "",
"strict_specificity": "vague",
"data_use_purpose": "No Use",
"data_use_impact": "",
"downstream_impact_channel": "None"
}
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 43. Critical interventions are needed to reduce morbidity and mortality rates from existing and emerging infectious diseases, curtail the spread of COVID-19 and mitigate the social impacts of the outbreak. The development of national COVID-19 preparedness and response plan which includes strengthening of the MOPH capacity for efficient emergency response for multiple hazards, strengthening of surveillance and information systems, increased laboratory capacity, improved infection and prevention control and case management will improve disease surveillance and emergency response in the country. Health care workers trained in critical skills involved in disease detection and response will increase the health system’s effectiveness whereas risk communication and behavior change interventions including social distancing measures will contribute to slowing the spread of COVID-19 and other disease outbreaks.\n\n**E.** **Complementarities with REDISSE IV and the support from other Development Partners**\n\n44. Chad’s fiscal situation significantly limits its capacity to quickly mobilize resources to respond to COVID-19.\nCommitments made by the GoC are targeted to several activities in the plan, but they are insufficient to fully fund any of the activities targeted. In this context, there is a great need for external financing to cover the funding gap.\n\n45. The GoC has requested the World Bank and other development partners to assist in the emergency response to COVID-19. WHO is providing technical support to the development and update of preparedness plans. Intentions to support the National Action Plan have been expressed by other technical and financial partners that include the AFD, GAVI, the Global Fund and the European Civil Protection and Humanitarian Aid Operations (ECHO). Budget support to respond to the economic slowdown caused by COVID-19 is being discussed with the African Development Bank and with the IMF. In addition, some development partners with ongoing projects (e.g. the Swiss Development Cooperation and the AFD) are reallocating unprogrammed funds to respond to the emergency.\n\nPage 16"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 46. The COVID-19 Strategic Preparedness and Response Project will coordinate with and leverage the new REDISSE IV project. Since March 2020, Chad is part of the REDISSE IV project. REDISSE IV focuses on strengthening the country’s capacity for pandemic preparedness and response. It aims to strengthen national and regional cross-sectoral capacity for collaborative disease surveillance and epidemic preparedness in Central Africa. REDISSE IV uses the One Health approach to recognize the connectedness of human, animal and environmental health and the need to address challenges in a collaborative, multisectoral and trans-disciplinary approach. REDISSE IV strengthens not only the human health Joint External Evaluation, but also the evaluation of the Performance of Veterinary Services (PVS) and epidemiological surveillance network for animal health, to improve analytical capacity and exchange of information. In Chad, REDISSE IV will finance surveillance and laboratory capacity development, emergency planning and management, workforce development, and institutional capacity building. An important contribution from REDISSE IV will be the support to the roll-out of District Health Information System (DHIS2) and the overall strengthening of the country’s health management information system.\n\n47. To avoid overlaps with REDISSE IV, the COVID-19 SPRP project will tackle activities that support the immediate needs identified by the National Action Plan, i.e. activities prioritized in the 3-month Action Plan and urgent needs in the National Action Plan. Given additional agility in fiduciary procedures, the Fast Track Facility is more suitable to ensure that the activities prioritized are implemented and completed within a short period of time. REDISSE IV will carry on and enhance the support provided by this project and build Chad’s capacity to effectively address similar pandemics in the future. Furthermore, early lessons from the global COVID-19 response highlight the utter importance of social and behavior change communication campaigns and the need to strengthen surveillance and case management functions. Based on this, the COVID-19 SPRP project includes specific support to strengthen these functions. Table 2 shows the complementarity between COVID-19 SPRP and REDISSE IV for the core functions of REDISSE IV.\n\n**Table 2. Complementarities between COVID-19 SPRP and REDISSE IV by REDISSE IV’s core functions**\n\n**Function** **COVID-19 SPRP** **REDISSE IV**\nSurveillance and laboratory capacity Focus on human health. One-Health approach.\ndevelopment.\n\nOne-Health approach.\n\nCapacity gaps will be assessed with regards to Chad’s overall burden of disease.\n\nNational level support.\n\nEmergency planning and management.\n\nEmergency planning and TA will be delivered to regularly All relevant departments of the management. update COVID-19 response plans MOPH will participate in capacity and to evaluate gaps in the building activities.\ncountry’s response.\n\nThe OneHealth approach is used to Directors from units with leading address human and animal health roles in the COVID-19 National needs. This means that other Action Plan will be supported with relevant ministries will also benefit TA. from this support.\n\nWorkforce development. Clinical training will focus Capacity building covers a wide exclusively on infection prevention range of themes but focuses Focus on human health.\n\nSupport will be limited to the equipment and commodities necessary to diagnose COVID-19.\n\nOnly laboratories in the seven atrisk provinces will be supported.\n\nTA will be delivered to regularly update COVID-19 response plans and to evaluate gaps in the country’s response.\n\nDirectors from units with leading roles in the COVID-19 National Action Plan will be supported with TA.\n\nCapacity building covers a wide range of themes but focuses Page 17",
"datasets": [
{
"mention_name": {
"text": "District Health Information System",
"start": 1261,
"end": 1295,
"confidence": 0.39376625418663025,
"verdict": "valid",
"verdict_reason": "District Health Information System (DHIS2) is a named structured data system used for health information management.",
"corrected_name": "District Health Information System",
"strict_specificity": "named",
"data_use_purpose": "Operational Use",
"data_use_impact": "Support for health data management and system strengthening.",
"downstream_impact_channel": "Operational Logistics"
}
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"page_index": 21,
"page_number": 22,
"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 46. The COVID-19 Strategic Preparedness and Response Project will coordinate with and leverage the new REDISSE IV project. Since March 2020, Chad is part of the REDISSE IV project. REDISSE IV focuses on strengthening the country’s capacity for pandemic preparedness and response. It aims to strengthen national and regional cross-sectoral capacity for collaborative disease surveillance and epidemic preparedness in Central Africa. REDISSE IV uses the One Health approach to recognize the connectedness of human, animal and environmental health and the need to address challenges in a collaborative, multisectoral and trans-disciplinary approach. REDISSE IV strengthens not only the human health Joint External Evaluation, but also the evaluation of the Performance of Veterinary Services (PVS) and epidemiological surveillance network for animal health, to improve analytical capacity and exchange of information. In Chad, REDISSE IV will finance surveillance and laboratory capacity development, emergency planning and management, workforce development, and institutional capacity building. An important contribution from REDISSE IV will be the support to the roll-out of District Health Information System (DHIS2) and the overall strengthening of the country’s health management information system.\n\n47. To avoid overlaps with REDISSE IV, the COVID-19 SPRP project will tackle activities that support the immediate needs identified by the National Action Plan, i.e. activities prioritized in the 3-month Action Plan and urgent needs in the National Action Plan. Given additional agility in fiduciary procedures, the Fast Track Facility is more suitable to ensure that the activities prioritized are implemented and completed within a short period of time. REDISSE IV will carry on and enhance the support provided by this project and build Chad’s capacity to effectively address similar pandemics in the future. Furthermore, early lessons from the global COVID-19 response highlight the utter importance of social and behavior change communication campaigns and the need to strengthen surveillance and case management functions. Based on this, the COVID-19 SPRP project includes specific support to strengthen these functions. Table 2 shows the complementarity between COVID-19 SPRP and REDISSE IV for the core functions of REDISSE IV.\n\n**Table 2. Complementarities between COVID-19 SPRP and REDISSE IV by REDISSE IV’s core functions**\n\n**Function** **COVID-19 SPRP** **REDISSE IV**\nSurveillance and laboratory capacity Focus on human health. One-Health approach.\ndevelopment.\n\nOne-Health approach.\n\nCapacity gaps will be assessed with regards to Chad’s overall burden of disease.\n\nNational level support.\n\nEmergency planning and management.\n\nEmergency planning and TA will be delivered to regularly All relevant departments of the management. update COVID-19 response plans MOPH will participate in capacity and to evaluate gaps in the building activities.\ncountry’s response.\n\nThe OneHealth approach is used to Directors from units with leading address human and animal health roles in the COVID-19 National needs. This means that other Action Plan will be supported with relevant ministries will also benefit TA. from this support.\n\nWorkforce development. Clinical training will focus Capacity building covers a wide exclusively on infection prevention range of themes but focuses Focus on human health.\n\nSupport will be limited to the equipment and commodities necessary to diagnose COVID-19.\n\nOnly laboratories in the seven atrisk provinces will be supported.\n\nTA will be delivered to regularly update COVID-19 response plans and to evaluate gaps in the country’s response.\n\nDirectors from units with leading roles in the COVID-19 National Action Plan will be supported with TA.\n\nCapacity building covers a wide range of themes but focuses Page 17"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Function** **COVID-19 SPRP** **REDISSE IV**\nand control and case management of COVID-19.\n\nAdditional staff will be hired to support rapid response teams.\n\nprimarily on disease surveillance.\n\nInstitutional capacity building. Support to the coordination of the Resources available to conduct COVID-19 response. external evaluations to identify core capacity gaps.\n\n48. It should be noted that both projects will be implemented by the same PCU. This approach will promote the alignment between them, facilitate the exchange of information and reduce the potential duplication of activities.\n\nInstitutional capacity building. Support to the coordination of the COVID-19 response.\n\n**IV.** **IMPLEMENTATION ARRANGEMENTS**\n\n**A.** **Institutional and Implementation Arrangements**\n\n49. **The GoC has established several working groups to coordinate the response to COVID-19.** The Health Security Committee is a high-level committee formed by ministers and chaired by the State Minister, Secretary General at the Presidency. The Technical Committee is formed by Directors from the MOPH and key stakeholders, including development partners, and it is chaired by the Director General of the MOPH.\nTechnical units have been organized to cover critical areas of the response plan, including laboratory, rapid interventions teams, supportive treatment, and M&E. While the Health Security Committee has an executive function, the Technical Committee provides regular advice and coordinates the implementation of the National Action Plan.\n\n50. **The MOPH plays a key role in the implementation of the COVID-19 response** . In coordination with other ministries (civil aviation, education, agriculture), the MOPH leads many activities, particularly those related to surveillance, prevention and management of COVID-19 cases. The Technical Directorate for Disease Control and Health Promotion is the unit within the MOPH leading most of these efforts.\n\n51. **The project will be implemented by the REDISSE IV PCU** . The PCU has experience working on projects financed by the World Bank. Prior to the REDISSE IV project, which became effective on March 13, 2020, the PCU managed the implementation of the Mother and Child Health Service Strengthening Project (P148052). That project included the engagement of UN agencies, which means that the PCU has experience managing this kind of contracts. Furthermore, the Project Coordinator is a member of the above-mentioned Technical Committee and participates in their meetings. The PCU is already staffed with a procurement and a financial management (FM) specialist, a M&E officer and a communications officer. The PCU is in the process of recruiting an environmental specialist and a social specialist. An emergency liaison officer (fulltime) will be hired to coordinate all emergency response efforts and a part-time public health officer will be recruited to support the implementation of Component 2. The emergency liaison officer will also be responsible for the oversight of the contract with UN agencies and for ensuring that information related to the implementation of activities carried out by UN agencies is shared with the government’s COVID-19 governance structures in a timely manner. The public health officer will support activities under Component 2 and contribute to capacity building activities on advocacy and communication.\n\nPage 18",
"datasets": [],
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"page_number": 23,
"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Function** **COVID-19 SPRP** **REDISSE IV**\nand control and case management of COVID-19.\n\nAdditional staff will be hired to support rapid response teams.\n\nprimarily on disease surveillance.\n\nInstitutional capacity building. Support to the coordination of the Resources available to conduct COVID-19 response. external evaluations to identify core capacity gaps.\n\n48. It should be noted that both projects will be implemented by the same PCU. This approach will promote the alignment between them, facilitate the exchange of information and reduce the potential duplication of activities.\n\nInstitutional capacity building. Support to the coordination of the COVID-19 response.\n\n**IV.** **IMPLEMENTATION ARRANGEMENTS**\n\n**A.** **Institutional and Implementation Arrangements**\n\n49. **The GoC has established several working groups to coordinate the response to COVID-19.** The Health Security Committee is a high-level committee formed by ministers and chaired by the State Minister, Secretary General at the Presidency. The Technical Committee is formed by Directors from the MOPH and key stakeholders, including development partners, and it is chaired by the Director General of the MOPH.\nTechnical units have been organized to cover critical areas of the response plan, including laboratory, rapid interventions teams, supportive treatment, and M&E. While the Health Security Committee has an executive function, the Technical Committee provides regular advice and coordinates the implementation of the National Action Plan.\n\n50. **The MOPH plays a key role in the implementation of the COVID-19 response** . In coordination with other ministries (civil aviation, education, agriculture), the MOPH leads many activities, particularly those related to surveillance, prevention and management of COVID-19 cases. The Technical Directorate for Disease Control and Health Promotion is the unit within the MOPH leading most of these efforts.\n\n51. **The project will be implemented by the REDISSE IV PCU** . The PCU has experience working on projects financed by the World Bank. Prior to the REDISSE IV project, which became effective on March 13, 2020, the PCU managed the implementation of the Mother and Child Health Service Strengthening Project (P148052). That project included the engagement of UN agencies, which means that the PCU has experience managing this kind of contracts. Furthermore, the Project Coordinator is a member of the above-mentioned Technical Committee and participates in their meetings. The PCU is already staffed with a procurement and a financial management (FM) specialist, a M&E officer and a communications officer. The PCU is in the process of recruiting an environmental specialist and a social specialist. An emergency liaison officer (fulltime) will be hired to coordinate all emergency response efforts and a part-time public health officer will be recruited to support the implementation of Component 2. The emergency liaison officer will also be responsible for the oversight of the contract with UN agencies and for ensuring that information related to the implementation of activities carried out by UN agencies is shared with the government’s COVID-19 governance structures in a timely manner. The public health officer will support activities under Component 2 and contribute to capacity building activities on advocacy and communication.\n\nPage 18"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 52. **The PCU will be responsible for the daily management, implementation, administration, project**\n**coordination, and M&E of the project** . The PCU is responsible for: (i) procurement and project FM; (ii)\nimplementing of a communication program to inform the public of project activities and obtain feedback; (iii) preparing annual work plans, quarterly and annual implementation and results reports; (iv) monitoring overall project implementation and ensuring compliance with safeguard policies; and (v) oversee service contracts with UN agencies and NGOs.\n\n53. **Figure 2 summarizes the linkages between the government’s COVID-19 governance structures, the MOPH**\n**and the project’s PCU** . The Project Coordinator – supported by the emergency liaison officer – will play a\nkey role in the coordination with the Technical Committee and the MOPH. He will continue to participate in the Technical Committee’s meetings to update its members on progress made and to coordinate with other stakeholders involved in the response. The Project Coordinator will also report directly to the Director General at MOPH and update him on issues that require MOPH’s attention. Relevant members of the PCU will also advise their respective department at MOPH and they will ensure that the project is implemented in line with MOPH’s technical specifications. Particularly important will be the coordination between the technical team at the PCU and the Technical Directorate for Disease Control and Health Promotion, as well as the respective Technical Unit.\n\n**Figure 2.– Institutional Set-up**\n\n54. **The project will explore innovative approaches to overcome the logistical challenges posed by the COVID-**\n**19 pandemic and the difficulties of operating in a fragile environment** . The immediate response will be\nmostly executed through relevant UN agencies and NGOs (roughly 80 percent of activities, which represent 80 percent of the project’s financial envelop), and, where possible, other stakeholders like the private sector will be considered. These organizations will be selected based on their expertise and their ability to respond to this crisis in a timely manner. Organizations will also be selected based on their previous performance implementing similar projects in Chad. The project will engage UN agencies to (i) provide TA/support to prepare and respond to the pandemic; (ii) implement effective Information Education Communication/Behavior Change Communication (IEC/BCC) strategies; (iii) strengthen case management functions, and (iv) procure and deliver essential commodities and equipment. These activities will be funded out of the Financing Agreement (FA) with Chad.\n\nPage 19",
"datasets": [],
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"page_number": 24,
"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 52. **The PCU will be responsible for the daily management, implementation, administration, project**\n**coordination, and M&E of the project** . The PCU is responsible for: (i) procurement and project FM; (ii)\nimplementing of a communication program to inform the public of project activities and obtain feedback; (iii) preparing annual work plans, quarterly and annual implementation and results reports; (iv) monitoring overall project implementation and ensuring compliance with safeguard policies; and (v) oversee service contracts with UN agencies and NGOs.\n\n53. **Figure 2 summarizes the linkages between the government’s COVID-19 governance structures, the MOPH**\n**and the project’s PCU** . The Project Coordinator – supported by the emergency liaison officer – will play a\nkey role in the coordination with the Technical Committee and the MOPH. He will continue to participate in the Technical Committee’s meetings to update its members on progress made and to coordinate with other stakeholders involved in the response. The Project Coordinator will also report directly to the Director General at MOPH and update him on issues that require MOPH’s attention. Relevant members of the PCU will also advise their respective department at MOPH and they will ensure that the project is implemented in line with MOPH’s technical specifications. Particularly important will be the coordination between the technical team at the PCU and the Technical Directorate for Disease Control and Health Promotion, as well as the respective Technical Unit.\n\n**Figure 2.– Institutional Set-up**\n\n54. **The project will explore innovative approaches to overcome the logistical challenges posed by the COVID-**\n**19 pandemic and the difficulties of operating in a fragile environment** . The immediate response will be\nmostly executed through relevant UN agencies and NGOs (roughly 80 percent of activities, which represent 80 percent of the project’s financial envelop), and, where possible, other stakeholders like the private sector will be considered. These organizations will be selected based on their expertise and their ability to respond to this crisis in a timely manner. Organizations will also be selected based on their previous performance implementing similar projects in Chad. The project will engage UN agencies to (i) provide TA/support to prepare and respond to the pandemic; (ii) implement effective Information Education Communication/Behavior Change Communication (IEC/BCC) strategies; (iii) strengthen case management functions, and (iv) procure and deliver essential commodities and equipment. These activities will be funded out of the Financing Agreement (FA) with Chad.\n\nPage 19"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**B.** **Results Monitoring and Evaluation Arrangements**\n\n55. **The M&E activities will be the responsibility of REDISSE IV’s PCU at the MOPH** . This unit will be responsible for collecting and compiling all the data related to the PDO and intermediary indicators in the results framework. It will evaluate the results and report them to the World Bank before each of the two annual support missions. Given that REDISSE IV results framework focuses on the JEEs, reporting under this project will be complemented, when possible, by reports on REDISSE IV’s indicators.\n\n56. **The M&E activities will support M&E efforts from the MOPH** . The project’s results framework has been designed to provide useful information on the implementation of the National Action Plan. As a result, M&E activities under this project will strengthen MOPH’s M&E efforts to track and manage information. The project will closely collaborate with REDISSE IV which will support the roll-out of DHIS2 and the overall strengthening of the country’s health management information system, as well as to facilitate recording and real-time sharing of information. Lastly, the project will use Geo-enabled Monitoring Systems (GEMS) to supervise project implementation despite the travel restrictions.\n\n57. **It should be noted that given that standard reporting standards from UN agencies are not adequate** for the context of an emergency response, agencies engaged under this project will be required to produce weekly reports and to share these with all relevant stakeholders involved in the COVID-19 response in Chad.\n\n58. **Large volumes of personal data, personally identifiable information and sensitive data are likely to be**\n**collected and used in connection with the management of the COVID-19 outbreak under circumstances**\n**where measures to ensure the legitimate, appropriate and proportionate use and processing of that data**\n**may not feature in national law or data governance regulations, or be routinely collected and managed**\n**in health information systems.** In order to guard against abuse of that data, the Project will incorporate\nbest international practices for dealing with such data in such circumstances. Such measures may include, by way of example, data minimization (collecting only data that is necessary for the purpose); data accuracy (correct or erase data that are not necessary or are inaccurate), use limitations (data are only used for legitimate and related purposes), data retention (retain data only for as long as they are necessary), informing data subjects of use and processing of data, and allowing data subjects the opportunity to correct information about them, etc. In practical terms, operations will ensure that these principles apply through assessments of existing or development of new data governance mechanisms and data standards for emergency and routine healthcare, data sharing protocols, rules or regulations, revision of relevant regulations, training, sharing of global experience, unique identifiers for health system clients, strengthening of health information systems, etc.\n\n**C.** **Sustainability**\n\n59. **This project is an emergency operation to respond to a crisis due to the pandemic of Covid-19.** The sustainability is ensured through the strong alignment between this project, the core objectives of REDISSE IV and the National Action Plan. Further, all activities in this plan, regardless of their emergency nature, will contribute to strengthen the country’s pandemic preparedness and response.\n\nPage 20",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**B.** **Results Monitoring and Evaluation Arrangements**\n\n55. **The M&E activities will be the responsibility of REDISSE IV’s PCU at the MOPH** . This unit will be responsible for collecting and compiling all the data related to the PDO and intermediary indicators in the results framework. It will evaluate the results and report them to the World Bank before each of the two annual support missions. Given that REDISSE IV results framework focuses on the JEEs, reporting under this project will be complemented, when possible, by reports on REDISSE IV’s indicators.\n\n56. **The M&E activities will support M&E efforts from the MOPH** . The project’s results framework has been designed to provide useful information on the implementation of the National Action Plan. As a result, M&E activities under this project will strengthen MOPH’s M&E efforts to track and manage information. The project will closely collaborate with REDISSE IV which will support the roll-out of DHIS2 and the overall strengthening of the country’s health management information system, as well as to facilitate recording and real-time sharing of information. Lastly, the project will use Geo-enabled Monitoring Systems (GEMS) to supervise project implementation despite the travel restrictions.\n\n57. **It should be noted that given that standard reporting standards from UN agencies are not adequate** for the context of an emergency response, agencies engaged under this project will be required to produce weekly reports and to share these with all relevant stakeholders involved in the COVID-19 response in Chad.\n\n58. **Large volumes of personal data, personally identifiable information and sensitive data are likely to be**\n**collected and used in connection with the management of the COVID-19 outbreak under circumstances**\n**where measures to ensure the legitimate, appropriate and proportionate use and processing of that data**\n**may not feature in national law or data governance regulations, or be routinely collected and managed**\n**in health information systems.** In order to guard against abuse of that data, the Project will incorporate\nbest international practices for dealing with such data in such circumstances. Such measures may include, by way of example, data minimization (collecting only data that is necessary for the purpose); data accuracy (correct or erase data that are not necessary or are inaccurate), use limitations (data are only used for legitimate and related purposes), data retention (retain data only for as long as they are necessary), informing data subjects of use and processing of data, and allowing data subjects the opportunity to correct information about them, etc. In practical terms, operations will ensure that these principles apply through assessments of existing or development of new data governance mechanisms and data standards for emergency and routine healthcare, data sharing protocols, rules or regulations, revision of relevant regulations, training, sharing of global experience, unique identifiers for health system clients, strengthening of health information systems, etc.\n\n**C.** **Sustainability**\n\n59. **This project is an emergency operation to respond to a crisis due to the pandemic of Covid-19.** The sustainability is ensured through the strong alignment between this project, the core objectives of REDISSE IV and the National Action Plan. Further, all activities in this plan, regardless of their emergency nature, will contribute to strengthen the country’s pandemic preparedness and response.\n\nPage 20"
},
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**V.** **PROJECT APPRAISAL SUMMARY**\n\n**A.** **Technical, Economic and Financial Analysis**\n\n60. **There are very significant gaps in knowledge of the scope and features of the COVID-19 pandemic.** It is apparent that one main set of economic effects will derive from increased sickness and death among humans and the impact this will have on the potential output of the global economy. In the Spanish Influenza pandemic (1918-19) 50 million people died -about 2.5 percent of the then global population of 1.8 billion.\nThe most direct impact would be through the impact of increased illness and mortality on the size and productivity of the world labor force. The loss of productivity as a result of illness which, even in normal influenza episodes is estimated to be ten times as large as all other costs combined will be quite significant.\n\n61. **Another significant set of economic impacts will result from the uncoordinated efforts of private**\n**individuals to avoid becoming infected or to survive the results of infection** . The SARS outbreak of 2003\nprovides a good example. The number of deaths due to SARS was estimated at “only” 800 deaths and it resulted in economic losses of about 0.5 percent of annual GDP for the entire East Asia region, concentrated in the second quarter. The measures that people took resulted in a severe demand shock for services sectors such as tourism, mass transportation, retail sales, and increased business costs due to workplace absenteeism, disruption of production processes and shifts to more costly procedures. Prompt and transparent public information policy can reduce economic losses.\n\n62. **A last set of economic impacts are those associated with governments’ policy efforts to prevent the**\n**epidemic, contain it, and mitigate its harmful effects on the population** . These policy actions can be\noriented to the short, medium or long-term or, in spatial terms to the national, regional or global levels.\n\n**B.** **Fiduciary**\n\n**Financial Management**\n\n63. **The proposed project is a US$16.95 million grant which will support the implementation of the national**\n**COVID-19 Plan endorsed by the Minister of MOPH.** The COVID-19 Preparedness and Response Project will\nbe implemented by the REDISSE IV PCU and selected UN Agencies. The REDISSE IV PCU will provide integrated and coordinated project management interventions in collaboration with the existing Technical Committee, which is responsible for overall coordination of the implementation and monitoring of the national COVID-19 National Action Plan. The Technical Committee will therefore provide strategic guidance for overall project implementation.\n\n64. **The FM arrangements currently in place at the REDISSE IV PCU meet the minimum fiduciary requirements**\n**under World Bank Policy and Directive for Investment Project Financing (IPF)** . However, implementing a\nproject in a situation of urgent need raises additional risks for which mitigating measures are described in the paragraphs that follow. The FM risk, after implementation of mitigating measures, remains Substantial.\n\n65. **FM arrangements.** Although the PCU has experience in coordinating World Bank-financed projects, shortcomings were identified in the past and implementing a project in a situation of urgent need poses additional risks. The Recipient will contract with UN Agencies (UNOPS, WHO and UNICEF) for the purchase Page 21",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**V.** **PROJECT APPRAISAL SUMMARY**\n\n**A.** **Technical, Economic and Financial Analysis**\n\n60. **There are very significant gaps in knowledge of the scope and features of the COVID-19 pandemic.** It is apparent that one main set of economic effects will derive from increased sickness and death among humans and the impact this will have on the potential output of the global economy. In the Spanish Influenza pandemic (1918-19) 50 million people died -about 2.5 percent of the then global population of 1.8 billion.\nThe most direct impact would be through the impact of increased illness and mortality on the size and productivity of the world labor force. The loss of productivity as a result of illness which, even in normal influenza episodes is estimated to be ten times as large as all other costs combined will be quite significant.\n\n61. **Another significant set of economic impacts will result from the uncoordinated efforts of private**\n**individuals to avoid becoming infected or to survive the results of infection** . The SARS outbreak of 2003\nprovides a good example. The number of deaths due to SARS was estimated at “only” 800 deaths and it resulted in economic losses of about 0.5 percent of annual GDP for the entire East Asia region, concentrated in the second quarter. The measures that people took resulted in a severe demand shock for services sectors such as tourism, mass transportation, retail sales, and increased business costs due to workplace absenteeism, disruption of production processes and shifts to more costly procedures. Prompt and transparent public information policy can reduce economic losses.\n\n62. **A last set of economic impacts are those associated with governments’ policy efforts to prevent the**\n**epidemic, contain it, and mitigate its harmful effects on the population** . These policy actions can be\noriented to the short, medium or long-term or, in spatial terms to the national, regional or global levels.\n\n**B.** **Fiduciary**\n\n**Financial Management**\n\n63. **The proposed project is a US$16.95 million grant which will support the implementation of the national**\n**COVID-19 Plan endorsed by the Minister of MOPH.** The COVID-19 Preparedness and Response Project will\nbe implemented by the REDISSE IV PCU and selected UN Agencies. The REDISSE IV PCU will provide integrated and coordinated project management interventions in collaboration with the existing Technical Committee, which is responsible for overall coordination of the implementation and monitoring of the national COVID-19 National Action Plan. The Technical Committee will therefore provide strategic guidance for overall project implementation.\n\n64. **The FM arrangements currently in place at the REDISSE IV PCU meet the minimum fiduciary requirements**\n**under World Bank Policy and Directive for Investment Project Financing (IPF)** . However, implementing a\nproject in a situation of urgent need raises additional risks for which mitigating measures are described in the paragraphs that follow. The FM risk, after implementation of mitigating measures, remains Substantial.\n\n65. **FM arrangements.** Although the PCU has experience in coordinating World Bank-financed projects, shortcomings were identified in the past and implementing a project in a situation of urgent need poses additional risks. The Recipient will contract with UN Agencies (UNOPS, WHO and UNICEF) for the purchase Page 21"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) of equipment, TA and various non-consulting services. Activities that represent more than 75 percent of the project budget allocation will be implemented by or contracted through UN Agencies. The World Bank has obtained, through a fiduciary assessment, assurance over the capacity of UNOPS, WHO and UNICEF to properly implement World Bank-financed projects. Hence, UN FM procedures will apply. For the remaining activities that will be implemented by the REDISSE IV PCU, internal controls will be strengthened by effective internal audit activities.\n\n66. **Internal control and internal audit arrangements.** FM procedures as documented in the REDISSE IV FM manual will apply to the proposed project. Given the Recipient limited capacity in internal audit, the internal audit activities will be outsourced to an audit firm whose qualifications and experience will be deemed satisfactory by IDA. The internal auditor will propose and execute an audit plan based on a risk-based approach, and in accordance with the International Standards for the Professional Practice of Internal Auditing (IIA’s Standards). An internal audit report will be issued on a quarterly basis.\n\n67. **Banking arrangements** . As the coordinating agency of the project, the PCU will maintain the project Designated Account (DA). The Segregated DA denominated in Central African CFA Franc (CFAF) will be opened in a commercial bank on terms and conditions acceptable to IDA. The project’s DA will function under the co-signature of the project Coordinator and the FM Specialist of the PCU. UN Agencies will not be required to open segregated accounts. The allocated funds will be transferred to each UN Agency Bank Account as an Advance.\n\n68. **Disbursements arrangements** . For activities to be implemented by the PCU, the methods that will be used under this project will be based on the Disbursement Guidelines for IPF, dated February 2017. Precisely, the following four methods will be used: (a) an initial advance into the DA to finance eligible expenditures as they are incurred; (b) direct payments to a third party for works, goods and services upon the Recipient’s request; (c) special commitments; and (d) reimbursements for expenditures incurred under the project. For disbursements to UN Agencies, the full contract amount as indicated in the agreement between the Recipient and the UN Agency will be disbursed as an advance, through direct payments. Further details about disbursements to the Project will be included in the procedures described in the Disbursement and Financial Information Letter (DFIL).\n\n69. **Flow of funds arrangements** . Funds flow arrangements for the project are as follows: a. **PCU.** Upon receiving a withdrawal application from the Recipient, IDA will disburse into the DA an initial advance for activities being implemented by the PCU. The DA ceiling for advances will be fixed-.\nReplenishment of funds from IDA to the DA will be made upon evidence of satisfactory utilization of the advance, reflected in Statements of Expenses (SOE). Replenishment applications will be required to be submitted monthly. Payments for all contracts for works, goods, non-consulting services and consulting service procured or selected through international open or limited competition or direct selection, as set out in the procurement plan, will be made only through Mandatory Direct Payment (MDP) and/or Special Commitment disbursement methods.\n\nb. **UN Agencies.** Upon receiving the withdrawal application from the Recipient with the signed agreement between the Recipient and the UN Agency, IDA will disburse the full amount of the contract to the UN Agency bank account. The amount advanced will be documented through the quarterly unaudited interim Page 22",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) of equipment, TA and various non-consulting services. Activities that represent more than 75 percent of the project budget allocation will be implemented by or contracted through UN Agencies. The World Bank has obtained, through a fiduciary assessment, assurance over the capacity of UNOPS, WHO and UNICEF to properly implement World Bank-financed projects. Hence, UN FM procedures will apply. For the remaining activities that will be implemented by the REDISSE IV PCU, internal controls will be strengthened by effective internal audit activities.\n\n66. **Internal control and internal audit arrangements.** FM procedures as documented in the REDISSE IV FM manual will apply to the proposed project. Given the Recipient limited capacity in internal audit, the internal audit activities will be outsourced to an audit firm whose qualifications and experience will be deemed satisfactory by IDA. The internal auditor will propose and execute an audit plan based on a risk-based approach, and in accordance with the International Standards for the Professional Practice of Internal Auditing (IIA’s Standards). An internal audit report will be issued on a quarterly basis.\n\n67. **Banking arrangements** . As the coordinating agency of the project, the PCU will maintain the project Designated Account (DA). The Segregated DA denominated in Central African CFA Franc (CFAF) will be opened in a commercial bank on terms and conditions acceptable to IDA. The project’s DA will function under the co-signature of the project Coordinator and the FM Specialist of the PCU. UN Agencies will not be required to open segregated accounts. The allocated funds will be transferred to each UN Agency Bank Account as an Advance.\n\n68. **Disbursements arrangements** . For activities to be implemented by the PCU, the methods that will be used under this project will be based on the Disbursement Guidelines for IPF, dated February 2017. Precisely, the following four methods will be used: (a) an initial advance into the DA to finance eligible expenditures as they are incurred; (b) direct payments to a third party for works, goods and services upon the Recipient’s request; (c) special commitments; and (d) reimbursements for expenditures incurred under the project. For disbursements to UN Agencies, the full contract amount as indicated in the agreement between the Recipient and the UN Agency will be disbursed as an advance, through direct payments. Further details about disbursements to the Project will be included in the procedures described in the Disbursement and Financial Information Letter (DFIL).\n\n69. **Flow of funds arrangements** . Funds flow arrangements for the project are as follows: a. **PCU.** Upon receiving a withdrawal application from the Recipient, IDA will disburse into the DA an initial advance for activities being implemented by the PCU. The DA ceiling for advances will be fixed-.\nReplenishment of funds from IDA to the DA will be made upon evidence of satisfactory utilization of the advance, reflected in Statements of Expenses (SOE). Replenishment applications will be required to be submitted monthly. Payments for all contracts for works, goods, non-consulting services and consulting service procured or selected through international open or limited competition or direct selection, as set out in the procurement plan, will be made only through Mandatory Direct Payment (MDP) and/or Special Commitment disbursement methods.\n\nb. **UN Agencies.** Upon receiving the withdrawal application from the Recipient with the signed agreement between the Recipient and the UN Agency, IDA will disburse the full amount of the contract to the UN Agency bank account. The amount advanced will be documented through the quarterly unaudited interim Page 22"
},
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) financial reports (IFRs) (Fund Utilization Reports) as actual expenditures are incurred by the UN Agency.\n\n70. **Financial Reporting Arrangements** . The PCU will prepare combined quarterly IFRs. The IFRs will be submitted to the World Bank within forty-five (45) days of the end of the quarter. The format and the content, consistent with the World Bank’s standards, will be agreed between the World Bank and the Recipient. At a minimum, the financial report will include: (a) a statement of sources and uses of funds and opening and closing balances for the semester and cumulative; (b) a statement of uses of fund that shows actual expenditures appropriately classified by main project activities (categories, sub-components) including comparison with budget for the quarter and cumulative; (c) a statement on movements (inflows and outflows) of the project DA including opening and closing balances; (d) a statement of expenditure forecast for the next quarter together with the cash requirement; (e) Fund Utilization Reports prepared quarterly by UN Agencies; (f) notes and explanations; and (g) other supporting schedules and documents.\n\n71. **For activities being implemented by UN Agencies**, each UN Agency will submit Fund Utilization Reports as part of their quarterly progress reports and submit them to the PCU within 30 days after the end of the reporting period. The formats and content of progress reports will be agreed between the World Bank, the Recipient and the UN Agencies. Fund Utilization Reports prepared quarterly by UN Agencies will serve to document the utilization of the advance and be used in the preparation of the combined IFR to be submitted by the PCU.\n\n72. **External audit arrangements** . The annual audited financial statements of the project and audit reports (including the Management Letter) will be submitted by the PCU to the World Bank no later than six (6) months from the end of the fiscal year. The scope of the audit will exclude funds allocated to and activities implemented by UN Agencies. The audit will be carried out in accordance with the International Standards on Auditing (ISA) issued by the International Federation of Accountants (IFA), based on terms of references (TORs) acceptable to IDA. The auditor will be an independent external auditor with qualification and experience satisfactory to IDA.\n\n73. **For the UN implemented activities,** the World Bank will rely on UNOPS, WHO and UNICEF external audit arrangements to fulfill the fiduciary requirement (waiver for audit requirement is outstanding). The UN Agencies will ensure that their audited accounts and the External Auditors’ Reports are posted on their websites within ten (10) days of their becoming public documents. However, the Recipient will retain the responsibility of ensuring that good and services acquired are delivered to the intended beneficiaries during implementation. Where and when deemed appropriate, —for example, if a UN Agency progress report show weaknesses or deficiencies— the Recipient may conduct physical inspections of goods and services delivered by the UN Agency.\n\n74. **Retroactive financing** . The retroactive financing may be applied to the contracts procured in advance for the purpose of this Project objective using procurement procedures consistent with Sections I, II and III of the World Bank’s Procurement Regulations and consistent with the FA of this Project. Withdrawals up to an aggregate amount not to exceed US$2,000,000 under the grant may be made for payments made prior to this date but on or after January 25, 2020, for eligible expenditures. The World Bank will provide procurement hands-on expanded implementation support to the Recipient to expedite procurement, if required.\n\nPage 23",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) financial reports (IFRs) (Fund Utilization Reports) as actual expenditures are incurred by the UN Agency.\n\n70. **Financial Reporting Arrangements** . The PCU will prepare combined quarterly IFRs. The IFRs will be submitted to the World Bank within forty-five (45) days of the end of the quarter. The format and the content, consistent with the World Bank’s standards, will be agreed between the World Bank and the Recipient. At a minimum, the financial report will include: (a) a statement of sources and uses of funds and opening and closing balances for the semester and cumulative; (b) a statement of uses of fund that shows actual expenditures appropriately classified by main project activities (categories, sub-components) including comparison with budget for the quarter and cumulative; (c) a statement on movements (inflows and outflows) of the project DA including opening and closing balances; (d) a statement of expenditure forecast for the next quarter together with the cash requirement; (e) Fund Utilization Reports prepared quarterly by UN Agencies; (f) notes and explanations; and (g) other supporting schedules and documents.\n\n71. **For activities being implemented by UN Agencies**, each UN Agency will submit Fund Utilization Reports as part of their quarterly progress reports and submit them to the PCU within 30 days after the end of the reporting period. The formats and content of progress reports will be agreed between the World Bank, the Recipient and the UN Agencies. Fund Utilization Reports prepared quarterly by UN Agencies will serve to document the utilization of the advance and be used in the preparation of the combined IFR to be submitted by the PCU.\n\n72. **External audit arrangements** . The annual audited financial statements of the project and audit reports (including the Management Letter) will be submitted by the PCU to the World Bank no later than six (6) months from the end of the fiscal year. The scope of the audit will exclude funds allocated to and activities implemented by UN Agencies. The audit will be carried out in accordance with the International Standards on Auditing (ISA) issued by the International Federation of Accountants (IFA), based on terms of references (TORs) acceptable to IDA. The auditor will be an independent external auditor with qualification and experience satisfactory to IDA.\n\n73. **For the UN implemented activities,** the World Bank will rely on UNOPS, WHO and UNICEF external audit arrangements to fulfill the fiduciary requirement (waiver for audit requirement is outstanding). The UN Agencies will ensure that their audited accounts and the External Auditors’ Reports are posted on their websites within ten (10) days of their becoming public documents. However, the Recipient will retain the responsibility of ensuring that good and services acquired are delivered to the intended beneficiaries during implementation. Where and when deemed appropriate, —for example, if a UN Agency progress report show weaknesses or deficiencies— the Recipient may conduct physical inspections of goods and services delivered by the UN Agency.\n\n74. **Retroactive financing** . The retroactive financing may be applied to the contracts procured in advance for the purpose of this Project objective using procurement procedures consistent with Sections I, II and III of the World Bank’s Procurement Regulations and consistent with the FA of this Project. Withdrawals up to an aggregate amount not to exceed US$2,000,000 under the grant may be made for payments made prior to this date but on or after January 25, 2020, for eligible expenditures. The World Bank will provide procurement hands-on expanded implementation support to the Recipient to expedite procurement, if required.\n\nPage 23"
},
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Procurement**\n\n75. **Procurement for this project will be carried out in accordance with the World Bank’s Procurement**\n**Regulations for IPF Recipients for Goods, Works, Non-Consulting and Consulting Services, dated July 1,**\n**2016 (revised in November 2017 and August 2018).** The projects will be subject to the World Bank’s\nAnticorruption Guidelines, dated October 15, 2006, revised in January 2011, and as of July 1, 2016. Countries will use the Systematic tracking of Exchanges in Procurement (STEP) to plan, record and track procurement transactions.\n\n76. **The major planned procurement** includes: (i) medical/laboratory equipment and consumables; (ii) PPE in facilities and triage; (iii) refurbishment and equipment of medical facilities; (iv) TA for updating or reviewing national plans and costs; (vi) ambulances; (v) human resources for response; and (vi) expertise for development and training of front-line responders. Chad will prepare streamlined project procurement strategy for development (PPSD) during project implementation and Procurement plans will be agreed with the GoC.\n\n77. **The proposed procurement approaches in Chad will utilize the flexibility provided by the World Bank’s**\n**Procurement Framework for fast track emergency procurement.** Key measures to fast track procurement\nwill include: (i) procurement from UN Agencies enabled and expedited by World Bank procedures and templates; (ii) use of simple and fast procurement and selection methods fit for an emergency situation including direct contracting; (iii) streamlined competitive procedures with shorter bidding time; iv) force account, as needed; and (iv) increased thresholds for Requests For Quotations and national procurement.\n\n78. **Chad COVID-19 project may be significantly constrained in purchasing critically needed supplies and**\n**materials due to significant disruption in the supply chain, especially for PPE** . The supply problems that\nhave initially impacted PPE are emerging for other medical products (e.g., reagents and possibly oxygen) and more complex equipment (e.g. ventilators) where manufacturing capacity is being fully allocated by rapid orders from developed countries. Recognizing the significant disruptions in the usual supply chains for medical consumables and equipment for COVID-19 response **,** the Recipient (the GoC), has requested the World Bank to provide procurement hands-on expanded implementation support to help the Government expedite all stages of procurement – from help with supplier identification, to support for bidding/selection and/or negotiations to contract signing and monitoring of implementation. Once the suppliers are identified, the World Bank could proactively support the GoC with negotiating prices and other contract conditions. The GoC will remain fully responsible for signing and entering into contracts and implementation, including assuring relevant logistics with suppliers such as arranging the necessary freight/shipment of the goods to their destination, receiving and inspecting the goods and paying the suppliers, with the direct payment by the World Bank disbursement option available to them.\n\n79. **World Bank Facilitated Procurement (BFP) in accessing available supplies may include aggregating**\n**demand across participating countries, whenever possible, extensive market engagement to identify**\n**suppliers from the private sector and UN agencies** . The BFP would constitute additional support to GoC\nover and above usual Hands on Expanded Implementation Support which will remain available. The World Bank could also provide hands-on support to GoC in contracting to outsource logistics. The World Bank is coordinating closely with the WHO and other UN agencies (specifically UNOPS, WHO and UNICEF) that have Page 24",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Procurement**\n\n75. **Procurement for this project will be carried out in accordance with the World Bank’s Procurement**\n**Regulations for IPF Recipients for Goods, Works, Non-Consulting and Consulting Services, dated July 1,**\n**2016 (revised in November 2017 and August 2018).** The projects will be subject to the World Bank’s\nAnticorruption Guidelines, dated October 15, 2006, revised in January 2011, and as of July 1, 2016. Countries will use the Systematic tracking of Exchanges in Procurement (STEP) to plan, record and track procurement transactions.\n\n76. **The major planned procurement** includes: (i) medical/laboratory equipment and consumables; (ii) PPE in facilities and triage; (iii) refurbishment and equipment of medical facilities; (iv) TA for updating or reviewing national plans and costs; (vi) ambulances; (v) human resources for response; and (vi) expertise for development and training of front-line responders. Chad will prepare streamlined project procurement strategy for development (PPSD) during project implementation and Procurement plans will be agreed with the GoC.\n\n77. **The proposed procurement approaches in Chad will utilize the flexibility provided by the World Bank’s**\n**Procurement Framework for fast track emergency procurement.** Key measures to fast track procurement\nwill include: (i) procurement from UN Agencies enabled and expedited by World Bank procedures and templates; (ii) use of simple and fast procurement and selection methods fit for an emergency situation including direct contracting; (iii) streamlined competitive procedures with shorter bidding time; iv) force account, as needed; and (iv) increased thresholds for Requests For Quotations and national procurement.\n\n78. **Chad COVID-19 project may be significantly constrained in purchasing critically needed supplies and**\n**materials due to significant disruption in the supply chain, especially for PPE** . The supply problems that\nhave initially impacted PPE are emerging for other medical products (e.g., reagents and possibly oxygen) and more complex equipment (e.g. ventilators) where manufacturing capacity is being fully allocated by rapid orders from developed countries. Recognizing the significant disruptions in the usual supply chains for medical consumables and equipment for COVID-19 response **,** the Recipient (the GoC), has requested the World Bank to provide procurement hands-on expanded implementation support to help the Government expedite all stages of procurement – from help with supplier identification, to support for bidding/selection and/or negotiations to contract signing and monitoring of implementation. Once the suppliers are identified, the World Bank could proactively support the GoC with negotiating prices and other contract conditions. The GoC will remain fully responsible for signing and entering into contracts and implementation, including assuring relevant logistics with suppliers such as arranging the necessary freight/shipment of the goods to their destination, receiving and inspecting the goods and paying the suppliers, with the direct payment by the World Bank disbursement option available to them.\n\n79. **World Bank Facilitated Procurement (BFP) in accessing available supplies may include aggregating**\n**demand across participating countries, whenever possible, extensive market engagement to identify**\n**suppliers from the private sector and UN agencies** . The BFP would constitute additional support to GoC\nover and above usual Hands on Expanded Implementation Support which will remain available. The World Bank could also provide hands-on support to GoC in contracting to outsource logistics. The World Bank is coordinating closely with the WHO and other UN agencies (specifically UNOPS, WHO and UNICEF) that have Page 24"
},
{
"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) established systems for procuring medical supplies and charge a fee which varies across agencies and type of service and can be negotiated (around 5 percent on average.) 80. All the procurement approach options mentioned above remain available depending on Chad’s preference in order to provide the most efficient and effective support to project in the specific circumstances. For this project, there are discussions going on for procurement from UN Agencies, enabled and expedited by World Bank procedures and templates. The GoC has adopted tracking emergency COVID-19 procurement activities, and to support this, a new Decree No. 498/PR/2020 was signed on April 1, 2020.\n\n81. **All procurement under the project will be undertaken by the REDISSE IV PCU** under the MOPH. The REDISSE IV project became effective on March 13, 2020. Streamlined procedures for approval of emergency procurement to expedite decision making and approvals under country projects have been agreed for implementation.\n\n82. **Key procurement risks include** : (i) Failed procurement due to lack of sufficient global supply of essential medical consumables and equipment needed to address the health emergency as there is significant disruption in the supply chain, especially for PPE; (ii) lack of realistic planning and weak contract management capacity for emergency procurement and limited knowledge of the World Bank’s New Procurement Framework (NPF); (iii) Recipient import restrictions in place for goods/service providers/consultants/contractors from certain countries, which can result in fraud and corruption. The mitigation measures to the above risks are presented in Table 3.\n\n**Table 3. Major Risks to Procurement and Proposed Mitigation Measures**\n\n**Procurement Risks** **Mitigation Measures**\nCapacity of the market and supply chain to meet the demand. proactively assist them in accessing existing supply chains.\n\nCapacity of the market and supply chain to World Bank will provide, at Recipient’s request, support through BFP to meet the demand. proactively assist them in accessing existing supply chains.\n\nProposed mobilization of existing service providers consisting in the possibility to proceed with contracts extension for additional activities through contract amendment are expected to address emergency medical service requirements.\n\nMeasures for supplier preferences, such as direct payments by World Bank, advance payments, etc. will be applied on need basis.\nLimited capacity to conduct emergency REDISSE IV PCU will maintain and reinforce staff with the appropriate procurement. capacity dedicated to the COVID-19 response.\n\nREDISSE IV PCU will maintain and reinforce staff with the appropriate capacity dedicated to the COVID-19 response.\n\nREDISSE IV PCU will utilize rapid disbursement procedures and simplified procurement processes.\n\nWorld Bank will provide, at Recipient’s request, support through Hands-on Expanded Implementation Support (HEIS) to help expedite all stages of procurement – from help with supplier identification, to support for bidding/selection and/or negotiations to contract signing and monitoring of implementation.\n\nPage 25",
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"text": "tracking emergency COVID-19 procurement activities",
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"verdict": "invalid",
"verdict_reason": "The mention refers to an activity or process, not a structured data resource.",
"corrected_name": "",
"strict_specificity": "vague",
"data_use_purpose": "No Use",
"data_use_impact": "",
"downstream_impact_channel": "None"
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) established systems for procuring medical supplies and charge a fee which varies across agencies and type of service and can be negotiated (around 5 percent on average.) 80. All the procurement approach options mentioned above remain available depending on Chad’s preference in order to provide the most efficient and effective support to project in the specific circumstances. For this project, there are discussions going on for procurement from UN Agencies, enabled and expedited by World Bank procedures and templates. The GoC has adopted tracking emergency COVID-19 procurement activities, and to support this, a new Decree No. 498/PR/2020 was signed on April 1, 2020.\n\n81. **All procurement under the project will be undertaken by the REDISSE IV PCU** under the MOPH. The REDISSE IV project became effective on March 13, 2020. Streamlined procedures for approval of emergency procurement to expedite decision making and approvals under country projects have been agreed for implementation.\n\n82. **Key procurement risks include** : (i) Failed procurement due to lack of sufficient global supply of essential medical consumables and equipment needed to address the health emergency as there is significant disruption in the supply chain, especially for PPE; (ii) lack of realistic planning and weak contract management capacity for emergency procurement and limited knowledge of the World Bank’s New Procurement Framework (NPF); (iii) Recipient import restrictions in place for goods/service providers/consultants/contractors from certain countries, which can result in fraud and corruption. The mitigation measures to the above risks are presented in Table 3.\n\n**Table 3. Major Risks to Procurement and Proposed Mitigation Measures**\n\n**Procurement Risks** **Mitigation Measures**\nCapacity of the market and supply chain to meet the demand. proactively assist them in accessing existing supply chains.\n\nCapacity of the market and supply chain to World Bank will provide, at Recipient’s request, support through BFP to meet the demand. proactively assist them in accessing existing supply chains.\n\nProposed mobilization of existing service providers consisting in the possibility to proceed with contracts extension for additional activities through contract amendment are expected to address emergency medical service requirements.\n\nMeasures for supplier preferences, such as direct payments by World Bank, advance payments, etc. will be applied on need basis.\nLimited capacity to conduct emergency REDISSE IV PCU will maintain and reinforce staff with the appropriate procurement. capacity dedicated to the COVID-19 response.\n\nREDISSE IV PCU will maintain and reinforce staff with the appropriate capacity dedicated to the COVID-19 response.\n\nREDISSE IV PCU will utilize rapid disbursement procedures and simplified procurement processes.\n\nWorld Bank will provide, at Recipient’s request, support through Hands-on Expanded Implementation Support (HEIS) to help expedite all stages of procurement – from help with supplier identification, to support for bidding/selection and/or negotiations to contract signing and monitoring of implementation.\n\nPage 25"
},
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"input_text": "**.**\n\n**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Procurement Risks** **Mitigation Measures**\nManaging fraud and corruption and _Ex ante_ due diligence of firms being selected will be attempted using noncompliance. databases available in country and externally.\n\nPost review of contracts will be scheduled immediately on award of contracts for all contracts that would have been usually prior reviewed.\n\n83. **The procurement risk is Substantial and will be mitigated by the following measures:** (i) the Recipient will utilize rapid disbursement procedures and simplified procurement processes in accordance with emergency operations norms; (ii) the World Bank will provide BFP leveraging its comparative advantage as convener with the objective of facilitating borrowers’ access to available supplies at competitive prices, as described in the procurement section of this document. BFP in identifying suppliers and facilitating contracting between them and borrowers may bring a perception that the World Bank is acting beyond its role as a financier with greater reputational and potentially litigation risks – these would relate to questions of transparency, equity in terms of which borrowers get access to what and when, issues with quality, timeliness of delivery, value for money, and any other issues of contractual non-performance by the suppliers identified by the World Bank. To partially mitigate these risks, the World Bank and the Recipient will clearly delineate the roles and responsibilities of the World Bank and the Recipients for whom the World Bank facilitates access to available supplies. Moreover, BFP is provided to mitigate the greater risk that the World Bank could be providing financing for medical supplies that may not be readily available to developing countries. This more proactive approach in assisting borrowers is justified as an effective way to complement other procurement options and help clients achieve COVID-19 projects’ development objectives on a fit-for-purpose basis.\n\n**C.** **Legal Operational Policies**\n\n84. The table below indicates whether legal operational policies will be triggered.\n\n**Table 4. Legal operational policies triggered**\n\n**Triggered?**\n\nProjects on International Waterways OP 7.50 No Projects in Disputed Areas OP 7.60 No .\n\n**D.** **Environmental and Social Standards**\n\n**Environmental aspects:**\n85. **The project’s environmental risk rating is Substantial** . The main environmental risks include: (i) environmental and community health related risks from inadequate storage, transportation and disposal of infected medical waste; (ii) occupational health and safety issues related to the availability and supply of PPE for healthcare workers and the logistical challenges in transporting PPE across the country in a timely manner; and (iii) community health and safety risks given close social contact and limited sanitary and hygiene services (clean Page 26",
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"input_text_preprocessed": "**.**\n\n**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Procurement Risks** **Mitigation Measures**\nManaging fraud and corruption and _Ex ante_ due diligence of firms being selected will be attempted using noncompliance. databases available in country and externally.\n\nPost review of contracts will be scheduled immediately on award of contracts for all contracts that would have been usually prior reviewed.\n\n83. **The procurement risk is Substantial and will be mitigated by the following measures:** (i) the Recipient will utilize rapid disbursement procedures and simplified procurement processes in accordance with emergency operations norms; (ii) the World Bank will provide BFP leveraging its comparative advantage as convener with the objective of facilitating borrowers’ access to available supplies at competitive prices, as described in the procurement section of this document. BFP in identifying suppliers and facilitating contracting between them and borrowers may bring a perception that the World Bank is acting beyond its role as a financier with greater reputational and potentially litigation risks – these would relate to questions of transparency, equity in terms of which borrowers get access to what and when, issues with quality, timeliness of delivery, value for money, and any other issues of contractual non-performance by the suppliers identified by the World Bank. To partially mitigate these risks, the World Bank and the Recipient will clearly delineate the roles and responsibilities of the World Bank and the Recipients for whom the World Bank facilitates access to available supplies. Moreover, BFP is provided to mitigate the greater risk that the World Bank could be providing financing for medical supplies that may not be readily available to developing countries. This more proactive approach in assisting borrowers is justified as an effective way to complement other procurement options and help clients achieve COVID-19 projects’ development objectives on a fit-for-purpose basis.\n\n**C.** **Legal Operational Policies**\n\n84. The table below indicates whether legal operational policies will be triggered.\n\n**Table 4. Legal operational policies triggered**\n\n**Triggered?**\n\nProjects on International Waterways OP 7.50 No Projects in Disputed Areas OP 7.60 No .\n\n**D.** **Environmental and Social Standards**\n\n**Environmental aspects:**\n85. **The project’s environmental risk rating is Substantial** . The main environmental risks include: (i) environmental and community health related risks from inadequate storage, transportation and disposal of infected medical waste; (ii) occupational health and safety issues related to the availability and supply of PPE for healthcare workers and the logistical challenges in transporting PPE across the country in a timely manner; and (iii) community health and safety risks given close social contact and limited sanitary and hygiene services (clean Page 26"
},
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) water, soap, disinfectants) and isolation capabilities at health facilities across the country. The project will finance the rehabilitation and equipping of selected primary health care facilities and hospitals to improve their ability to deliver critical medical services including testing, treatment and hospitalization. The Government has elaborated the Environmental and Social Commitment Plan (ESCP) which sets out material measures and actions as well as the timing for each of these. This document was disclosed in the World Bank on April 9, 2020 and in-country on April 17, 2020. While it is expected that the negative risks and adverse impacts related to the implementation of project activities are likely to be limited, the PCU will develop an Environmental and Social Management Framework (ESMF) to provide clear guidance regarding the treatment of medical waste and the preparation of subproject Environmental and Social Management Plans (ESMPs) when required by the ESMF screening approach. The ESMF will contain provisions for storing, transporting, and disposing of contaminated medical waste and outline guidance in line with good international industry practice and WHO standards on COVID-19 response on limiting viral contagion in healthcare facilities. The relevant parts of the WHO COVID-19 quarantine guidelines and COVID-19 biosafety guidelines will be reviewed so that all relevant occupational and community health and safety risks and mitigation measures will be covered. In addition, the ESMF will include measures to address gender-based violence and sexual exploitation and abuse (GBV/SEA) and outline the principles for the establishment of a functioning grievance redress mechanism (GRM). The ESMF will be finalized and publicly disclosed and consulted – taking into account the necessary precautions for physical distancing – no later than 30 days after Project effectiveness.\n\n86. **An additional risk that will also need to be mitigated is the fact that the existing PCU for the World Bank-**\n**funded Regional Disease Surveillance Systems Enhancement (REDISSE IV, P167817)** which is expected to\nsupport the implementation of this project, does not currently have a qualified environmental specialist and a social specialist that have experience working with the World Bank. The recruitment process is ongoing and needs to be terminated before the commencement of project activities with potential social or environmental impacts. As soon as qualified staff is on board, capacity building will be supported by the project including training on the Environmental and Social Framework (ESF), recruitment of specialized staff and support from third party entities to assist with M&E. In addition, full time specialists for the communication strategy, public health awareness and implementation of the Stakeholder Engagement Plan (SEP) will be necessary given the highly specific nature of this effort. These specialists will need to be contracted no later than one month after Project effectiveness.\n\n**Social aspects:**\n\n87. **The social risk rating of the project is Substantial.** One key social risk related to the COVID-19 operations in general is that vulnerable social groups (poor, disabled, refugees, elderly, isolated communities) may be unable to access facilities and services, which could increase their vulnerability and undermine the general objectives of the project. Other social risks include the rise of social tensions that could be exacerbated by the lack of awareness regarding the behavior change required to decrease transmission (social physical distancing, hand washing and hygiene), stigma associated with victims of COVID-19 and their families, perceived exclusion from key health facilities and services and misinformation regarding how COVID-19 is transmitted and prevented.\nSome of these risks will be addressed under Component 1 that will finance community engagement activities and information sharing and these activities are reflected in the draft SEP that has been prepared and disclosed in-country on April 17, 2020 and in the World Bank since April 9, 2020. After project approval, the SEP will be updated to include more information regarding the methodologies for information sharing in fragile and conflict settings, including in refugee camps, stakeholder mapping and identification of existing community Page 27",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) water, soap, disinfectants) and isolation capabilities at health facilities across the country. The project will finance the rehabilitation and equipping of selected primary health care facilities and hospitals to improve their ability to deliver critical medical services including testing, treatment and hospitalization. The Government has elaborated the Environmental and Social Commitment Plan (ESCP) which sets out material measures and actions as well as the timing for each of these. This document was disclosed in the World Bank on April 9, 2020 and in-country on April 17, 2020. While it is expected that the negative risks and adverse impacts related to the implementation of project activities are likely to be limited, the PCU will develop an Environmental and Social Management Framework (ESMF) to provide clear guidance regarding the treatment of medical waste and the preparation of subproject Environmental and Social Management Plans (ESMPs) when required by the ESMF screening approach. The ESMF will contain provisions for storing, transporting, and disposing of contaminated medical waste and outline guidance in line with good international industry practice and WHO standards on COVID-19 response on limiting viral contagion in healthcare facilities. The relevant parts of the WHO COVID-19 quarantine guidelines and COVID-19 biosafety guidelines will be reviewed so that all relevant occupational and community health and safety risks and mitigation measures will be covered. In addition, the ESMF will include measures to address gender-based violence and sexual exploitation and abuse (GBV/SEA) and outline the principles for the establishment of a functioning grievance redress mechanism (GRM). The ESMF will be finalized and publicly disclosed and consulted – taking into account the necessary precautions for physical distancing – no later than 30 days after Project effectiveness.\n\n86. **An additional risk that will also need to be mitigated is the fact that the existing PCU for the World Bank-**\n**funded Regional Disease Surveillance Systems Enhancement (REDISSE IV, P167817)** which is expected to\nsupport the implementation of this project, does not currently have a qualified environmental specialist and a social specialist that have experience working with the World Bank. The recruitment process is ongoing and needs to be terminated before the commencement of project activities with potential social or environmental impacts. As soon as qualified staff is on board, capacity building will be supported by the project including training on the Environmental and Social Framework (ESF), recruitment of specialized staff and support from third party entities to assist with M&E. In addition, full time specialists for the communication strategy, public health awareness and implementation of the Stakeholder Engagement Plan (SEP) will be necessary given the highly specific nature of this effort. These specialists will need to be contracted no later than one month after Project effectiveness.\n\n**Social aspects:**\n\n87. **The social risk rating of the project is Substantial.** One key social risk related to the COVID-19 operations in general is that vulnerable social groups (poor, disabled, refugees, elderly, isolated communities) may be unable to access facilities and services, which could increase their vulnerability and undermine the general objectives of the project. Other social risks include the rise of social tensions that could be exacerbated by the lack of awareness regarding the behavior change required to decrease transmission (social physical distancing, hand washing and hygiene), stigma associated with victims of COVID-19 and their families, perceived exclusion from key health facilities and services and misinformation regarding how COVID-19 is transmitted and prevented.\nSome of these risks will be addressed under Component 1 that will finance community engagement activities and information sharing and these activities are reflected in the draft SEP that has been prepared and disclosed in-country on April 17, 2020 and in the World Bank since April 9, 2020. After project approval, the SEP will be updated to include more information regarding the methodologies for information sharing in fragile and conflict settings, including in refugee camps, stakeholder mapping and identification of existing community Page 27"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) based platforms that can be used to facilitate effective community engagement and participation. The SEP will be consulted upon and disclosed per the requirements of the policy no later than one month after Project effectiveness.\n\n**VI.** **GRIEVANCE REDRESS SERVICES**\n\n88. Communities and individuals who believe that they are adversely affected by a World Bank supported project may submit complaints to existing project-level grievance redress mechanisms or the Bank’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address projectrelated concerns. Project affected communities and individuals may submit their complaint to the Bank’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of Bank non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the Bank’s corporate Grievance Redress Service\n[(GRS), please visit: http://www.worldbank.org/en/projects-operations/products-and-services/grievance-](http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service)\n[redress-service. For information on how to submit complaints to the World Bank Inspection Panel, please visit](http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service)\n[www.inspectionpanel.org.](http://www.inspectionpanel.org/)\n\n**VII. KEY RISKS**\n\n89. **The overall project risk rating is substantial** . The project is supporting the Government effort to prevent and control COVID-19. One of the World Bank’s principal concern is to ensure that project funds are used economically and efficiently for the intended purpose. Risks in three of the eight categories are High due to political and governance factors, macroeconomic challenges and weak institutional capacity for implementation and sustainability. Fiduciary and environmental and social risks are rated Substantial. Risks related to sector strategies and policies, technical design and stakeholders are all rated Moderate.\n\n90. **Political and governance risk is rated as high** . This is due to a lack of accountability measures to ensure that resources supporting COVID-19 activities reach intended health care facilities and beneficiaries. As mitigation measures, the project will ensure that there is internal and external auditing, as well as publication of audit reports and achievement.\n\n91. **Macroeconomic risk is rated as high.** The fiscal capacity of the Government is going to be weakened due to global economic disruption and slowdown, and potential unavailability of fiscal resources. This would negatively impact public health service delivery with respect to COVID-19 prevention, mitigation, and treatment, in addition to other essential health service delivery. To mitigate the impacts, the World Bank is supporting long-term the capacity of the Government to undertake disease surveillance by funding a REDISSE project. Furthermore, the World Bank is also financing another project to strengthen maternal and child health care services.\n\n92. **Institutional capacity risk is rated as high** . The human resource capacity in Chad is weak and there is inadequate institutional capacity to manage project and perform effectively to contain and mitigate the impact of COVID-19. As mitigation measures, the project will work with UN agencies and local organizations to provide TA to the project.\n\nPage 28",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) based platforms that can be used to facilitate effective community engagement and participation. The SEP will be consulted upon and disclosed per the requirements of the policy no later than one month after Project effectiveness.\n\n**VI.** **GRIEVANCE REDRESS SERVICES**\n\n88. Communities and individuals who believe that they are adversely affected by a World Bank supported project may submit complaints to existing project-level grievance redress mechanisms or the Bank’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address projectrelated concerns. Project affected communities and individuals may submit their complaint to the Bank’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of Bank non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the Bank’s corporate Grievance Redress Service\n[(GRS), please visit: http://www.worldbank.org/en/projects-operations/products-and-services/grievance-](http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service)\n[redress-service. For information on how to submit complaints to the World Bank Inspection Panel, please visit](http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service)\n[www.inspectionpanel.org.](http://www.inspectionpanel.org/)\n\n**VII. KEY RISKS**\n\n89. **The overall project risk rating is substantial** . The project is supporting the Government effort to prevent and control COVID-19. One of the World Bank’s principal concern is to ensure that project funds are used economically and efficiently for the intended purpose. Risks in three of the eight categories are High due to political and governance factors, macroeconomic challenges and weak institutional capacity for implementation and sustainability. Fiduciary and environmental and social risks are rated Substantial. Risks related to sector strategies and policies, technical design and stakeholders are all rated Moderate.\n\n90. **Political and governance risk is rated as high** . This is due to a lack of accountability measures to ensure that resources supporting COVID-19 activities reach intended health care facilities and beneficiaries. As mitigation measures, the project will ensure that there is internal and external auditing, as well as publication of audit reports and achievement.\n\n91. **Macroeconomic risk is rated as high.** The fiscal capacity of the Government is going to be weakened due to global economic disruption and slowdown, and potential unavailability of fiscal resources. This would negatively impact public health service delivery with respect to COVID-19 prevention, mitigation, and treatment, in addition to other essential health service delivery. To mitigate the impacts, the World Bank is supporting long-term the capacity of the Government to undertake disease surveillance by funding a REDISSE project. Furthermore, the World Bank is also financing another project to strengthen maternal and child health care services.\n\n92. **Institutional capacity risk is rated as high** . The human resource capacity in Chad is weak and there is inadequate institutional capacity to manage project and perform effectively to contain and mitigate the impact of COVID-19. As mitigation measures, the project will work with UN agencies and local organizations to provide TA to the project.\n\nPage 28"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 93. **The residual Fiduciary risk is rated as substantial.** The PCU has experience in coordinating World Bank-financed projects, shortcomings were identified in the past and implementing a project in a situation of urgent need poses additional risks. Internal controls will be strengthened by effective internal audit activities. The Recipient will contract with UN Agencies (UNOPS, WHO and UNICEF) and the World Bank has undertaken a fiduciary assessment, hence UN FM procedures will apply. Section I above provides details on the main factors justifying the substantial risk rating and the mitigation measures.\n\n94. **The project’s environmental and social risks rating are substantial** . Section D on Environmental and Social above provides details on the main factors justifying the substantial risk rating and the mitigation measures.\n\n.\n\nPage 29",
"datasets": [],
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) 93. **The residual Fiduciary risk is rated as substantial.** The PCU has experience in coordinating World Bank-financed projects, shortcomings were identified in the past and implementing a project in a situation of urgent need poses additional risks. Internal controls will be strengthened by effective internal audit activities. The Recipient will contract with UN Agencies (UNOPS, WHO and UNICEF) and the World Bank has undertaken a fiduciary assessment, hence UN FM procedures will apply. Section I above provides details on the main factors justifying the substantial risk rating and the mitigation measures.\n\n94. **The project’s environmental and social risks rating are substantial** . Section D on Environmental and Social above provides details on the main factors justifying the substantial risk rating and the mitigation measures.\n\n.\n\nPage 29"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) VIII. **RESULTS FRAMEWORK AND MONITORING**\n\n**Results Framework**\n\n**COUNTRY: Chad**\n**Chad COVID-19 Strategic Preparedness and Response Project**\n\n**Project Development Objective(s)**\n\nTo prevent, detect and respond to the threat posed by COVID-19 and strengthen national systems for public health preparedness in Chad.\n\n**Project Development Objective Indicators**\n\n**RESULT_FRAME_TBL_PDO**\n**Indicator Name** **DLI** **Baseline** **End Target**\n\n**Prevent, detect and respond to the threat posed by COVID-19 and strengthen national system**\n\nNumber of designated laboratories with COVID-19 functioning diagnostic equipment, test kits, and reagents per MOH guidelines (Number)\n\n1.00 5.00\n\nPercentage of targeted acute healthcare facilities with isolation 0.00 100.00 capacity (Percentage) Number of suspected cases of COVID-19 cases reported and 9.00 5,000.00 investigated based on national guidelines (Number) Number of laboratory confirmed cases of COVID-19 treated per 3.00 3,000.00 approved protocol (Number)\n\n**PDO Table SPACE**\n\nPage 30",
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"text": "Chad COVID-19 Strategic Preparedness and Response Project",
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"verdict": "invalid",
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"corrected_name": "",
"strict_specificity": "vague",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) VIII. **RESULTS FRAMEWORK AND MONITORING**\n\n**Results Framework**\n\n**COUNTRY: Chad**\n**Chad COVID-19 Strategic Preparedness and Response Project**\n\n**Project Development Objective(s)**\n\nTo prevent, detect and respond to the threat posed by COVID-19 and strengthen national systems for public health preparedness in Chad.\n\n**Project Development Objective Indicators**\n\n**RESULT_FRAME_TBL_PDO**\n**Indicator Name** **DLI** **Baseline** **End Target**\n\n**Prevent, detect and respond to the threat posed by COVID-19 and strengthen national system**\n\nNumber of designated laboratories with COVID-19 functioning diagnostic equipment, test kits, and reagents per MOH guidelines (Number)\n\n1.00 5.00\n\nPercentage of targeted acute healthcare facilities with isolation 0.00 100.00 capacity (Percentage) Number of suspected cases of COVID-19 cases reported and 9.00 5,000.00 investigated based on national guidelines (Number) Number of laboratory confirmed cases of COVID-19 treated per 3.00 3,000.00 approved protocol (Number)\n\n**PDO Table SPACE**\n\nPage 30"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Intermediate Results Indicators by Components**\n\n**RESULT_FRAME_TBL_IO**\n**Indicator Name** **DLI** **Baseline** **End Target**\n\n**Component 1: Emergency COVID-19 Preparedness and Response**\n\n1.1. Update of National COVID-19 Response Action Plan (Yes/No) No Yes\n\n1.2 Percentage of healthcare workers trained in surveillance and\n0.00 80.00 investigation (Percentage)\n\n1.2 Number of health workers trained on case definition,\nmanagement, infection prevention and control for COVID-19 (Number) 0.00 2,000.00\n\n1.3 Percentage of healthcare facilities with triage capacity\n0.00 80.00 (Percentage)\n\n1.3 Percentage of targeted health facilities with isolation capacity\n0.00 80.00 (Percentage)\n\n1.4 Number of eligible households provided with food and basic\n0.00 8,000.00 supplies within quarantined populations (Number)\n\n**Component 2. Community Engagement and Social and Behavior Change Communication**\n\nNumber of communication campaigns about COVID-19 broadcast 0.00 7.00 to communities (Number) National COVID-19 risk communication and community No Yes engagement strategy established (Yes/No)\n\n**Component 3: Implementation Management, Monitoring and Evaluation and coordination**\n\nNumber of technical crisis coordination meetings issuing an 0.00 52.00 official report on epidemic surveillance and response (Number) Number of treatment, isolation & quarantine centers preparing 0.00 10.00 daily report (Number) Number of centers assessed monthly (using check list) 0.00 10.00 treatment, isolation & quarantine (Number) Establishment of monitoring and evaluation system for COVID-19 No Yes (Yes/No) Page 31",
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{
"mention_name": {
"text": "Chad COVID-19 Strategic Preparedness and Response Project",
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"confidence": 0.44979479908943176,
"verdict": "invalid",
"verdict_reason": "The mention is a project title and appears to be part of a document header or layout artifact, not a structured data resource discussed in narrative prose.",
"corrected_name": "",
"strict_specificity": "vague",
"data_use_purpose": "No Use",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Intermediate Results Indicators by Components**\n\n**RESULT_FRAME_TBL_IO**\n**Indicator Name** **DLI** **Baseline** **End Target**\n\n**Component 1: Emergency COVID-19 Preparedness and Response**\n\n1.1. Update of National COVID-19 Response Action Plan (Yes/No) No Yes\n\n1.2 Percentage of healthcare workers trained in surveillance and\n0.00 80.00 investigation (Percentage)\n\n1.2 Number of health workers trained on case definition,\nmanagement, infection prevention and control for COVID-19 (Number) 0.00 2,000.00\n\n1.3 Percentage of healthcare facilities with triage capacity\n0.00 80.00 (Percentage)\n\n1.3 Percentage of targeted health facilities with isolation capacity\n0.00 80.00 (Percentage)\n\n1.4 Number of eligible households provided with food and basic\n0.00 8,000.00 supplies within quarantined populations (Number)\n\n**Component 2. Community Engagement and Social and Behavior Change Communication**\n\nNumber of communication campaigns about COVID-19 broadcast 0.00 7.00 to communities (Number) National COVID-19 risk communication and community No Yes engagement strategy established (Yes/No)\n\n**Component 3: Implementation Management, Monitoring and Evaluation and coordination**\n\nNumber of technical crisis coordination meetings issuing an 0.00 52.00 official report on epidemic surveillance and response (Number) Number of treatment, isolation & quarantine centers preparing 0.00 10.00 daily report (Number) Number of centers assessed monthly (using check list) 0.00 10.00 treatment, isolation & quarantine (Number) Establishment of monitoring and evaluation system for COVID-19 No Yes (Yes/No) Page 31"
},
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**IO Table SPACE**\n\n**UL Table SPACE**\n\n**Monitoring & Evaluation Plan: PDO Indicators**\n\n**Methodology for Data** **Responsibility for Data**\n**Indicator Name** **Definition/Description** **Frequency** **Datasource**\n**Collection** **Collection**\n\nNumber of designated laboratories with Number of existing COVID-19 functioning diagnostic laboratories with effective quarterly MOPH report routine data MOH equipment, test kits, and reagents per capacity for testing COVIDMOH guidelines 19\n\n**Methodology for Data**\n**Indicator Name** **Definition/Description** **Frequency** **Datasource**\n**Collection**\n\nNumber of existing laboratories with effective capacity for testing COVID19 quarterly MOPH report routine data MOH Percentage of targeted acute healthcare facilities with isolation capacity Number of suspected cases of COVID-19 cases reported and investigated based on national guidelines Number of laboratory confirmed cases of COVID-19 treated per approved protocol\n\n**ME PDO Table SPACE**\n\nNumber of available targeted acute healthcare facilities with isolation capacity for COVID-19 patients as a percentage of all the target acute healthcare facilities.\n\nNumber of suspected effectively cases tested Number of laboratory confirmed cases of COVID19 treated per approved protocol/ number of laboratory confirmed cases of COVID-19 weekly weekly weekly COVID-19 report COVID-19 report COVID-19 report routine data routine data routine data MOPH MOPH MOPH Page 32",
"datasets": [
{
"mention_name": {
"text": "Chad COVID-19 Strategic Preparedness and Response Project",
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"verdict": "invalid",
"verdict_reason": "The mention 'Chad COVID-19 Strategic Preparedness and Response Project' is a project title and appears as a layout artifact, not a structured data resource discussed in narrative prose.",
"corrected_name": "",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**IO Table SPACE**\n\n**UL Table SPACE**\n\n**Monitoring & Evaluation Plan: PDO Indicators**\n\n**Methodology for Data** **Responsibility for Data**\n**Indicator Name** **Definition/Description** **Frequency** **Datasource**\n**Collection** **Collection**\n\nNumber of designated laboratories with Number of existing COVID-19 functioning diagnostic laboratories with effective quarterly MOPH report routine data MOH equipment, test kits, and reagents per capacity for testing COVIDMOH guidelines 19\n\n**Methodology for Data**\n**Indicator Name** **Definition/Description** **Frequency** **Datasource**\n**Collection**\n\nNumber of existing laboratories with effective capacity for testing COVID19 quarterly MOPH report routine data MOH Percentage of targeted acute healthcare facilities with isolation capacity Number of suspected cases of COVID-19 cases reported and investigated based on national guidelines Number of laboratory confirmed cases of COVID-19 treated per approved protocol\n\n**ME PDO Table SPACE**\n\nNumber of available targeted acute healthcare facilities with isolation capacity for COVID-19 patients as a percentage of all the target acute healthcare facilities.\n\nNumber of suspected effectively cases tested Number of laboratory confirmed cases of COVID19 treated per approved protocol/ number of laboratory confirmed cases of COVID-19 weekly weekly weekly COVID-19 report COVID-19 report COVID-19 report routine data routine data routine data MOPH MOPH MOPH Page 32"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Monitoring & Evaluation Plan: Intermediate Results Indicators**\n\n**Methodology for Data**\n**Indicator Name** **Definition/Description** **Frequency** **Datasource**\n**Collection**\n\n**Responsibility for Data**\n**Collection**\n\nMOPH MOPH MOPH MOPH MOPH MOPH Page 33 once weekly weekly weekly weekly weekly\n\n1.1. Update of National COVID-19\nResponse Action Plan\n\n1.2 Percentage of healthcare workers\ntrained in surveillance and investigation\n\n1.2 Number of health workers trained on\ncase definition, management, infection prevention and control for COVID-19\n\n1.3 Percentage of healthcare facilities\nwith triage capacity\n\n1.3 Percentage of targeted health\nfacilities with isolation capacity\n\n1.4 Number of eligible households\nprovided with food and basic supplies within quarantined populations Updating of national action plan to respond to COVID19 Number of trained healthcare workers as a percentage of all the health care workers that could be trained Number of healthcare facilities with capacity to conduct triage as a percentge of all the health facilities.\n\nNumber of health facilities with isolation capacity as a percentage of all the targeted health facilities Number of households provided with food and basic supply while their members are in quarantine, isolation at health facilities and treatment centers.\n\nCOVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report routine data routine data routine data routine data routine data routine data Number of trained healthcare workers",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Monitoring & Evaluation Plan: Intermediate Results Indicators**\n\n**Methodology for Data**\n**Indicator Name** **Definition/Description** **Frequency** **Datasource**\n**Collection**\n\n**Responsibility for Data**\n**Collection**\n\nMOPH MOPH MOPH MOPH MOPH MOPH Page 33 once weekly weekly weekly weekly weekly\n\n1.1. Update of National COVID-19\nResponse Action Plan\n\n1.2 Percentage of healthcare workers\ntrained in surveillance and investigation\n\n1.2 Number of health workers trained on\ncase definition, management, infection prevention and control for COVID-19\n\n1.3 Percentage of healthcare facilities\nwith triage capacity\n\n1.3 Percentage of targeted health\nfacilities with isolation capacity\n\n1.4 Number of eligible households\nprovided with food and basic supplies within quarantined populations Updating of national action plan to respond to COVID19 Number of trained healthcare workers as a percentage of all the health care workers that could be trained Number of healthcare facilities with capacity to conduct triage as a percentge of all the health facilities.\n\nNumber of health facilities with isolation capacity as a percentage of all the targeted health facilities Number of households provided with food and basic supply while their members are in quarantine, isolation at health facilities and treatment centers.\n\nCOVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report routine data routine data routine data routine data routine data routine data Number of trained healthcare workers"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) Number of communication campaigns about COVID-19 broadcast to communities National COVID-19 risk communication and community engagement strategy established Number of technical crisis coordination meetings issuing an official report on epidemic surveillance and response Number of treatment, isolation & quarantine centers preparing daily report Number of centers assessed monthly (using check list) treatment, isolation & quarantine Establishment of monitoring and evaluation system for COVID-19\n\n**ME IO Table SPACE**\n\n~~.~~ Number of awareness communications campaigns conducted COVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report routine data routine data routine data routine data routine data routine data MOPH MOPH MOPH MOPH MOPH MOPH Establishment of a risk communication and engagement strategy in Chad Number of meetings conducted/official reports issued by the emergency crisis committee Number of centers preparing daily reports Number of centers assessed monthly Establishment of a COVID19 M&E system weekly once weekly weekly monthly once Page 34",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894) Number of communication campaigns about COVID-19 broadcast to communities National COVID-19 risk communication and community engagement strategy established Number of technical crisis coordination meetings issuing an official report on epidemic surveillance and response Number of treatment, isolation & quarantine centers preparing daily report Number of centers assessed monthly (using check list) treatment, isolation & quarantine Establishment of monitoring and evaluation system for COVID-19\n\n**ME IO Table SPACE**\n\n~~.~~ Number of awareness communications campaigns conducted COVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report COVID-19 report routine data routine data routine data routine data routine data routine data MOPH MOPH MOPH MOPH MOPH MOPH Establishment of a risk communication and engagement strategy in Chad Number of meetings conducted/official reports issued by the emergency crisis committee Number of centers preparing daily reports Number of centers assessed monthly Establishment of a COVID19 M&E system weekly once weekly weekly monthly once Page 34"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**ANNEX 1: Project Costs**\n\n**COUNTRY: Chad**\n**Chad COVID-19 Strategic Preparedness and Response Project**\n\n**COSTS AND FINANCING OF THE COUNTRY PROJECT**\n\n**Project**\n**Program Components**\n\n**Cost**\n\n**IDA**\n**Financing**\n\n**Trust**\n**Funds**\n\n**Counterpart**\n\n**Funding**\n\nEmergency COVID-19 preparedness and response 13.45 13.45 Increase access to health care services 2.50 2.50 Implementation management, monitoring and evaluation\n1.00 1.00 - and coordination\n\n**Total Costs** 16.95 16.95 -\n\nTotal Costs 16.95 Front End Fees\n\n**Total Financing Required** **16.95**\n\nPage 35",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**ANNEX 1: Project Costs**\n\n**COUNTRY: Chad**\n**Chad COVID-19 Strategic Preparedness and Response Project**\n\n**COSTS AND FINANCING OF THE COUNTRY PROJECT**\n\n**Project**\n**Program Components**\n\n**Cost**\n\n**IDA**\n**Financing**\n\n**Trust**\n**Funds**\n\n**Counterpart**\n\n**Funding**\n\nEmergency COVID-19 preparedness and response 13.45 13.45 Increase access to health care services 2.50 2.50 Implementation management, monitoring and evaluation\n1.00 1.00 - and coordination\n\n**Total Costs** 16.95 16.95 -\n\nTotal Costs 16.95 Front End Fees\n\n**Total Financing Required** **16.95**\n\nPage 35"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**ANNEX 2: Implementation Arrangements and Support Plan**\n\n**COUNTRY: Chad**\n**Chad COVID-19 Strategic Preparedness and Response Project**\n\n1. The project will require support throughout project implementation, but it is anticipated that more\nintense support will be needed at two points of project implementation; during the first 12 months (from approval to effectiveness and through early implementation) and at mid-term review (MTR). A broad range of skills is required for the World Bank to effectively support project implementation. The implementation support team will include specialists in administrative and FM, procurement; public health (including disease surveillance, and laboratory specialists); safeguards, management; social mobilization/advocacy, training, M&E, and operations.\nThe procurement specialist will carry out annual _ex-post_ review of procurement that falls below prior review thresholds and will have separate focused missions depending on the procurement needs that arise. There will also be training in the use of the STEP and the new World Bank Procurement Framework. The FM specialist will review all FM reports and audits and take necessary follow-up actions according to World Bank procedures. World Bank team members will also identify capacity building needs to ensure successful project implementation. With only a limited allocation of budget to the project expected in 2020, implementation support in the first year of the project will focus on creating project implementation momentum through institutional capacity strengthening and TA.\n\n2. The World Bank team will undertake implementation support missions (supervision missions) related to the timely coordination of the pandemic response. A MTR will be organized by the World Bank to take stock of project implementation and to identify corrective actions or adjustments as necessary. At project end, the World Bank team will prepare an Implementation Completion and Results Report (ICR) that summarizes achievements made under the project. Alternative and adaptive ways to supervise the project will be considered to take into account the potential travel restrictions occasioned by the ongoing COVID-19 pandemic. These include, among other, the use of GEMS.\n\n3. Development partners are expected to provide TA, and procurement operational support, to strengthen the implementation of select project activities, in line with their respective mandates. The WHO, with its incountry expertise across a wide range of relevant topics (including non-communicable diseases management, various communicable diseases, information systems, and health systems) will continue to be an important technical partner. UNICEF and UNOPS will have both a technical and an operational role with respect to the procurement. The World Bank team will coordinate its implementation support with these partners to get the most value-for-money, avoid duplication, and exploit synergies.\n\n4. Generally, progress monitoring will focus on: (i) key performance indicators, as identified in the Results Framework; (ii) progress of implementation of the project components; (iii) progress in relation to implementation and procurement plans; (iv) whether estimated project costs are sufficient to cover planned activities and whether reallocation of credit funds is required; (v) compliance with World Bank FM and disbursement provisions; and (vi) compliance with environmental and social safeguards.\n\nPage 36",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**ANNEX 2: Implementation Arrangements and Support Plan**\n\n**COUNTRY: Chad**\n**Chad COVID-19 Strategic Preparedness and Response Project**\n\n1. The project will require support throughout project implementation, but it is anticipated that more\nintense support will be needed at two points of project implementation; during the first 12 months (from approval to effectiveness and through early implementation) and at mid-term review (MTR). A broad range of skills is required for the World Bank to effectively support project implementation. The implementation support team will include specialists in administrative and FM, procurement; public health (including disease surveillance, and laboratory specialists); safeguards, management; social mobilization/advocacy, training, M&E, and operations.\nThe procurement specialist will carry out annual _ex-post_ review of procurement that falls below prior review thresholds and will have separate focused missions depending on the procurement needs that arise. There will also be training in the use of the STEP and the new World Bank Procurement Framework. The FM specialist will review all FM reports and audits and take necessary follow-up actions according to World Bank procedures. World Bank team members will also identify capacity building needs to ensure successful project implementation. With only a limited allocation of budget to the project expected in 2020, implementation support in the first year of the project will focus on creating project implementation momentum through institutional capacity strengthening and TA.\n\n2. The World Bank team will undertake implementation support missions (supervision missions) related to the timely coordination of the pandemic response. A MTR will be organized by the World Bank to take stock of project implementation and to identify corrective actions or adjustments as necessary. At project end, the World Bank team will prepare an Implementation Completion and Results Report (ICR) that summarizes achievements made under the project. Alternative and adaptive ways to supervise the project will be considered to take into account the potential travel restrictions occasioned by the ongoing COVID-19 pandemic. These include, among other, the use of GEMS.\n\n3. Development partners are expected to provide TA, and procurement operational support, to strengthen the implementation of select project activities, in line with their respective mandates. The WHO, with its incountry expertise across a wide range of relevant topics (including non-communicable diseases management, various communicable diseases, information systems, and health systems) will continue to be an important technical partner. UNICEF and UNOPS will have both a technical and an operational role with respect to the procurement. The World Bank team will coordinate its implementation support with these partners to get the most value-for-money, avoid duplication, and exploit synergies.\n\n4. Generally, progress monitoring will focus on: (i) key performance indicators, as identified in the Results Framework; (ii) progress of implementation of the project components; (iii) progress in relation to implementation and procurement plans; (iv) whether estimated project costs are sufficient to cover planned activities and whether reallocation of credit funds is required; (v) compliance with World Bank FM and disbursement provisions; and (vi) compliance with environmental and social safeguards.\n\nPage 36"
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"input_text": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Table 2.1. Skills Needed**\n\n**Timeline** **Focus** **Skills Needed** **Resource Estimate**\n0-24 months Implementation monitoring, Project management, Two formal implementation operational and TA to support operational, technical (incl. support missions; just-in-time implementation M&E), fiduciary, environment, TA Two formal implementation support missions; just-in-time TA 0–12 months Creating project implementation momentum through institutional capacity strengthening, preparation for first procurement packages and TA for implementation.\n\nProject management, operational, technical (incl.\nM&E), fiduciary, environment, social Project management, operational, technical (including M&E), fiduciary, environment, and social Project management, operational, technical (including M&E), fiduciary, environment, and social Project management, operational, technical (including M&E), fiduciary, environment, social 12–24 months Continued institutional capacity enhancement, implementation monitoring, operational and TA to support implementation At minimum, two formal implementation support missions. All relevant sights to be visited at least once. Just-intime TA.\n\nTwo formal implementation support missions; just-in-time TA Comprehensive MTR mission MTR MTR and identification of midcourse adjustments Completion phase ICR and final payments Project management, fiduciary ICR mission Page 37",
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"input_text_preprocessed": "**The World Bank**\nChad COVID-19 Strategic Preparedness and Response Project (P173894)\n\n**Table 2.1. Skills Needed**\n\n**Timeline** **Focus** **Skills Needed** **Resource Estimate**\n0-24 months Implementation monitoring, Project management, Two formal implementation operational and TA to support operational, technical (incl. support missions; just-in-time implementation M&E), fiduciary, environment, TA Two formal implementation support missions; just-in-time TA 0–12 months Creating project implementation momentum through institutional capacity strengthening, preparation for first procurement packages and TA for implementation.\n\nProject management, operational, technical (incl.\nM&E), fiduciary, environment, social Project management, operational, technical (including M&E), fiduciary, environment, and social Project management, operational, technical (including M&E), fiduciary, environment, and social Project management, operational, technical (including M&E), fiduciary, environment, social 12–24 months Continued institutional capacity enhancement, implementation monitoring, operational and TA to support implementation At minimum, two formal implementation support missions. All relevant sights to be visited at least once. Just-intime TA.\n\nTwo formal implementation support missions; just-in-time TA Comprehensive MTR mission MTR MTR and identification of midcourse adjustments Completion phase ICR and final payments Project management, fiduciary ICR mission Page 37"
}
] |