DATA SHEET TEMPLATE FOR

PROJECT PAPER

Country: Vietnam Sector Director: Emmanuel Y. Jimenez

Borrower: Socialist Republic o f Vietnam Responsible agency: Ministry o f Health Revised estimated disbursements (Bank FY/US$m)

Annual 10.6 1 3.00 24.00 11.08

- - - I FY 03-08 2008 1 2009 2010

Cumulative 1 h- 10.61 37.61 48.69 - Current closing date: March 3 1 , 2008 - Revised closing date: September 30,2009 Indicate if the restructuring is:

Board approved X RVP approved -

Does the restructured project require any exceptions to Bank policies? Have these been approved by Bank management? I s approval for any policy exception sought from the Board?

Revised project development obj ective/outcomes Not applicable

- Yes x N o xYes -No - Yes x N o

Does the restructured project trigger any new safeguard policies? If so, click here to indicate which one(s). N o

Revised Financing Plan (US$)

IBRD/IDA Others

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Socialist Republic of Vietnam Restructuring of Regional Blood Transfusion Centers Project

Introduction

1. Through this Project Paper, the Task Team seeks the approval o f the Executive Directors for a restructuring o f the Regional Blood Transfusion Centers Project (Project ID P073305) funded by a credit extended by the Association to the Socialist Republic o f Vietnam (Credit No. 363 1-VN). The restructuring consists o f the following:

Cancellation o f the construction o f a new Regional Blood Transfbsion Center (Rl3TC) in H o Chi Minh City (HCMC) and some related equipment. Reallocation o f funds to increase the credit amounts allocated to the sub- components related to the establishment and operation o f the 3 remaining RBTCs in Hanoi, Hue and Can Tho, the costs o f which have escalated since projections were made at appraisal. Extension o f the project closing date by 18 months to enable the construction of the three RBTCs to be completed effectively, the equipment procured, installed and tested. Formally recording revisions o f the performance monitoring indicators and output targets introduced at the Midterm Review.

2. The Development Credit Agreement wil l be amended to reflect the restructuring.

3, The proposed modifications are consistent with the Project Development Objective (PDO) to secure the health benefits o f safe blood transfusion for the population served by hospitals covered by the RBTCs; and the proposed closing date extension will provide the needed conditions to meet the PDO.

Background and Reasons for Restructuring

4. The Credit o f SDR 38.20 (US$38.20 mi l l ion equivalent) was approved by the Board o f Executive Directors o n April 16, 2002 and became effective on September 20, 2002. The PDO i s to secure the health benefits o f safe blood transfbsions for the population served by hospitals covered by regional blood transfusion centers.

5. Project Original Description - The project has five components - four o f the components focus on the development o f regional centers and a fifth focuses on national support and capacity building efforts. More specifically, the components are: (i) development o f the Hanoi Regional Blood Transfusion Center (RBTC); (ii) development o f the Hue RBTC; (iii) development o f the H o Chi Minh City RBTC; (iv) development of the Can Tho RBTC; and (v) National Support and Capacity Building for the RBTCs by the National Institute o f Hematology and Blood Transfbsion. Each o f the first four components include sub-components covering: (i) voluntary donations recruitment program; ( i i ) blood bank operations program; (iii) effective clinical use o f blood program; (iv) quality management program; (v) RBTC staff development program; and (vi) facility and logistics management program.

6. Government Strategy - The Project i s an integral part o f the Government’s Ten Year National Program to support safe blood in Vietnam. The National Program aims at: (i) developing the legislation to regulate blood transfusions in the country; (ii) establishing national standards for al l blood centers to comply with international standards; and (iii) establishing a national b lood transfusion committee to regulate the sub-sector. The Project i s also closely associated with a Technical Assistance Program for safe blood that i s funded by the Government o f Luxembourg and i s executed by WHO. The IDA-financed Project and the Luxembourg-supported project collaborate closely in the areas o f staff training, capacity building, and development o f an I T system for blood stock management.

7. Past Performance and Implementation Issues - The Project has experienced many difficulties wi th finalizing the sites, obtaining land permits, resettlement, unclear regulations for blood bank technical specifications and cost estimates, procurement o f c iv i l works through International Competitive Bidding (ICB). At the time o f the Mid Term Review (MTR) in October 2005, bidding document for construction o f the centers and provision o f equipment which represent 75% o f the Credit amount, were s t i l l under preparation, and only 9% o f the IDA proceeds had been disbursed. The Task team discussed with the counterpart on more than one occasions the option o f cancelling the operation if implementation would not improve and downgraded the Project performance to Unsatisfactory. However, the issues were technically complex and GOV requested one last chance in 2006 to turn this operation around. An Action Plan to improve i t s performance was agreed upon and implementation o f the Action Plan was monitored closely through intensive supervision and monthly video conferences. As a result, Project implementation began to improve and the rating was upgraded to Moderately Satisfactory in 2007. However, there was a growing concern that with the increasing costs o f c iv i l works and price o f medical equipment which were found to be underestimated it would be difficult to complete the construction and equipping all four RBTC sites as planned with the existing project allocation.

8. Current Implementation Status - Three o f the four regional centers are under construction. The Bank team and the M O H management made frequent visits to selected sites over the last year since the construction o f the RBTC foundations started. The missions have reported on the adequate progress on completion o f works as well as the good quality o f construction. The Hanoi RBTC main building including 50% o f the engineering works are completed. The supplementary works will start in March. The Can Tho RBTC main building i s 60% completed and the engineering works i s 30% completed. The Hue RBTC main building i s 60% completed and the engineering works i s 20% completed. One third o f the payments to contractors have been made according to the works completed. The rest o f $11 mi l l ion i s expected to be disbursed by September 2008. There are four packages o f blood bank equipment through I C B procedures. The first package bid evaluation was completed in December 2007, and contract awards are expected in March 2008. The bidding documents for the rest o f the packages are under review by the government and the Bank. Bidding i s expected in May and August 2008. Delivery and installation o f the equipment are scheduled immediately after the RBTC buildings are constructed and inspected in August 2008. Draft bidding documents for blood bank furniture and office equipment are prepared, and procurement will be coincided with the construction completion schedules. Training for the

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new RBTC managers, physicians, technicians, quality control staff, laboratory supervisor, blood collection, transport, and distribution managers will start in April 2008. More importantly, the Project has progressed very well in terms o f voluntary donations and blood collection which are the Key Performance Indicators under the Project (Table 1).

Table 1. Percentage of Blood Collected from Voluntary Donors (End of Project Target: 70%)

And Quantity of Blood Collection

9. Disbursement Issue, Revised Projection and Procurement Plan - There is, however, a lag in disbursement, mainly due to the earlier delays in construction design, and civ i l works and equipment procurement, the costs o f which account for 75% o f total Credit. As o f December 17, 2007, US$11.3 1 mi l l ion or 23% o f the original US$ equivalent amount had been disbursed. Because o f the devaluation o f the U S dollar vis-a-vis other hard currencies in the SDR basket, the Credit amount in U S Dollar i s currently about 22% higher than the amount at approval. A new Disbursement Projection (Annex 1I) i s made in light o f the revised program and a Procurement Plan (Annex 111) covering the 18 months extension i s agreed with the Project Management Unit. Based on the findings o f the last supervision mission in November 2007, the Disbursement Projection i s achievable. The Credit would be h l l y committed by September 30, 2009, and disbursed within the grace period, if the 18 month extension requested by the Borrower i s approved. The parallel Technical Assistance Project funded by the Government o f Luxembourg has been extended to December 2009 and will continue to support the program financed by the Credit.

10. The Issue with HCMC Regional Blood Center - Despite significant improvements in the implementation o f the three other regional centers, difficulties wi th the one in Cho Ray Hospital in H C M C remain. Three years after the project became effective, MOH s t i l l could not identify and finalize decision on the site for the proposed new RBTC building at Cho Ray Hospital. The site location changed four times over three years, in part because the soaring land prices in H C M C had made it difficult for MOH to meet the resettlement costs. In mid 2006, MOH proposed to renovate an existing hospital building and convert i t to a blood center. However, by then there were only 23 months until the Project closing date, and thus insufficient time to start a complex I C B procurement and implementation o f the civ i l works. The Association proposed to cancel the Project sub-component related to the construction o f the H C M C RBTC if bidding for the civ i l works could not start by October 2006. In fact,

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bidding for the c iv i l works never took place, because the government agencies could not reach an agreement on the cost estimates. While M O H was dealing with these issues, the H C M C Hematology Hospital under the city government built a new blood transfusion center with a capacity o f 200,000 units o f blood per year - which i s 50,000 units above the current demand in HCMC. Hence the Project and MOH had to deal wi th this reality o f a new blood center functioning in close proximity to the one proposed under the Project.

11. Cancellation of the HCMC RBTC Construction - In consultation w i th MOH, the international blood bank experts, and the WHO Technical Advisor in Hanoi, the Association proposed, in March 2007, a restructuring o f the sub-component involving the H C M C RBTC by canceling its construction on the grounds o f duplication, MOH agreed to this proposal and the Government has delegated the approval authority to MOH. The cancellation i s not expected to affect the provision o f safe blood for the population covered by th is RBTC, because the existing blood bank in Cho Ray Hospital in H C M C will continue to collect and provide blood to the hospitals in the five provinces it serves. However, Cho Ray will not function as a hub for sophisticated blood testing as originally envisioned. This function will, instead, be taken over by the new blood transfusion center at the H C M C Hematology Hospital which has been built in the interim with funding from the H C M C People’s Committee. The Hematology Hospital Blood Center or Ci ty Blood Center i s designed to meet international standards and i s expected to be completed in early 2008. It has a larger capacity than that planned under the Project and will be very wel l equipped, thus serving as a hub for more sophisticated blood testing.

12. Proposed Changes - The PDO will remain unchanged under the restructuring - to secure the health benefits o f safe blood transfusions for the population served by hospitals covered by the RBTCs. Specifically, the Project will continue to aim at meeting the increasing demand for safe blood transfusions through funding the construction and equipment o f RBTCs, to provide reliable blood services for the Project- covered areas and serve as models for future blood centers across the country. However, instead o f financing construction o f four RBTCs as envisaged at appraisal, i t would finance the construction and equipment o f three RBTCs. As stated above the recently built Blood Transfusion Center at the H C M C Hematology Hospital, together with the Cho Ray Hospital Blood Bank will provide blood services for H C M C as wel l as the neighboring provinces. Therefore the cancellation o f the construction o f H C M C RBTC will not adversely affect the supply o f the blood transfusion services and blood products to the intended beneficiary population. This will also prevent possible duplication with the efforts that the local government i s putting in place.

13. There was a growing concern during project implementation that due to the appreciation o f the cost o f c iv i l works and especially the price o f medical equipment (which was underestimated at project appraisal) the project would face difficulty in ensuring the completion o f all RBTCs sites as planned. Therefore, most o f the savings from the proposed cancellation will be reallocated to the remaining three RBTCs.

14. The proposed restructuring would also (i) increase the financing for the voluntary blood donations recruitment program to ensure that the Project can meet its development

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objectives, and (ii) provide additional training to include blood bank staff and doctors from blood centers and hospitals which were not originally included in the Project. The proposed restructuring would also help to facilitate early integration o f blood centers into the national blood transfusion network to meet the goals o f the Ten-Year National Program. Finally, as part o f the restructuring, the changes to the Key Performance Indicators and the changes on the blood collection (output targets) o f each RBTC, which were revised at M T R (see Annex I), will be formally recorded. These output targets were decided prior to negotiations, but not reflected accordingly in the Project Appraisal Document (PAD). In sum, while the scope o f the Project would be somewhat reduced in the area o f construction, i t s objectives wil l continue to be met.

15. Institutional Arrangements - The Project will continue to be executed by MOH, with participation o f the National Inst i tute o f Hematology and Blood Transfusion (NMBT) as the implementing agency for the national-level and Hanoi-region activities; the RBTC based at Hue central Hospital as the implementing agency for the Hue-region activities; and the RBTC based at Can Tho as the implementing agency for the Can Tho-region activities. The Project Management Unit (PMU) in the NIHBT will continue to be responsible for overall project implementation, financial management, procurement o f equipment through ICBs, and coordination o f monitoring and evaluation activities. The Regional Project Management Units (RPMUs) wil l continue to be responsible for management o f construction, local training, hiring o f local consultants, procurement through NCBs, financial management under their respective RBTC component.

16. Extension of the Closing Date and Reallocation of the Credit - As noted earlier, i t i s proposed that the restructuring be accompanied by an extension o f the closing date and reallocations o f funds. An 18 months extension i s proposed to allow the effective completion o f RBTC construction, and procurement, installation and testing o f equipment by September 2009. The reallocation (Table 2) i s mainly to cover the increased cost o f equipment (the estimates at appraisal were too low), and decrease operating cost which were meant to finance recurrent costs o f the RBTCs (blood bags, reagents). The recurrent costs o f the blood centers have been financed through the Government budget starting from the second year o f implementation. There is also a decrease for consulting services and training because the Government received a grant o f $4 mi l l ion from Luxembourg Government to supplement the Bank financing. The unallocated amount i s meant to cover the potential price increases for procurement o f blood bank and lab equipment, as well as the cost o f additional training for blood bank staff in provinces which may decide to use the service o f the new RBTCs starting from 2009. The following table presents a summary o f current and proposed allocations.

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Table 2. Summary Proposed Reallocation (SDR million)

Category Consolidated Proposed allocation Allocation as per DCA

YO of expenditures to be financed

- (1) C iv i l Works (2) Goods

(3) Consultants’ Services (4) Training (5) Incremental Operating costs (6) Unallocated

TOT&

Analysis

6.04 6.363 90% 10.37 16.607 100% o f foreign expenditures,

100% o f local expenditures (ex-factory cost), 90% o f local expenditure for other items procured locally

1.22 0.702 100% 3.01 2.336 100% 7.97 1.712 50% through December 2007

and 80% thereafter 2.19 3.08

30.80 30.80

17. At appraisal i t was determined that benefits o f large up-front investments to improve blood safety would be maximized by expanding output in only those blood centers with the greatest potential o f producing and utilizing the highest volume o f safe blood services. Thus, the Project was designed to expand output in four strategically located blood banks with the highest current output and the greatest existing technical capacity. To fully utilize the increased output o f these selected blood banks, however, i t was necessary to distribute their safe blood output beyond their respective base hospitals, hence the need for them to operate as regional blood transfusion centers. These assumptions are maintained.

18. Financial - From a financial perspective, the Project was designed to finance a five- year slice o f the total operations o f four regional blood centers. Prior to the Project, the Government operated blood banks in the four Project sites. However, the technical quality and quantity o f outputs o f these blood centers were low relative to the levels required for meeting the Project’s objectives. Through Project implementation, all blood centers are to be upgraded to reach much higher standards o f blood safety, The financial costs at the time o f appraisal were to cover both the investment and recurrent costs o f the RBTCs operating at their expected levels o f output for the duration o f the Project. However, after the MTR, the Government decided not to use the Credit for financing recurrent costs o f the RBTCs (blood bags, reagents, etc), because o f the concerns on the shortage o f funds for construction and equipment. Instead, the recurrent costs o f the blood centers have been financed through the government budget. The Credit funds still cover part o f the incremental operating cost o f the PMU and R P M U s , as well as the costs for voluntary donation recruitment program.

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19. Social - A social analysis o f the system o f blood services prior to the Project was undertaken to understand how the prevailing situation might affect attainment o f the Project objectives. Individual hospitals depended on their respective blood banks to screen and draw blood from paid donors with the collected blood packs transfused to patients for a fee. The system was sustainable by the convergence o f interests among various stakeholders: (i) blood donors who received payment for their donations, (ii) the clinicians whose orders for blood transfusions were satisfactorily met, (iii) the patients who received and paid for these transfusions, and (iv) the hospital that operated the blood bank as a revenue generating part o f i t s services. The social analysis indicated that: (i) the commitment o f the different stakeholder groups to the prevailing system was relatively weak as paid blood donors did not depend on blood donations as their primary source o f income, (ii) clinicians were becoming more concerned about the continued availability o f safe blood in the immediate and medium- term, (iii) patients incurred heavy financial burdens due to hospitalization and considered payments for blood as part o f that burden, (iv) hospitals faced many competing demands for investments in facilities and regarded the investment needs o f blood services as yet another contender for l imited resources. Although it took a long time for the Government to accept the benefits o f changing i t s policy from paying blood donors to promoting a volunteer system o f donations, the findings o f the social analysis in fact proved to be right. New stakeholders were able to be mobilized to support the restructuring o f the blood services and hospital management and clinicians increasingly recognized the need for increased levels of blood safety, including the urgency of shifting to voluntary unpaid donations as the main source o f blood. Availability o f external assistance to meet the investment needs for attaining higher levels o f blood safety certainly generated support f rom health service providers. Through systematic efforts by the Project, a growing community o f healthy voluntary donors has been mobilized by the new blood services as the primary stakeholders o f the new system. The source o f stakeholder support for blood services has shifted from mostly participants in a commercial system to people involved in acts of sustained social solidarity.

20. Environmental - The environmental category at appraisal i s C and will not change with the restructuring. However, the Project includes financing for hospital waste management measures to eliminate the worst environmental risks associated with Project activities and the incremental recurrent costs required for continued implementation o f these waste management measures. Project supervision has included an Environmental Specialist, who has methodically reviewed progress in dealing with environmental issues and has provided detailed recommendations on ways to improve the environmental aspects. The Project does not involve any exceptions to Bank policies.

Expected Outcomes

21. As discussed in this Project Paper, the proposed changes will not affect the PDO. Key Performance Indicators under the Project are taken seriously by M O H and NIHBT, and are regularly monitored, evaluated, and reported as part o f the regular Project reporting. A t Mid Term Review (MTR), some outcomes indicators were deemed inadequate for measuring specific contribution o f the project activities in changing blood transfusion services in the country. The indicators were more ‘institution-specific’ and related to the quality o f care as opposed to the effectiveness o f the project supported operations. Therefore most o f the

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outcome indicators were dropped and replaced w i th new, more valid and project-specific outcome indicators, without jeopardizing the ability o f the project management team to monitor the attainment o f the project development objectives. The outcome indicators did not have quantitative targets initially; therefore no changes in the targets were proposed by MTR. The changes are mostly in terms redefining the content o f the indicator (see Annex 1).

22. Output indicators measuring the performance o f specific components definitions were kept as initially proposed, but the target values related to the quantity o f blood collected were revised. During the MTR, the initial blood collection targets were deemed overly ambitious and were changed. The revised performance indicators reflect the recommendations of experts and the MoH’s approved targets (see Annex 1).

23. Since the MTR, the revised indicators, as summarized in Annex 1, have been used for monitoring the project performance and achievement o f the development objectives. This Project Paper formally puts on record the changes introduced during the MTR.

Benefits and Risks

24. The Project is aiming at meeting the increasing demand for safe blood transfhions to provide efficient and’ reliable blood services to hospitals located within the geographic area. I t i s seeking to remove, as far as possible, uncertainties and lack o f confidence in the safety and clinical effectiveness o f blood transfusions among patients as well as health service providers. By focusing public investments and recurrent support o n a few regional blood centers serving as many hospitals as possible, the Project wil l demonstrate an efficient approach for using limited public funds to maximize benefits in terms o f blood safety. In addition, the Project wil l have laid the foundations for cushioning the financial burdens of private costs o f blood transfusions to individual patients by: (i) demonstrating a viable alternative for producing blood services in several regions o f the country at the lowest unit costs while meeting international standards o f good manufacturing practice, and (ii) developing policies for sustained domestic financing o f the centers providing these services at these costs.

25. Fulfilling the Project’s Development Objective i s particularly important because it aims to secure the health benefits o f safe blood transfusion for the Vietnamese people. The new RBTCs are designed to serve as models for future blood centers in the country. Fourteen regional centers across the country are planned to be completed as part o f the Government’s 1 0-year Program.

26. The risks identified at appraisal have been examined as part o f the restructuring. While the measures to mitigate r isks agreed at the time o f appraisal have worked wel l during Project implementation, the PAD was short in identifying additional r isks which have plagued Project implementation; these are: (i) complexities with land acquisition and resettlement, (ii) weak institutional capacity at central and provincial levels, (iii) national construction standards wel l below international standards required for blood banks, (iv) importance o f adhering to environmental considerations, including hospital waste

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management, and (v) discrepancy between the national procurement law and Bank procurement guidelines. To mitigate these risks, Project supervision has been intense to help resolve bottlenecks. The s k i l l mix for Project supervision has ensured that the Association was able to provide guidance in all aspects o f Project implementation in a timely manner. Under the restructured project, the Task Team also plans to hire a blood bank equipment expert, in addition to the WHO technical advisor, in reviewing blood bank equipment technical specifications, and bid evaluation reports.

March 6,2008

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Development Objective

I

Annex I: Project Indicators VIETNAM: Regional Blood Transfusion Centers Project

Table 1: De Outcome/Impact Indicators (Original)

T o secure health benefits or safe blood transhsions for the population covered hospitals served by Regional Blood Transfusion Centers (RBTCs)

% o f required hospital blood stock met by RBTC increased

% o f quantity o f b lood products required for care o f hemophiliac increase

dopment objec Status D =dropped R =revised NC= no change N =new indic. D & R

D & R

ves and outcome in1 Revised >utcome/impact [ndicators

Quantity o f blood :ollection f rom voluntary donors increased md paid donors decreased

% Blood and blood components used in each hospitals covered by RBTC, which was supplied by R B T C

cators Comments

[ndicator was revised in order to capture the :xtent to which the project :ontributes to the increased supply o f safe blood as opposed to just increased blood

According to international expert consensus voluntary unpaid donations are key precondition for blood safety.

The init ial indicator was too narrowly focused on a single disease. Therefore it was dropped and replaced by more general and inclusive indicator that measures the balance between the demand and supply o f b lood products in the hospitals covered by the project.

mpply.

Date Collection Strategy

Quarterly reports f rom each RPMU to P M U

Six month reports f rom P M U t o W B based on report f rom each hospital

Quarterly reports f rom each RPMU to PMU

S i x month, reports f rom PMU to wJ3 based o n report from each hospital

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3% o f blood transfusions with adverse clinical consequences decreased

N

% o f blood- transmissable infections transmitted through transfusions decreased

Training for doctors and nurses in hospitals and staffs in RBTCs increased

Dropped because this indicator i s a measure o f quality o f care in the hospital and doesn’t adequately capture the effectiveness o f Blood Bank operations.

An additional output indicator was added to measure the capacity building efforts.

Quarterly reports from each RPMU to P M U

Six month reports from P M U t o W B based on report from each hospital

Quarterly reports from each RPMU to P M U

Six month reports from P M U t o W B based on report from each hospital Six month reports from P M U to WB based on report from each hospital

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Annex I: Project Indicators VIETNAM: Regional Blood Transfusion Centers Project

Output from each component Status Revised Targets output R =revised targets NC = no change

Comments

(a) Collects 100.000 units o f blood per year, 70% o f which come from voluntary donors

(a) collects 60,000 units o f blood per year, 70% o f which come f rom voluntary donors

(b) Tests, processes, stores and distributes whole blood and some blood components according to international standard o f good manufacturing practice (c) Meets the clinical needs for blood o f 70 hospitals in a 5 province region with a population o f 8 mi l l ion

Collects 50.000 uni ts o f blood per year, 70% of which come f rom voluntary donors

per year, 70% o f which come f rom voluntary donors

(b) Tests, processes, stores and distributes whole b lood and some blood components according to international standard o f good manufacturing practice (c) Meets the clinical needs for blood o f 40 hospitals in a 5-

Targets decided at the appraisal were unrealistic and were adjusted at the MTR to al ign them with the government decision on the targets related to the same outputs (Decision number 5 7/QD-TTg)

NC

NC

(a) Collects 100.000 un i t s o f b lood per year, 70% o f which come f rom voluntary donors

R Collects 70,000 uni ts o f blood per year, 70% o f which come f rom voluntary donors

province region-with a population o f 5 mi l l ion

distributes-whole blood and some blood components according to international standard o f good manufacturing practice

.

(b) Tests, processes, stores and I N C

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(c) Meets the clinical needs for blood o f 35 hospitals in a 6- province region with a population o f 10 mill ion

4. To establish by 2006 a regional (a) Collects 60.000 uni ts o f blood per year, 70% o f which come from voluntary donors

N C

(b) Tests, processes, stores and distributes whole blood and some blood components according to international standard o f good manufacturing practice

R

(c) Meets the clinical needs for blood o f 35 hospitals in a 5- province region with a

Collects 50.000 uni ts o f blood per year, 70% o f which come from voluntary donors

population o f 7 million 5. To establish b y 2006 essential r

I

N C

I I

:ional standards for blood transfusion services (including policies on financing the operations o f regional blood transfusion centers) and the core technical capabilities at other future additional RBTCs

Status: NC

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Annex 11: Disbursement Projections VIETNAM: Regional Blood Transfusion Centers Project

Table 1 I Formally 1

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Annex 11: Disbursement Projections VIETNAM: Regional Blood Transfusion Centers Project

Table 2

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Annex I11 Procurement Plan Through September 30,2009 VIETNAM: Regional Blood Transfusion Centers Project

Procurement packages with methods and time schedule:

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Packages description

Project Manager (Supervision) for the construction o f the main building o f Hanoi RBTC Project Manager (Supervision) for the construction o f the main building o f Hue RBTC Project Manager (Supervision) for the construction o f the Can Tho RBTC International Procurement Adviser International Procurement Adviser National Advisers

National Advisers Inspection o f Goods Evaluation o f Effectiveness o f the Project

cs

cs

cs

cs

cs

cs

cs cs cs

- No. o f I Estimated cost

-

1 103,125

1 75,000

1 120,000

1 60,000

11 158,400

25 360,000 1 100,000 1 45,000

Procurement method

Individual

Individual

Individual

Individual

Individual

Individual

Individual QCBS sss

Review by the Bank

Prior review

Prior review

Prior review

Prior review

Prior review

Post review

Post review Prior reivew Prior review

Jul. 31,2008 On-going

Jul. 31,2008 On-going

Jul. 31,2008 On-going

Dec. 3 1,2008 Proposal

Around end o f On-going

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