document of the world bank report no:...
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Document of
The World Bank
FOR OFFICIAL USE ONLY
Report No: 69121-TN
PROJECT APPRAISAL DOCUMENT
ON A
PROPOSED GRANT FROM THE
GLOBAL ENVIRONMENT FACILITY
IN THE AMOUNT OF US$5.5 MILLION
TO THE
REPUBLIC OF TUNISIA
FOR A
DEMONSTRATING AND PROMOTING BEST TECHNIQUES AND PRACTICES
FOR MANAGING HEALTHCARE WASTE AND POLYCHLORINATED BIPHENYLS
(PCBS) PROJECT
July 5, 2012
Sustainable Development Department
Middle East and North Africa Region
This document has a restricted distribution and may be used by recipients only in the
performance of their official duties. Its contents may not otherwise be disclosed without World
Bank authorization.
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CURRENCY EQUIVALENTS
(Exchange Rate Effective June, 28, 2012)
Currency Unit = USD
1 USD = 1.5680 TD 1 TD = 0.638 USD
FISCAL YEAR
January 1, 2012 – December 31, 2012
ABBREVIATIONS AND ACRONYMS ANGed National Agency for Waste Management (Agence Nationale de la Gestion des
Déchets) ANPE National Environmental Protection Agency (Agence Nationale de Protection de
l’Environnement) APET
Analysis of Environmental Performance in Tunisia (Analyse de la Performance
Environnementale en Tunisie)
BAT Best available technology CAS Country Assistance Strategy CITET Tunis International Center for Environmental Technology (Centre International
des Technologies de l’Environnement de Tunis) CPG Gafsa Phosphate Company (Compagnie de Phosphate de Gafsa) CPS DAF
Country Partnership Strategy Administrative and Finance Department (Département Administratif et
Financier) DAS DASD DASRI DHMPE
Healthcare Waste (Déchets d'activités sanitaires) Hazardous Healthcare Waste (Déchets d'activités sanitaires dangereux) Infectious Healthcare Waste (Déchets d'activités sanitaires à risque infectieux) Department of Environmental Health and Environmental Protection (Direction
de l’hygiène du Milieu et de la Protection de l’Environnement) DT Tunisian Dinar EIB European Investment Bank EIE Environmental Impact Assessment (Etudes d’Impact sur l’Environnement) ESIAF Environmental and social impact assessment framework ESMF Environment and social management framework GCT Tunisia Chemical Group (Groupe Chimique Tunisien) GEF Global Environment Facility GoT Government of Tunisia HCW ISN
Healthcare waste Interim Strategy Note
KfW German Development Bank (Kreditanstalt fur Weideraufbau) MH Ministry of Health NIP National Implementation Plan NDP National Development Plan ODS Ozone depleting substances ONAS National Sanitation Utility (Office National d’Assainissement) PAGDS Support to the Solid Waste Management Program (Programme d’Appui à la
iii
Gestion des Déchets Solides) PCBs PolyChloroBiphényls (PolyChloroBiphényles) PCDD/PCDF Polychlorinated dibenzodioxins/polychlorinated dibenzofurans PCU Project Coordination Unit PGE Environmental Management Plans (Plans de Gestion Environnementale) PGDDM Municipal Solid Waste Management Project (Projet de Gestion Durable des
Déchets Municipaux) POPs Persistent Organic Pollutants (Polluants Organiques Persistants) PRONAGDES National Solid Waste Management Program (Programme National pour la
Gestion des Déchets Solides) PRONGIDD National Program for Integrated and Sustainable Management of Waste
(Programme National de Gestion Intégrée et Durable des Déchets) SC Steering Commitee STEG Tunisian Society of Electricity and Gas (Société Tunisienne de l’Electricité et du
Gaz) STIR SPCM
Tunisian Society of Refiney Industries (Société Tunisienne des Industries de
Raffinage) Permanent Secretariat for Tender Commission (Secrétariat Permanent de la
Commission des Marchés) SNCPA National Company of Cellulose and Esparto Paper (Société Nationale de
Cellulose et de Papier Alfa) TD Tunisian Dinars TEQ Toxic Equivalent (of dioxins)
Regional Vice President: Inger Andersen Country Director: Simon Gray Sector Director: Junaid Kamal Ahmad Sector Manager Hoonae Kim Task Team Leader: Taoufiq Bennouna
iv
REPUBLIC OF TUNISIA
DEMONSTRATING AND PROMOTING BEST TECHNIQUES AND PRACTICES FOR
MANAGING HEALTHCARE WASTE AND POLYCHLORINATED BIPHENYLS (PCBS)
PROJECT
TABLE OF CONTENTS
PAD DATA SHEET ...................................................................................................................... vi
I. STRATEGIC CONTEXT ....................................................................................................... 1
A. Country Context .................................................................................................................. 1
B. Sectoral and Institutional Context ....................................................................................... 2
C. Higher Level Objectives to which the Project Contributes ................................................ 4
II. PROJECT DEVELOPMENT OBJECTIVES......................................................................... 5
A. PDO..................................................................................................................................... 5
Project Beneficiaries ............................................................................................................... 5
PDO Level Results Indicators ................................................................................................. 5
III. PROJECT DESCRIPTION ................................................................................................. 6
A. Project components ............................................................................................................. 6
B. Project Financing ................................................................................................................ 7
1. Financing Instrument ...................................................................................................... 7
2. Project Cost and Financing ............................................................................................. 7
3. Project parallel financing and co-financing .................................................................... 9
C. Lessons Learned and Reflected in the Project Design ........................................................ 9
IV. IMPLEMENTATION ....................................................................................................... 11
A. Institutional and Implementation Arrangements .............................................................. 11
B. Results Monitoring and Evaluation .................................................................................. 12
C. Sustainability..................................................................................................................... 13
V. KEY RISKS AND MITIGATION MEASURES ................................................................. 14
A. Risk Ratings Summary Table ........................................................................................... 14
B. Overall Risk Rating Explanation ...................................................................................... 15
VI. APPRAISAL SUMMARY ............................................................................................... 15
A. Economic and Financial Analysis ..................................................................................... 15
B. Technical ........................................................................................................................... 16
v
C. Financial Management ...................................................................................................... 18
D. Procurement ...................................................................................................................... 19
E. Social (including Safeguards) ........................................................................................... 20
F. Environment (including Safeguards) ................................................................................ 20
Annex 1: Results Framework and Monitoring.............................................................................. 24
Annex 2: Detailed Project Description ........................................................................................ 27
Annex 3: Implementation Arrangements ...................................................................................... 39
Annex 4 Operational Risk Assessment Framework (ORAF) ....................................................... 58
Annex 5: Implementation Support Plan ........................................................................................ 61
vi
PAD DATA SHEET Republic of Tunisia
PROJECT APPRAISAL DOCUMENT
DEMONSTRATING AND PROMOTING BEST TECHNIQUES AND PRACTICES
FOR MANAGING HEALTHCARE WASTE AND POLYCHLORINATED BIPHENYLS (PCBS)
PROJECT
Middle East and North Africa Region
MNSSD .
Basic Information
Date: July, 05, 2012 Sectors: Solid waste management (80%); Central government
administration (20%)
Country Director: Simon Gray Themes: Pollution management and environmental health (P);
Environmental policies and institutions (S) Sector Manager/Director: Junaid Kamal Ahmad
Project ID: P100478 EA Category: A
Lending Instrument: Global Environment
Facility Grant
Focal Area: LD & LD
Team Leader(s): Taoufiq Bennouna
Does the project include any CDD component? No
Joint IFC: No
.
Borrower: Republic of Tunisia
Responsible Agency: National Agency for Waste Management (Agence Nationale de la Gestion des Déchets, ANGed)
Contact: Taïeb ROMDHANE Title: General Manager of the ANGed
Telephone No.: (216-71) 847-493 Email: [email protected]
.
Project Implementation
Period:
Start Date: September 10,
2012
End Date: May 31, 2017
Expected Effectiveness
Date:
September 10, 2012
Expected Closing Date: May 31, 2017
.
Project Financing Data(US$M)
[ ] Loan [ X ] Grant [ ] Other
[ ] Credit [ ] Guarantee
For Loans/Credits/Others
Total Project Cost (US$M): 16.70
Total Bank Financing (US$M):
.
Financing Source Amount(US$M)
BORROWER/RECIPIENT 11.20
vii
Global Environment Facility 5.50
Total 16.70
.
Expected Disbursements (in US$ Million)
Fiscal Year 2013 2014 2015 2016 2017
Annual 1.25 1.42 1.3 1.05 0.48
Cumulative 1.25 2.67 3.97 5.02 5.5
.
Project Development Objective(s)
The Project Development Objective (PDO) is to reduce releases of dioxins, furans and Polychlorinated Biphenyls (PCBs) in
Tunisia by strengthening the Recipient’s legal and institutional framework and establishing sound and sustainable management
programs for improving management and final disposal of healthcare waste (HCW) and PCBs.
.
Components
Component Name Cost (USD Millions)
Component 1: Strengthening the Institutional Framework and Capacity for
HCW and PCB Management at the national, regional and local levels
2.190
Component 2: Improvement of HCW and PCBs’ Management and Disposal 12.837
Component 3: Project Management 0.378
.
Compliance
Policy
Does the project depart from the CAS in content or in other significant respects? Yes [ ] No [X]
.
Does the project require any exceptions from Bank policies? Yes [ ] No [X]
Have these been approved by Bank management? Yes [ ] No [ ]
Is approval for any policy exception sought from the Board? Yes [ ] No [X]
Does the project meet the Regional criteria for readiness for implementation? Yes [X] No [ ]
.
Safeguard Policies Triggered by the Project Yes No
Environmental Assessment OP/BP 4.01 X
Natural Habitats OP/BP 4.04 X
Forests OP/BP 4.36 X
Pest Management OP 4.09 X
Physical Cultural Resources OP/BP 4.11 X
Indigenous Peoples OP/BP 4.10 X
Involuntary Resettlement OP/BP 4.12 X
viii
Safety of Dams OP/BP 4.37 X
Projects on International Waters OP/BP 7.50 X
Projects in Disputed Areas OP/BP 7.60 X
.
Legal Covenants
Name Recurrent Due Date Frequency
Section 5.01 of the Grant Agreement Effectiveness
Description of Covenant
(A) The Recipient and the Project Implementing Entity have adopted the Operations Manual, satisfactory to the World Bank.
Section I.A of Schedule 2 to the Grant
Agreement Throughout the project
(B) Institutional Arrangements:
(1) The Recipient shall cause the Project Implementing Entity to carry out the Project in accordance with the Operations
Manual and, except as the World Bank shall otherwise agree, the Recipient and/or the Project Implementing Entity shall not
amend or waive any provision of the Operations Manual if, in the opinion of the World Bank, such amendment or waiver may
materially and adversely affect the carrying out of the Project or the achievement of the objectives thereof.
(2) The Recipient shall cause the Project Implementing Entity to maintain throughout Project implementation the Project
Coordination Unit (PCU) under terms of reference and with resources and a staff composition acceptable to the World Bank for
purposes of the day to day management of the Project including financial management, monitoring and evaluation, preparation
of progress reports and procurement.
(3) The Recipient shall maintain, throughout Project implementation, a Steering Committee to oversee Project implementation,
under terms of references and with a membership composition acceptable to the World Bank. The Steering Committee shall be
chaired by the Minister of Environment. The purpose of this Committee is to provide strategic guidance to, and overall
monitoring of the Project, and facilitate the coordination and collaboration between the different ministries and agencies
concerned by the Project.
(4) The Recipient shall cause the Project Implementing Entity to: (i) not later than six months after the Effective Date, enter
into conventions with the Ministries and other entities involved in the implementation of the Project, which shall specify
partnership and operational responsibilities of the respective Ministries and entities; and (ii) maintain such conventions
throughout Project implementation.
Section I.C of Schedule 2 to the Grant
Agreement Throughout the project
(C) Safeguards:
(1) The Recipient shall cause the Project to be carried out by the Project Implementing Entity in accordance with the provisions
of the ESIAF, ESMF, and ESMP in a manner satisfactory to the World Bank. The Recipient and/or the Project Implementing
Entity shall not assign, amend, abrogate or waive the Environmental and social impact assessment framework (ESIAF),
Environment and social management framework (ESMF), and/or ESMP(s) or any provision thereof, without the written prior
approval of the World Bank.
(2) For purposes of Part B of the Project, the Recipient shall cause the Project Implementing Entity to: (a) develop site-specific
ESMPs in accordance with the ESMF prior to starting any activity requiring an ESMP pursuant to the ESMF; (b) (i) subject to
(b) (ii) below, submit such ESMPs to the World Bank for its review and approval, or (ii) after receipt of written confirmation by
the World Bank based on an assessment of Agence National pour l’Environnement (ANPE) environmental and social capacity
no earlier than one year after the Effective Date, submit such ESMPs to ANPE for its review and approval, (c) make
arrangements for public review and comment of the site-specific ESMPs, ensure that any comments received during such
public review shall be addressed in a manner satisfactory to the World Bank , and ensure that the final version of the site-
specific ESMPs, as approved by the World Bank or ANPE, as applicable, shall be disclosed locally ; and (d) prior to the
issuance of the bidding documents for each contract regarding the implementation of Part B of the Project, prepare and submit
for approval to either the World Bank or after receipt of written confirmation by the World Bank no earlier than one year after
the Effective Date, to ANPE: (i) the proposed activity and site covered by such contract and the related ESMP in form and
substance satisfactory to the World Bank; and (ii) the draft contract for said activity to ensure that the provisions of said ESMP
are adequately included in said contract.
ix
(3) The Recipient shall, and shall cause the Project Implementing Entity to: (a) ensure that all activities undertaken for the
purpose of carrying out of the Project comply with environmental standards and guidelines satisfactory to the World Bank; (b)
ensure that the selection of any activity under Part B of the Project is done in accordance with the provisions of the ESMF; (c)
ensure the complete implementation of the ESIAF, ESMF, and ESMPs in a manner acceptable to the World Bank, including all
necessary measures to minimize and to mitigate any adverse environmental impacts caused by the implementation of the
Project; and (d) ensure that adequate information on the implementation of the ESIAF, ESMF, and ESMPs is suitably included
in the Project Reports.
.
Team Composition
Bank Staff
Name Title Specialization Unit
Taoufiq Bennouna Senior NRM Specialist, TTL NRM MNSSD
Maged Mahmoud Hamed Regional Safeguards specialist,
former TTL
Safeguards MENA
Dahlia Lotayef Program coordinator, former
TTL
Safeguards AFTEN
Song Li Environmental Specialist, and
GEF Coordinator
Environment and GEF
policies
MNSSD
Hassine Hedda Finance Officer Controller CRTLA
Aissatou Diallo Senior Finance Officer Finance CTRLA
Jean-Charles de Daruvar Senior Counsel Lawyer LEGEM
Walid Dhouibi Procurement Specialist Procurement MNAPR
Marie A. F. How Yew Kin Language Program Assistant Assistant MNSRE
Catalina Marulanda
Suiok Yoshijima Environmental Specialist Environment and GEF
policies
MNSSD
Catalina Marulanda Senior Environmental
Specialist
Environment LCSEN
Name Title Office Phone City
Sherif Arif Environmental and Social
Safeguards specialist
Lelia Croitoru Environmental Economist
Bekir Onursal Sr. Environmental Specialist
Locations
Country First Administrative
Division
Location Planned Actual Comments
Tunisia Gouvernorat of Greater
Tunis
Gouvernorat of Greater
Tunis X X
Tunisia Sousse Sousse X X
x
Tunisia Monastir Monastir X X
Tunisia Mahdia Mahdia X X
Tunisia Sfax Sfax X X
Tunisia Gabes Gabes X X
Tunisia Tataouine Tataouine X X
Tunisia Medenine Medenine X X .
1
I. STRATEGIC CONTEXT
A. Country Context
1. Tunisia’s economic performance deteriorated sharply in 2011, after having recovered
in late 2010 from the global financial, fuel and food price crisis. With growth stable at 3
percent, the fiscal deficit down to 1.3 percent and official reserves equivalent to 5 months of
imports at end 2010, the Government began 2011 with the fiscal space to absorb some of the
economic shock caused by the January revolution, the spillover from Libya conflict and the
sharp downturn in tourism and Foreign Direct Investments (FDI). The economic situation in
2012 is likely to remain difficult, with GDP growth only moderately positive.
2. Tunisia integrated environment into main sectoral strategies. Since the 1980s, Tunisia
has been a pioneer among developing countries in emphasizing environmental conservation,
rationalizing energy use and managing its water resources prudently as a key component in the
country’s economic and social policies. The cost of environmental degradation has been
estimated at 2.1 percent of GDP (TD 522 million), the lowest among the Maghreb countries. The
global indicator on Adjusted Net Savings (ANS) increased from 2.6 percent of GDP in 1980 to
19 percent of GDP in 1999, with about a 15 percent prevalence and regular growth from 1993 to
1999. Over the decade, Tunisia thus allocated TD 2.1 billion, or 1.03 percent of its GDP, to
public expenditure on environmental and natural resource management, placing it at a level
comparable to that of some European countries. Under the leadership of the Ministry of
Environment, the implementation of the seventh Millennium Development Goal (MDG) on
environmental sustainability from the Johannesburg Summit relies on a participatory approach in
order to guarantee beneficial impacts on the quality of life of its citizens.
3. Improved waste management is among the Government’s 11th
National Development
Plan. In 2007, the Government launched its 11th National Development Plan (NDP) which
covers 2007-2011. The Government is currently updating the NDP to adapt it to a rolling
development plan to respond to new challenges and demands as they present themselves and
assess risks and constraints regularly. One of the five axes of the NDP is a comprehensive
development approach that guarantees sustainable growth and a harmonious balance among
economic, social and environmental priorities. This axis focuses on integrating the environment
dimension into programs, generalization of environment upgrading, increased energy efficiency,
improved waste management and rationalization of natural resources exploitation. This is also
supported by the second area and the Objective 5 “Improving access to basic services for
underserved communities” of the new Bank Group Interim Strategy Note (ISN) for fiscal year 13
and 14.
4. Tunisia is committed to the Stockholm Convention. Tunisia became a Party to the
Stockholm Convention on Persistent Organic Pollutants (POPs) in June 2004, which requires the
elimination or the restriction of production and use of all POPs, with particular attention to
reducing emissions of dioxins and furans, and removing Polychlorinated Biphenyls (PCBs)
containing equipment from use by 2025. Tunisia developed its National Implementation Plan
(NIP) to ensure the ecologically sound management of POPs. The proposed project will support
the Government of Tunisia (GoT) in implementing its NIP by strengthening the country’s
2
regulatory and institutional frameworks to handle POPs, improving the healthcare waste (HCW)
management system, and phasing out the existing PCB equipment.
B. Sectoral and Institutional Context
5. Several important reforms are being undertaken by the Tunisian authorities in waste
management. Cognizant of the high cost of inaction and of the harm associated with the
uncontrolled and inefficient waste management, including HCW and PCBs, the Tunisian
authorities have initiated a number of reforms aimed at establishing an environment conducive to
the sound management of waste in Tunisia. These reforms include: (a) development and
initiation in 1993 of a national program for the management of solid waste, known as
PRONAGDES (National Waste Management Program), which subsequently evolved into
PRONGIDD (National Integrated and Sustainable Waste Management Program); (b)
development of the legal framework, including promulgation of a framework law on waste
management (Law No. 96-41); (c) development of the management of subsectors devoted to
managing packaging waste, used oil, batteries; (d) promotion of private sector participation in
the waste management, including waste collection, transfer, and placement in landfills; (e)
enhancing public awareness of the impacts of poor waste management; and (f) creation, in
August 2005, of the National Waste Management Agency (ANGed), as a public establishment
with a financial autonomy, and placed under the auspices of the Ministry of Environment with a
mandate to manage and coordinate with other entities the management of all types of waste,
including HCW and PCBs. In spite of all the efforts which have been made to regulate waste
management, from generation to final disposal in Tunisia, the Government of Tunisia (GoT) still
faces challenges particularly in the areas of HCW and PCBs. Some critical deficiencies of the
current system of Healthcare Waste and PCB management have been identified, at the policy and
at the technical level, which the government has chosen to address as a matter of priority.
6. Challenges persist in the management of HCW. Major deficiencies in HCW
management exist at both institutional and operational levels. In the current structure the roles
and responsibilities of different agencies are unclear, and no agency has overall control of HCW
management in Tunisia. The responsibilities for the management of HCW are shared between: a)
the Ministry of Health (MH); b) the Ministry of Environment; and c) the Ministry of Interior
(MI) through municipal governments. The Ministry of Environment is responsible for the
elaboration of the regulatory and administrative texts relating waste management including
HCW in consultation with Ministry of Health. The ME is also responsible for the elaboration of
national programs and the implementation of the projects related to waste management.
However, the agency responsible for overseeing operations and ensuring compliance with HCW
management guidelines is the MH. The applicable MH guidelines for handling of HCW are not
legally binding, and no specific regulation addresses technological alternatives for HCW
disposal. Therefore, the existing legal framework does not provide the means to prosecute
healthcare facilities for waste-related pollution issues although the Waste Law1 dictates that
polluters are financially responsible for handling and disposal of their waste. On the operational
side, healthcare facilities in Tunisia produce 16,000 tons of waste per year, of which
approximately 40 percent are produced in the area of Greater Tunis. Surveys conducted around
the country by the Ministry of Environment indicate that, on average, 40 percent of the total
1 Law 96-41 of June 10, 1996
3
national volume, namely 7,000 tons, is risky waste (i.e. infectious, anatomical, radiological,
chemical and others). Guidelines for waste separation were developed and disseminated by the
MH as early as 1992, and despite considerable efforts to improve HCW management,
performance remains low: separation of waste tends not to be practiced in smaller facilities;
collection and transport of HCW from healthcare facilities to final disposal sites has greatly
deteriorated; and use of incineration for HCW destruction led to high levels of dioxins and furan
emissions.
7. The country has a large stock of PCBs-contaminated materials. The presence of PCBs
containing oils and contaminated equipment constitutes a significant threat to human health and
to the environment, aggravated by the current storage conditions. The country still possesses a
considerable number of PCB-contaminated equipment, particularly transformers. A recent
inventory shows that public entities possess about 1,200 PCB equipments, of which 900 are off-
line and the rest are on line in good or bad state. The private sector also has transformers and
capacitors containing PCBs. In 1986 the import of PCB-containing equipment was banned in the
country and maintenance and repair of any PCBs contaminated equipment was prohibited. Since
then, all PCB-contaminated transformers and capacitors should have been decommissioned. It is
known that the total number of PCB-containing transformers currently owned by the Société
Tunisienne de l’Electricité et du Gaz (STEG) is 734, of which 55 remain in service. In-service
transformers contain roughly 43 tons of PCB contaminated oils, 60 tons of liquid PCB oils and
238 tons of contaminated equipment are stored in a storage facility in Naassen, owned and
operated by STEG. It is estimated that as many as 1,203 PCB-contaminated transformers and up
to 400 tons of PCB containing oils are scattered everywhere throughout the country and
concentrated in the Governorates of Grand Tunis, of Gafsa and of Bizerte.
8. Programs and project to improve waste management under the NDP. Numerous
projects and programs have been developed in recent years with a view to modernizing the
management of the sector and providing the country with the installations necessary for the
proper treatment and disposal of the various categories of waste. The investments made to date in
disposal and related infrastructures for the management of municipal and comparable waste have
totaled TD54 million (US$36 million equivalent). A central chemical and physical treatment of
industrial waste including a hazardous landfill became operational in November 2009 in Jradou
at an investment cost of TD33 million (US$22 million). The projects under way, with a total
investment of TD62 million (US$47 million), concern nine (9) landfills and the corresponding
transfer centers, making it possible to increase the proportion of waste collected and deposited in
landfills to 85 percent from the current level of 40 percent. Tunisia is also implementing a
project which aims at phasing out the ozone depleting substances (ODS). Major co-financing has
been provided by the World Bank, Global Environment Facility (GEF), Kreditanstalt fur
Weideraufbau (KfW), the European Investment Bank (EIB) and the Government of Italy for
these efforts.
9. Rationale for the World Bank involvement. Both the World Bank and the Government
of Tunisia stressed that they were able to establish good relations, and also recall the importance
of flexibility to evolving needs. The Constituent Assembly Government has often expressed its
appreciation for the knowledge services of the World Bank and it considers the Bank's dialogue
and analysis as useful inputs to their sectoral strategies. The knowledge role of the Bank is
4
especially valued because the Bank has undertaken economic and sector reports in a fully
collaborative way, with strong ownership from government. Equally important, the Bank has
been able to mobilize rapidly its team and resources to respond flexibly when requested and to
focus on providing just-in-time policy advice. The financing role of the Bank has also remained
flexible and has adapted rapidly to the needs of post-revolution Tunisia.
10. The Bank's support to Tunisia is outlined in the Interim Strategy Note (ISN, FY13-14)
aimed at reinforcing governance and inclusion and fostering economic growth based on the
creation of sustainable jobs in the medium-term. The three priority areas for the ISN are: (i)
Laying the foundations for renewed sustainable growth and job creation, (ii) Promoting social
and economic inclusion, and (iii) strengthening governance: Voice, Transparency and
Accountability. In addition, the Bank already has an ongoing portfolio in Tunisia in the water
and sanitation sector, in which it has helped the government to strengthen institutions and
establish a cost recovery system, and financed operations with significant quality-of-life
implications for all Tunisians, and the current projects complement existing efforts in the
municipal and hazardous waste management sectors, namely the Municipal Solid Waste
Management Project. In particular, the Bank's engagement in Tunisia has focused on quality
analysis and global knowledge which has underpinned all lending operations.
C. Higher Level Objectives to which the Project Contributes
11. From the global environment perspective, the Project would contribute to the
implementation of the Tunisian National Implementation Plan (NIP), being part of the
government’s commitment to the Stockholm Convention on Persistent Organic Pollutants
(POPs), which requires the elimination or the restriction of production and use of all POPs, with
particular attention to reducing emissions of dioxins and furans, and removing Polychlorinated
Biphenyls (PCBs) containing equipment from use by 2025. This will further protect human
health and the environment, which is also the main goal of the GEF operational program goal of
POPs focal area.
12. The total amount of dioxin and furan emissions in Tunisia is estimated at 209 g
TEQ/year. Roughly 77 percent of this amount is emitted through uncontrolled combustion
processes, including combustion of poorly managed HCW at open dumps. An additional 15
percent of the emissions are released during incineration of healthcare wastes. The Project aims
at eliminating 3200 t of dangerous HCW resulting from the 85 public bodies linked to the
project. The adoption of sound and sustainable management practices will allow the reduction of
8 percent emissions from the 15 percent which are generated from unsustainable and awful
practices.
13. The PCB contaminated equipment contains 1,700 tons of PCBs in accordance with the
inventory of the NIP. The Project aims at eliminating around 1,100 tons of PCBs through
elimination of high risk PCB-contaminated equipment and wastes. This represents 65 percent of
the total inventoried PCBs in Tunisia.
14. The Project will specifically contribute to the three GEF-4 Strategic Priorities (SP) of the
POPs focal area:
5
Strengthening Capacities for NIP Implementation,
Partnering in Investments for NIP Implementation, and;
Partnering in the Demonstration of Feasible Innovative Technologies and Best Practices
for POPs Reduction and Substitution.
II. PROJECT DEVELOPMENT OBJECTIVES
A. PDO
15. The Project Development Objective (PDO) is to reduce releases of dioxins, furans and
Polychlorinated Biphenyls (PCBs) in Tunisia by strengthening the Recipient’s legal and
institutional framework and establishing sound and sustainable management programs for
improving management and final disposal of healthcare waste (HCW) and PCBs.
Project Beneficiaries
16. The project will contribute to the overall improvement of public health in the country by
minimizing the risks of contamination and of illnesses closely related to HCW and PCBs. The
project will also help strengthen institutional and management capacity of related agencies in the
area of HCW and PCBs. Two million people are estimated to benefit from POPs reductions
through sound management of HCW and PCBs at the project sites - 85 hospitals and 55 PCBs
sites covering 22 out of 24 governorates in Tunisia. Direct beneficiaries namely include: i)
healthcare facility staff (doctors, nurses and other medical workers, as well as service providers),
patients, and waste management personnel because of better HCW management; ii) people
working close to PCB-containing equipment at project sites since removing PCBs will make
their working conditions safer; iii) municipal landfill operators and scavengers exposed to
hazardous waste and healthcare waste disposed off without any treatment and mixed with
municipal waste; iv) staff from the ANGed, other national and local agencies, as well as related
people from project selected hospitals, and public enterprises in terms of capacity building; and
v) local people who would benefit from job opportunities created for HCW and PCBs
management at project sites.
PDO Level Results Indicators
17. The proposed key indicators of project success include:
Tons of HCW processed under the project;
Tons of PCBs removed under the project.
18. The Project’s Results Framework is provided in Annex 1.
6
III. PROJECT DESCRIPTION
A. Project components
19. The project consists of the following three components and Annex 2 provides a detailed
description of these components.
Component 1: Strengthening the Institutional Framework and Capacity for HCW and PCBs’
Management at the national, regional and local levels (US$2.190 million: GEF US$1.095
million and co-financing US$1.095 million).
1.1 Institutional support and adoption of best practices for HCW management by: (a)
strengthening the institutional and regulatory framework and for HCW management at the
national, regional and local levels; (b) conducting awareness and outreach campaigns, workshops
and information and monitoring seminars for HCW management; and (c) providing training in
HCW management, environmental assessment, collection and disposal of HCW, monitoring and
evaluation, through the provision of consultants’ services and training.
1.2 Capacity and awareness enhancement for management and final disposal of PCBs by:
(a) strengthening the regulatory framework for PCBs’ management; (b) conducting awareness
and outreach campaigns for PCBs’ management; and (c) providing training in PCBs’
management, through the provision of consultants’ services and Training.
Component 2: Improvement of HCW and PCBs’ Management and Disposal (US$12.837
million: GEF US$3.872 million and co-financing US$8.965 million).
2.1 Improvement of HCW management and disposal (US$8.240 million – GEF US$1.548
million and co-financing US$6.692 million) through: (a) the acquisition of equipment for
internal collection, and in situ storage of HCW in public healthcare facilities; (b) the supply of
equipment to the intermediate and central storage units in public healthcare facilities in Grand
Tunis, Sousse-Kairouan, Monastir-Mahdia, Sfax, Gabes, Medenine and Tataouine; and the
preparation of ESMPs for such storage units; and (c) the transportation, and treatment of HCW in
privately owned treatment facilities and final disposal in controlled landfills, through the
provision of goods and consultants’ services.
Through the sub-component (a), the GEF will finance the following three lots (i) the acquisition
of local and centralized interim storage (lot 1); (ii) the acquisition of equipment for collection
and in-situ transportation of HCW (lot 2); and (iii) the acquisition of freezers for storage of
placentas in the maternity services covered by the project (lot 3). Sub Component b (the supply
of equipment to the intermediate and central storage units) and sub component c (the
transportation, and treatment of HCW) will be financed by the recipient through its co financing
to the project, no GEF resources will be allocated to these 2 sub components.
2.2 Improvement of PCBs management and disposal (US$4.597 million-GEF US$2.324
million and co-financing US$2.273 million) through: (a) the transportation and elimination of
in-stock PCBs-equipment, wastes and in-service PCBs-equipment in bad condition belonging to
sector ministries; (b) the transportation and elimination of in-stock PCBs-equipment, wastes and
7
in-service PCBs-equipment in bad condition belonging to public entities (of which GEF will co-
finance with these entities 40 percent of the cost); (c) the preparation of ESMPs for PCBs
contaminated sites, and a study on the rehabilitation of contaminated sites; and (d) the
decontamination of sites, through the provision of goods and carrying out of consultants’ and
non-consultants’ services. This sub Component (d) will be financed by the recipient through its
co financing to the project, no GEF resources will be allocated to this sub-component.
Component 3: Project Management (US$0.378 million: GEF US$0.140 million and co-
financing US$0.238 million). Supporting the Project Coordination Unit (PCU) in carrying out
the Project management, coordination, implementation, monitoring and evaluation through the
provision of goods, non-consulting services and consultants' services.
20. This component will include (a) operational costs for the Project Coordination Unit
(PCU). The PCU within ANGed is in charge of implementation, coordination and technical and
financial management of the Project. The unit will participate in policy coordination, assist in the
preparation of the national program and planning review, coordinate training, oversee
operational research and studies, monitor and evaluate the program, convene meetings with the
Steering Committee and will provide it with necessary information; (b) establishment and
maintenance of a monitoring and evaluation system. This will include elaborating and
implementing the overall results framework, data collection and monitoring of POP emissions
from project sites, as well as financial reporting; and (c) purchase of office equipment and
materials.
B. Project Financing
1. Financing Instrument
21. The total cost of the project is estimated at US$16.7 million, the Government of Tunisia
and the state companies and public entities financing US$11.2 million and GEF providing a
parallel co-financing of US$5.5 million (GEF funding will be used only to fund separate
contracts, except for sub component 2.2.2 “the elimination of in-stock PCBs-equipment, wastes
and in-service PCBs-equipment in bad condition belonging to public entities” of which the GEF
will co- finance with these entities 40 percent of the cost”). The project cost and financing, as
well as the co-financing have been confirmed by all participating ministries and institutions,
through exchange of official correspondences initiated at the level of the Inter-ministerial
Committee, presided by the former Prime Minister.
2. Project Cost and Financing
22. The project cost and financing is presented in table 1 below:
8
Table 1: Allocation of the project funds by category
GEF
(000 US$)
Parallel and
Co-
Financing
(000 US$)
Total cost
(000 US$)
1. Strengthening the Institutional Framework and
Capacity for HCW and PCBs’ Management at the
national, regional and local levels
1,095 1,095 2,190
1.1. Institutional support and adoption of best practices
for HCW management
507 507 1,014
1.1.1. Strengthening the institutional and regulatory
framework
120 120 240
1.1.2. Conducting awareness and outreach campaigns,
workshops and information and monitoring
seminars for HCW management
126 126 252
1.1.3. Providing training in HCW management,
environmental assessment, collection and
disposal of HCW, monitoring and evaluation,
through the provision of consultants’ services and
Training
261 261 522
1.2. Capacity and awareness enhancement for
management and final disposal of PCBs
588 588 1,176
1.2.1. Strengthening the regulatory framework for
PCBs management
149 149 298
1.2.2. Conducting awareness and outreach campaigns
for PCBs’ management
135 135 270
1.2.3. Providing training in PCBs’ management,
through the provision of consultants’ services and
Training
304 304 608
2. Improvement of HCW and PCBs’ Management and
Disposal
3,872 8,965 12,837
2.1. Improvement of HCW management and disposal 1,548 6,692 8,240
2.1.1. The acquisition of equipment for internal
collection, and in situ storage of HCW in public
healthcare facilities
1,548 - 1,548
2.1.2. The supply of equipment to the intermediate and
central storage units in public healthcare
facilities in Grand Tunis, Sousse-Kairouan,
Monastir-Mahdia, Sfax, Gabes, Medenine and
Tataouine, and the preparation of ESMPs for
such storage units.
- 1,692 1,692
2.1.3 The transportation, and treatment of HCW in
privately owned treatment facilities and final
disposal in controlled landfills, through the
provision of goods and consultants’ services
- 5,000 5,000
2.2. Improvement of PCBs Management and disposal 2,324 2,273 4,597
2.2.1. The transportation of in-stock PCBs-equipment,
wastes and in-service PCBs-equipment in bad
condition belonging to sector ministries
1,116 - 1,116
9
2.2.2. The elimination of in-stock PCBs-equipment,
wastes and in-service PCBs-equipment in bad
condition belonging to public entities (of which
GEF will co- finance with these entities 40% of
the cost)
1,100 1,650 2,750
2.2.3. The preparation of ESMPs for PCBs
contaminated sites, and a study on the
rehabilitation of contaminated sites
108 108 216
2.2.4. Decontamination of sites - 515 515
3. Project Management 140 238 378
3.1. Operational Costs 0 84 84
3.2. Establishment and Maintenance of Monitoring and
Evaluation System
47 21 68
3.3. Equipment 93 133 226
4. Project physical contingency 393 902 1,295
Total cost of project + physical contingency 5,500 11,200 16,700
3. Project parallel financing and co-financing
23. The project parallel co-financing amount is US$11.2 millions. It will be provided by
several national entities, in particular, the Health Ministry (US$6.7 million), ANGed (US$1365
million), Société tunisienne d'électricité et du gaz (US$743000), Compagnie de phosphate de
Gafsa (US$480,000), the El Fouledh (US$411,000), Groupe chimique tunisien (US$300,000),
the MoA (US$90,000), Société tunisienne des industries de raffinage (US$90,000), and several
other public entities.
C. Lessons Learned and Reflected in the Project Design
24. Key lessons were derived from a number of relevant projects in the area of municipal and
hazardous waste management, including the Africa Stockpile Program – Tunisia Project
(P075776), Sustainable Municipal Solid Waste Management project (P095012), as well as
persistent organic pollutant, and PCB projects from other countries, such as China -
Demonstration of PCB Management and Disposal Project (2006-2010), and China -
Demonstration of Alternatives to Chlordane and Mirex in Termite Control Project (2006-2010),
Moldova - Persistent organic pollutants (POPS) Stockpile Management and Destruction Project
(2006-2010), Philippines - Integrated Persistent organic pollutants Management Project (2010-
2016) and Vietnam- PCB Management Project (2009-2014). The main lessons learned and
conclusions derived from activities under these projects were incorporated into the design of this
Project and may be summarized as follows:
Local capacity building and cooperation must be strengthened: The institutional
structuring exercise based on the creation of the national waste management agency
(ANGed) would be incomplete if it were not accompanied by greater local cooperation
–a prerequisite for integrated and sustainable management of HCW and PCBs– and by
full empowerment of local stakeholders. Support to ANGed included under this Project,
to initiate the development of local emergency plans to prevent and handle with
10
accidental leakages from PCBs and HCW during handling and transport, is designed to
meet this need.
Private sector participation: The healthcare waste sector has substantial scope and
potential for private sector participation. However, the national and local capacity to
steer and manage the delegation process is still fairly weak. There is little familiarity
with the delegation of public services, weak oversight capacity, lack of personnel
trained in delegation processes, etc. In addition, the type of contract used has led to a
dispersal of responsibilities among the designer, the entrepreneur, the supplier of
materials, and the operator. In the end, ANGed is the entity that ultimately bears
responsibility and the costs. Having learned from this previous experience, this Project
will better help ANGed create a climate conducive to private participation and
demonstrate the viability of private sector involvement.
Country ownership and capability: projects to implement the Montreal Protocol from
other countries showed the importance of establishing a capable Project coordination
unit (PCU) for the successful project implementation. Consequently, the Bank will
continue to emphasize helping further strengthen the capacity of the ANGed and the
PCU which will be created under ANGed. This will include providing extensive and
continuing training to relevant staff on project management, procurement and
disbursement procedures, monitoring and evaluation, and the Bank’s safeguard policies.
Comprehensiveness. Like many Bank-implemented HCW and PCB management
projects, this project also includes components and subcomponents that: (i) strengthen
the legal and institutional framework; (ii) invest in the elimination of PCBs, and in-
service PCB-containing equipment, as well as sound management of HCWs; and
(iii) establish a capable Project Coordination Unit (PCU). These components are inter-
linked with carefully designed timelines to ensure successful project implementation
and achieve project sustainability.
Accurate inventories are helpful for project design and the bidding process. The
feasibility studies conducted for the preparation of this project involved detailed
inventories of PCB equipment and wastes at each PCB holder. This information was
used to estimate the transportation, storage, and destruction requirements of risky PCB
wastes as well as the based information for the on-site management and subsequent
phase-out of the lower risk in-service PCB equipment. In the case of HCW, detailed
environmental audits were conducted at various types of healthcare facilities to estimate
the waste composition and generation rates. This information was subsequently used to
estimate the HCW generation rates for similar types of establishments at other locations
and determine the specific investments and service requirements (e.g. cold box storage
capacity, treatment capacity, amount of HCW to be transported) for selected
metropolitan areas or regions.
11
IV. IMPLEMENTATION
A. Institutional and Implementation Arrangements
25. The project will be implemented by the Ministry of Environment through ANGed in
close collaboration with the Ministry of Health, the Ministry of Industry and its affiliated
companies and the Tunisian Society for Electricity and Gaz. ANGed is mandated, as per its
decree of establishment dated August 2005, to implement projects identified within waste
management national programs, to provide technical assistance to industries for enhanced waste
management and to contribute to the elaboration of necessary regulations for all types of waste
management. A Steering Committee (SC) has been established by the Ministry of Environment
in December, 2010 through a Ministerial Decision. The SC is to provide strategic guidance to,
and overall monitoring of, the program, and facilitate the coordination and collaboration between
the different ministries and agencies concerned by the program. The committee includes
representatives from key ministries, such as: the Ministries of Industry, Finance, Health, and
other stakeholders concerned by the project, including ANGed, GEF Focal Point, National
Environmental Protection Agency (ANPE), la Société Tunisienne de l’Electricité et du Gaz
(STEG), The Tunisian Chemical Group (Groupe Chimique Tunisien (GCT)), Compagnie des
Phosphates de Gafsa (CPG) and the Fouledh. The Steering Committee has delegated the
responsibility for managing the project to the Director General (DG) of ANGed, and the DG will
be the World Bank’s main interlocutor on aspects of project policy and decision-making.
26. A Project Coordination Unit (PCU) has been established within ANGed. It is composed
of ANGed’s staff who have direct responsibilities in their respective units for daily management
of hazardous waste in general and healthcare waste and PCBs in specific. This set-up is ideal to
ensure the sustainability of the project and its complete integration with the functions of ANGed
and its work program beyond the life time of the project. The PCU is responsible for the overall
supervision and coordination of the project, monitoring the project’s progress and that the
outputs and outcomes are consistent with the planned indicators and for the dissemination of the
project’s information and results. The PCU is headed by a Project Director and two project chiefs
respectively responsible for HCW and PCBs. The major responsibility of the Director is to
(i) coordinate project activities; (ii) supervise executing units of the two components HCW and
PCBs, (iii) insure that project progress and results are in conformity with recommendations of
the SC; and (iv) be responsible for the dissemination of the program. The two chiefs ensure day
to day project management and implementation, technical supervision of project activities of
respective components. They will also participate in monitoring and evaluation missions and
supervise the consultants and advisors financed under their respective components. The chiefs
will be supported by technical experts of HCW and PCBs.
27. The PCU is supported by two departments within ANGed for fiduciary aspects (financial
management and procurement) and the Legal Department. Two senior officials from these two
departments are also to provide their respective technical support to the components of HCW and
PCBs and will be the interlocutors to the World Bank during their appraisal and supervision
missions. In addition, a high level professional from ANPE is responsible for the environmental
monitoring of the project. ANGed is currently implementing four Bank projects, namely:
Sustainable Municipal Solid Waste Management (P095012), Jebel Chekir Solid Waste Carbon
12
(P099670), Nine Landfills Carbon Finance (P099672) and the Africa Stockpiles Program
(TF055745-P075776).
28. The project will be implemented on the basis of partnership of different government
agencies and sectors. Joint Working Groups with the Ministry of Health, the Ministry of Industry
and STEG have been established for the implementation of the project, and have been involved
with ANGed at all stages of project preparation. To make the partnership implementation more
effective, ANGed, the PCU and the Legal Unit are preparing framework conventions with the
line ministries and specific conventions with the related entities have been drafted in view of
confirming the partnership, operational agreement. Co-financing for the project implementation
has already been confirmed by exchange of correspondences between the Ministry and
beneficiary ministries and institutions. This procedure is clearly spelled out in the Operations
Manual.
29. The National Agency for the Protection of the Environment (ANPE) will, as required by
the Tunisian EIA decree, review and approve all Environmental and Social Management Plans
for all activities. ANPE has a long track record of reviewing EIAs and this was recognized in the
Safeguard Diagnostic Review that the Bank carried out under the Sustainable Municipal Solid
Waste Management Project.
30. An organizational chart for the management of the project has been developed and
endorsed by the Minister Environment (see Annex 3).
B. Results Monitoring and Evaluation
31. In order to ensure effective and continued monitoring and results evaluation of project
operations, ANGed, acting through the project management unit, will be responsible for
reporting on the overall results framework with the indicators presented in Annex 1. The project
coordination unit is responsible for developing a Project’s Results Monitoring and Evaluation
System. Semi-annual, technical and financial progress reports will be prepared and submitted to
the Bank for review. These reports will deal with the progress made at the level of each
component and include a preliminary analysis of the project’s performance as related to the key
indicators.
32. Technical, organizational, accounting, and financial audits will be carried out annually to:
(i) monitor, a posteriori, the status of operations and overall progress of the project, and for the
quality and coherence of the means of project execution as compared to the results obtained;
(ii) ensure that ANGed (and the various contributors) adheres strictly to the procedures and to the
technical, financial, social, and environmental instruments developed during execution; and
(iii) ensure that international accounting norms and sound bookkeeping standards are respected.
ANGed will also develop, in consultation with the Bank, a system for disseminating data
periodically to strengthen the participatory nature of the activities and to involve the stakeholders
and groups affected by the project.
13
C. Sustainability
33. The Project clearly supports the continued efforts of the Government of Tunisia (GOT)
to implement its 11th National Development Plan and the updated Plan of 2010-2014. One of the
NDP’s objectives is to strike a harmonious balance between economic, social and environmental
priorities. The Project is also a critical component of a series of complementary interventions
supported by the GOT, the Bank and other donors to reduce hazardous and toxic wastes which
threaten the public health, human’s living conditions, and natural environment in Tunisia. The
Project also supports Tunisia in implementing its National Implementation Plan (NIP) to ensure
it meets its legal obligations under the Stockholm Convention on Persistent Organic Pollutants
(POPs) with particular attention to reducing emissions of dioxins and furans, and eliminating
PCBs containing equipment from use by 2025.
34. This Project’s sustainability is one of its fundamental design considerations, since its very
purpose is to achieve sustainability in certain aspects of healthcare waste and PCBs management,
particularly in the institutional, financial, and environmental areas. A clear and precise definition
of the project’s components will thus help ensure its sustainability. The key aspects of Project
activities that will help with sustainability are the following: (i) strengthening of technical and
institutional capacities, including institutionalization of best techniques and practices; (ii)
engagement of local stakeholders so that they can play a greater role in the entire chain of
healthcare waste management; and (iii) strengthening public/private partnerships for HCW and
PCBs waste management.
35. The role of the private sector in the implementation of the project has evolved. Indeed,
the private sector will be responsible for the collection, transport, treatment, and final disposal of
hazardous health care waste (HHCW) from centralized storage facilities, generated by public
structure and healthcare facilities targeted by this project. The total annual quantity of health care
waste generated by structures and public health facilities in the North 1,555 T/y, in the Center
937 T/y, and in the South 962 T/y. In addition, private structures and institutions are also
required to manage their health care waste, according to the regulation in force, and
consequently, the private sector will be responsible for the disposal of the following quantities:
845 T/y, 163 T/y and 253 T/y respectively, generated in the zones of the Greater Tunis, the
Center and the South-East in Tunisia.
36. Under this project, state-of-the-art HCW management schemes will be developed to
reduce or eliminate dioxins and furans emissions and other hazardous pollutants, therefore
mitigating the risk to human health and the environment. This will be in accordance with Decree
No. 2745 which relates to management arrangements (particularly, sorting, packaging,
collection, transport and treatment). Through its co-financing of the project, the GOT) will
finance: (i) the collection; (ii) the transport of DASRI to the private facilities; (iii) DASRI
processing; (iv) remove of processed DASRI in controlled disposals; and (v) the acquisition of
furniture (utilities for DASRI preparation and the protection equipment) to the benefit of public
health center of Grand Tunis, the governorats of Sousse-Kairouan, Monastir-Mahdia, Sfax,
Gabes, Médenine and Tataouine. Several consultations with private sector operators have
indicated their willingness to finance up-front the establishment of the treatment facilities given
the commitment of both the Ministry of Health and ANGed in enforcing the
14
environmental/hazardous waste regulation. They believe such actions would create a market and
an enabling environment conducive to the expansion of this type of green investments among the
private sector.
37. Another strategic focus of the Project for sustainability is on its replicability by
demonstrating and promoting best techniques and practices for the HCW and PCBs management
through engaging key partners, and an evaluation and strategy for replication which will be
developed under the project. Specifically the Project will engage governmental partners at
several levels (financial, technical and contractual) to reflect the rights of all the parties
participating in this Project, to formalize the agreements and modes of operation, to guarantee
co-financing, and to provide financial management arrangements of the project transactions. The
Project will also provide incentives to private partners and thus making good practices a part of
their own business. In addition, the project scheduled a Risk Study of PCBs equipments that are
in service and in good condition will serve as the basis for another PCBs elimination project in
the near future.
38. In addition to the elements of institutional, financial and technical sustainability indicated
above, the project benefits from organizational and operational elements of sustainability due to
the fact that no artificial or temporary set-ups have been created specifically for the
implementation of the project. It relies completely on existing structures and existing staff in
ANGed already mandated with the supervision and monitoring of healthcare waste and PCBs
management and elimination. Other partners are also collaborating through existing structures,
e.g. STEG has an Environment Unit established in 2002 and an Instructions Letter (Lettre
d’instructions) governs its operations.
V. KEY RISKS AND MITIGATION MEASURES
A. Risk Ratings Summary Table
Risk Rating Stakeholder Risk Moderate Implementing Agency Risk
- Capacity Low
- Governance Moderate Project Risk
- Design Low
- Social and Environmental Moderate
- Program and Donor N/A
- Delivery Monitoring and Sustainability Moderate
- Other (Optional)
- Other (Optional) Overall Implementation Risk Moderate
15
B. Overall Risk Rating Explanation
39. The overall project preparation risk is rated Moderate. The nature of the project and the
specificity of HCW and PCBs management in the country mean that project implementation will
have to ensure appropriate technical assistance and capacity building to the implementing agency
as well as coordination mechanisms.
40. The overall project implementation risk is rated Moderate. The counterpart has
experience in implementing other Bank/GEF projects. However, the task team will need to
closely monitor project activity progress, especially given the lengthy national procurement
processes.
41. Appropriate mitigation measures will be taken so as to ensure, among others: i) directly
help with revisions to the regulatory and institutional framework needed to develop a climate
conducive to private sector participation with clear technical standards and guidelines, as well as
monitoring systems; ii) knowledge sharing and capacity building to encourage the private
participation; iii) provide incentives to micro-enterprises to undertake the HCWM from
collection to disposal in remote areas; iv) using reviews and the M&E framework, including the
midterm review, to monitor and evaluate private participation in view of adjusting and improving
it throughout the project implementation; v) increasing public awareness on PCBs and other
hazardous waste; and vi) ensuring coordination among different agencies and stakeholders’
awareness and participation.
VI. APPRAISAL SUMMARY
A. Economic and Financial Analysis
42. This project will contribute to local and global public goods by reducing releases of PCBs
and of dioxins and furans from combustion of infectious HCW, thus reducing the threats to
human health and environment. Theoretically, it is possible to apply cost-benefit analysis;
however the lack of reliable baseline data and the difficulty to identify cause-and-effect
relationships between exposure to PCBs and HCW and health impacts make this analysis not
possible in the context of this project. Therefore, for each component, cost-effectiveness analysis
of several options to manage PCBs and HCW was carried out. A partial cost-benefit analysis is
possible for the HCW component, and the results would be only indicative.
43. HCW component: It aims at improving the collection, transport and treatment of HCW
from public and private facilities in the zones of Grand Tunis, Centre and South-East of Tunisia,
by involving the private sector in these operations. The analysis suggests that disinfection by
centralized autoclaves is the most cost-effective option of treating HCW in Grand Tunis, the
Center and the South-East of Tunisia. Using a 500 to 600-ton capacity treatment plant is the most
cost-effective option for HCW management. This would be profitable for private operators with
a payment of TD800 per ton of waste. For payments lower than TD600 per ton, the private
operator’s profitability would depend on the extension of the contract after the first 5-year phase.
16
44. PCBs component: It aims at eliminating the PCB-contaminated equipments that are
either off-line or in-service but in bad condition, and at decontaminating the sites where the off-
line equipment was disposed of. A cost-effectiveness analysis of alternative management options
of the PCB-contaminated equipments suggests that exporting all PCB-contaminated equipments
and wastes to Europe for treatment and recycling is the most cost-effective option for this
component.
B. Technical
Healthcare Waste Management
45. The audits of all HCW incinerators installed at healthcare facilities in Tunisia revealed
that these incinerators were out of compliance with the international standards. These audits
recommended decommissioning and dismantling of all these incinerators. Based on the
evaluation of alternative HCW treatment technologies (incineration, autoclave, and microwave
technologies), the autoclave technology was determined to be the most cost-effective approach
for Tunisia. This led the Government of Tunisia to adopt the autoclave technology for HCW by
reversing its older decision of HCW incineration.
46. Based on feasibility studies conducted for the pilot geographical areas, the following
results have been observed:
There are four populated urban areas with highly concentrated healthcare facilities.
These areas are: a) Greater Tunis area, b) Sousse-Kairouan area, c) Monastir-Mahdia
area, and d) South-east area.
For public structures and health care facilities located at a distance greater than or equal
to 50 km from the treatment center authorized by the Ministry of Environment, transport
will take place once or twice a week to optimize transport costs, since generated HCW
will be stored in centralized refrigerated storage facilities.
HCWs at each healthcare facility would be segregated, pre-treated (if necessary),
contained, transported and stored. These HCWs would then be transported from the
healthcare facilities to the central treatment facility for autoclave treatment. The treated
wastes would then be transported to the municipal landfill for disposal. The Grand Tunis
area will be further divided into zones, each with a different HCW collection and
treatment network.
For the project’s HCW management activities, the Government will engage services of
the private sector for processed HCW collection from healthcare facilities, transportation
to the central treatment center, treatment at the central treatment center, transportation of
the treated waste to the landfill, and disposal at the landfill; and the investments borne
within the healthcare facilities (such as needle crushers, bins, carts, civil works to
upgrade storage room, , refrigerators, personal protection equipment, supplies) will be
covered by the Government.
17
PCBs Management
47. The feasibility study for PCBs management evaluated alternative options and
technologies of PCBs wastes and equipment at public sector entities. The feasibility study
recommended immediate elimination of all PCBs wastes (including PCBs oils and PCBs-
containing equipment in stock) in Tunisia through export to Europe. For the remaining in-
service PCBs equipment, the study recommended elimination according to a schedule based on
risks posed by such equipment (considering the age and condition of the PCBs equipment) as
well as potential adverse impacts on people and property (i.e. high priority for the elimination of
PCBs equipment that are located in schools, other public buildings, and populated areas). The
feasibility study also identified contaminated areas and recommended cleanup of these areas.
48. The project will finance the collection, containment, transportation as well as export and
elimination of PCBs in Europe using international specialized firms.
49. Since are no funds available under this project to dispose the remaining in-service PCB
equipment that are in good condition, and the Government cannot provide the necessary funds to
replace these equipments immediately, the project will only finance a study to assess the risks
associated with the in-service PCB equipment that are in good condition2 for eventual phasing
out in the future. For each in-service PCB transformer that is in good condition, a specific
management plan will be prepared to require the equipment holder to operate the equipment
according to a contract program, retrofitting the equipment with a PCB concentration within 50
pm-2,000 ppm, exporting all recovered PCB-containing oil to Europe for treatment or disposal,
replacing other transformers and capacitors with non-PCB transformers and capacitors, and
exporting all out-of-service equipment to Europe for disposal. The details of such contract
programs will be developed during project implementation.
50. As to the PCBs contaminated sites, the project will finance consulting services for the
preparation of remedial investigation/feasibility studies (RI/FS) and remedial plan for PCBs
contaminated sites at public entities. Counterpart funds under the project will be used to
decontaminate each of these sites according to the remedial plan.
Operations Manual for Project Implementation
51. Considering that the project will cover technical, financial, and procurement matters
involving many agencies, an Operations Manual has been prepared to clearly spell out the
organizational structure and coordination mechanisms, the responsibilities of all parties involved
as well as the procedures to be followed for environmental and social safeguards, procurement
and financial aspects, and project supervision. Adopting the Operations Manual, satisfactory to
the World Bank, is an effectiveness condition.
2 There are 71 in-service PCB equipment that are in good condition. Out of these, 67 are owned by the Ministry of
Agriculture. A preliminary cost estimation for the replacement of the 71 in-service PCB equipment is
approximately US$ 400,000.
18
C. Financial Management
52. Assessment of ANGed financial arrangements including the accounting system and
accounting policies and procedures, budgeting system, reporting, staffing, internal controls
policies and procedures, internal auditing and external auditing arrangements reflects that these
arrangements are satisfactory and meet the Bank’s minimum requirements. These procedures
required by the Bank are well known since ANGed have four Bank projects, namely: Sustainable
Municipal Solid Waste Management (P095912), Jebel Chekir Solid Waste Carbon (P099670),
Nine Landfills Carbon Finance (P099672) and the Africa Stockpiles Program (TF055745-
P075776). However, the accounting system in place, the chart of account and the ANGed
policies will need to be enhanced to follow on the project accounts and generate timely financial
reports for project management and decision making.
53. ANGed’s capacity to oversee the program’s financial management has been judged
satisfactory, presenting only a relatively low financial risk. Moreover, the framework for the
financial and accounting management system, included in the texts governing public enterprises
in particular and the law in general, satisfies Bank requirements.
54. The essential measures recommended by the Bank during the preparation missions have
been adopted, namely: preparing on annual basis the project disbursement plan; amend the
existing chart of account in order to use separate accounts and sub-accounts for the project
transactions, Submit to the bank IFRs format, and the recruitment of a second internal auditor. In
addition, within Sustainable Solid Waste Management Project financed by The World Bank,
ANGed is currently preparing terms of reference to select consulting firms in order to the
preparation of: i) training strategy and program; ii) ANGed’s organizational chart and job
descriptions; and iii) ANGed procedures manual. It is expected that these actions will be
completed at the end of 2012.
55. ANGed, throughout the Project, will be responsible for managing the project funds and
all related financial transactions on behalf of the Ministry of Investment and International
Cooperation which will hold the Grant funds for the Recipient. The ANGed accounting and
financial department will be following on the project finances including the project accounting
functions and reporting. ANGed is compliant with PB10.02 Financial Management. In addition
ANGed will be responsible to prepare and furnish to the Bank, through the Ministry of
Investment and International Cooperation, not later than forty five (45) days after the end of each
calendar semester, interim unaudited financial reports for the Project covering the semester, in
form and substance satisfactory to the Bank.
56. The Project’s financial statements, including the Designated Account (DA) will be
audited annually by an external independent auditor, acceptable to the Bank, in accordance with
internationally accepted auditing standards. ANGed will be responsible for hiring the external
auditor ANGed will submit the audit report to the Bank no later than six months following the
closing of the fiscal year subject to the audit. The audit’s TOR will be prepared and submitted for
the Bank’s no objection.
19
57. In addition, the ANGed audit report (entity) reflecting the ANGed financial statements
and operating results will be remitted to the Bank within 6 months from the end of each calendar
year. ANGed is complaint with BP 10.02 especially regarding audit requirements.
58. The Grant funds will not be transferred to ANGED, the Project Implementation Entity,
but will remain with the Republic of Tunisia, the Recipient of the Grant. The Ministry of
Investment and International Cooperation will open a Designated Account (DA) at the Central
Bank of Tunisia, ANGed will be authorized to use this DA for financing of eligible expenditures.
Replenishment Withdrawal Applications will be submitted to the Bank by the Authorized
Signatories at the Central Bank of Tunisia. Separately, the Ministry of Investment and
International Cooperation will provide the Bank with the name and specimen of signature of the
Authorized Officers in ANGED who would send to the Bank Withdrawal Applications for direct
payments that are above the minimum value. Consequently a Subsidiary Grant Agreement
between the Republic of Tunisia and ANGED is not required. This designated account will be
opened in US dollar and will receive an initial advance of $US 600,000 of the grant amount.
Withdrawals of grant amounts will be based on the Bank’s traditional disbursement methods and
will be used to finance project activities by means of the disbursement procedures currently used,
that is, requests for withdrawals for direct payments, requests for special commitments and/or
requests for reimbursement, either with documentary evidence or expenditure statements, in
accordance with the procedures described in the Bank’s Disbursement Letter and Disbursements
Handbook.
D. Procurement
59. Procurement in ANGed is managed as follows: the Permanent Secretariat of SPCM
(Secrétariat Permanent de la Commission des Marchés) which, under the direct authority of the
agency Director General, oversees all tendering processes; and the technical units (Direction
Etudes et Travaux, Direction Déchets Dangereux, Direction Filières) provide technical support
in the preparation of bidding documents as well as in the evaluation process. The projects
managers and heads of units are responsible for drafting the bidding documents for procurement
and selection of consultants, particularly with regard to the technical specifications and the
Terms of Reference respectively. Staff in ANGed has had previous experience with other Bank’s
projects. In addition, all units have sufficient space in furnished offices, including computers, to
accommodate the staff. Consequently, ANGed would have the capacity to carry out and manage
the procurement under this financing, provided that training is carried out for those staff who will
be involved in procurement under this project on the Bank on the main procurement procedures.
60. Overall, and after its revision in May 2011, the Tunisian procurement legislation for
goods is in line with the Bank's guidelines for procurement and the country has adequate control
organizations. However, substantial divergences exist in the procedures for the selection and
employment of consultants which, following local legislation, are based on open competitive
bidding. Procurement for the proposed project will be carried out in accordance with the World
Bank Procurement Guidelines, and the provisions stipulated in the Grant Agreement.
20
E. Social (including Safeguards)
61. The project will deliver considerable social benefits by reducing risks from existing
HCW in public and private health facilities, specifically healthcare staff, as well as workers
involved in PCB equipment. The project will also implement measures to prevent HCW stock
accumulation in the future and will eliminate off-line PCB contaminated equipment through their
export outside Tunisia. Due to the correlation between health and environmental risks and
poverty, the delivery of benefits will likely be progressive, affecting the population at large and
the poor in particular. Given the present low level of awareness of the general population with
regard to the consequences of exposure to contaminated HCW and PCB equipment, the project
include a specific subcomponent under component 1, for communication and awareness raising.
This is to ensure the active participation and collaboration of the project affected people who
would be identified during the preparation of the operational manual for the HCW facilities.
Activities include awareness campaigns, workshops and seminars, pamphlets, posters, brochures,
billboards and media clips so that proper information could be conveyed to workers and nearby
communities and help raise the level of awareness and encourage safe handling and transport of
HCW.
62. The project does not trigger OP 4.12 involuntary resettlement as all the HCW storage
facilities are in the existing public hospitals and PCB containing equipment will be removed
from sites belonging to public entities (Ministries and state companies) which possess about
1200 PCBs equipment, of which 900 are off-line and the rest are on line. Most of the PCBs
belong to the company STEG and to the Compagnie des Phosphates de Gafsa. There is no
resettlement, no physical displacement of persons or total or partial loss of revenues resulting
from the project. However, there is an office of complaints which has been established in
ANGed to receive and respond to any complaints from citizens on any issue related to any type
of waste. This office also follows up on any complaints, dispatches the complaints to the
appropriate departments and reports the results to the ANGed director general.
F. Environment (including Safeguards)
63. An environmental and social impact assessment framework (ESIAF) was prepared by an
independent national consulting firm in accordance with OP 4.01 and the Tunisia EIA decree No
2005-1991. The Project is essentially an extensive cleanup and contamination-prevention
operation which will bring substantial environmental health benefits, both locally and globally,
by removing PCBs equipment and treatment of HCW and preparing plans for remediating
contaminated sites. The Project components include the mitigation, monitoring and institutional
measures to reduce/eliminate the adverse project impacts.
64. However, the project carries some potential environmental risks. For the HCW
component of this Project, potential risk is related to illnesses or lesions due to this waste,
namely: infectious agents, sharp or cutting objects, genotoxic substances, and chemical or
pharmaceutical substances (toxic and hazardous), etc. The project through the HCW proper
treatment and disposal will eradicate health danger or risks associated with the waste residues as
will eliminate the emission of carcinogenic emissions of dioxins and furans due to inadequate
incineration without effective emission treatment, as well heavy metals such as mercury, lead
21
and cadmium. The potential risks associated with the inadequate management of PCBs with a
concentration of more than 50 ppm by weight are: (i) contamination of soils, fauna, groundwater
and surface water; (ii) health risks related to the manipulation of PCB containing equipment by
unqualified workers; and (iii) security risks due to poor stocking of equipment and oil
contaminated by PCB.
65. In line with the project design, (under which the detailed technical design and location of
storage areas and disposal and treatment sites will be completed during the Project
implementation), the preparation of the Environment and Social Impact Assessment will take
place in two stages:
Stage 1: An Environmental and Social Impact Assessment Framework (ESIAF) was
prepared prior to appraisal, and mitigation, monitoring and institutional measures were
outlined in an Environmental and Social Management Framework (ESMF) for each of
the two major components for HCW and PCBs. The ESIAF was prepared by GEREP, an
independent national consulting firm before appraisal, was submitted for public
consultation on February 11, 2009 and disclosed in Tunisia on August 14, 2009 and in
the Bank InfoShop on August 16, 2010. The Project Integrated Safeguards Data Sheet at
appraisal was disclosed in September 23, 2010. The ESIAF executive summary in
English was disclosed to the Board on August 16, 2010.
Stage 2: The second stage will be the preparation during project implementation of site or
group of sites- specific environment and social management plans (ESMPs) for HCW
storage and treatment sites; and in case visual audit results on PCB contaminated sites
(for which PCBs concentration will exceed 50 ppm as required by the Stockholm
Convention) show potential negative impacts, a specific environmental and social
management plan of the site or group of sites, will be prepared, in accordance with the
Environmental and Social Impact assessment Framework (ESIAF) and included in PCBs
disposal bidding document. All ESMPs will be prepared by local consultants to be
contracted by ANGed. These ESMPs will be reviewed and approved by Agence
Nationale de Protection de l’Environnement (ANPE) as required by the Tunisian EIA
decree. ANPE has a long track record of reviewing EIAs and this was recognized in the
Safeguard Diagnostic Review that the Bank carried out under the Sustainable Municipal
Solid Waste Management Project3. During the first year of project implementation, the
World Bank will review and clear the individual subproject specific ESMPs. All ESMPs
will be disclosed on the ANGed website, and in the corresponding municipality and site
for PCBs and hospital for HCW, and in the InfoShop according to the Bank's Policy on
Disclosure of Information. As executing agency for the Project, ANGed will be
responsible to follow up on the mitigating measures and will report them as part of the
progress report to the project. After the confirmation by the World Bank based on an
assessment of the Agence Nationale de Protection de l'Environnement (ANPE)’s
environmental and social capacity (which will be conducted no earlier than one year after
the Effective Date), the ANPE will review and clear the ESMPs. ANPE is the national
regulatory agency and it has a strong technical capacity and track record, especially as a
result of fulfilling the gap filling measures related to the Use of Country System's
3 World Bank Report 35611-TN, February 2007
22
implementation of the Sustainable Solid Waste Management Project implemented by
ANGeD. Even during the process of the ANPE review of the EMPs during years 2 to 5 of
project implementation in a manner acceptable to the Bank, the Bank will conduct spot
checks to ascertain the quality and efficacy of the review and clearance process by
ANPE."
66. For the HCW component, the project will finance monitoring and mitigating measures
for: (i) HCW separation at the source in accordance with the operational manual; (ii) storage in
proper intra muros refrigerated facilities; (iii) collection and transport extra muros by the private
sector in accordance with hazardous waste law no 97-37, the Decree No. 2008-2745 on
conditions and modalities for sanitary waste management activities, and Decree No. 2009-1064
on permits issued for the treatment of hazardous waste which require each operator to prepare an
EIA approved by the ANPE; (iv) HCW treatment using autoclaving technology; and (v) disposal
of sterilized HCW in sanitary landfills managed by ANGed. An environment and social
management framework (ESMF) in the ESIAF plan was prepared which includes the estimated
incremental cost of US$100,000 for the preparation of environment management plans for sites-
specific or group of sites specific for HCW storage facilities. This is over and above the cost of
institutional strengthening and investments related to HCW treatment estimated at US$1.013
million and US$8.24 million respectively.
67. For the PCB component, the ESIAF stated that during collection, packaging and transport
within Tunisia, visual environmental audits would be conducted by independent consultants for
all PCB sites. If audit results show potential negative impacts, a specific environmental and
social management plan will be prepared, in accordance with the Environmental and Social
Impact Assessment Framework (ESIAF) and included in PCBs disposal bidding documents. The
ESMF plan for PCB sites has identified the need for a rehabilitation and decontamination site
plan which will be published on ANGed’s website. The remedial investigations study will assess
the extent of PCB contamination, if any, of the soils, structures (buildings, storage areas), and
associated risks. The feasibility study will evaluate alternative options for cleaning the sites to
acceptable levels and present a specific recommendation. The remedial action plan will provide
detailed measures for site remediation with an estimated budget and schedule. Six –nine sites
would be candidates for rehabilitation and would be financed from the project counterpart
funding. Regarding PCB treatment overseas, the operator will comply with the recipient
country’s regulations and directives for hazardous waste treatment. The bidding documents will
require that proposals provide detailed procedures, conditions and guidelines to be followed
during the treatment of PCBs overseas. Non-compliance with these procedures will result in the
proposal being rejected.
68. An environment and social management framework (ESMF) plan was prepared which
includes the estimated incremental costs of US$154,000 for the preparation of the site specific-or
group sites specific environment management plans or environmental audits. Decontamination of
a limited number of sites was estimated at US$515,000. This is over and above the cost of
institutional strengthening and investments related to PCB treatment of US$829,000 and
US$4.26 million respectively.
23
Public Consultation and Dissemination
69. A number of consultations have been held with several stakeholders during the project
preparation. An ultimate public consultation was held on February 11, 2009, at ANGed. Twenty
five participants attended from the ministries of interior, environment, industry and energy,
health public and private health facility representatives, private contractors as well as five NGOs.
The participants confirmed the importance of the project and endorsed its upcoming
implementation. Some participants requested that the companies and industries that will benefit
from the project should have qualified staff for the monitoring and follow up on environmental
measures. Also awareness campaigns should be increased specifically on health impacts related
to HCW and PCBs and NGOs should be more involved. Other participants requested that the
treatment of HCW should be left open as there could be new technologies that can be more
adapted in Tunisia and that existing equipment containing PCBs should be also replaced. All
these recommendations were included in the project component on institutional strengthening.
After all these consultations held at an institutional level, more extensive and broader
consultations will be carried out for each site specific ESMP.
Safeguard Policies Triggered by the Project Yes No
Environmental Assessment (OP/BP 4.01) [X] [ ]
Natural Habitats (OP/BP 4.04) [ ] [X ]
Pest Management (OP 4.09) [ ] [X ]
Cultural Property (OPN 11.03, being revised as OP 4.11) [ ] [X ]
Involuntary Resettlement (OP/BP 4.12) [ ] [X ]
Indigenous Peoples (OP/BP 4.10) [ ] [X ]
Forests (OP/BP 4.36) [ ] [X ]
Safety of Dams (OP/BP 4.37) [ ] [X ]
Projects in Disputed Areas (OP/BP 7.60) [ ] [X ]
Projects on International Waterways (OP/BP 7.50) [ ] [X ]
Piloting the use of Borrower Systems to address
Environmental and Social Safeguard Issues in Bank-
supported Projects (OP/BP 4.00)
[ ] [X ]
24
Annex 1: Results Framework and Monitoring
Tunisia: Demonstrating and promoting best techniques and practices
for managing healthcare waste and polychlorinated biphenyls (PCBs) project
Project Development Objective (PDO):
to reduce releases of dioxins, furans and PCBs in Tunisia by strengthening the country’s legal and institutional framework and establishing sound and sustainable management
programs for improving management and final disposal of healthcare wastes and PCBs.
PDO Level Results
Indicators
Core
Unit of
Measure Baseline
Cumulative Target Values
Frequency
Data
Source/
Methodo-
logy
Responsibility
for Data
Collection
Description
(indicator
definition
etc.) YR 1 YR 2 YR3 YR 4 YR5
Indicator One:
Tons of dangerous
HCW processed
resulting from the
85 public entities
linked to the project
Tons of
HCW
0 0 1800 2700 3200 Annual Annual
reports,
Mid –term
review
MH and
ANGed
Quantificatio
n of HCW
processed
Indicator Two:
Tons of PCBs
removed
Tons of
PCBs
0 300 700 900 1100 Annual Annual
reports,
Mid –term
review
PCBs holding
entity
beneficiary to
the project;
responsible
ministries; and
ANGed
Quantificatio
n of PCBs
removed
INTERMEDIATE RESULTS
Intermediate Result (Component One):
Strengthening the Institutional Framework and Capacity for HCW and PCBs’ Management at the national, regional and local levels
Intermediate Result
indicator One: The
decree on HCW
management
finalized and the
associated guidance
documents prepared
Decree
issued
Guidelines
produced Annual
Published
decree
MPH and
ANGed
Intermediate Result
indicator Two: The
framework manual
for the management
of healthcare waste
and the technical
guidelines are
prepared for the
Specific
manuals
and
technical
guidelines
prepared
for The
Grand
Specific
manuals
and
technical
guidelines
prepared
for
Sousse,
Specific
manuals
and
technical
guidelines
prepared
for Sfax,
Gabès,
Medenine
Annual Prepared
standard
specifications
MH and
ANGed
25
public health care
facilities which are
beneficiaries of the
project
Tunis Nabeul,
Mahdia et
Monastir
et
Tataouine
Intermediate Result
indicator Three:
HCW personnel
trained at national,
regional and local
levels
Nb. of
personnel
trained
0 60 140 240 340 Annual Prepared
standard
specifications
MH and
ANGed
Intermediate Result
indicator For:
Decree and
guidelines for
PCBs’ management
have been prepared
Decree is
issued
Guidelines
prepared
Annual
Published
decree
STEG, ME,
ANGed
Intermediate Result
indicator Five:
PCBs’ specific
management plans
for each entity
holding PCBs-
containing
equipment, wastes,
and contaminated
soil
Nb. Of
Manage-
ment
plans
developed
0 5 10 13 Annual Published
Management
plans
STEG, ME,
ANGed
Intermediate Result
indicator six: Staff
training on handling
PCBs-containing
electrical equipment
Number
of staff
trained
0 60 140 240 340 Annual N/A PCBs holding
entities/minis
tries, ME,
ANGed
Intermediate Result (Component Two):
Improvement of HCW and PCBs’ Management and Disposal
Intermediate Result
indicator One:
Better techniques
and management
practice for the
health care waste
are identified and
implemented in the
project sites
Nb. of
Treatment
Centers
using
better
techniques
and
manage-
ment
practices
for
0 2 6 Annual Healthcare
facility report
regarding
receipt of
equipment/su
pplies and
facility audits
Contractor
reports and
facility audits
MH, ANGed
26
dangerous
healthcare
waste
Intermediate Result
indicator Two:
Quantity of PCBs
removed
Tons of
PCBs
0 300 700 900 1,100 Annual Contractor
reports/site
audits by
PCBs holding
entity
PCBs holding
entity and
responsible
ministry
Intermediate Result
indicator Three:
PIU is in place and
operational
PIU
operational
Intermediate Result (Component Three):
Component 3: Project Management
An M&E system in
place and
operational
M&E is in
place
Annual Independent
auditor
ME
27
Annex 2: Detailed Project Description
Tunisia: Demonstrating and promoting best techniques and practices
for managing healthcare waste and polychlorinated biphenyls (PCBs) project
1. The Project Development Objective (PDO) is to reduce releases of dioxins, furans and
Polychlorinated Biphenyls (PCBs) in Tunisia by strengthening the Recipient’s legal and
institutional framework and establishing sound and sustainable management programs for
improving management and final disposal of healthcare waste (HCW) and PCBs. The project
consists of three interrelated components:
Component 1: Strengthening the Institutional Framework and Capacity for HCW and
PCBs’ Management at the national, regional and local levels
Component 2: Improvement of HCW and PCBs’ Management and Disposal
Component 3: Project Management
Component 1: Strengthening the Institutional Framework and Capacity for HCW and PCBs’
Management at the national, regional and local levels (US$2.190 million – GEF US$1.095
million and co-financing US$1.095 million).
2. This component aims to strengthen the institutional and regulatory framework and
technical capacities for HCW and PCBs’ management at the national, regional, and local levels
in Tunisia. HCW and PCBs management activities at the national level entail the finalization of
decrees for HCW and PCBs management, the development of management manual for
Dangerous HCW, technical guides for HCW and PCBs management, technical data sheets, and
the formulation of action plans for awareness-raising and training.
Sub component 1.1: Institutional support and adoption of best practices for HCW
management by:
Sub component 1.1.1 Strengthening the institutional and Regulatory Framework
3. Definition of the roles and responsibilities and strengthening of the entities involved in
HCW management, pursuant to the Minister of Public Health’s Decree of June 16, 2009. The
entities under the Ministry of Health include:
Public health centers: (public administrative entities such as regional hospital, district
hospitals, and primary healthcare units)
Private health facilities
Private healthcare providers and centers
Other health institutions, curative establishments (teaching, and research institutions)
Entities involved in HCW collection and transportation
Entities involved in HCW disposal.
4. Strengthening the existing regulations by issuing standards and technical guidelines for
the operation, monitoring, and enforcement of public and private healthcare facilities and HCW
management facilities. The technical assistance will be provided in view of harmonizing and
28
supplementing the regulatory framework, pursuant to the provisions of Articles 8 and 13 of
Tunisian Decree No. 2008-2745 of July 28, 2008 on Healthcare Waste Management Procedures,
particularly formulating:
An agreement (convention) between the public and private health centers and facilities
and the authorized service firms (in accordance with the provisions set forth in Article 31
bis of Law 96-41 of June 10, 1996 on waste and oversight of its management and
disposal); and
A framework manual for managing hazardous HCW, to be approved by a joint decree
(arrêté) issued by the Minister of Environment and the Minister of Health. This
framework manual will serve as a global template for tailored specifics manuals which
will be applied by each public and private health center or facility in Tunisia.
5. Preparation of the Manual. A manual will be designed specifically for each public and
private health entity or facility. This individually designed manual for each public and private
health entity or facility (based on numbers and type of services offered, and on the type of
facility: multidisciplinary or specialized, multi-wing or single wing, etc.), will serve as a
benchmark for sound and optimal management, from waste generation to its processing and
disposal within each public and private health entity or facility.
6. Technical data sheets laying out the HCW regulations, definitions, and sound
management practices will be designed for use at public and private healthcare facilities. Internal
and external oversight will be strengthened through internal audits and, particularly, by oversight
and monitoring bodies, including:
Establishment of a HCW management unit at each public and private healthcare facility
and assignment of responsibilities to each member of this unit (HCW management should
be supervised by a physician or an engineer specialized in public health engineering, or
by a senior technician responsible for supervising HCW management, pursuant to Article
7 of Tunisian No. 2008-2745 of July 28, 2008 on conditions and modality of management
of sanitary waste activities;
Development of standard specifications to be included in the bidding documents for the
collection, transportation, storage, and treatment of potentially infectious HCW, and
disposal of treated HCW at sanitary landfills. The bidding documents, which have been
prepared for national competitive bidding, are divided into six lots, of which: (i) three are
for Greater Tunis, with approximately 500 T/lot; (ii) two for central Tunisia, grouping
together the Sousse and Kairouan (500 metric tons per year) and the Monastir and
Mahdia (430 T/year) governorates, respectively; and (iii) one lot grouping together the
Sfax, Gabès, Médenine, and Tataouine governorates with produced quantities estimated
at 690 pT/ year; and
Technical assistance will be provided to finalize the bidding documents relating to sub-
components 2.1.1, 2.1.2 and 2.1.3.
29
Sub component 1.1.2 Conducting awareness and outreach campaigns, workshops and
information and monitoring seminars for HCW management
7. Conducting awareness campaigns about the risks of HCW to raise awareness among all
personnel involved in HCW management. This task is intended to minimize the risks associated
with the exposure to HCW through better personnel protection and sound HCW management
practices. A communication strategy and a communication action plan will be prepared. The
targeted groups include:
Healthcare facility personnel: physicians, hygienists, HCW unit managers, nurses,
stretcher bearers, support personnel, non-medical personnel in health facilities:
maintenance personnel, engineers, technicians;
Personnel from companies authorized to transport and process HCW;
Managers of the cleaning services from the municipalities in question;
Municipal employees tasked with waste collection and transportation;
Auditors and inspectors for HCWM; and
All other individuals or legal entities involved in HCW management.
Educational brochures, posters, films, and video projectors will be used to carry out these
awareness-raising campaigns. The media and NGOs will also play a pivotal role in
information dissemination. Action will also be taken for educating and raising awareness
among patients and visitors about the risks engendered by HCW, the improvements that
have been made, and the practices that they can adopt to avoid exposure to risk from
HCW.
8. Organizing regular information and monitoring workshops and seminars for sector
stakeholders:
At least one large-scale workshop will be organized each year in each of the three areas
involved in this project. Senior officials and policy makers will participate in these
workshops (ministers, governors, etc.) with a view to broaden outreach and scope.
Healthcare personnel (physicians, nurses, and others, paramedical professionals, workers)
will also participate. Other participants will include nongovernmental organizations
(NGOs), students, and the general public to ensure improved collaboration and increased
awareness; and
Specific smaller-scale information workshops will be organized: Each stakeholder in the
HCWM process will acquire the knowledge and skills needed to ensure standard
management provided by the manual that poses no risk to human health or the
environment.
9. HCW reduction programs through distribution of technical guidance documents,
brochures, posters, and films:
Short films on HCW will be produced. These films will illustrate uncontrolled
management as well as the risks posed by inappropriate management of HCW
(scavengers at uncontrolled landfills, presence of rodents and domestic animals, as well
as mosquitoes and carriers of pathogenic germs); and sound management practices with
appropriate storage, treatment, and disposal units; and
30
Technical data sheets, brochures, slogans, guides, and posters will be designed for display
(facility entrances, departments, treatment rooms, seating areas, surgical units) or
educational purposes, with a view to raising awareness among all relevant stakeholders.
These posters will serve as performance indicators for improved HCW management.
Sub component 1.1.3: Providing training in HCW management, environmental assessment,
collection and disposal of HCW, monitoring and evaluation.
10. Training will help support the activities pertaining to the implementation of the project. It
will aim to strengthen capacity in sound HCWM in Tunisia. It will involve preparation of
training materials, organization of training workshops, and delivery of training courses, media
programs, and press coverage. A training strategy will be formulated and a training plan will be
prepared in collaboration with the Ministry of Health, particularly the Directorate of
Environmental Health and Protection (DHMPE), it will include:
Training of HCWM personnel at healthcare facilities will cover: Project management;
Environmental assessment; Risks associated with poor HCWM to healthcare facility
personnel, other HCW management personnel and general public (psycho-emotional,
infectious risks, chemical or toxicological risks, cytotoxic, genotoxic substances, heavy
metals etc.); risk of skin and/or mucous membrane radiation; ground, water, and air
pollution risks; flammable or explosive risks; risks linked to handling (overfilling,
spillage); Safeguard policies; Sound HCW management; Identification of necessary
awareness-raising and training themes; Promotion, organization, and coordination of
internal and external professional training actions; and Introduction of training and
information actions that are either targeted and immediate, or part of a medium-term
programming plan;
Training of all HCW management personnel outside the healthcare facilities that are
involved in collecting/transporting and treating HCW. Training will pertain to the
specific areas of responsibilities of each group;
Strengthening of institutions under the Ministry of Health and the Ministry of
Environment (ANPE, DHMPE, ANGed) for monitoring and enforcement of HCW
management activities; and
Participation in various international and national events, seminars and
workshops/courses. The theoretical and practical aspects of these events will be covered
by specialists. Participants will essentially be outreach officers from the public and
private sectors and NGOs, healthcare personnel, HCW management companies, and local
authorities.
Sub component 1.2: Capacity and awareness enhancement for management and final disposal
of PCBs:
Sub component 1.2.1 Strengthening the regulatory framework for PCBs management:
11. Institutions and government agencies involved in PCB management in Tunisia can be
regrouped into four categories, namely, a) Government institutions involved in PCB
management, monitoring and enforcement (such as, ME, ANGed, ANPE, Center for
International Environment Technology (CITET), MH, Ministry of Interior; b) Holders of PCB
31
wastes (such as: Ministry of Industry, Ministry of Agriculture, MH, Ministry of Higher
Education, Ministry of Equipment, Ministry of Social Affairs, STEG, Groupe Chimique
Tunisien (GCT), Phosphate Company of Gafsa (CPG), the company El FOULEDH, Tunisian
Petroleum Refining Company (STIR), ONAS, National Society of Cellulose and Alfa Paper
(SNCPA) and General Store); c) Specialized companies authorized to manage PCB wastes, such
as, companies involved in the maintenance of PCB-containing equipment, companies involved in
the management of PCB-contaminated waste (dismantling, draining, storage, packaging,
labeling, transport, treatment and disposal; and d) Laboratory(ies) involved in the analysis of
PCBs, dioxins and furans. Activities include:
Preparation of a decree for PCB management in Tunisia. This decree will be prepared in
accordance with Article No. 24 of the Framework Law 96-41 of June 10, 1996 on
management of wastes, including their disposal in accordance with the requirements of
the Stockholm Convention on Persistent Organic Pollutants (POPs), which was ratified
by Tunisia in 2004. Tunisia has already prepared its National Action Plan (NAP), but the
associated details will be set by statutory instruments including: concerned shareholders,
sound management methods, and timing of disposal of PCB-contaminated equipment and
wastes from 2010 to 2025. The detailed provisions should include emergency treatment
and disposal of PCB waste and PCB-containing/contaminated equipment, removal and
immediate replacement of equipment in service but in bad condition, removal and
immediate replacement of equipment located in sensitive areas and phasing out of
equipment containing PCBs in concentrations greater than 50 ppm before the end of the
year 2025.
Preparation of a guidance document for sound PCB management. This guidance
document will be made available to all PCB equipment and waste holders and other
interested parties involved in PCB management in Tunisia (e.g. companies holding PCB
wastes/equipment, PCB equipment maintenance companies, PCB waste management
companies, laboratories providing PCB analytical services). This guidance will discuss
potential risks to the environment and human health by the use of PCB-containing/
contaminated equipment, measures to prevent PCB pollution (leak, spills), maintenance
techniques, maintenance and decontamination, management procedures (removing,
changing, storing, packaging, labeling, transportation, treatment and disposal) in
accordance with the existing regulations.
Preparation of specific management plans for each PCB-holding entity: A PCB
management plan will be prepared for each of the 15 entities surveyed and identified to
hold in-service PCB equipment in the preliminary diagnosis study. These plans will be
derived from Tunisia’s national PCB management plan and tailored to each specific
entity based on the PCB content, and applicable technical requirements and regulations.
A retirement schedule for in-service PCB equipment, which will be beyond the 5-year
implementation period of this Project, will also be developed based on the number, age,
condition, and performance of the equipment as well as the financial capacity of the
entity in charge of the treatment and replacement of the PCB-contaminated equipment.
The specific PCB management plan will be governed by a contract program which
commits the holding entity to the competent authorities to properly manage its fleet of in-
use PCB equipment that is in good condition. The contract program will make the entities
commit to activities, such as, retro-filling transformers containing PCB concentrations
32
between 50 and 2,000 ppm; analysis of the PCB content of new oils after retro-filling;
updating the inventory with new concentrations of PCBs in oils; recovery of all PCB oils
to export for treatment or disposal. This could also include establishment of framework
agreements with concerned departments and separate agreements with the entities
holding PCB wastes.
Risk study of PCB equipments that are in service and in good condition. A consultant will
be hired to conduct a risk study of PCB equipments that are in service and in good
condition. This study will: (i) assess the potential risks of in-service PCB equipment on
human health (workers or nearby residents), and the surrounding environment; and (ii)
assess the sensitivity of the receiving environment; and (iii) propose short-term
mitigation measures. The findings from this study will be used to develop specific PCB
management plans and program contracts. The results of this study could potentially
serve as the basis for another elimination project in the future.
Preparation of a master plan for the management of PCB equipment held by the private
sector. The objective of the master plan is to ensure project sustainability beyond the
project period. This plan is a standard (generic) document which will serve as guidelines
for Tunisia for the management of PCB equipment that was not inventoried during the
first diagnosis (NIP). This could include encouraging establishment of specialized private
companies authorized by the Ministry of Environment, for the restoration of in-service
transformers with a view to reuse them after decontamination (through retrofilling or de-
halogenation), removal, packaging, and transport by land and sea.
Design and implementation of a computerized system for monitoring and evaluating, and
update of the national inventory of PCB equipment. This system will assist the unit
responsible for project management in project monitoring, PCB equipment monitoring,
monitoring of contract programs schedules, updating the inventory, and developing a
national and international network in order to bring together owners and managers of
PCB waste.
Sub-component 1.2.2 Conducting awareness and outreach campaigns for PCBs’
management
12. This sub-component will include the following activities:
Development of a national information dissemination and awareness strategy for all
stakeholders involved in PCB management. This will serve to develop a detailed action
plan, create awareness and prevention of the risks associated with PCB exposure, and
information on proper management of PCB equipment and wastes. This strategy will
eventually strengthen the human capacity to manage PCBs as well as other hazardous
substances. The targeted groups include: (i) Management, monitoring and enforcement
authorities; (ii) The unit responsible for management of PCBs; (iii) Holders of PCB
waste; (iv) Authorized companies for the transportation and treatment of hazardous
wastes; (v) The laboratory(ies) involved in the analysis of PCBs, dioxins and furans; and
(vi) Any other person or entity involved in the management of PCBs.
Organization of large-scale information workshops/seminars: (i) Organize regular
workshops and information seminars and monitoring in the presence of all concerned
33
parties mentioned above; and (ii) Organize specific information workshops for different
beneficiaries by target audience.
Awareness campaign for the management of PCBs: (i) Educational leaflets, posters, films
and video projectors will be used for these awareness campaigns. The media will also
play an important role in spreading information; (ii) Actions for education and awareness
of employees in companies that own equipment containing PCBs to warn them against
potential risks that may be caused by exposure or improper waste management; and (iii)
Programs for the minimization of HCW: Technical guides, flyers, media, posters, films).
Sub-component 1.2.3 Providing training in PCBs’ management
13. Training in PCBs will be provided through the provision of consultants’ services and
Training. The main activities are as below:
Training for the different stakeholders in the management of PCBs and participation in
events and study tours:
o Specialized programs will be designed for targeted groups of people involved in
different tasks for implementing specific action plans, including the PCB project
manager;
o This action will support the steps and activities related to the establishment of a
national prevention program, which will include, among other things, the
formation of committees involved in the project. It will focus on capacity building
activities in Tunisia for sound management of PCBs (training workshops,
documentation, media programs, press coverage, training courses);
o Training of all staff involved in the management of PCB wastes (packaging,
storage, transportation, and handling of different types of PCB waste);
o Training of trainers at training workshops;
o Strengthening management and monitoring and enforcement teams at the
organizational level mentioned under 1.2.1;
o Training and technical assistance to staff monitoring PCB management: staff in
charge of waste handling regarding storage, operation and maintenance of
treatment equipment; and the transportation staff on the regulations concerning
the transportation of hazardous materials; and
o Participation in various national and international events related to PCBs and
POPs; seminars and workshops/courses will be handled by experts covering
theoretical and practical aspects. Participants will be divided into the public
sector, private sector, and NGOs.
Technical assistance and support to staff responsible for monitoring PCB management.
These are specific consultations that require a short-term technical assistance from an
expert for:
o Drawing up the terms of reference of different tasks and bidding documents for
the project;
o Assessing studies and reports made by consultants;
o Monitoring the project;
o Monitoring collection, transportation and disposal activities; and
o Preparing training and awareness programs.
34
Component 2: Improvement of HCW and PCBs’ Management and Disposal (US$12.837
million: GEF US$3.872 million and co-financing US$8.965 million)
14. The objective of this component is to establish the state of-the-art and economically
feasible models of HCW and PCB management in Tunisia for reducing or eliminating
environmental discharges of HCW and PCBs, and air emissions of dioxins, and furans as well as
other hazardous pollutants, and thus mitigating the associated human health and environmental
exposures and risks.
Sub component 2.1: Improvement of HCW management and disposal:
15. This sub-component will include: (i) the acquisition of equipment for internal collection,
and in situ storage of HCW in public healthcare facilities; (ii) the supply of equipment to the
intermediate and central storage units in public healthcare facilities in Grand Tunis, Sousse-
Kairouan, Monastir-Mahdia, Sfax, Gabes, Medenine and Tataouine; and the preparation of
ESMPs for such storage units; and (iii) the transportation, and treatment of HCW in privately
owned treatment facilities and final disposal in controlled landfills, through the provision of
goods and consultants’ services.
16. Through the sub-component (a), the Project will finance the following three lots: (i) the
acquisition of local and centralized interim storage (lot 1); (ii) the acquisition of equipment for
collection and in-situ transportation of HCW (lot 2); and (iii) the acquisition of freezers for
storage of placentas in the maternity services covered by the project (lot 3). Sub Component b
(the supply of equipment to the intermediate and central storage units) and sub component c (the
transportation, and treatment of HCW) will be financed by the recipient through its co financing
to the project, no GEF resources will be allocated to these 2 sub components.
17. This subcomponent involves investments at public healthcare facilities for sound HCW
management. Transportation of HCW from public healthcare centralized storage of entities to
the authorized private processing facilities and transport of treated waste to the controlled landfill
will be provided by licensed private sector companies. This component is expected to reduce or
eliminate furan and dioxin from HCW incinerations. The component will also contribute to the
reduction of other adverse human health impacts and environmental discharges resulting from
improper HCW management. In addition, this component is expected to improve HCW
management practices and hygiene at healthcare facilities, allow private sector participation in
HCW treatment and treatment at a large scale in various regions of the country. The component
aims at processing 3184 t of dangerous HCW, thus reducing 8 percent of the total emissions of
furan and dioxin in Tunisia out of 15 percent.
18. Under this sub-component, an appropriate management system will be put in place, in
accordance with the provisions of Tunisian Decree No. 2008-2745 of July 28, 2008 on
modalities and conditions of sanitary waste management (in particular with regard to sorting,
packaging, collection, storage, transportation, and processing). The subcomponent includes the
management of 3,184 T/year of HCW generated by public healthcare facilities:
In the North (1,555 T/ year in the governorates of Tunis, Ariana, Manouba, and Ben
Arous),
35
The Central region (937 T/year in the governorates of Sousse, Monastir, Mahdia, and
Kairouan), and
The South (692 T/year in the governorates of Sfax, Gabès, Tataouine, and Médenine).
19. Also covered by this project, in particular under the “Awareness raising, training, and
capacity building” component, are private healthcare facilities, which produce 845 T/year in
Greater Tunis, 163 T/year in the Central region, and 253 T/year in the South.
Sub-component 2.1.1 Acquisition of equipment for internal collection, and in situ storage of
HCW in public healthcare facilities:
20. Through this sub-component, the GEF will finance the following three lots (i) the
acquisition of local and centralized storage facilities (lot 1), (ii) the acquisition of equipment for
collection and in-situ transportation of HCW (lot 2); and (iii) the acquisition of freezers for
storage of placentas in the maternity services covered by the project (lot 3).
21. Preliminary feasibility studies conducted in this context have helped identify the number
of intermediate and central units included in this invitation to bid, which are summarized in the
table 2 below.
Table 2: number of intermediate and central units included in this invitation to bid
Governorate No. of Public
Healthcare Facilities No. of Intermediate
Storage Units No. of Central Storage
Units
Greater Tunis
Greater Tunis 128 128 22
East Central
Sousse 46 46 6
Monastir 39 39 10
Mahdia 24 24 11
Kairouan 27 27 10
Subtotal 136 136 37
South East
Sfax 51 51 10
Gabes 21 21 5
Tataouine 11 11 4
Medenine 31 31 7
Subtotal 114 114 26
Total 378 378 85
36
Sub-component 2.1.2: The supply of equipment to the intermediate and central storage
units in public healthcare facilities in Grand Tunis, Sousse-Kairouan, Monastir-Mahdia,
Sfax, Gabes, Medenine and Tataouine.
22. Preparation of international standard bidding documents and environmental and social
impact management plans. Throughout its co-financing, the Government will finance the
following activities:
Preparation of an environmental and social impact management plan consistent with the
environmental and social impact assessment framework at the determined areas for
intermediate and central storage units; and
Supply of equipment fixed equipment in good condition and in sufficient quantity to
carry out internal collection and packaging activities (consommables : gants, sacs,
conteneurs, etc. ainsi que des équipements de protection); and sufficient equipment
supply for three months’ worth of operation must always be available in advance.
Sub-component 2.1.3: Transportation, and treatment of HCW in privately owned treatment
facilities and final disposal in controlled landfills (with co-financing provided by
counterparts):
23. The proposed co-financing will supply mobile equipment for external transportation, in
order to ensure traceability.
24. The equipment required is expected to be able to manage HCW generated by State
institutions. The quantity of HCW generated in the study zone is indicated in the following table:
Table 3: Quantity of HCW generated in the study zone
Zones Areas of
intervention Amounts of Potentially
Infectious HCW (from public
healthcare facilities) in T/year
Total No. of Common
Treatment
Installation
(CTI)
Greater Tunis Greater Tunis 1,555 1,555 3
Central region Sousse & Kairouan 522 937
1
Monastir & Mahdia 415 1
South East Sfax 457
692
1
Gabès 107 -
Tataouine 31 -
Médenine 97
TOTAL 3,184 6
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Sub-component 2.2 Improvement of PCBs’ management and disposal through:
25. This sub-component will include: (i) the transportation and elimination of in-stock PCBs-
equipment, wastes and in-service PCBs-equipment in bad condition belonging to sector
Ministries; (ii) the transportation and elimination of in-stock PCBs-equipment, wastes and in-
service PCBs-equipment in bad condition belonging to public entities (of which GEF will co-
finance with these entities 40 percent of the cost); (iii) the preparation of ESMPs for PCBs
contaminated sites, and a study on the rehabilitation of contaminated sites focusing on the
environmental and geotechnical analysis; and (iv) the decontamination of sites, through the
provision of goods, non-consulting services and consultants services.
26. The specific objective of this subcomponent is to eliminate PCB-contaminated equipment
and PCB wastes held by fifteen state companies associated with six ministries. The amount of
equipment contaminated by PCBs and PCB oils to be treated as a priority under this project is
approximately 1,100 tons. This includes discarded PCB equipment and oils as well as other PCB
equipment that are still functional, but in poor condition. These PCB equipment and wastes will
be removed, packaged, transported to a temporary storage facility, and then exported to Europe
for destruction. A temporary storage facility will be used for PCB-contaminated equipment and
PCB wastes.4 Elimination of high-risk PCB wastes and equipment from Tunisia and sound
management of the remaining PCB equipment in good condition will reduce considerably the
associated human health and environmental impacts. In addition, Tunisia will gain considerable
experience through both the private and public sector participation in PCB management, and this
experience will greatly facilitate the remaining PCBs from the country by 2025. The Project aims
at eliminating 1,100 tons of PCBs, representing 65 percent of 1700 tons of PCBs inventoried in
Tunisia.
Sub-component 2.2.1 The transportation and elimination of in-stock PCBs-equipment,
wastes and in-service PCBs-equipment in bad condition belonging to sector ministries.
27. The activities include: (i) on-site dismantling of PCB equipment in bad condition, (ii)
packaging of dismantled PCBs equipment along with other PCBs equipment and wastes
(including PCBs oils) in stock, (iii) land transportation of packaged PCBs equipment and wastes
to a temporary storage facility, (iv) storage at temporary storage facility, (v) land transportation
from the transportation facility to the port of Tunis, (vi) shipping from the port of Tunis to the
port in Europe, (vii) land or rail transportation from the port in Europe to the treatment/
destruction facility in Europe, and (viii) treatment/destruction of the PCBs equipment and wastes
at the treatment/destruction facility in Europe.
4 This would require preparation of the environmental and social impact assessment (ESIA) and permitting of this
temporary storage facility by the regulatory authority
38
Sub-component 2.2.2 The transportation and elimination of in-stock PCBs-equipment,
wastes and in-service PCBs-equipment in bad condition belonging to public entities (of
which GEF will co- finance with these entities 40 percent of the cost of elimination):
28. The activities include: (i) on-site dismantling of PCB equipment in bad condition, (ii)
packaging of dismantled PCBs equipment along with other PCBs equipment and wastes
(including PCBs oils) in stock, (iii) land transportation of packaged PCBs equipment and wastes
to a temporary storage facility, (iv) storage at temporary storage facility, (v) land transportation
from the transportation facility to the port of Tunis, (vi) shipping from the port of Tunis to the
port in Europe, (vii) land or rail transportation from the port in Europe to the treatment/
destruction facility in Europe, and (viii) treatment/destruction of the PCBs equipment and wastes
at the treatment/destruction facility in Europe.
Sub-component 2.2.3 Preparation of environmental and social management plans for
PCBs contaminated sites, and a study on the rehabilitation of contaminated sites.
29. Specific activities include: (i) based on the findings of the environmental audit of PCBs-
contaminated sites, environmental and social management plans (ESMP) will be prepared for
PCBs-contaminated sites; (ii) preparation of management plan pour each PCBs contaminated
site; and (iii) preparation of a remedial investigations study which will assess the extent of PCBs
contamination, if any, of the soils, structures (buildings, storage areas), and associated risks. The
feasibility study will evaluate alternative options for cleaning the sites to acceptable levels and
present a specific recommendation. The remedial action plan will provide a detail plan for site
remediation with an estimated budget and schedule.
Sub-component 2.2.4. Decontamination of sites (financed by counterpart funding).
30. The decontamination of sites will be carried out with the co-financing provided by
counterparts.
Component 3: Project Management (US$0.378 million – GEF US$0.140 million and co-
financing US$0.238 million).
31. Supporting the PCU in carrying out the Project management, coordination,
implementation and monitoring and evaluation through the provision of goods and consultants
services. This component will include: (i) operational costs for the Project Coordination Unit
(PCU). The PCU within ANGed is in charge of implementation, coordination and technical and
financial management of the Project. The unit will participate in policy coordination, assist in the
preparation of the national program and planning review, coordinate training, oversee
operational research and studies, monitor and evaluate the program, convene meetings with the
Steering Committee and will provide it with necessary information; (ii) establishment of a
monitoring and evaluation system. This will include elaborating and implementing the overall
results framework, data collection and monitoring of ODS emissions of project sites, as well as
financial reporting; and (iii) purchase of office equipment and materials.
39
Annex 3: Implementation Arrangements
Tunisia: Demonstrating and promoting best techniques and practices
for managing healthcare waste and polychlorinated biphenyls (PCBs) project
I. PROJECT ADMINISTRATION MECHANISMS
The implementation arrangements for the project are as follows:
1. The project will be implemented by the Agence Nationale de Gestion des Dechets
(ANGed) in close collaboration with the Ministry of Health, the Ministry of Industry and the
Tunisian Society for Electricity and Gaz. ANGed is mandated, as per its decree of establishment
dated August 2005, to implement projects identified within waste management national
programs, to provide technical assistance to industries for enhanced waste management and to
contribute to the elaboration of necessary regulations for all types of waste management. A
Steering Committee (SC) has been established by the Ministry of Environment in December,
2010 through a Ministerial Decision. The SC is to provide strategic guidance to, and overall
monitoring of, the program, and facilitate the coordination and collaboration between the
different ministries and agencies concerned by the program. The committee includes
representatives from key ministries, such as: the Ministries of Industry, Finance, Interior and
Local Development, Public Health, and other stakeholders concerned by the project, including
ANGed, GEF Focal Point, National Environmental Protection Agency (ANPE), la Société
Tunisienne de l’Electricité et du Gaz (STEG), le Groupe Chimique Tunisien (GCT), la
Compagnie des Phosphates de Gafsa (CPG) and Le Fouledh. The Steering Committee has
delegated the responsibility for managing the project to the Director General (DG) of ANGed,
and the DG will be the World Bank’s main interlocutor on aspects of project policy and decision-
making.
2. A Project Coordination Unit (PCU has been established within ANGed. This unit is a
virtual one, not specifically created for the implementation of the project, as it is composed of
ANGed’s staff who have direct responsibilities in their respective units for daily management of
hazardous waste in general and healthcare waste and PCBs in specific. This set-up is ideal to
ensure the sustainability of the project and its complete integration with the functions of ANGed
and its work program beyond the life time of the project. The PCU is responsible for the overall
supervision and coordination of the project, monitoring the project’s progress and that the
outputs and outcomes are consistent with the planned indicators and for the dissemination of the
project’s information and results. The PCU is headed by a Project Director and two project chiefs
respectively responsible for HCW and PCBs. The major responsibility of the Director is to:
(i) coordinate project activities; (ii) supervise executing units of the two components HCW and
PCBs; and (iii) insure that project progress and results are in conformity with recommendations
of the SC, and responsible for the dissemination of the program. The two chiefs ensure day to
day project management and implementation, technical supervision of project activities of
respective components. They will also participate in monitoring and evaluation missions and
supervise the consultants and advisors financed under their respective components. The chiefs
will be supported by technical experts of HCW and PCBs.
40
3. The PCU is supported by two departments within ANGed for fiduciary aspects (financial
management and procurement) and the Legal Department. Two senior officials from these two
departments are also to provide their respective technical support to the components of HCW and
PCBs during project implementation. In addition, a high level professional from ANPE is
responsible for the environmental monitoring of the project. ANGed is currently implementing
four Bank projects, namely: Sustainable Municipal Solid Waste Management (P095012), Jebel
Chekir Solid Waste Carbon (P099670), Nine Landfills Carbon Finance (P099672).
4. The project will be implemented on the basis of partnership of different government
agencies and sectors. Joint Working Groups with the Ministry of Health, the Ministry of Industry
and STEG have been established for the implementation of the project, and have been involved
with ANGed at all stages of project preparation. To make the partnership implementation more
effective, ANGed, the PCU and the Legal Unit are preparing framework conventions with the
line ministries and specific conventions with the related entities have been drafted in view of
confirming the partnership, operational agreement. Co-financing for the project implementation
has already been confirmed by exchange of correspondences between the Ministry and
beneficiary ministries and institutions. This procedure is clearly spelled out in the Operations
Manual.
41
ANGED PDS (D.Soins/PCB)
Project Manager
Procurement
Financial Management
ANPE
Environmental
Monitoring
HCW project chief PCBs Project Chief
ANGED
General Manager
Steering Committee
President Ministry of Environment
Secretariat Project Coordinator
Participants M.E (DGEQV); M. Industry; M. Finances; M.
Interior (DGCPL); GEF Focal point; M. Invest. and
International coop.; M. Health (DHMPE); ANGed ;
ANPE ; ANME and STEG
Chart 1: Project Management flowchart
Working Groups / Implementing
units :
Ministry of Health
Ministry of Industry
Coordination – International
Cooperation
Legal
42
II. FINANCIAL MANAGEMENT, DISBURSEMENTS AND PROCUREMENT
A. Financial Management
5. Demonstrating and Promoting Best Techniques and Practices for Managing Healthcare
Waste and Polychlorinated Biphenyls (PCBs) project will be implemented by the ANGed. A
financial management (FM) assessment was carried out in the course of the preparation of the
Project, in accordance with the Financial Management Practices in World Bank Financed
Investment Operations Manual, dated March, 2010. The purpose of the assessment was to
determine whether the ANGed, Executing Agency, has acceptable financial management and
disbursements arrangements in place to adequately control, manage, account and report about the
funds to be allocated to this Project.
6. These arrangements include, but are not limited to its capacity to: (a) properly manage
and account for all Project’s proceeds and transactions, (b) produce timely, accurate and reliable
financial statements and reports, including Interim Financial Report (IFRs) for Project
Management and other Bank purposes, and (c) disburse Bank funds in the most efficient way, in
accordance to applicable Bank rules and procedures. For that purpose, field visits and work
sessions with ANGed staff were held to obtain an understanding of the current applicable FM
systems and to discuss and agree on the FM arrangements to be in place during project
implementation.
7. The findings of the FM assessment concluded that financial management arrangement as
set out for this Project satisfy the Bank’s minimum requirements and that financial management
arrangements in place can provide, with reasonable assurance, a accurate and timely information
on the progress of project implementation.
8. Although minor interventions will be required in order to enable the FM systems to adapt
to the project needs, the overall FM risk has been assessed as “Moderate” provided that the
mitigating measures outlined above will be carried out successfully:
• Preparing on annual basis the project disbursement plan;
• Ensuring that the management information system is in place and implemented
efficiently;
• Updating the ANGed procedures to reflect Bank project implementation arrangements;
• Amend the existing chart of account in order to use separate accounts and sub-accounts
for the project transactions; and
• Submit to the bank IFRs format.
9. Fiduciary management: The 2010 PEFA concluded that the legal and administrative
framework for public financial management (PFM) is sound and offers a solid level of assurance
regarding the reliability of information and a strong control environment; however the report also
identified transparency and accountability failures notably in the preparation of the budget, as
well as in the execution reporting. Good progress has been made in improving transparency since
the January revolution; however external accountability and transparency would need to be
secured by the constitution under revision.
43
10. Corruption/transparency and civil society: Governance problems have been a key factor
preventing higher growth and employment. Corruption, cronyism and anti-competitive practices
helped to foment popular discontent that led to the overthrow of the previous regime, as well as
lack of adequate participation, transparency and accountability. Redressing these issues is at the
heart of the political transition and the Constituent Assembly Government’s reform program.
11. Experience in the sector: the Bank has a prior experience in the sector through ANPE
(Agence Nationale de Protection de l’Environnement) and ANGed. In addition ANGed have
currently 4 on-going projects financed by the World Bank and have a significant experience in
the management of externally funded projects.
12. Project Risks: the project will be implemented by the Agence Nationale de Gestion des
Déchets (ANGed) which is a public enterprise with financial, but not administrative, autonomy
under the tutelage of the Ministry of Environment. ANGed was created in 2005 by decree No.
3005-2317 of August 22, 2005, following the separation of the Solid Waste Department from the
ANPE. ANGed will create a Project Coordination Unit (PCU) for project implementation and
will rely on financial department to oversee financial management issues.
13. Assessment of ANGed financial management being the accounting system and
accounting policies and procedures, budgeting system, reporting, staffing, internal controls
policies and procedures, internal auditing and external auditing arrangements reflected that these
arrangements are satisfactory and meet the Bank’s minimum requirements. These procedures are
well known by the Bank since ANGed has on-going projects. However, the accounting system in
place, the chart of account and the ANGed policies will need to be amended or enhanced to
become capable to follow on the project accounts and generate timely financial reports for
project management and decision making.
Financial Risk Assessment and Mitigation
14. The project will be implemented by ANGed. ANGed is a public enterprise and, as such
must comply with current legislation governing the administrative, technical and financial
operations of public enterprises. ANGed is also under the State’s financial control. The general
legislation governing the organization of public enterprises as well as specific guidelines for
ANGed specify the framework for its organization and operation, particularly as regards
financial and accounting procedures. The main provisions are described below.
15. Administrative Structure: ANGed is headed by a director general (DG) nominated by
decree. The DG is authorized to make decisions according to current legislative and regulatory
provisions for non-administrative public enterprises. A governing board comprising 11 various
ministry representatives was also created to support the DG in his functions.
16. Budgetary System: The DG is responsible for finalizing the annual provisional operating
and investment budget as well as the financing plans for investment projects which he then
submits to the board of director by the end of August. This budget must then be approved by the
tutelage ministry and the Ministry of finance.
44
17. The budgetary process is conducted by ANGed performance control and management
department. (Direction du contrôle de gestion). This department has good planning and
budgeting capacity which would enable ANGed to prepare sound plans and budgets. Project
disbursed plan would be prepared during the preparation of the project and up-dated each year.
18. Accounting System: The accounting system of the ANGed is considered acceptable to the
World Bank. ANGed staff is familiar with World Bank requirements having been involved in
several projects financed by the Bank. The ANGed maintains proper accounting books and
records in compliance with the provisions of the Tunisian accounting system for enterprises
which that follows the accrual basis of accounting. Bookkeeping is automated through MIS -
system. Supporting documentation is kept properly.
19. The budgetary year starts on January 1 and ends on December 31. The General Director
of ANGed prepares financial statements and submits them to the board of director for approval,
not later than three months after the close of the budgetary year and based on a report prepared
by the external auditor. ANGed is also required to publish by August 31 of each year the
approved financial statements for the previous year in the official journal of the Tunisian
Republic.
20. Project accounting will be integrated to ANGed accounting system.
However it is agreed to:
• Amend the existing chart of account in order to use a separate accounts and sub-accounts
for the project transactions; and
• Up-date fund management MIS by configuring agreed project IFRs format.
21. Internal Control: There are several levels of internal control: (a) ANGed’s official
structure which clearly separates specific functions from independent control mechanisms; (b)
the General Director of ANGed as payment originator; (c) the State controller appointed by the
Prime Ministry responsible for adherence to regulations; (d) the Central Bank of Tunisia as
payment department; and (e) the Prime Minister, the Ministry of Finance and the Ministry of
International Cooperation in compliance with current legislation and regulations on tutelage over
public, non-administrative enterprises.
22. Internal Control & Auditing: Procedures have by large been established by the ANGed
and institutionalized in the form of Financial Management Manual, and Internal instruction.
Nevertheless, the financial policies and procedures in place needs to be updated to reflect project
implementation arrangements and adequately communicated to all employees.
23. The Internal Audit Department is responsible for conducting internal audit for all ANGed
departments. The Internal Audit Department staff is composed of two persons, a recruitment of a
third one is plan in 2012. It is recommended to assess the Internal Audit Department in order to
appreciate its capacity to meet ANGed needs.
24. ANGed is always subject to an external audit, to the Control of the Cour des Comptes, to
the General control of Ministry of Finance and to the General control of public services.
45
B. Disbursements
25. The counterpart funds for the Project will be made available to ANGed in accordance
with the applicable Tunisian procedures and legislation; and in a timely manner so as to ensure
the good execution of the project.
26. The Grant funds will not be transferred to ANGED, the Project Implementation Entity,
but will remain with the Republic of Tunisia, the Recipient of the Grant. The Ministry of
Investment and International Cooperation (MoIIC) will open a Designated Account (DA) at the
Central Bank of Tunisia, ANGED will be authorized to use this DA for financing of eligible
expenditures. Replenishment Withdrawal Applications will be submitted to the Bank by the
Authorized Signatories at the Central Bank of Tunisia. Separately, MoPIC will provide the Bank
with the name and specimen of signature of the Authorized Officers in ANGED who would send
to the Bank Withdrawal Applications for direct payments that are above the minimum value.
Consequently, this is the reason why there is no need to have a Subsidiary Grant Agreement
between the Republic of Tunisia and ANGED. This designated account will be opened in US
dollar and will receive an initial advance of US$600,000 of the grant amount. Withdrawals of
grant amounts will be based on the Bank’s traditional disbursement methods and will be used to
finance project activities by means of the disbursement procedures currently used, that is,
requests for withdrawals for direct payments, requests for special commitments and/or requests
for reimbursement, either with documentary evidence or expenditure statements, in accordance
with the procedures described in the Bank’s Disbursement Letter and Disbursements Handbook
27. ANGed will be responsible for submitting the documentary proof of services rendered or
activities carried out to the Central Bank of Tunisia (BCT) so that payments can be made from
the Designated Account opened for that purpose, or to submit requests for direct payment to the
Bank. In the event that payments are to be made from the Designated Account, ANGed should
send payment orders to the BCT for services rendered or activities carried, together with
documentary proof. The BCT shall examine the documentation received as well as the
admissibility of the expenditures committed, and then make the payment if the expenditures are
deemed admissible. The BCT shall track the level of the designated account and prepare and
submit requests for withdrawals to the Bank for purposes of replenishing the Designated
Account. In the context of existing disbursement procedures, ANGed shall also be authorized to
submit withdrawal requests for direct payments accompanied by the documentary proof required.
Disbursements will be terminated four months after the project is closed for expenditures
incurred prior to the closing date. ANGed will be responsible to prepare and furnish to the Bank
not later than forty five (45) days after the end of each calendar semester, interim unaudited
financial reports (IFRs) for the Project covering the semester, in form and substance satisfactory
to the Bank. The format of the IFRs will be included in the financial management manual.
Statement of Expenditures
28. Necessary supporting documents will be sent to the Bank in connection with contract that
are above the prior review threshold, except for expenditures under contracts with an estimated
value of : (a) US$300,000 or less for non-consulting services and goods (b) US$100,000 or less
for consulting firms; (c) US$50,000. or less for individual consultants, as well as incremental
46
operating costs and training, , which will be claimed on the basis of SOEs. The documentation
supporting expenditures will be retained at ANGed and will be readily accessible for review by
the external auditors and periods Bank supervision missions. All disbursements will be subject to
the conditions of the Grant Agreement and disbursement procedures as defined in the
Disbursement Letter.
External Audit
29. There will be annual audit of the project financial statements, covering all aspects of the
project. The external audit will be performed by independent auditors acceptable to the Bank,
and in accordance with International Standards on Auditing (ISA), and the Bank’s guidelines on
auditing as stated in the guidelines: Annual Financial Reporting and Auditing for World Bank-
financed Activities (June 2003). The auditors’ terms of reference (TORs) will be prepared by
ANGed and cleared by the Bank before the engagement of the auditor. TORs will include both
the audit of the financial transactions and an assessment of the internal control.
30. The annual audit report will consist of a single opinion on the financial statements of the
project, including the reconciliation of the Designated Account, and the Statement of
Expenditures (SOEs) and Withdrawal applications. In addition to the audit report, the auditor
will be required to prepare a management letter. In the management letter the auditor should:
Comment on the accounting records, systems, and controls that were examined during the
audit, including but not limited to flow of funds mechanisms; adherence to policies and
procedures; segregation of duties; proper recording and cut-off of payables and accruals;
and so on.
Comment on other specific systems and processes, such as the administration system and
management information system, monitoring and evaluation, reporting and internal audit.
Recommend improvements where specific weaknesses are identified in any of the above
systems and controls.
Communicate any other matters identified during the audit that might significantly affect
the future implementation of the Project, or that the auditor considers pertinent.
Comment specifically on the appropriateness, and consistency of application of policies.
31. The audit report will be submitted to the Bank no later than six months after the end of
the fiscal year to which they relate. ANGed will provide the auditor with full access to project-
related documents and records, and with the information required for the purpose of the audit. A
draft of audit TORs will be finalized during the preparation of the project.
32. In addition, annual audit reports on financial position and operating results of ANGed
will be due to the Bank within 6 months of the end of each calendar year. ANGed is compliant
with World Bank BP 10.02 with especially regards to audits while implementing the current
World Bank projects.
Supervision Plan
33. Based on the assessed low risk level, the Bank-accredited FMS will conduct annually two
supervision missions for the project in addition to follow up visits if deemed necessary. However
47
for the first year of implementation, it is envisaged more FMS implication to ensure proper
implementation of FM arrangements and agreed action plan. The semiannual IFSs for the Project
and the financial audit reports will be reviewed on a regular basis by the Bank FMS and the
results or issues will be followed up in real-time. During the Bank’s supervision missions, the
Project’s financial management and disbursement arrangements (including a review of a sample
of SOEs if applicable) will be reviewed to ensure compliance with the Bank’s requirements and
to develop the financial management rating to the Implementation Status Report (ISR).
Disbursement Arrangements
Table 4: Disbursement categories and amounts
Category Amount of the Grant
Allocated (expressed in
USD)
Percentage of Expenditures to be
Financed (inclusive of Taxes)
(1) Consultants’ services, non-
consulting services and Training:
(a)under Part A , Part B.1 (a),
Part B. 2 (c) and Part C of the
Project;
(b) under Part B.2 (a) of the
Project; and
(c) under Part B.2 (b) of the
Project
1,250,000
1,116,000
1,100,000
100%
100%
100%
(2) Goods under Part A , Part
B.1 (a), Part B. 2 (a), (b) and (c)
and Part C of the Project
1,641,000 100%
(3) Incremental Operating Costs 393,000 100%
TOTAL AMOUNT 5,500,000
“Incremental Operating Costs” means the incremental expenses incurred by the PCU on account of
reasonable and necessary activities directly related to the Project implementation, management and
monitoring, including office supplies, travel and salaries, but excluding the salaries of the civil servants.
The category “Training” means the costs of: (i) reasonable expenditures for local and international travel,
room and board and per diem expenditures incurred by trainers and trainees and by non-consultant
training facilitators in connection with training provided under the Project; (ii) course fees; (iii) training
facility rentals; (iv) training material preparation, acquisition, reproduction, and distribution expenses; and
(v) participating in international workshops and conferences.
Retroactive Financing
34. The Recipient has indicated its intention to pre-finance eligible project expenditures in
order to accelerate implementation and as such Board approval will be sought for retroactive
48
financing for payments made prior to the legal agreement date for an aggregate amount not to
exceed US$550,000 equivalent for payments made prior to this date but after June 1, 2011, for
Eligible Expenditures as indicated in the Disbursement Table above.
C. Procurement
General
35. Procurement for the proposed project will be carried out in accordance with the World
Bank Guidelines:
36. Procurement of goods, and non-consulting services under IBRD loans and IDA credits &
grants by World Bank borrowers” dated January 2011 (“Procurement Guidelines”), and
"Guidelines: Selection and Employment of Consultants under IBRD Loans and IDA Credits and
Grants by World Bank Borrowers” dated January 2011(“Consultant Guidelines”) (“Consultant
Guidelines”), and the provisions stipulated in the Grant Agreement. National Competitive
Bidding (NCB) will be carried out with procedures acceptable to IBRD. The methods to be used
for the procurement under this project, and the estimated amounts for each method, as well as the
threshold contract values for the use of each method are set in Table 6.
37. Overall, the revised Tunisian procurement legislation for goods is in line with the Bank's
guidelines for procurement – except for the special provisions mentioned below – and the
country has adequate control organizations. However, substantial divergences exist in the
procedures for the Selection and Employment of Consultants which, following local legislation,
are based on open competitive bidding. Under the project, Tunisian implementing agencies
would apply the Bank's procedures for the Selection and Employment of Consultants.
NCB Special Provisions
38. Except in the cases provided for below, goods shall be procured under contracts awarded
on the basis of paragraphs 3.3 and 3.4 of the guidelines and paragraphs below. Contracts of
goods procured under the National Competitive Bidding procedure shall comply with the
following additional provisions:
(i) The bidding document clearly explains the bid evaluation, award criteria and bidder
qualification criteria;
(ii) Any bidder registered in an eligible country, as defined in paragraphs 1.8 to 1.10 of
the Procurement Guidelines will be eligible to bid; therefore no restriction based on
nationality of bidders or origin of goods shall apply and foreign bidders shall not be
subject to any unjustified requirement which will affect their ability to bid;
(iii) Government-owned enterprises in the Borrower’s country may participate only if they
can establish that they (i) are legally and financially autonomous; (ii) operate under
commercial law, and (iii) are independent from contracting entity;
49
(iv) Bidders will be allowed to deliver their bids by mail or by hand before the expiration
of the deadline for submitting bids;
(v) Technical and financial envelopes are submitted together and opened in public,
simultaneously during a unique session open to the public for goods and non-
consulting services; amounts shall be read aloud during the public session; bidders or
their representatives are authorized to attend the bid opening session. The date, time
and place for bid opening shall be announced in the invitation to bid; these date and
time shall be the same as for the deadline for receipt of bids or immediately thereafter;
(vi) Bids are evaluated on price and any other criteria disclosed in the bidding documents
and quantified in monetary terms and contracts are awarded to the qualified bidder
having submitted the lowest evaluated responsive bid, and price shall not be
negotiated with the lowest evaluated bidder except under the provisions stated in
paragraph 2.63 of the Procurement Guidelines;
(vii) Procedures will include the publication of the evaluation results, the contract award
and provision for bidders to protest;
(viii) If foreign firms wish to participate, they shall be allowed to do so and no provision
for preferential treatment of national firms or mandatory association with a national
firm or prior registration in the country of the Borrower shall be applied;
(ix) Prior to issuing the first call for bids, a draft standard bidding document to be used
under National Competitive Bidding procurement must be submitted to and found
acceptable by the Bank; and
(x) Each bidding document and contract for goods to be financed from the proceeds of
the Grant shall provide that the supplier, contractor and subcontractor shall permit the
Bank, at its request, to inspect their accounts and records relating to the bid
submission and performance of the contract, and to have said accounts and records
audited by auditors appointed by the Bank. The deliberate and material violation by
the supplier, contractor or subcontractor of such provision may amount to obstructive
practice.
Project Management
39. A Project coordination unit is already established within ANGed. The PCU is responsible
for the overall supervision and coordination of the project, monitoring the project’s progress and
that the outputs and outcomes are consistent with the planned indicators and for the
dissemination of the project’s information and results. The PCU will be supported by a
Monitoring and Evaluation (M&E) Committee consisting of agencies and department of
ministries outside of ANGed, and two departments within ANGed for financial management and
procurement. Two senior officials from these two departments will also provide their respective
technical support to the components of HCW and PCBs and will be the interlocutors to the
World Bank during their supervision and appraisal missions. In addition, another senior official
from the National Environmental Agency will be responsible for environmental monitoring of
the project.
50
Procurement of Works
40. No works are currently foreseen under this project.
Procurement of Goods
41. Goods to be financed for the PCBs component will mainly include vehicles, office
equipment, computer hardware and software, and various other equipment and materials for the
implementation units and provision of reference data. For the HCW component the goods will
mainly include equipment and supplies for healthcare waste collection and storage, office
furniture and equipment, teaching material (guides, flyers, etc.) . The equipment for healthcare
waste collection and storage will be procured thru an ICB using the Bank’s Standard Bidding
document for Goods. However, and given the size of the contracts and the availability locally of
the other goods, their procurement will be through National Competitive Bidding (NCB),
Shopping and Direct Contracting in special circumstances comply with clause 3.7 of the
Guidelines. The procurement will be carried out using the National Standard Bidding
Documents (SBDs) agreed with and satisfactory to the Bank for NCBs.
Procurement of non-consulting Services
42. The main non-consulting services to be financed for the PCB component will cover the
disposal of PCB-contaminated equipment and the decontamination of the contaminated sites.
This will include PCB-contaminated oils owned by STEG and other privately-owned oils that are
stored in inadequate facilities around the country and (ii) the establishment of a temporary
storage. Given that Tunisia has no facilities for PCB treatment, this contract will be procured
through an international competitive bidding (ICB) and the Bank’s standard bidding documents
for the procurement of non-consultant services shall be used.
Consultants’ services
43. The services of consultants, for an overall amount equivalent to US$937,000 for technical
assistance for institutional support, monitoring and evaluation, studies, will be provided by
national and international consultants. Requests for expressions of interest in consulting services
expected to cost more than the equivalent of US$200,000 are to be published on the UN
Development Business web site and in its publication, and in at least one national daily
newspaper. For such contracts, the procedure to be used will be the Bank’s standard Request for
Proposal (RFP) documents; a short list of qualified consulting firms will be selected, and the
default method used will be Quality- and Cost-Based Selection (QCBS). For all contracts in
amounts exceeding US$200,000, the Quality- and Cost-Based Selection (QCBS) method will be
used. For contracts valued at less than the equivalent of US$200,000, the short list may include
only national consultants if a sufficient number of Tunisian firms exist and if those firms are cost
competitive. However, if foreign firms express interest, they may not be excluded from
consideration.
44. For contracts with an estimated value equal to or less than the equivalent of US$200,000,
the selection method may be based on the Consultant’s Qualifications, selection under a Fixed
51
Budget, Quality Based Selection or Least-Cost Selection. Individual consultants will be
selected and employed in compliance with the provisions of paragraphs 5.1 to 5.6 of the
Consultant Guidelines. The need for Single-Source Selection of consultants is not currently
foreseen, but should it prove warranted it must be carried out in compliance with the provisions
of paragraphs 3.8, to 3.11.
Assessment of ANGed’s capacity to execute the project procurement activities
45. ANGed’s capacity to execute procurement activities in the framework of this project has
been assessed and the report is filed with the project documents. The executing agency, ANGeD,
would have the capacity to carry out and manage the procurement under this financing, provided
that the actions recommended in the Action Plan are taken before effectiveness. This does not
apply to the Procurement Plan which should be provided by the negotiation date. The risk has
been rated as Moderate. The frequency of procurement supervision including PPR/Audit will
be every 6 months.
52
46. The Action Plan is summarized below:
Table 5: ANGed Action Plan
Analysis of Procurement
Capacity Issues/Risks Mitigation Measures
1. Organization.
ANGeD PCU is not
committed to this
responsibility and the tasks
that it entails.
Make the implementation
arrangements including
coordination and reporting
responsibilities clear in the
Project Operation Manual. 2. Facilities, Support Capacity
and Staffing/Professional
Experience.
There are some doubts
about the full availability of
the other staff and capacity
to produce adequate
procurement documentation
in a timely manner.
(i) Carry out a training to brief
and update the staff
responsible for the HSW
and PCB components on
the Bank on the main
procurement procedures --
expected to be used in the
project implementation --
before its start; and (ii) Provide for outside
technical assistance from a
procurement specialist to
help in the preparation of
the documents for
procurement and selection
of consultants. 3. Record Keeping and Filing
System.
Capacity to cope with the
project volume of
transactions.
Instructions and training given
to ensure that project specific
files are kept for all
procurement and related
transactions and recorded
contract by contract.
4. Procurement Planning.
Procurement Plan not
updated The executing agency should,
periodically, update the
procurement plan
5. Monitoring/Control Systems.
Procedures used are not
fully compliant with the
Bank ones.
Have a Procurement Operation
Manual, describing in a clear
manner the adequate
procedures to follow for the
implementation of the project.
53
47. The methods to be used for the procurement under this project, and the estimated
amounts for each method, as well as the threshold contract values for the use of each method are
set in Table A below.
Table 6. Thresholds by Method and Prior Review
Category of
Expenditures
Threshold of
Contracts Cost
Estimate (‘000 US$)
Procurement or
Selection Method
Contract Subject to Bank Prior
Review
1. GOODS ≥ 1,000 ICB ≥ 3,000,000 and first contract
regardless of its value > 100& <1,000 NCB First contract, then post review ≤ 100 Shopping
(3 quotations) First contract, then post review
2. NON-
CONSULTING
SERVICES
≥ 1,000 ICB ≥ 3,000,000 and first contract
regardless of its value > 100& <1,000 NCB First contract, then post review ≤ 100 Shopping
(3 quotations) First contract, then post review
3.C
ON
SU
LT
AN
T S
ER
VIC
ES
Fir
ms
≥ 200 QCBS ≥ 1,000,000 and first contract
regardless of its value >100 &<200 QCBS
CQS/LCS/FBS post review
≤ 100 QCBS
CQS/LCS/FBS First contract, if any, then post
review NA SSS All contract regardless of value
Ind
ivid
ual
Co
nsu
ltan
ts
≥ 50
Consultants
Guidelines Section V
≥ 300,000 Evaluation report
comparison of CVs, TORs, and
draft contracts.
<50
Consultants
Guidelines Section V
First contract, if any, as above,
then post review
NA SSS All contracts regardless of value
QCBS = Quality- and cost-based selection
LCS = Least cost selection
SSS = Single-source selection
CQS = Selection based on consultant’s qualifications
FBS = Selection under a fixed budget
54
Procurement Planning
48. As agreed during the appraisal, a Project Operation Manual was prepared and include the
description of applicable procurement procedures, as well as the detailed procurement plan for
the first 18 months of activity which should have been approved during negotiations.
Goods/Non-consulting services
49. One ICB contract is expected for the purchase of healthcare waste collection and storage
equipment. . In addition, the disposal of PCB-contaminated equipment and the decontamination
of the contaminated sites will be carried under an ICB and the Bank’s standard bidding
documents for the procurement of non-consultant services shall be used.
Consultants’ Services
50. The consulting services are detailed in the procurement plan. However, there are no
consulting assignments with short-list of international firms foreseen during the first 18 months
of project implementation
III. ENVIRONMENTAL AND SOCIAL (INCLUDING SAFEGUARDS)
Measures taken to address safeguard issues
51. An environmental and social impact assessment framework (ESIAF) was prepared by an
independent national consulting firm in accordance with OP 4.01 and the Tunisia EIA decree No
2005-1991. The Project is essentially an extensive cleanup and contamination-prevention
operation which will bring substantial environmental health benefits, both locally and globally,
by removing PCBs equipment and treatment of HCW and preparing plans for remediating
contaminated site. The project components constitute the mitigating, monitoring and
institutional measures to reduce/eliminate the adverse project impacts. However, the project
carries some short-term high environmental risks, specifically as related to the removal and
transportation of HCW and PCB equipment. These risks are discussed in Annex 8 as part of a
summary of the environment safeguards.
52. An environment and social management framework (ESMF) was prepared which
includes the incremental cost for the preparation of environment management plans for sites
specific or group of sites specific the HCW storage facilities estimated at US$100,000. This is
additional to the cost of institutional strengthening and investments related to HCW treatment
estimated at US$1.13 million and US$8.14 million respectively. The ESMF plan also includes
the incremental costs of the preparation of the site specific-or group specific environment
management plans or environmental audits estimated at US$154,000 for PCBs. Decontamination
of the sites was estimated at US$515,000. This is additional to the cost of institutional
strengthening and investments related to PCB treatment of US$829,000 and US$4.26 million
respectively.
55
53. A public consultation was held on February 11, 2009, at ANGed. Twenty five
participants attended from the ministries of interior, environment, industry and energy, health
public and private health facility representatives, private contractors as well as five NGOs. The
participants confirmed the importance of the project and endorsed its upcoming implementation.
Some of the comments from the consolation have been taken into account in the project design.
54. The project does not trigger OP 4.12 involuntary resettlement as all the HCW storage
facilities are in the public hospitals and PCB containing equipment will be removed from sites
belonging to public entities (Ministries and state companies) which possess about 1,200 PCB
equipment, of which 900 are off-line and the rest are on line. Most of the PCBs belong to the
company (Société Tunisienne de l’Electricité et du Gaz - STEG and to the Compagnie des
Phosphates de Gafsa). There is therefore no resettlement, no physical displacement of persons or
total or partial loss of revenues resulting from the project. However, there is an office of
complaints which has been established in ANGed to receive and respond to any complaints from
citizens on any issue related to any type of waste. This office also follows up on any complaints,
dispatches the complaints to the appropriate departments and reports the results to the ANGed
director general.
Mechanisms to supervise and monitor agreed plans
55. Given the framework nature of the Project (under which the detailed technical design and
location of storage areas and disposal and treatment sites will be completed during the Project
implementation), the preparation of the Environment and Social Impact Assessment will take
place in two stages:
56. Stage 1: An Environmental and Social Impact Assessment Framework (ESIAF) was
prepared prior to appraisal, and mitigation, monitoring and institutional measures were outlined
in an Environmental and Social Management Framework (ESMF) for each of the two major
components for HCW and PCBs. The ESIAF was prepared by GEREP, an independent national
consulting firm before appraisal, was submitted for public consultation on February 11, 2009 and
disclosed in Tunisia on August 14, 2009 and in the Bank InfoShop on August 16, 2010. The
Project Integrated Safeguards Data Sheet at appraisal was disclosed in September 23, 2010. The
ESIAF executive summary in English was disclosed to the Board on August 16, 2010.
57. Stage 2: The second stage will be the preparation during project implementation of site or
group of sites- specific environment and social management plans (ESMPs) for HCW storage
and treatment sites; and in case visual audit results on PCB contaminated sites (for which PCBs
concentration will exceed 50 ppm as required by the Stockholm Convention) show potential
negative impacts, a specific environmental and social management plan of the site or group of
sites, will be prepared, in accordance with the Environmental and Social Impact assessment
Framework (ESIAF) and included in PCBs disposal bidding document. All ESMPs will be
prepared by local consultants to be contracted by ANGed. These ESMPs will be reviewed and
approved by Agence Nationale de Protection de l’Environnement (ANPE) as required by the
Tunisian EIA decree. ANPE has a long track record of reviewing EIAs and this was recognized
in the Safeguard Diagnostic Review that the Bank carried out under the Sustainable Municipal
56
Solid Waste Management Project5. During the first year of project implementation, the World
Bank will review and clear the individual subproject specific ESMPs. All ESMPs will be
disclosed on the ANGed website and in the corresponding municipality and site for PCBs and
hospital for HCW, and in the InfoShop according to the Bank's Policy on Disclosure of
Information. As executing agency for the Project, ANGed will be responsible to follow up on
the mitigating measures and will report them as part of the progress report to the project. After
the confirmation by the World Bank based on an assessment of the Agence Nationale de
Protection de l'Environnement (ANPE)’s environmental and social capacity (which will be
conducted no earlier than one year after the Effective Date), the ANPE will review and clear the
ESMPs. ANPE is the national regulatory agency and it has a strong technical capacity and track
record, especially as a result of fulfilling the gap filling measures related to the Use of Country
System's implementation of the Sustainable Solid Waste Management Project implemented by
ANGeD. Even during the process of the ANPE review of the EMPs during years 2 to 5 of project
implementation in a manner acceptable to the Bank, the Bank will conduct spot checks to
ascertain the quality and efficacy of the review and clearance process by ANPE.
58. The PCU will be responsible to follow up with the implementation of the ESMF,
including the stage 2 sites specific environmental and social management plans. A staff member
in the PCU will be dedicated for the environmental and social safeguards issues. Specific
measures also include: i) training and capacity building, ii) safeguards provisions will be
included into the project operational manual, iii) reporting through the project M&E system, and
iv) World Bank supervision missions.
IV. MONITORING & EVALUATION
59. In order to ensure careful monitoring and continuous results evaluation of project
operations, ANGed, acting through the Project coordination unit and project support, will be
responsible for elaborating and implementing the overall results framework with the indicators
presented in Annex 1. With the support of the Project, the Project Coordination Unit will be
responsible for developing a result monitoring and evaluation system for HCW and PCBs. The
PCU will include a staff member specialized for M&E. Similarly, a higher level professional
from ANPE will be responsible for the environmental monitoring of the project, including
monitoring the application of the national system for environmental monitoring of the PGDDM.
60. Semi-annual, monitoring reports will be prepared and submitted to the Bank for review.
These reports will deal with the progress made at the level of each component and include a
preliminary analysis of the project’s performance as related to the key indicators contained in
Annex 1.
61. Technical, organizational, accounting, and financial audits will be carried out annually to:
(i) monitor, a posteriori, the status of operations and overall progress of the project, and for the
quality and coherence of the means of project execution as compared to the results obtained; (ii)
ensure that ANGed (and the various contributors) adheres strictly to the procedures and to the
technical, financial, social, and environmental instruments developed during execution; and (iii)
5 World Bank Report 35611-TN, February 2007
57
ensure that ANGed has the capacity to manage the financial resources mobilized for project
financing and report on its use of funds, and that international accounting norms and sound
bookkeeping standards are respected. ANGed will also develop, in consultation with the Bank, a
system for disseminating data periodically to strengthen the participatory nature of the activities
and to involve the stakeholders and groups affected by the project. The data will refer to the
financial and environmental sustainability aspects that the project is trying to promote and put in
place.
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Annex 4
Operational Risk Assessment Framework (ORAF)
Tunisia: Demonstrating and promoting best techniques and practices
for managing healthcare waste and polychlorinated biphenyls (PCBs) project
Project Stakeholder Risks Rating M
Description :
Coordination and participation have the tendency to focus at the
national level. Management of HCW and PCBs needs joint
efforts from both national and regional/local governments. The
national agencies are responsible for improving the institutional
and regulatory framework for HCW and PCB management and
integrating it into the national development process, while the
regional and local agencies will be responsible for project
implementation at the regional/local level.
The private sector participation would represent a substantial
risk because of the following major reasons: i) lack of
knowledge and information of standards of hazardous waste
management among private waste management companies; ii)
lack of funding from the public health establishments for
hazardous waste management; and iii) there is little competition
given the limited number of qualified private companies in the
waste management sector on one hand and the fact, on the other
hand, that the quantity of HCW generated in certain zones of the
country is not enough to attract private sector operators.
Risk Management :
At the national level, a Steering Committee, chaired by the Minister of Environment, is in place
and has been formalized before the negotiation. For monitoring and enforcement of project
activities at the regional/local levels, regional/local units will be established within the participating
stakeholders.
Implementation arrangements will be specified in the Operation Manual, with clear description of
the Coordinator functions and indication of responsibilities; and the relations between departments
at both the national and local levels.
Several business procedures and forms of reporting will be implemented under this project and the
relevant measures will also be included into the emergency plans.
Specific measures that the project would take to mitigate private participation risks include: i)
directly help with revisions to the regulatory and institutional framework needed to develop a
climate conducive to private sector participation with clear technical standards and guidelines, as
well as monitoring systems; ii) knowledge sharing and capacity building to encourage the private
participation. For example, the Project will help strengthen awareness of private sector of HCW
standards and guidelines, and training in HCWM, environmental assessment, collection and
disposal of HCW; iii) the HCWM pilots have been designed to demonstrate the viability of private
sector involvement which should also include ownership; and iv) using reviews and the M&E
system, including the mid-term review, to monitor and evaluate private participation in view of
adjusting and improving it throughout the project implementation.
Resp: ANGed : Stage: Implementation Due Date : September
2014
Status: under
preparation
Implementing Agency Risks (including fiduciary)
Capacity Rating: L
Description :
ANGed within the Ministry of Environment will be the
Executing Agency for the project. ANGed is currently
implementing four Bank projects, namely: Sustainable
Risk Management :
The PCU has been adequately staffed and strongly based on ANGed existing staff to include a
Director, two chiefs in charge respectively for HCW and PCBs, a Finance Officer, Procurement
and Technical Officers, and an Environment M&E Officer. FM supervision will be provided on an
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Municipal Solid Waste Management (P095912), Jebel Chekir
Solid Waste Carbon (P099670), Nine Landfills Carbon Finance
(P099672), and Africa Stock piles (TF055745). ANGed is
familiar with the Bank requirements in the financial
management and procurement, as well as related reporting and
audits. A Project coordination unit (PCU) has been in place
within ANGed for this project.
ANGed’s capacity to oversee the program’s financial
management has been judged satisfactory, presenting only a
relatively low financial risk. Staff in all implementing agencies
is highly competent with respect to procurement, and
demonstrates an understanding of the main differences between
national procurement directives and those of the Bank, in
addition to goodwill and appreciable capacity in executing
projects according to Bank procedures.
ANGed’s capacity to meet the World Bank’s environmental
safeguard requirements for PCBs still needs to be strengthened.
ongoing basis through the World Bank’s field FM Specialist. Technical training will be provided to
PCU and ANGed.
PCU has an adequate automated accounting system which follows cash basis accounting and
capable of recording all project activities, generating required reports such as the semester IFRs,
and annual financial statements.
ANGed has developed an acceptable Financial Management Manual which defines the project’s
financial management policies and procedures to be followed by the PCU during project
implementation. These procedures are based on having the PCU applying appropriate internal
controls (e.g. segregation of duties, ex-ante reviews, controls over inventory and fixed assets, etc.),
ensuring proper use of funds including safeguarding of the original supporting documents.
Under this unit, the project will finance a dedicated local procurement expert as staff of the PCU.
The procurement officer should be trained immediately and preferably before the Grant Agreement
is signed.
This need has been reflected in Project Component 1 with adequate budget. Expertise and training
will also be provided.
Resp: ANGed Stage: Implementation Due Date : September
2012
Status: Done
partially
Project Risks
Design Rating: L
Description :
Quantification of the reductions in dioxin, furan, and PCB
releases to the environment from different sources/activities is
not always easy to monitor and document.
Anticipated reductions in POPs emissions may not materialize
on time because removing all existing incinerators and shifting
to alternative waste disposals will take time.
Risk Management :
Besides clearly defined baselines and outcome indicators, the project will include a workable and
practical tracking system to monitor POP reduction. This would also be accompanied by training.
In addition, the environment impact assessment for category A project will help further strengthen
the design of the project and increase implementation monitoring.
This project has been designed in conjunction with the National Implementation Plan (NIP). This
plan guarantees that emissions reduction will be addressed by concrete measures within the overall
reforms put in place for the management of HCW and PCBs together with other related World
Bank waste management projects.
Resp: ANGed Stage: Implementation Due Date : Annual Status: To be
done
Social & Environmental Rating: M
Description :
Improper management of PCB equipment/wastes and HCW
may result in adverse impacts on human health and the
environment. These mishaps may happen during poor handling
of HCW with no personal protection equipment, poor
segregation of HCW resulting in infectious waste mixed with
sanitary waste, improper containment resulting in broken bags,
inadequately designed/ operated storage facilities that are
accessible to rodents or insects, poor treatment of HCW in
Risk Management :
The project is designed to strengthen the legal framework. Specific mitigation measures include: i)
issuing the needed HCW and PCB management legislation and guidance documents that are in line
with the strict, internationally accepted protocols; ii) training HCW and PCB personnel in sound
HCW and PCB management techniques and emergency response procedures; iii) carefully
selecting only competent and experienced private sector contractors for transportation and
treatment of HCW and management of PCBs; iv) close coordination with the other institutions in
case of emergencies (e.g. fire houses, hospitals, police); and the controlled landfill already
constructed and made operational by ANGed will be used.
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improperly designed or operated equipment (e.g. incinerators),
transportation in unsafe vehicles, and disposal in improperly
designed or operated landfills. Unsafe handling of PCBs may
also result in PCB spills leading to human exposure and
environmental damage, or fires causing human injuries, or
property damage.
In addition, the project will undertake public awareness campaigns on environmental health for
workers and the communities adjacent to the disposal facilities concerned in order to address the
health and safety requirements as set forth in the ESIAF.
Resp: ANGed and
DGEQV Stage: Implementation Due Date : Annual
Status: under
preparation
Program & Donor (N/A) Rating:
Description :
Risk Management :
.
Resp: Stage: Due Date : Status:
Delivery Monitoring & Sustainability Rating: M
Description :
PCU would have rather high capacity and this will ensure the
delivery quality though national clearance procedures need to be
improved to avoid project implementation delays.
The project involves 85 hospitals and 55 PCBs sites. They also
belong to other ministries than the ME. The capacity at local
and site levels could be quite weak.
Risk Management :
A comprehensive study on Process Simplification will be carried out under the project to assess
and formulate action plan to enhance delegation of authority and reduce levels of required
clearances.
The project will use several ways to prevent delays: i) using the SC to strongly engage other
partners at the national level; ii) using conventions/contracts to recognize the rights of other
partners in the project and have them take the responsibilities; iii) training for stakeholders,
including participating staff at hospital and site levels; iv) regular monitoring and follow ups
Resp: SC and ANGed Stage: Implementation Due Date : annual Status: under
preparation
Implementation Risk Rating Rating: Moderate
Comments: Appropriate mitigation measures will be taken so as to ensure, among others: i)
directly help with revisions to the regulatory and institutional framework needed to develop a
climate conducive to private sector participation with clear technical standards and guidelines, as
well as monitoring systems; ii) knowledge sharing and capacity building to encourage the private
participation; iii) provide incentives to micro-enterprises to undertake the HCWM from collection
to disposal in remote areas; iv) using reviews and the M&E framework, including the midterm
review, to monitor and evaluate private participation in view of adjusting and improving it
throughout the project implementation; v) increasing public awareness on PCBs and other
hazardous waste; and vi) ensuring coordination among different agencies and stakeholders’
awareness and participation.
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Annex 5: Implementation Support Plan
Tunisia: Demonstrating and promoting best techniques and practices
for managing healthcare waste and polychlorinated biphenyls (PCBs) project
What would be the main focus in terms of support to implementation? Time Focus Skills Needed Resource Estimate Partner Role
First twelve
months
Technical and
procurement review of
the bidding documents
Financial
management/reporting
Monitoring and
Evaluation system
HCW and PCBs
Environmental
safeguard
Institutional
arrangements and
project supervision
coordination
Team Leadership
Procurement
specialist
FM specialist
Waste
management and
IT experts
Environmental
specialist
Operations officers
Procurement 4SW
FM 3SW
Environmental
engineer 3SW
Safeguard
specialist 3SW
Operations 3SW
TL 10SW
12-48 months Technical and
procurement review of
the bidding documents
Financial
management/reporting
Environmental
safeguard
Operation
Team Leadership
Procurement 4SW
FM 3SW
Environmental
engineer 3SW
Safeguard
specialist 3SW
Operations 3SW
TTL 30SW
Other
Skills Mix Required
Skills Needed Number of Staff Weeks Number of Trips Comments
Environment specialist
Operations Officer
Procurement
FM specialist
Task Team Leader
3-4 SW annually
3-4 SW annually
3-4 SW annually
3-4 SW annually
10 SW annually
Field trips as
required