The World Bank Mozambique - Artisanal Fisheries and Climate Change (P149992)

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1 Public Disclosure Authorized Public Disclosure Authorized The World Bank RESTRUCTURING PAPER ON A PROPOSED PROJECT RESTRUCTURING OF MOZAMBIQUE - ARTISANAL FISHERIES AND CLIMATE CHANGE APPROVED ON MARCH 23, 2015 TO MINISTRY OF ECONOMY AND FINANCE REPORT NO.: RES30093 Public Disclosure Authorized ENVIRONMENT & NATURAL RESOURCES AFRICA Public Disclosure Authorized Regional Vice President: Country Director: Senior Global Practice Director: Practice Manager/Manager: Task Team Leader: Makhtar Diop Mark R. Lundell Karin Erika Kemper Magda Lovei Andre Rodrigues de Aquino, Joao Moura Estevao Marques da Fonseca

2 ABBREVIATIONS AND ACRONYMS CCP Conselho Comunitário de Pesca, or Fisheries Community Council CC Campaign Coordinator DEPI Direcção de Estudos, Planificação e Infra-Estruturas, or Directorate of Studies, Planning and Infrastructures ESFMF Environmental and Social Management Framework FM Financial Management IBRD International Bank for Reconstruction and Development IDA International Development Association IDEPA Instituto Nacional de Desenvolvimento da Pesca e Aquacultura, or National Institute for Fisheries and Aquaculture Development IFMIS Integrated Financial Management Information System MIMAIP Ministério do Mar Águas Interiores e Pescas, or Ministry of the Sea, Inland Waters and Fisheries NCB National Competitive Bidding NDF Nordic Development Fund NTZ No-Take Zone OP/BP Operational Policy/Bank Policy PARP Plano de Acção para Redução da Pobreza, or Poverty Reduction Action Plan PDO Project Development Objective PDP Plano Director das Pescas, or Fisheries Master Plan PIU Project Implementation Unit PPACG Projecto de Pesca Artesanal e Co-Gestão, or Community Based Coastal Resource Management and Sustainable Livelihoods Project TURF Territorial Use Rights for Fisheries UGEA Unidade Gestora e Executora de Aquisições, or Procurement Management and Execution Unit

3 Note to Task Teams: The following sections are system generated and can only be edited online in the Portal. BASIC DATA Product Information Project ID P Original EA Category Partial Assessment (B) Approval Date 23-Mar-2015 Financing Instrument Investment Project Financing Current EA Category Partial Assessment (B) Current Closing Date 30-Apr-2019 Organizations Borrower Ministry of Economy and Finance Responsible Agency Instituto Nacional de Desenvolvimento da Pesca e da Aquacultura (IDEPA),Ministério do Mar, Águas Interiores e Pescas, Direcção de Estudos, Planificação e Infra- Estruturas Project Development Objective (PDO) Original PDO To improve community management of selected priority fisheries.. Summary Status of Financing TF Approval Signing Effectiveness Closing Net Commitment Disbursed Undisbursed TF Mar Apr Apr Apr

4 Policy Waiver(s) Does this restructuring trigger the need for any policy waiver(s)? No Note to Task Teams: End of system generated content, document is editable from here. A. Project Status 1. The project was declared effective on April 21, 2015 and has been under implementation for 2 years and 6 months. The overall implementation progress is rated Moderately Unsatisfactory, and the project is not on track to meet its PDO by project closure. Implementation delays are estimated to be over 18 months. 2. The main issues affecting proper project implementation are the following: (i) Project Implementation Unit (PIU) technical capacity very low; (ii) A pervasive decentralization process undergone by the Ministry of Sea, Inland Waters and Fisheries (MIMAIP) transferred key responsibilities from the National Institute for Fisheries and Aquaculture Development (IDEPA), the current project implementing agency, to provinces and district authorities. This caused significant implementation delays mainly due to the inability of IDEPA to manage the change against the initial project setup, which envisaged a central administration. (iii) Significant delays in delivering payments to Rare, the main service provider for Component 1 and 3, due to administrative difficulties. These delays affected the speed of project implementation. (iv) Differences in performance across the six selected project sites, significantly correlated with that of Campaign Coordinators (CCs) key individuals responsible for the advancement of the project. Machangulo and Inhassoro are the two best performing sites, followed by Mefunvo and Závora, while Pomeme and Memba have advanced the least. Please see the Mid-Term Review Mission s Aide Memoire s Annex 4 for a detailed report on the implementation status in each site. 3. The main project achievements to date are the following: (a) Component 1: Improve community rights-based fishery management. The first building blocks for the establishment of sustainable fisheries management practices were initiated in the six project sites, with varying levels of achievement in relation to aspects such as: i) socio-environmental analysis of the sites; ii) analysis of the performance of the Fisheries Community Councils (CCPs) and support to their legalization and operative effectiveness; iii) identification of fisheries and ecosystems for the establishment of Territorial Use of Rights for Fisheries (TURFs) and Reserves; iv) definition of targets for TURFs and respective Reserves; v) definition of target species and key habitats; and vi) definition of options for the location of the TURFs and their respective Reserves. I. PROJECT (b) STATUS Component AND 2: RATIONALE Improve livelihoods. FOR RESTRUCTURING This component did not record significant progress, since the original plan envisioned to begin implementation after sufficient progress on Component 1 and 3. The main achievement relates to an ongoing dialogue with the Ponta do Ouro Partial Marine Reserve, Peace Parks Foundation and other private sector partners, to develop an integrated alternative livelihoods project in Machangulo, for the benefit of the two communities targeted by FishCC. (c) Component 3: Social Marketing. Campaign Coordinators (CCs) in charge of delivering various activities within the scope of Component 1 and 3 were selected, trained and allocated to each of the six project sites. In particular, CCs received the first phase of university training on social marketing, and coordinated the implementation of activities in Component 1 aimed at the establishment of fisheries management plans. (d) Component 4: Project Management. Under this component, the six project sites were selected; the PIU was formed and operationalized; the project s main service provider was selected and hired (Rare); the Project Steering Committee was established and held (February 2017); implementation arrangements for the financial decentralization were established and operationalized.

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6 B. Rationale for Project Restructuring 1. Given the above-described key bottlenecks to proper project implementation, the Mid-Term Review Mission held between October 9-16 acknowledged that the current project setup will not allow to achieve the PDO by project closure (April 2019). A Project Restructuring that will modify institutional and operational modifications is therefore necessary to: (a) Resolve the issues hampering proper project implementation; (b) Accelerate project implementation; (c) Allow to achieve the PDO by project closure (April 2019). I. DESCRIPTION OF PROPOSED CHANGES C. Institutional Arrangements and Implementing Agency Have the well-functioning Project Implementation Unit (PIU) for the SWIOFish1-MZ project, under MIMAIP s Directorate of Studies, Planning and Infrastructures (DEPI), take on the role as PIU for FishCC. This change will allow to improve project management by benefiting of a strongly performing PIU, strategically located directly within MIMAIP, leverage synergies between the two projects, and enhance absorption capacity of technical assistance to MIMAIP s Directorates. The Task Team has been conducting regular fiduciary and safeguards capacity assessment of the proposed new PIU, and confirms they have the capacity to implement the FishCC project. This change would also allow to consider the institutional changes undergone by MIMAIP and re-align project governance with the new institutional setup. As a line Directorate within MIMAIP, DEPI holds more direct connection with the provincial governments, and is therefore better placed to ensure proper project implementation. D. Results Framework The Results Framework will be updated to realign indicators and targets with what is realistically achievable within the remaining project timeframe. The revision also clarifies indicators description, since current indicators did not provide an agreed-upon description, allowing for discrepancies in interpretation. Note to Task Teams: The following sections are system generated and can only be edited online in the Portal.

7 II. SUMMARY OF CHANGES Changed Change in Implementing Agency Not Changed Change in Results Framework Change in Institutional Arrangements Change in Project's Development Objectives Change in Components and Cost Change in Loan Closing Date(s) Cancellations Proposed Additional Financing Proposed Reallocation between Disbursement Categories Change in Disbursements Arrangements Change in Disbursement Estimates Change in Overall Risk Rating Change in Safeguard Policies Triggered Change of EA category Change in Legal Covenants Change in Financial Management Change in Procurement Change in Implementation Schedule Other Change(s) IV. DETAILED CHANGE(S) OPS_DETAILEDCHANGES_IA_TABLE IMPLEMENTING AGENCY Implementing Agency Name Type Action Instituto Nacional de Desenvolvimento da Pesca e da Aquacultura (IDEPA) Implementing Agency Marked for Deletion Ministério do Mar, Águas Interiores e New Implementing Pescas, Direcção de Estudos, Planificação e Agency Infra-Estruturas OPS_DETAILEDCHANGES_RESULTS_TABLE RESULTS FRAMEWORK

8 PDO_IND_TABLE The World Bank Project Development Objective Indicators Number of Fishing Community Councils legalized and functioning Value Revised Increase in fishing productivity in targeted communities Unit of Measure: Percentage Value Marked for Deletion Direct project beneficiaries Value Revised Female beneficiaries Unit of Measure: Percentage Supplement Value Revised Intermediate Indicators IO_IND_TABLE Increase in coral and sea grass bed coverage in Reserve via underwater surveys Unit of Measure: Percentage

9 Value Marked for Deletion Fisheries Management Plans developed and submitted for approval by the relevant authority Value Revised New revenue generating opportunities identified and launched Value Revised Staff trained on social marketing Value Revised Quarterly reports submitted Value Marked for Deletion Note to Task Teams: End of system generated content, document is editable from here.

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