III. Implementation.A. Partnership Arrangements
28. The Jamaica NSP (1) (Network Service Provider) An organization that provides a high-speed Internet backbone to ISPs and other service providers. Sprint, MCI and UUNET are examples of NSPs. See Internet backbones. is funded by the Government and a number of external agencies. The GFATM GFATM Global Fund to Fight AIDS, Tuberculosis and Malaria and the Bank provide the most significant levels of funding. Other partners, especially the United Nations Agencies and bilateral donors also provide technical support and some funding for specific interventions. All the agencies provide their funding through the NHP NHP Non-Human Primate
NHP Natural Health Product
NHP Nevada Highway Patrol
NHP National Historic Park
NHP Nottingham Health Profile
NHP National Health Plan
NHP Nursing Home Placement
NHP Nominal Horsepower
NHP Not-Hot Plug (server) . The project will not have specific co-financing from any other partner. The expanded HIV/AIDS theme group provides a regular forum for coordination. In addition, partnerships have been strengthened around key thematic the·mat·ic
1. Of, relating to, or being a theme: a scene of thematic importance.
2. areas. Section IB. above describes how the two main external financing In the theory of capital structure, External financing is the phrase used to describe funds that firms obtain from outside of the firm. It is contrasted to internal financing which consists mainly of profits retained by the firm for investment. sources (Bank and GFATM) will complement each other as well as the contributions being made by the other bilateral and multilateral development partners. The project design supports the strengthening of partnership between the key stakeholders Stakeholders
All parties that have an interest, financial or otherwise, in a firm-stockholders, creditors, bondholders, employees, customers, management, the community, and the government. : the MOH See modem on hold. , non-health line ministries, civil society organizations, the private sector, and external funding agencies. Partnerships with the GFATM, bilateral donors and UN agencies will include: implementation based on one annual work plan of the NHP; regular information exchange/updates, harmonized har·mo·nize
v. har·mo·nized, har·mo·niz·ing, har·mo·niz·es
1. To bring or come into agreement or harmony. See Synonyms at agree.
2. Music To provide harmony for (a melody). technical assistance on specific thematic areas e.g. education and coordinated implementation reviews/supervision missions whenever possible, though this may present logistical lo·gis·tic also lo·gis·ti·cal
1. Of or relating to symbolic logic.
2. Of or relating to logistics.
[Medieval Latin logisticus, of calculation challenges.
B. Institutional and Implementation Arrangements
29. Institutional Arrangements. The following institutions will be key to the successful implementation of the project: The Council for Health and Social Development (COHSOD COHSOD Council for Human and Social Development (Guyana) ) reporting to the Cabinet will be responsible for setting policy, overall coordination, and monitoring and evaluating the performance of the national HIV/AIDS program. The Ministry of Health (MOH) will be the Executing Agency through The Project Coordination Unit (PCU PCU - PCI Configuration Utility ) of the National HIV/STI Program. The PCU will coordinate activities and provide technical and fiduciary fiduciary (fĭd`shēĕ'rē), in law, a person who is obliged to discharge faithfully a responsibility of trust toward another. support to the implementing entities. Execution of project activities will be handled by divisions of the MOH, the four Regional Health Authorities, four non-health line ministries, CSOs and the private sector.
30. Implementation Arrangements. The project will be coordinated by the PCU within the National HIV/STI Program (NHP) of MOH. The PCU consists of an experienced team of professionals that have coordinated the technical and fiduciary activities of the first HIV/AIDS project. The staff has been trained in World Bank procedures, has performed satisfactorily under the first project and is expected to continue performing well under the follow on project. The Unit is headed by a Senior Medical Officer, who manages a core staff that includes the coordinators for the project components and subcomponents, an M&E officer, a financial manager and a procurement The fancy word for "purchasing." The procurement department within an organization manages all the major purchases. manager and their supporting administrative staff. The fiduciary unit also manages the grant funds from the GFATM. Most of the PCU staff has been paid out of donor funds, including the first World Bank loan. The process to convert some of these positions into permanent establishment posts has been initiated with the intended outcome of creating an institutionalized in·sti·tu·tion·al·ize
tr.v. in·sti·tu·tion·al·ized, in·sti·tu·tion·al·iz·ing, in·sti·tu·tion·al·iz·es
a. To make into, treat as, or give the character of an institution to.
b. and sustainable core group of professionals to coordinate and support the implementation of the national HIV/AIDS Program.
31. Implementing Entities. Four types of entities will implement project activities: The MOH through its centralized cen·tral·ize
v. cen·tral·ized, cen·tral·iz·ing, cen·tral·iz·es
1. To draw into or toward a center; consolidate.
2. departments and the four decentralized de·cen·tral·ize
v. de·cen·tral·ized, de·cen·tral·iz·ing, de·cen·tral·iz·es
1. To distribute the administrative functions or powers of (a central authority) among several local authorities. RHAs; Four key non-health line ministries: Education, Tourism, Entertainment and Culture, Labour and Social Security, and National Security, Civil Society entities including the NGO NGO
Noun 1. NGO - an organization that is not part of the local or state or federal government
nongovernmental organization sector with Community Based Organizations (CBOs), churches and other Faith Based Organizations (FBOs); and the private sector through the Jamaica Business Council, private companies and the media.
32. The implementation strategy is detailed in the Project Operations Manual and is summarized in Annex an·nex
tr.v. an·nexed, an·nex·ing, an·nex·es
1. To append or attach, especially to a larger or more significant thing.
2. 6. Implementation of project activities will be preceded by the elaboration of annual work plans for the public sector entities and by proposals for the civil society entities. The Government Ministries will prepare annual work plans which are aligned with the Government annual budgets. CSOs will be funded through a demand-driven process based on the system that has been put in place under the ongoing Bank-financed project. A consolidated annual work plan will be prepared by the PCU and reflected in the MOH's annual budget for submission to the Ministry of Finance and the Public Service (MOFPS). The work plan will include the MOH's own work plan, plans of other Line Ministries and a budget line for subprojects of civil society groups and the private sector. Annex 6 contains a fuller description of the institutional and implementation arrangements including eligibility criteria, selection procedures and funding mechanisms for civil society and the private sector. The Project Operations Manual will contain a detailed description of implementation strategies for line ministries, CSOs and the private sector.
33. Financial Management and Procurement Arrangements. The PCU financed under the first HIV/AIDS project is familiar with the Bank procedures. It will be responsible for financial management and procurement. Latest financial management and procurement procedures will be applied now that there is more capacity within the PCU and within the public administration in general. Detailed guidelines guidelines,
n.pl a set of standards, criteria, or specifications to be used or followed in the performance of certain tasks. on the financial and procurement management including accountability and transparency provisions are contained in Annexes 7 and 8.
C. Monitoring and Evaluation of Outcomes/Results
34. A full time M&E officer with a supporting staff within the PCU will be responsible for: (i) maintaining the overall M&E plan including manuals, implementation procedures, tools, data flowcharts and a budget; (ii) strengthening the monitoring systems to ensure sound output and process monitoring; and (iii) validating data by random sampling recording and aggregating processes and by examining large variations in historical trends. Evaluation of the outcome and the impact of project performance on achieving the development objectives will be done through periodic behavioral surveys of high-risk groups, household surveys of the general population, workplace surveys of a random sample of companies, and health facility surveys and specific research. Baseline markers and targets will be established for measuring progress. Outcome/impact indicators are listed in Annex 3. Most of the indicators are drawn from the country's national M&E plan and are the basis for the country's regular reporting to UNGASS UNGASS United Nations General Assembly Special Session . Monitoring program performance and productivity of service providers will be done on an ongoing basis using management reporting mechanisms. Service statistics will be collected regularly at the points of service and reported on a monthly basis to document progress being made and to show variations that occur. Input and process indicators are listed in Annex 3.
35. The following factors will contribute to program sustainability after project completion:
(a) An enabling policy and legal environment with strong political support and leadership for dealing with HIV/AIDS;
(b) Government's willingness and ability to sustain public awareness of HIV/AIDS issues;
(c) Implementation sustainability: development of broad ownership and a strong institutional coordination mechanism for the expanded response to the pandemic pandemic /pan·dem·ic/ (pan-dem´ik)
1. a widespread epidemic of a disease.
2. widely epidemic.
Epidemic over a wide geographic area.
n. and the involvement of other key stakeholders (line ministries, NGOs, FBOs, local communities, etc.);
(d) Converting some of the PCU positions into permanent establishment posts to create an institutionalized and sustainable core group of professionals to coordinate and support the implementation of the national HIV/AIDS Program;
(e) Financial sustainability will include Government budget allocations to finance the national HIV/AIDS program and continued support from external sources especially the Global Fund; and,
(f) Allocating resources available for HIV/AIDS to the highest priority interventions.
E. Critical Risks and Possible Controversial Aspects for the Proposed Project
Risk Description of risk Rating Factors of risk Project * Expenditures during the first S design project for non-health line ministries and for CSOs accounted for only 8% of total project expenditures. * The first project has been criticized for its centralized approach and has been perceived outside the MOH as a MOH project rather than a multi-sectoral project. Stigma and * The country's legal framework S Discrimination remains inadequate. However, and Human several reforms have been Rights launched over the past years. Major achievements include the National HIV/AIDS Policy approved by Cabinet (2004) & Parliament (2005) and the National HIV/AIDS Workplace Policy submitted in 2003 to and approved by Cabinet in March 2007. * An Amendment to the Public Health Act based on a review of existing legislation and for the purpose of repealing outdated legislation is being drafted. Implementation The first HIV/AIDS project invested S capacity in the skills development of a project sustainability unit to coordinate the national response. The challenge is to retain this staff. Financial * Until now a significant share of S sustainability the Jamaica HIV/AIDS program has been financed mostly with external funds. The GOJ may not be able to assume full financial responsibility utilizing its own resources for the national HIV/AIDS program at the end of this project Financial * The Regional Health Authorities M management may not have robust financial management and accounting practices, specifically, maintenance of appropriation accounts, financial reporting and internal auditing. Procurement * Compliance with both Bank and S national procurement procedures could potentially delay project implementation. Social and The bio-medical waste S environmental management program may not be safeguards upgraded fully to cope with the current challenges. Overall Risk: Rating of Risk Mitigation measures residual Factors risk Project * The new project defines ex ante four M design key non-health ministries that will develop their strategy, annual work plans and budgets. CSOs will be funded by the GFATM grant. The project will provide technical support to ensure the participation by the business sector and CSO community through demand-driven subprojects and disbursements against approved plans and contracts. * The four decentralized Regional Health Authorities will be responsible for execution of most of the project activities. Stigma and A strong emphasis on IECBCC will S Discrimination mitigate the level of stigma and and Human discrimination. Rights * Under the Project's third component, the project will provide technical assistance for reviewing for drafting a new Public Health Act that will include the rights of people living with HIV/AIDS and other vulnerable populations, including children affected by HIV/AIDS, giving them full equality and dignity under the law, without stigma or discrimination. Implementation * The Government has already initiated M capacity a process of institutionalizing the sustainability program by establishing the requisite posts and other activities in the Government's establishment in a phased manner over the medium-term to ensure sustainability of the national program. Financial * Continuing efforts to secure S sustainability external funding for sustaining the program. Financial * A complete financial management M management assessment of the financial management capacity at the RHA level has been conducted. Strengthening of the RHA financial management will be included in the project. Procurement * The Government has indicated that it M will review its own procurement thresholds within the next fiscal year to address some of the current bottlenecks. The Bank team will guide the Government team in taking advantage of flexibilities in Bank procurement procedures Social and * The current HIV/AIDS project is M environmental supporting the installation of a safeguards biomedical waste plant to serve the south-east region (accounts for 60% of the medical waste generated on the island). The medical waste management plan has been updated in preparation for this project and an action plan has been agreed with priority actions identified for financing. Despite these actions, additional investments will still be needed by the Government to fully address the needs of the country. Overall Risk: M Risk Rating--H (High Risk), S (Substantial Risk), M (Moderate Risk), N (Negligible or Low Risk).
F. Loan/Credit Conditions and Covenants
Conditions of effectiveness:
Conditions of disbursement DISBURSEMENT. Literally, to take money out of a purse. Figuratively, to pay out money; to expend money; and sometimes it signifies to advance money.