Risks and Assumptions Clause Samples

Risks and Assumptions. The M&E Plan shall also outline key assumptions and risks that underlie the accomplishment of the theory of change summarized in the program logic. However, such assumptions and risks shall not excuse any Party’s performance unless otherwise expressly agreed to in writing by the other Party. The known assumptions and risks are included above in Section 2.1 Logic Models.

Risks and Assumptions. The M&E Plan also shall outline key assumptions and risks that underlie the accomplishment of the theory of change summarized in the program logic. However, such assumptions and risks shall not excuse any Party’s performance unless otherwise expressly agreed to in writing by the other Party. Outcome Objective Output For the Energy Storage Project, the known assumptions and risks include: 1. The increased deployment of renewables will result in an increased need for frequency restoration reserves that cannot be reliably or cost-effectively procured from other sources. 2. The MFES Activity ▇▇▇▇ is either: (a) able to purchase and sell energy in markets that exhibit sufficiently large differences between daily high and daily low prices to produce adequate returns from Energy Arbitrage, or (b) able to access other types of markets for energy storage services to offset any potential gaps in income from arbitrage. 3. The bridging strategies that Kosovo adopts over the next decade as several coal units go offline do not change the need for the services provided by MCC-funded ▇▇▇▇. 4. Kosovo is able to put in place the appropriate policy environment surrounding ▇▇▇▇ operating space and tariff structures (for both cost-recovery and addressing needs of vulnerable customers) on the timescale required by the Compact. For the JETA Project, the known assumptions and risks include: 1. Due to the early stage of design of this Project, many aspects of the Project remain unknown such as the potential education and training partners, existing and near future labor market demand, related policy and institutional reforms, and ongoing and planned donor investments within this space. 2. Data and studies demonstrate that Kosovo has a low rate of labor force participation, high unemployment, heavy migration to neighboring countries (with significant remittances that increase the reservation wage), and a general perception of low labor market demand for workers. Introducing or supporting a nascent sub-sector in such an environment introduces the risk that the results of the Energy Skills for the Future Activity may not be achieved. Mitigation of this risk shall require close coordination with current employers to identify the needs to launch the Energy Storage Project and support the growth and job creation of the energy sector.

Risks and Assumptions. 5.1. Pre-conditions Identify factors external to the operation, which need to be in place if the operation is to start. Detail the pre- conditions identified in the logical framework matrix. 5.2. Assumptions and Risk assessment profile The partner shall identify factors external to their operation that could actively either prevent them from achieving the objective, results and activities identified in sections 4.7, 4.8 and 4.9 or have a negative impact on the implementation of the operation. If some of them materialise, the partner should explain how they would react to mitigate their effects on the implementation of the operation and what other options would be envisaged to achieve results.

Risks and Assumptions. The M&E Plan will also outline key assumptions and risks that underlie the accomplishment of the theory of change summarized in the program logic. However, such assumptions and risks will not excuse any Party’s performance unless otherwise expressly agreed to in writing by the other Party. The key assumptions to achieve the objectives of the Irrigation and Market Access Project are: • IWUAs have been established, at an early stage, and have power and sufficient authority to operate; • Sufficient support is provided to the new IWUAs enabling them to sustainably operate and maintain the irrigation infrastructure; • Farmers apply improved natural resource techniques; • Fertilizer reform will allow more farmers to access quality, affordable fertilizer; • Farmers will use improved seeds and fertilizer to increase their productivity; • More secure land tenure will reduce land conflicts and increase agricultural investment; • Vulnerable populations will benefit from the Irrigation and Market Access Project; • The project-improved roads will be properly maintained including through the adoption of performance-based maintenance contracts and community maintenance plans; • Farmers and other key actors are provided with nutrition, health and hygiene messaging and support to address literacy and numeracy skills, which are a major driver of productivity of savings groups, farmers and producer organizations; • Farmers are able and willing to pay the cost of sustainable irrigation water supply; • Farmers are organized and will obtain better prices for inputs and commodities produced; and • The Project’s Ramsar Convention protection and management component will ensure the protection of the ecosystem services that underpin the productivity of the intervention areas, and enhance climate resiliency. The key assumptions for the Climate-Resilient Communities Project are: CRA Activity: • Communities whose residents receive funding from the Facility will invest in public goods to create an enabling environment to support producers and enterprises to invest in improved practices and techniques; • Application of climate-resilient techniques will help farmers better manage climate shocks; • ICRIP will represent the priorities of communities regarding investments in access to water for small-scale irrigation, rangeland improvement, erosion control measures, afforestation, construction of marketing platforms and dry storage facilities, and access to market information; • The CRA Act...

Risks and Assumptions. The M&E Plan shall outline key assumptions and risks that underlie the accomplishment of the theory of change summarized in the program logic. However, such assumptions and risks do not excuse any Party’s performance unless otherwise expressly agreed to in writing by the other Party. The known assumptions and risks include: (a) the amount of water supplied from upstream aquifers, private ▇▇▇▇▇ and other sources does not increase (Mitigation: None); (b) rates of non-revenue water remain stable (Mitigation: None); (c) actual demand is as high as MCC has projected(Mitigation: None); (d) connections are constructed for USUG to tap CHP ▇▇▇▇▇ (Mitigation: During the Compact Term, develop clear timeline for handover of ▇▇▇▇▇ or use of the groundwater from the ▇▇▇▇▇. If necessary, arrange high- level meetings to reinforce the importance of CHP-3 and CHP-4 providing proprietary groundwater for broader municipal use); (e) CHP-3 and CHP-4 release their groundwater ▇▇▇▇▇ for connection to the USUG system (Mitigation: Same as (d) above); and (f) the CWWTP is replaced and effluent of adequate quality is delivered to the wastewater recycling plant (Mitigation: Start of construction is a condition to entry into force, and construction progress is required for each Disbursement. Requirement for industrial pre- treatment plan a condition to entry into force.). Finally, an important long-term result of the Project is an increase in production or output among Ulaanbaatar’s commercial and industrial users. However, the causal links between clearly identified outputs and the longer-term outcomes are difficult to ascertain, as increases in production or output depend on a number of exogenous variables and are neither direct outcomes of nor directly attributable to the Compact investment.

Risks and Assumptions the Government of the Republic of Zambia and the CPs have worked together to develop, and formulate the project starting with the expressed national need for ILUA information, capacity building and demonstration of interest of partners to support the project. The project was designed under the assumptions that: 1. National authorities are committed, reflected by provision of needed legal, institutional and financial support and follow up of implementation of policies and related programmes. In particular the Government of the Republic of Zambia works to: − link the project to the national policy processes (NAPA, sectoral policy, etc); − ENRMMP mobilization proceeds as planned and it can provide the expected support to ILUA II − build legitimacy (partners and stakeholders acceptance) for ILUA II, through wide participation during planning and implementation of the project; − create synergies between the project and other related ongoing initiatives; − ensure ILUA is institutionalized and be part of the annual work and budget plan of the Government during and beyond the end of the project; − engage intersectoral policy dialogue. 2. FD coordinates and supervises project activities. Particularly FD works to ensure timely inputs from all partners and stakeholders, and cost- effectiveness of the project activities. FD is committed to continue the inventory work according to set priorities. 3. Consensus is reached on a national list of forest, tree, socioeconomic and other variables, assessment approach and methods that will help generate the needed information to all users. Thus, ILUA II results and reporting can fulfill the requirements set for information by stakeholders. 4. PID in MTENR succeeds to establish an Information and Knowledge Resource Center, which can host ILUA information services. 5. Trained staff remains in service at least for a period long enough to transfer their know-how. There are many risks that the project team and administrative units should be aware of and act to minimise them. The major risks are identified and put in the following matrix (Table 2). Risk Riskrating Risk mitigation measures Adequate and available capacity does not exist at the national level and provincial level in FD to coordinate and guide piloting and ILUA II activities. H New forestry strategy is under preparation, and FD aims to get support for its restructuring through the Ministry. The project will have strong focus on capacity building, within FD and other stak...

Risks and Assumptions. The partner shall provide complementary detailed information if: - security situation has changed - assumptions and/or risks have materialised.

Risks and Assumptions. The M&E Plan shall also outline key assumptions and risks that underlie the accomplishment of the theory of change summarized in the program logic. However, such assumptions and risks shall not excuse any Party’s performance unless otherwise expressly agreed to in writing by the other Party. The known assumptions and risks include: Access to required land is granted. Technical staff are trained to operate the new infrastructure. There is constant, positive pressure in pipes, so pathogens do not cause recontamination of piped water. A key major cause of illness was from contaminated water and not from other causes, such as undernourishment. Project retains support of GoTL2, even when government changes. Disinfectant is delivered to all essential sites with indicated regularity. There is sufficient water supply in the dry season to keep sewage moving and provide water to connected households. Cost-Recovery Plan developed and implemented Utility monitors water quality to deliver appropriate levels of disinfectant. Construction quality is high and includes considerations for climate change-especially during the rainy season. Enough households connect to the sewage system to sufficiently reduce human waste burden in the environment. Electricity disruptions do not harm the system. Other sources of contamination (animals, etc.) are not major drivers of contamination. People benefit at places where they spend major amounts of time, including at home and at work. Open drainage canals are free of debris and trash, so drains do not overflow. Households use only stored water or water from pipes for consumption. Households can identify when their water is contaminated. Customers can afford and do pay their water bills The flush-toilet market for supplies and expertise (plumbers) will be available and affordable. Government takes ownership of the new system and performs routine operation and maintenance for long-term sustainability.

Risks and Assumptions. A large-scale, time-bound and multi-stakeholder-based interventions carries inherent risks that may delay or hinder implementation and progress. Furthermore, the COVID-19 crisis environment will raise the stakes of the success of the response plan. The path to a successful response operation is paved with several layers of risks detailed in the table below. Organizations and donors supporting the National Covid-19 Multisectoral Pandemic Response Plan should carefully consider and mitigate against these risks wherever possible. The following are potential risks associated with the implementation of the project: The security situation is volatile in large parts of the country and could delay implementation and activities including changes in the course of the COVID-19 pandemic Security P=4 I= 4  Close coordination with the authorities, including the security sector to mitigate risk.  Flexible programming to allow scale up/down of activities and resources in different areas. Put in place arrangements for medical evacuations. Lack of access due to insecurity Security P=4 I= 4 Negotiations with military, formal and informal authorities and community leaders to secure a safe environment for implementing partners and community members themselves. UN and UNDP have close contacts with the actors mentioned in view of their involvement in the Stabilisation in the ▇▇▇▇ ▇▇▇▇ Basin and in other hotspots in Nigeria. Insufficient buy-in of key Political P=1 Political advocacy, and extensive consultations at local, state, stakeholders I= 1 national and regional level to ensure that all perspectives are as much as possible aligned. Operational bottlenecks (procurement, payments, logistics) Operational P=2 I= 2 Advance planning of procurement and logistics as well as of implementation modalities on the ground Use of established and tested implementation modalities in target areas. Misappropriation or misuse of resources Political/ operational/ security P=2 I= 2 UNDP will be responsible for procurement, financial management and distribution of resources, in close collaboration with MOH, NCDC and PTF who consider the COVID crisis response as an absolute political priority COVID-19 Infections among staff members Operational P=4 I= 4  Regular Staff sensitization;  UN Clinic is better equipped to address;  Isolation facility in place for UN Personnel and dependents;  Staff to ensure compliance with national plan on dealing with infections. Working from home/ avoiding meetin...