(through clear quality standards and service level expectations) has been provided to local Kiribati companies, in order that they can better understand and meet quality requirements. The following table outlines the engagement with, and benefit to, the Kiribati private sector and businesses. Table 2: KEIP Phase 2 private sector engagement Private Sector Role in KEIP Phase 2 Benefits to Sector and Kiribati Provides opportunities for local Kiribati business Use of local companies to increase companies and traders to provide and agents Kiribati business participation, set goods or services to KEIP, while at the provided goods and quality standards and to seek value same time better understanding the services to KEIP for money solutions quality requirements and warranty obligations Assemble the kitset school Increased employment and skill Local private formation for local staff components locally, through Kiribati building and companies, then tender out the The kitset design is also suitable for construction contracts for builders to undertake the non-education buildings, so can companies built site preparation and construction, provide increased marketing options for KEIP Phase 2 including WASH facilities and water local suppliers and builders in schools tanks residential or commercial buildings Short term employment opportunities Employment Local Local labour and support is hired to and associated skill formation, for work installers and Island install the proposed water capture and on installing and maintaining water based semi-skilled storage tanks / WASH facilities at the capture and storage and the WASH labour schools facilities Kiribati hotels, Suppliers of accommodation and Increased business turnover, guest houses, rental hospitality services to KEIP and opportunities for more local owners, managing contractor staff staying in employment and for staff training supermarkets country 6 Risks Management and Safeguards As part of planning and implementation, a Risk Assessment and Management Tool (in the form of a matrix) was included in the planning and reporting documentation. This matrix was updated regularly and amended to accommodate any emerging risks. When serious risks or constraints emerged, these were communicated quickly to MoE and to DFAT, so that the potential impact on the program or achievements was minimised. The following summary indicates the main strategic and operational KEIP Phase 2 risks and how they were mitigated and managed. The risk management and response is aligned to the unique context in Kiribati, and supported by on-going and regular communications and updates between the Team Leader and the managing contractor. Table 3: Summary of strategic and operational risks for KEIP Phase 2 KEIP Phase 2 Impact if not managed Risk mitigation and actions Potential Risk
(through clear quality standards and service level expectations) has been provided to local Kiribati companies, in order that they can better understand and meet quality requirements. The following table outlines the engagement with, and benefit to, the Kiribati private sector and businesses. Table 2: KEIP Phase 2 private sector engagement Private Sector Role in KEIP Phase 2 Benefits to Sector and Kiribati Kiribati business and agents provided goods and services to KEIP Use of local companies to increase Kiribati business participation, set quality standards and to seek value for money solutions Provides opportunities for local companies and traders to provide goods or services to KEIP, while at the same time better understanding the quality requirements and warranty obligations Local private building and construction companies built KEIP Phase 2 schools Assemble the kitset school components locally, through Kiribati companies, then tender out the contracts for builders to undertake the site preparation and construction, including WASH facilities and water tanks Increased employment and skill formation for local staff The kitset design is also suitable for non-education buildings, so can provide increased marketing options for local suppliers and builders in residential or commercial buildings Employment Local installers and Island based semi-skilled labour Local labour and support is hired to install the proposed water capture and storage tanks / WASH facilities at the schools Short term employment opportunities and associated skill formation, for work on installing and maintaining water capture and storage and the WASH facilities Kiribati hotels, guest houses, rental owners, supermarkets Suppliers of accommodation and hospitality services to KEIP and managing contractor staff staying in country Increased business turnover, opportunities for more local employment and for staff training 6 Risks Management and Safeguards As part of planning and implementation, a Risk Assessment and Management Tool (in the form of a matrix) was included in the planning and reporting documentation. This matrix was updated regularly and amended to accommodate any emerging risks. When serious risks or constraints emerged, these were communicated quickly to MoE and to DFAT, so that the potential impact on the program or achievements was minimised. The following summary indicates the main strategic and operational KEIP Phase 2 risks and how they were mitigated and managed. The risk management and response is aligned to the unique context in Kiribati, and supported by on-going and regular communications and updates between the Team Leader and the managing contractor. Table 3: Summary of strategic and operational risks for KEIP Phase 2 KEIP Phase 2 Potential Risk Impact if not managed Risk mitigation and actions