Results of Implementation of Joint 2006 Country Portfolio Performance Review Action Plan 2006

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Monica Jones
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1 Attachment I: Results of Implementation of Joint 2006 Country Portfolio Performance Review Action Plan 2006 ISSUES BACKGROUND ACTIONS DEADLINE RESPONSIBLE STATUS as of 15 June With relevant capacity strengthening use existing PIUs for future sectoral 1. Project Sustainability and Institutional Impact Analysis has shown that, though in the short-run PIU get the job done, PIU approach hinders long-term institutional development, lowers ownership of government structures, and impedes the process of their capacity building. Paris Declaration on Aid Effectiveness proposes that both the donors and the recipient country should try to avoid creation of dedicated project implementation structures and use to a larger extent the available country capacity. 1.2 In multi-sectoral projects follow one PIU per reform direction approach. 1.3 With the purpose of preserving gained capacity and ensuring competitiveness revise PIU staff salary scale. 1.4 Within the existing and future projects put more emphasis on use of the Immediately Government/ACU Implemented. Existing PIUs are used for the purposes of implementation of new GoT has consolidated several PIUs: all energy sector PIUs have been integrated into one PIU implementing 8 energy and infrastructure projects, PIU on road rehabilitation implements 6 projects, PIU Education implements 3 Immediately Government/ACU Implemented. Portfolio of investment projects includes three types of implementation set-up. The first type is a stand-alone or traditional PIU. The second type follows the semi-integrated PIU approach, when project implementation responsibility lies fully with the relevant IA, but a team of consultants is hired to assist IA implement the project. The third type is when IA itself is in charge of all aspects of project implementation. The Government encourages the use of the second type of implementation set-up. ACU/MoF Not implemented. In early 2007 a draft Resolution of the GoT on increasing the PIU staff salaries was prepared by SCIPPM. This draft was, however, considered premature in light of the constrained budget sources. Immediately IA/PIU/WB/ADB Implemented. Within the ADBfunded projects use of national

2 potential of the country structures and specialists. capacity is encouraged, where feasible. Only one of the WB-funded projects, Municipal Infrastructure Development Project, contracted a foreign consultant firm to assist in implementation related issues (fiduciary or management). Due to lack of domestic capacity some projects intend to attract foreign experts for M&E purposes. Most WB projects rely on both domestic and foreign consultants procured according to WB procurement guidelines to assist on technical project component issues. 1.5 Missions to carry out collective meetings with PIU and Implementing Agencies on projects in the same and/or adjacent sector. thereafter WB/ADB/ Implemented partially. In the cotton sector both ADB and WB missions, when possible, carry out joint supervision work because both the ADB-funded project (Sustainable Cotton Sub-sector) and WB-funded project (Cotton Sector Recovery) are implemented jointly by one PIU, which was established to manage all projects in the cotton sector. 1.6 All pipe-line and future projects are screened to ensure that implementation set-up is aimed at institutional development and sustainability. thereafter ACU/WB/ADB In the education sector, WB and ADB coordinate closely within the framework of joint donor support for implementation of the National Education Strategy and preparation of the SWAp. Implemented. At appraisal stage project implementation set-up is reviewed to ensure both institutional development, sustainability, and proper governance and accountability arrangements. In 5 IDA-financed

3 1.7 Implement Phase 1 of the Education Sector Fiduciary Capacity Assessment Capacity Building of the Ministry of Education. July 31, Ministry of Education/ WB projects (Pamir Private Power Project, Education for All FTI [partially], Strengthening National Statistics Project, Public Sector Reform Project, and Energy Loss Reduction Project) the non-piu approach has been used for project implementation. Implemented on time. Phase II is being implemented. 1.8 Review fiscally sustainable options of the possibility to attract persons with experience of implementing IFIfunded projects into civil service. 1.9 Ensure that for all closing projects that (a) necessary state budget financing of operating and maintenance is available for the next 3 years, and (b) all necessary property and works handover under the closed projects is carried out. March 31, MoF/ACU/WB/ADB Implemented partially. Civil service wage reform is. However, despite significant improvements in the decompression ratio and the overall increase of salaries, civil service still remains unattractive from the financial point of view. thereafter (a) MoF/ACU (b) IA/PIU, ACU Implemented. At Project closure a government commission is set up. This commission is comprised of representatives of the relevant ministries and agencies who are tasked with the procedure of commissioning and accepting the assets and other objects materialized during project implementation.

4 2. Impact Orientation of Project Implementation and Portfolio Management At the project and portfolio level attention is mostly paid to technical and operational aspects of project implementation (inand outputs), rather than to project s and portfolio s outcomes and development impact. Paris Declaration declares Managing for results as the major approach in providing support and policy development. Monitoring and evaluation still remains a second importance issue. 2.1 All PIU attach M&E report to the annual 2006 project implementation reports to be submitted to the Government through relevant lineministries and regularly on annual basis thereafter. IA/PIU Implemented partially. In many projects information on achievement of development objectives, which is part of the M&E reports, was included into projects annual implementation reports. Development of standalone M&E reports is impeded by the lack of local capacity. 2.2 WB and ADB project implementation reports are updated to improve M&E information. WB/ADB Implemented. All ADB financed projects include program completion report, and also results monitoring and assessment. Social and Environmental Monitoring Reports are posted on ADB s website upon submission. 2.3 Carry out trainings for the staff of the Government, implementing agencies and PIUs on impact orientation and M&E. WB Implementation Status Reports, when submitted for management review, are paid dedicated attention to the availability and up-to-date M&E information. Regularly WB/ADB Implemented partially. Both WB and ADB offer regular training opportunities in impact orientation and M&E. However, insufficient English proficiency of the relevant staff of PIUs/IAs in some instance has prevented participation.

5 3. Harmonization Insufficiently harmonized activities present a significant burden on the government. Paris Declaration on Aid Effectiveness requires that particularly in fragile countries donor actions are more harmonized, 2.4 Timely start implementation of the technical assistance on Managing for Development Results. 2.5 Carry out collective sector meetings in selected sectors on the link between the project, sector and national impact of donor-funded public investments. 3.1 Visiting missions schedules and mission announcement letters are shared on regular basis. March 31, March 31, 2007 thereafter. Ministry of Economy and Trade/ ADB MET/ACU/WB/ADB WB/ADB Implemented. The TA activity commenced on 26th March The TA has, to date: Advised MEDT on a range of institutional issues; Conducted an assessment of capacity for monitoring and evaluation, at the national level and within MEDT; Issued a glossary of key terms in monitoring, evaluation and results-based management, in Russian and English this glossary has been posted on the ADB MfDR website; Conducted a series of training sessions on results-based management, performance measurement, monitoring indicators, data collection, basic statistics and poverty analysis; Provided computers, a server and network for MEDT Monitoring Department, as well as new office furniture; Held workshops with key Government decision makers to ensure a common understanding and approach; Designed a data collation and analysis module for PRS monitoring indicators, for use by MEDT Monitoring Department. Not implemented. Implemented. ADB and WB mission s schedules and AMs are regularly shared, in particular in relation to preparation of the CASAREM (CASA1000) and supervision of the cotton sector

6 transparent and effective. Policy and Strategy harmonization is on the agenda of the Tajikistan Donor Coordination Council (DCC). 3.2 Quarterly carry out WB CO and ADB RM local professional staff meetings. 3.3 Share mission plans, terms of reference and Aid-memoires of the missions in selected sectors. December 20, thereafter. WB CO/ADB RM WB/ADB Implemented partially. First meeting carried out on July 6, 2007 in Varzob. Due to Country Offices management change in 2007 this initiative will be resumes in the fourth quarter of Done regularly, in particular in the energy and cotton sectors. 3.4 Each line-ministry or agency identifies one staff of managerial level to be in charge of supervision of WB-ADBfunded 3.5 Organize a joint inception mission of WB and ADB fiduciary teams on country-level harmonization. November 30, Line-ministries/ACU Implemented partially. In such ministries as the ministries of education and health the donor coordination system is relatively well established. In other ministries work has to be done on improving internal coordination on this issue. April 30, WB/ADB/ACU Implemented. The first Asian Development Bank and World Bank Mission on Harmonized Procurement visited Dushanbe, January The Mission carried out the joint procurement workshop and resulted in furthering the discussion of substantive harmonization of the Annex to the Financial Agreements on application of national public procurement legislation to the National Competitive Bidding under the WB- and ADB-funded 3.6 On the platform of DCC carry out discussions with the Government on the vision and timing for a joint WB/ADB [plus other donors] country partnership strategy. February 28, 2007 WB/ADB/ACU Is being implemented. The first Joint County Assistance Strategy is being developed by nine donor members of the DCC (WB, ADB, EC, UN family, DFiD, SDC/Seco, SIDA, AKF, USAID) and is expected to be finalized in the first half of 2009.

7 4. Completion of 2005 CPPR Joint Action Plan Five actions of the 2005 CPPR Action Plan are still under implementation. Key issues are the taxation and country project cycle procedures. 4.1 Adopt changes to the Tax Code on eliminating part 3 of Article 237 on VAT Exemption. 4.2 Adopt the Order On application of VAT exemption under donor-funded public investment projects (as required by part 2 of Article 237 of the Tax Code). Ministry of State Duties and Revenues. Ministry of State Duties and Revenues. Implemented. Amendments introduced by the Law No. 219 from December 22, Implemented. Government s Resolution from November 1, 2006, no. 497 stipulates exemption of VAT. 4.3 Review and respond to the proposals done by WB on taxation under donorfunded October 31, Ministry of State Duties and Revenues. Implemented. Letter received on December 1, 4.4 In consultation with WB/ADB finalize development and adopt the Manual on attracting, utilizing, coordinating and monitoring of the external aid. November 30, Government/ACU Draft Manual has been prepared and is currently being reviewed by the relevant ministries and agencies.

Annex 5: Donor Coordination and Harmonization in Tajikistan

Annex 5: Donor Coordination and Harmonization in Tajikistan 1. Despite growing foreign aid in Tajikistan, resources estimated at approximately US$36 per capita in 2006 - remain scarce compared to the development