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World Bank and Government of Mozambique Country Portfolio Performance Review September 17-18, 2008 Susan Hume World Bank Country Program Manager.

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Presentation on theme: "World Bank and Government of Mozambique Country Portfolio Performance Review September 17-18, 2008 Susan Hume World Bank Country Program Manager."— Presentation transcript:

1 World Bank and Government of Mozambique Country Portfolio Performance Review September 17-18, 2008 Susan Hume World Bank Country Program Manager

2 Overview of Presentation CPPR Objectives Overview of Mozambique Program Portfolio Snapshots Traffic Light Table Successes Over the Past Year Portfolio Challenges Going Forward in Fiscal Year 2009

3 CPPR Objectives Taking the temperature of the entire portfolio once a year (through traffic light table) –Mini-CPPR (in March) focuses on selected projects, but also completes traffic light table Taking opportunity of participation of high-level and technical government staff to discuss with World Bank project-specific issues and action plans Focusing on key themes –Last years focus was on the specifics of how the World Bank monitors the portfolio (copy distributed) –This year we have a presentation on the Banks strategy for moving projects to on-CUT

4 Overview of the World Bank Program Pillar 1: Governance Increased citizen voice and demand for accountability Pillar 2: Access to Key Services Efficiency and transparency of service delivery Pillar 3: Sustainable and Broad-based Growth Rural Development Infrastructure Development Regional Integration Developing relevant skills for the labor market (higher education, science and technology) Cross-cutting HIV/AIDS Private Sector Development Capacity building

5 Portfolio Snapshot (1) 18 ongoing projects; net commitments $853 m –8 Infrastructure (59%) –4 Human Development (education & health) (21%) –4 Public Sector and Decentralization (13%) –2 Agriculture and Rural Development ( 7%) –The above includes: 3 Global Environmental Facility (GEFs) projects 2 regional projects 36 Trust Funds; commitments $198 m

6 Portfolio Snapshot (2) Fiscal year 2008 disbursements: $198 m (87% of forecast) Estimated disbursements FY09: $220 m Six projects closing in FY09: –Higher Education –HIV Treatment Acceleration –Decentralized Planning and Finance –National Water Development II –Railways and Ports Restructuring –Communication Sector Reform

7 Portfolio Snapshot (3) For next three years, about $225 m per year in operations 6-7 planned new projects for FY09: –Poverty Reduction Support Credit 5 ($90 m) –Health Service Delivery ($38 m) –Competitiveness and Private Sector Development ($25 m) –Market-Based Irrigation ($50 m) –National Decentralized Planning & Finance ($25 m) –Regional Communications Infrastructure Program - Phase 3 ($33 m) –Energy APL2 (possible) ($40 m)

8 Traffic Light Indicator Table

9 Key Trends in Table (1) Sept 2007 there were 3 problem projects; Sept 2008 there is only one problem project Six projects have maintained good performance since last September: –National Water Development II –Financial Sector Technical Assistance –Maputo Municipal Development –Roads and Bridges Management and Maintenance II –Railway and Ports Restructuring –Technical and Vocational Education and Training

10 Key Trends in Table (2) The following projects have experienced a positive trend in their performance: –Energy Reform and Access ; from red to green –Market-led Small-holders Project; from red to orange –Public Sector Reform Project ; from red to orange –Decentralized Planning and Financing; from orange to green –Higher Education; from orange to green –Communications Sector Reform; from orange to green –Transfronteir Conservation Areas and Tourism Development; from orange to green The following projects have experienced weak or worsening performance: –HIV / AIDS Response Project; from orange to red –Beira Railway; from green to orange

11 Successes (1) Improvements in the Mozambique portfolio: –Problem projects reduced from three at start of fiscal year 2008 to one (HIV/AIDS Response Project/MAP) –Quality of the portfolio is above Africa Region average Improved portfolio performance and better score on CPIA (Country Policy Institutional Assessment) has resulted in increase of IDA15 resources for Mozambique PIUs overwhelmingly expressed view that relations between them and WB and MPD are strong and effective Introduction of e-sistafe and CUT for one project (Market- led Smallholder Development in the Zambezi Valley)

12 Successes (2) Energy Reform and Access: implementation pace has picked up and new energy commission in place Market-led Smallholders: successful adherence to e-sistafe/CUT and using national district planning systems Communication Sector Reform: strengthened telecommunications and civil aviation regulators Higher Education: all key areas being successfully implemented including new quality and innovation fund

13 Successes (3) Transfronteir Conservation Areas and Tourism Development: partnerships with local & intl NGOs Regional HIV Treatment Acceleration Program: improved data collection in provinces, and contracting of NGOs for HIV/AIDS treatment provision Roads and Bridges Management and Maintenance II: harmonization of financial management procedures; Road Fund (PRISE) established Technical and Vocational Education and Training: developed four curriculums, and standards for evaluation and certification

14 Sucesses (4) Decentralized Planning and Finance: community participation in district planning is accepted by all Railways and Ports Restructuring: components being successfully implemented National Water Development II: improved quality in service delivery to cities and increase in the water access period ProMaputo: project management is fully integrated into institutions structure; promotes ownership and clear leadership Financial Sector Technical Assistance: maintained satisfactory performance throughout the past year

15 Challenges: Cross-Cutting Improve coordination between implementing agencies and oversight agencies (especially MPD) to ensure smooth transactions with WB Strengthen ministry oversight/ownership of project at decision-making level (i.e. the change of a Minister should not affect the course of the activities agreed in the project) Give ministry staff needed time to focus on project delivery Build capacity at district and provincial levels (part of broader government challenge) Ensure simple project design based on local capacity and the governments reform program Harmonize donor procedures – budgeting, reporting, financial management, monitoring and evaluation

16 Challenges: Procurement Acquire and maintain better knowledge on WB procedures Align procurement plans with the preparation of operational annual plans Ensure International Competitive Bidding (ICB) documents are prepared in English Consider higher thresholds for no-objection approval in some projects, depending on the capacity and associated risk

17 Challenges: Financial Management Improve quality and timely submission of financial management reports (IFRs) Improve quality and timely submission of annual audit reports Build capacity for financial management in provinces and within implementing partners Increase availability of Internal Auditors for provincial operations

18 Challenges: Monitoring & Evaluation Improve and maintain technical capacity within PIU and implementing partners (civil society and private sector) and at provincial level Create capacity in data analysis at central and local levels, also promote culture and motivate staff to do M&E Ensure consistency in data collection Improve communication networks in order to collect and transmit data between implementing partners and PIU Consolidate indicators for projects that have too many sub-indicators

19 Challenges: Recruitment & Retention Improve skills in provincial and district labor markets Increase retention at central and provincial level; staff complains of low salaries, poor housing, lack of benefits Ensure salary parity between staff sponsored by different donors but performing similar work [leads to disharmony and contributes to high staff turnover] Improve staff allocation at central and provincial levels Recommendations from PIUs: –Recruit staff early in project cycle –Adopt 2-3 year contracts for PIU consultants (vs. one year renewable contracts; based on the annual assessment) –Pair contracted staff with regular staff to ensure transfer of knowledge and skills within the implementing agency –Ensure competitive salary and benefit package for PIU contracted staff (e.g. medical assistance]

20 Challenges: Training Needs Train on WB specific reporting and procedures (particularly related to Common Funds) Implement GOM training program in the provinces Conduct (in Portuguese) more frequent financial management, procurement and disbursement workshops for project staff in Maputo (and possible for regional centers); Recommendations from PIUs: –Offer training at beginning of project when needs are greatest; especially on results framework –Use case study examples –Include other project and ministry staff in training, even if they are not active in the same area [e.g. procurement knowledge is valuable to more than procurement staff] –Provide on-the-job training for procurement and financial management

21 Specific Challenges for MPD Need for more frequent interaction between PIUs and MPD Apply policy that establishes parity for PIU contract staff among all donors (and in collaboration with donors) Improve coordination and planning with different sectors, especially regarding counterpart funds (still an issue for some projects) Improve processing time for: –CREE, TA and other BM approvals –Regular WB requirements (signatures, refunds, etc)

22 Specific Challenges for World Bank Increase World Bank involvement in SWAps and other program based approaches for better donor alignment and harmonization Design new projects to fit within the implementing agencys structure of projects (eg more horizontal vs vertical approach) Ensure prompt response to review financial management reports and no-objection requests

23 Going Forward in FY09 Put new projects on-CUT; also consider putting existing projects on-cut Proactively address potential problems in projects to ensure a healthy portfolio Make PIUs better aware of training opportunities –consider an integrated training course for new projects

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