COUNTRY PORTFOLIO PERFORMANCE REVIEW MULTI-DONOR …documents.worldbank.org/curated/en/498481468116353375/pdf/810… · COUNTRY PORTFOLIO PERFORMANCE REVIEW (CPPR): MULTI-DONOR TRUST

COUNTRY PORTFOLIO PERFORMANCE REVIEW (CPPR): MULTI-DONOR TRUST FUND-NATIONAL June 16, 2010

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Acronyms and Abbreviations

ASEP Abyei Start up Emergency Project BEP Basic Education Project BEST Bank Emergency Safeguard Toolkits BNSEP Blue Nile Start up Emergency Project CDF Community Development Fund CPA Comprehensive Peace Agreement CB Central Bank (Sudan) CBS Central Bureau of Statistics CPPR Country Portfolio Performance Review CSO Civil Society Organization DHSDP Decentralized Health System and

Development Project EA Environmental Assessment ESMF Environmental and Social Management

Framework ESSAF Environmental and Social Screening and

Assessment Framework FAO Food and Agriculture Organization GDP Gross Domestic Product GoNU Sudan Government of National Unity GoSS Government of South Sudan HIPC Heavily Indebted Poor Countries IDA International Development

Association ILPM Improving Livestock Production and

Marketing Project ISDS Integrated Safeguard Data Sheet ISR Implementation Status and Results Report IOC Interim Oversight Committee JAM Joint Assessment Mission MDGs Millennium Development Goals

MDTF Multi-Donor Trust Funds M&E Monitoring and Evaluation MIC Ministry for International Cooperation (GoNU) MoFNE Ministry of Finance and National

Economy (GoNU) MTBF Medium-Term Budget Framework NETREP National Emergency Transportation and

Rehabilitation Project RAP Resettlement Action Plan PER Public Expenditure Review PFP Policy Framework Paper PSCAP Public Sector Reform, Decentralization

and Capacity Building Program RPF Resettlement Policy Framework PRSP Poverty Reduction Strategy Paper SFP Safeguard Focal Point SIMS Safeguard Information Management

System SKSEP South Kordofan Start up Emergency

Project SMC Safeguard Management Committee SMU Sector Management Unit SPN Supervision TTL Task Team Leader SME Small and Medium Enterprises UN United Nations UNDP United Nations Development Program UNHCR United Nations High Commissioner for

Refugees

Vice President: Obiageli Ezekwesili

Country Director: Kenichi Ohashi

Country Manager and Task Team Leader:

Consultant and Primary Author:

Alassane Sow

Fareed M.A. Hassan

Contents

Preface .......................................................................................................................................................... i Executive Summary ................................................................................................................................... iii 1. Introduction ....................................................................................................................................... 1 Context ................................................................................................................................................ 1 Composition and Issues of the MTDTF-N Project Portfolio .............................................................. 1 Objectives of the CPPR ....................................................................................................................... 2 Approach ............................................................................................................................................. 2

2. Alignment of the portfolio to Sudan’s Strategic Objectives .......................................................... 3 Sudan’s Strategic Objectives ............................................................................................................... 3 Main Objectives of the MDTF-N portfolio ........................................................................................ 3 3. Results Achieved Under the MDTF-N ............................................................................................ 4 Results are Achieved but not Measured and Monitored Systematically ............................................. 4 Assessing the Results Framework ....................................................................................................... 4 Results Achieved Under MDTF-N Major Areas of Assistance .......................................................... 6

On Technical Assistance ......................................................................................................... 6 On Access to Basic Services (Education, Health, and Water) ................................................. 7 On Sustainable and Diversified Pro-Poor Growth ................................................................. 11

4. Portfolio Performance .................................................................................................................... 13 Projects’ Preparation and Implementation ....................................................................................... 13 Key Systemic/Generic Implementation Issues .................................................................................. 14 Counterpart Funds ................................................................................................................. 14 Financial Management, Procurement and Lack of Knowledge about Bank Procedures ....... 16 Capacity of Implementing Agencies and High Staff Turnover ............................................. 16 Other Generic Implementation Issues .............................................................................................. 17 Environmental and Social Safeguards ............................................................................................... 18 Gender ............................................................................................................................................... 19 Role of the World Bank Country Office in Portfolio Management………………………………. 19 5. Recommendations ........................................................................................................................... 20

Contents (cont.)

Tables

1 Elements of A Satisfactory Project Results Framework ..................................................................... 5 2 Key Performance Indicators for Community Development Fund and Abyei Start-Up Emergency

projects ............................................................................................................................................... 5 3 Report ratings for monitoring and evaluation ..................................................................................... 6 4 Financial Summary of the MDTF-N Portfolio .................................................................................. 13 5 MDTF-N Disbursed and Remaining Balance (US$ thousands) ....................................................... 14 6 Government Counterpart Fund: Total and Urgent Payments Brought Forward from 2009 and Needed for 2010, including VAT (US$ million) ............................................................................. 15

Boxes

1 Overall summary of Results Achieved under the MDTF-N ............................................................. 13

Figures

1 Basic Education Gross Enrolment Rate by Gender and State ............................................................. 8 2 Net Primary Enrollment Ratio in Sudan and North African Countries ............................................... 9 3 Infant Mortality Rate in Sudan and Northern African Countries ...................................................... 10 4 Under Five Mortality Rate in Sudan and Northern African Countries ............................................ 10 5 Access to Improved Water Sources in Sudan and Northern African Countries ................................ 11

Annexes

Annex 1: MDTF-N Portfolio ................................................................................................................. 31 Annex 2: Alignment of MDTF to Strategic Priorities ........................................................................... 32 Annex 3: Results Matrix for the Sudan MDTF-N 2005-2011 ............................................................... 33 Annex 4: Results Achieved under MDTF-N ......................................................................................... 40 Annex 5: Gender Analysis Matrix--MDTF-N Projects ......................................................................... 50

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Preface

The 2005 Comprehensive Peace Agreement (CPA) specified that two Multi-Donor Trust Funds (MDTFs)—one for the Government of National Unity (GoNU), MDTF-National, and one for the Government of South Sudan (GoSS), MDTF-South—be established to facilitate the coordination of external donor financing of Sudan’s reconstruction and development needs. The MDTF National (MDTF-N) focuses on consolidating peace and supporting recovery and development in war-affected areas in the 15 Northern states, while the MDTF-South (MDTF-S) supports the GoSS, and focuses on reconstruction, recovery, and early development in the 10 Southern states. Donors and the government authorities requested the World Bank/International Development Association (IDA) to administer the MDTFs. IDA’s strategy as laid out in the 2008 Interim Strategy Note (ISN) remains consistent with the objective of the MDTF-funded projects. The Country Portfolio Performance Review (CPPR) was a joint World Bank and GoNU exercise conducted in close collaboration with the MDTF-N donors. The Bank core Task Team was led by Alassane SOW, (Sudan country manager), and includes Fareed M. A. Hassan (Consultant) who prepared the draft report; Diego Garrido Martin (AFRRL); Juvenal Nzambimana (AFCET); Isabel Soares (Operation Officer, Sudan country office); and Yousra Mohamed Abdelrahman (Executive Assistant, Sudan country Office). Jack W. van Holst Pellekaan (Consultant) and Daniel Ritchie (Consultant) served as peer reviewers of the report. The GoNU counterpart team for the CPPR includes Omer Hajam, Director General, Ministry of Finance and National Economy (MoFNE); Faiza Awad, Deputy Director General, MoFNE; and Mirghani Glood, Head of the MDTF Unit at MoFNE. The consultation process was extensive and included consultations with: (i) key world Bank staff involved in the MDTF-N, GoNU counterpart team for the CPPR, and donor representatives; (ii) staff from the implementing agencies for each of the projects under implementation, including staff of project implementation units and state level authorities where appropriate and key GoNU staff supporting project implementation; and (iii) World Bank Task Team Leaders working in the technical secretariat as well as fiduciary personnel (e.g. procurement and financial management); and (iv) representatives from the Monitoring Agent (MA). Questionnaires on project’s implementation experience and performance sent to Project Coordinators and Task Team Leaders guided the CPPR. The panel discussions on projects generic issues and projects specific issues as well as debriefing to Government officials and donors have further complemented and enriched the review. A joint World Bank and GoNU counterpart team visited a number of MDTF-N supported projects in the Blue Nile State, covering major sectors, such as agriculture, education, health, transport and water. The mission was facilitated by the excellent arrangements made by the MDTF Unit at the MoFNE and the Project Coordinator for the Blue Nile Start-Up Emergency Project in Damazin, Blue Nile State. The mission appreciates the warm hospitality and assistance it received. A consultation meeting with OC-N donors’ representatives to solicit feedback on the draft CPPR was held on March 23, 2010. The CPPR team welcomed the precious inputs of the OC-N donors including the need to leverage the MDTF-N in the operationalization of the GoNU decentralization policy. It also concurred with donors’ emphasis on the results orientation of the MDTF-N.

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The CPPR Wrap-Up meeting at the MoFNE was held on April 1, 2010 and chaired by the State Minister of Finance and attended by donors (DIFD, Canada, and Japan). The State Minister noted that the CPPR was important to ensure an effective and efficient way forward; confirmed GoNU’s engagement for counterpart payments; and hoped that the World Bank and donors would increase their ambition to meet the full potential of the partnership and turn their attention to the strategic forum and dialogue. The CPPR team would like to thank World Bank staff at Headquarters and the Khartoum Office, MDTF-N project staff, government and donor officials, local authorities and other informants met in Khartoum or in the field for their time and assistance. The CPPR team was always met by a forthcoming attitude by all contacted, and would like to express its sincere gratitude to the openness and interest shown in this task. The CPPR concept note and a first draft of this report were distributed to all staff involved and comments were subsequently reflected. The CPPR was presented at the Oversight Committee (National) meeting held on May 24, 2010. Participants noted the highly consultative process of the CPPR as well as the appropriateness of the recommendations.

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Executive Summary

Introduction. The Multi Donor Trust Fund –National (MDTF-N) focused on consolidating peace—by supporting key Comprehensive Peace Agreement (CPA) commitments on the currency, the census, national transport network—and supporting recovery and development in war-affected areas such as Abyei, South Kordfan, and the Blue Nile states. The MDTF-N portfolio is made of 15 projects of which 4 are closed. The CPPR primarily focuses on the 11 ongoing projects. International donors have committed US$255 million to the MDTF-N and as of December 31, 2009, only US$133 million have been disbursed to projects completed or under implementation. GoNU total committed counterpart fund amounts to US$252 million. The undisbursed balance of the MDTF-N funds is about US$121 million (about half of the total MDTF-N resources) along with counterpart funds amounting to about US$100 million. The current scheduled end of the MDTF-N program is June 2011.

Strategic alignment. The MDTF-N program is generally consistent with the Sudan’s strategic objectives and the Bank’s engagement strategy. The country’s strategic objectives are laid out in the CPA/JAM and the related Five Year Strategic Plan (2007-2011). The JAM identified in 2005 huge recovery and development needs through 2011, oriented toward the Millennium Development Goals (MDGs). Building on the JAM, the GoNU developed a five-year strategic plan (2007-2011) that aspires to achieve various ambitious MDGs. However, the urgency of showing immediate results has led to the rapid formulization of small MDTF-N projects that tend to spread thin in almost all CPA/JAM sectors/themes. With the exception of a few large projects, the average MDTF-N project size remains small relative to the huge development needs identified in the CPA/JAM and the ambitious goals outlined in the five-year plan.

Results achieved. The MDTF-N projects have made important contributions. Highlights of results achieved include the following: (i) the introduction of a new currency and the population census, two key milestone provisions of the CPA, were successfully completed; (ii) the rehabilitation of 446 km of rail line re-established a vital rail link between north and south Sudan that was disrupted for over 25 years, along with the ongoing construction/rehabilitation of three roads (205 km) which will further reduce travel time and cost; (iii) students enrolled in basic education in targeted communities increased by 27 percent following the construction/rehabilitation of about 250 schools along with the training of 2,300 teachers; (iv) in targeted communities, households who possess mosquito nets exceeded the original target of 30 percent, and percentage of births attended by skilled health staff has increased by 30 percent thanks to the construction of about 180 health facilities, the improvement of the capacity of a number of institutions, and the training of about 1,970 health professionals; (v) rehabilitation of 332 water points providing access to safe water for nearly half a million people across war–affected states; and (vi) institutional development and capacity building including training of nearly 1,130 government technical and managerial staff at Federal, State, and local levels; equipping local authorities with working facilities in 16 localities; and completing a number of strategic studies (e.g. National Transport Plan, Semi-Mechanized Agriculture). Furthermore, a number of MDTF-N projects are at an early stage of implementation (e.g. Abyei Emergency, Gum Arabic, Basic Education, and Microfinance), the results of which are yet to materialize. While there are strong signals that MDTF-N projects will contribute to the long-term and higher level MDGs goals, a convincing story of achievements at a higher level has been difficult to

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articulate. This is largely because MDTF-N projects are reporting results in a fragmented manner and results are not well coordinated across projects in the same sector/theme or area. Establishing an overall results framework for each sector/theme would have helped to systematically monitor and aggregate results at a higher level. To address this concern, an overall MDTF-N results matrix aligning MDTF-N indicators with the JAM monitoring framework (Annex 3) has been developed as part of the CPPR exercise.

On the quality of the results framework in the portfolio, many project development objectives (PDOs) are too broadly defined. Greater attention and modesty in ambition needs to be paid to defining PDOs that clearly specify the expected change in the target beneficiary. While the Key Performance Indicators (KPIs) for many projects are robust and relevant to measuring progress on PDOs, there are a number of quality gaps. Some projects have KPIs that are descriptive, making it hard to measure progress achieved. Also some KPIs do not measure outcomes, but project outputs such as number of desks, chairs, school kits, mosquito nets provided, number of people trained, or the completion of a study. Although there has been considerable progress in the last few years in improving overall focus on monitoring and evaluation (M&E), the CPPR points to some deficiencies in the quality and utilization of M&E. Baseline data have not been fully established in some projects, while targets for KPIs have not been set in others, making progress assessment difficult. M&E is still overly centered on tracing inputs/outputs and processes rather than end results.

Portfolio performance. MDTF-N projects have been prepared with an average lead time (6-7 months) that compares favorably with the World Bank average of 6 months for emergency operations. However, implementation has been slow, and has been adversely affected by: (i) late and incomplete provision of GoNU counterpart funding and serious custom delays related to payment of taxes for a great variety of equipment, parts, and materials; (ii) unfamiliarity and inadequate capacity to comply with Bank procedures including procurement; (iii) high project staff turnover leading to inadequate or absence of procurement plans and disbursement forecasts; (iv) inadequate monitoring and evaluation capacity; and (v) projects’ sustainability (e.g. insufficient maintenance allocations to infrastructure).

A safeguard desk review concluded that with the exception of the road and other infrastructure operations, most of the MDTF-N supported interventions are small scale community driven type of projects and their predicted negative social and environmental impacts are unlikely to be significant, irreversible or large in scale. The review recommended measures to enhance projects compliance with the Bank safeguard policies are listed below.

A gender desk review noted that though gender is not mainstreamed in almost all MDTF-N project design, most projects attempted to capture gender concerns. The review suggested recommendations to address gender issues are summarized below.

Acknowledgement of progress made and the need to accelerate the pace of implementation. The CPPR recognizes the progress made in implementation of the MDTF-N portfolio and notes the work of all partners (donors, government at the federal and state levels, Bank, and Monitoring Agent) in difficult circumstance. However, MDTF-N projects are scheduled to close by June 2011 and half of the total fund resources remain undisbursed. To help address this challenge, the CPPR has developed an overall action plan addressing generic implementation issues as well as project specific action plans focusing on major project’s specific issues. The action plans are presented in chapter 5 and a summary of main recommendations and actions is given below.

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While the pace of disbursements has recently accelerated, the acceleration in the pace of MDTF-N implementation needs to be measured by the results achieved on the ground. As an administrator of MDTF funds, the Bank has to balance the need to disburse quickly; with its fiduciary responsibility to ensure that donor resources are adequately accounted for and donor funded projects are achieving results.

The CPPR recommends:

Strengthen the results orientation of the trust fund. To enhance results, MDTF-N grants should follow the rigor of World Bank/IDA projects by paying greater attention to defining achievable development objectives, effective KPIs, and adequate M&E systems, albeit in a simpler version:

� Improve quality and clarity of project indicators and fill in missing baselines in the ISR. � Develop an improved MDTF-N overall results framework that facilitates aligning the top

down monitoring of the overall country performance with the bottom-up impact of MDTF-N projects.

� Develop an effective communication strategy that disseminates MDTF-N projects activities and achievements to assist beneficiaries, government, and donors understand their impacts as well as limitations. This would help manage high expectations and the trade-off between delivering short-term results and meeting long-term needs. There were high expectations for a quick peace dividend to reverse the socio-economic toll from decades of conflict following the CPA. Several of the MDTF-N projects support pilot activities that do not immediately meet these expectations. The MDTF website (www.mdtfsudan.org) could be an appropriate locus for posting highlights of results achieved as well as regular updates.

Accelerate the implementation pace of the MDTF-funded projects and ensure sustainability. More than four years into the MDTF-N’s six-year lifespan, close to half of the total fund resources remains undisbursed, necessitating the need to:

� Revise/update procurement and disbursement plans regularly in order to expedite implementation. Raise if necessary, shopping thresholds and reflect in updated procurement plans.

� Immediately release counterpart funds for all overdue payments on signed contracts, and release counterpart funds to projects (including VAT) based on projects’ quarterly disbursement forecasts.

� Quarterly submission of counterpart funds need to the Ministry of Finance and National Economy.

� More active involvement of Monitoring Agent in speeding up preparation of withdrawal applications

� Extend capacity building of national counterparts to the state and locality levels. � Carryout a sustainability study for all relevant MDTF-N projects and propose

arrangement to sustain their operations.

Ensure that MDTF-N projects are environmentally and socially sound and address gender gaps.

� Provide regular reporting on implementation of safeguards. � Translate key sections of safeguard instruments and disseminate to key stakeholders. � Ensure safeguard specialist participation in implementation support missions.

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� Enhance environmental and social capacity building by establishing a safeguard management committee (SMC), organizing at least one workshop at federal level to strengthen the capacity of implementing agencies, line ministries, states, localities and communities.

� Ensure that reports on projects’ results explicitly include gender indicators.

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1. Introduction Context 1. The Sudan Multi-Donor Trust Funds (MDTF-N and MDTF-S) are a means for thirteen different donors to coordinate their support for the reconstruction and development needs of Sudan. The MDTF-N focuses on consolidating peace and supporting recovery and development in war-affected and least developed areas outside the South. It is funded by eight bilateral donors Canada, Greece, Iceland, Italy, Netherlands, Norway, Sweden and United Kingdom that have contributed $250 million to date. The World Bank contributed $5 million to the MDTF-N.

2. The Comprehensive Peace Agreement (CPA) and the Joint Assessment Mission (JAM)1

reports set out an ambitious agenda of reconstruction and sustainable development, required to address the consequences of decades of instability and conflict in many parts of Sudan. The portfolio of projects supported by the MDTF-N is designed to address the priorities set out in the CPA and the JAM reports. These include the implementation of pro-peace development projects, and building capacity for community-driven development and local service delivery, especially in the Three Protocol Areas (Abyei, Blue Nile and South Kordofan) that have been much affected by the conflict. It also reflects the cumulative decisions of the Oversight Committee which is co-chaired by a representative of GoNU and a representative of the MDTF-N donors.

3. The World Bank administers the MDTF-N as per the Administration Agreements it has signed with the donors to the MDTF-N, and has set up a Technical Secretariat (TS) for the MDTF-N. The TS reviews projects proposed by the MDTF-N Unit of the MoFNE to ensure their consistency with the CPA/JAM framework, and makes recommendations to the Oversight Committee (OC) regarding allocation of resources. The OC approves programming and resources allocation proposals for MDTF operations.

4. The Bank has recruited an independent firm as Monitoring Agent (MA), as set forth in the Grant Agreements signed between the Bank and GoNU. The MA is entrusted with responsibilities for monitoring the procurement of goods, services and other items; screening and recommending withdrawal applications for IDA’s approval and payment; monitoring all expenditures financed under the Grants; and screening the financial management capacity of the Recipient so as to ensure that the proceeds of the Grants are disbursed for the intended purposes and according to applicable IDA procedures.

5. As we approach the end of the interim period defined in the CPA (December 2011), it is appropriate to take stock of the progress made in implementing the portfolio of projects funded by the MDTF-N. These include 11 active projects most of which are scheduled to close on June 30, 2011. Such stock-taking through the proposed Country Portfolio Performance Review (CPPR) is expected to generate a better understanding of the systemic issues arising from the projects, and to generate bases for recommending actions to improve the performance of the portfolio.

��Composition and Issues of the MDTF-N project portfolio

6. The MDTF-N portfolio is made up of 15 projects, 4 of which are already closed. There remain 11 active projects, two of which will close in June 2010 and September 2010 respectively

1 The JAM was prepared during 2004-05 covering both North and South Sudan, with active support from the World Bank and the UNDP. It assessed the needs of Sudan over a six-year interim period (2005-2011) following the signing of the CPA.

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(Annex 1). Seven projects will continue operation until the currently scheduled end of the MDTF-N program, in June 2011. The undisbursed balance of the MDTF-N funds is about US$ 121 million (48 percent of the total MDTF-N resources) along with counterpart funds amounting to about US$100 million equivalent.

7. Issues of the portfolio as identified in implementation report documents include: (i) weak monitoring and evaluation; (ii) inadequate and/or untimely provision of government counterpart funds; (iii) weak management capacities and high staff turnover leading to inadequate or absence of procurement plans and disbursement forecasts; and (iv) projects’ sustainability (e.g. irregular deployment of staff and insufficient maintenance of infrastructure).

Objectives of the CPPR

8. The objectives of the CPPR are (i) to assess whether the projects are aligned with Sudan’s post conflict recovery objectives; (ii) to review the performance of the portfolio of MDTF-N projects; and (iii) to formulate an action plan to address key projects’ implementation issues including procurement, counterpart funding, capacity of key implementing agencies, and environmental and social safeguards, and enhanced effectiveness of implementation support through increased attention of, and decisions by senior country officials and Bank management. 9. As regards projects’ development outcomes, the CPPR will assess:

• how each project is performing against its overall development objective and the likely sustainability of the outcomes being achieved;

• the quality of the results framework’s design, particularly regarding its suitability in light of data that are available and can be tracked on a consistent basis; and

• the timely availability and quality of arrangements and institutions for monitoring and evaluation, and the extent of baseline information for the projects.

10. As regards project implementation, the CPPR will assess:

• projects’ implementation progress, in particular towards the identified performance indicators laid out for each project;

• the consistency of projects’ implementation with Bank safeguard procedures;

• the quality and consistency of reporting;

• staffing issues, including the appropriateness of training for project implementation staff including on World Bank procedures;

• World Bank performance as regards release of withdrawal applications; support to GoNU on designated accounts, reporting, clearance of requests for no-objection; and

• the appropriateness of the skills mix of Bank staff involved in implementation support.

Approach

11. The CPPR task team carried out the following:

(i) A desk review of available documentation on country-level strategies and analytical work such as the JAM, and on individual project design and implementation including Project Appraisal Documents (PADs) Final Project Proposals (FPP), Implementation Status and Results (ISR) reports, Monitoring Agent’s reports, and independent assessment reports. The CPPR brought to bear results of questionnaires to World

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Bank team leaders of MTDF-N projects and local project coordinators respectively, on project’s implementation experience and performance;

(ii) Close consultations with: (a) World Bank task team leaders for the MDTF-N funded

projects, GoNU counterpart team for the CPPR, and donor representatives; (b) project coordinators and other staff from projects’ implementing agencies, and state level authorities where appropriate; (c) World Bank staff working in the technical secretariat for the MDTF-N, including fiduciary and safeguard personnel.

(iii)A field visit to a sample of project sites in the Blue Nile State, to deepen understanding of

key issues identified during the desk review; and

(iv) Panel assessments of all active projects to address generic and project specific issues, and mostly to identify priority follow-up actions. Topics covered (a) clarity of objectives and outcomes (b) clarity of results framework including adequacy of M&E system, key performance indicators, baselines and targets; and (c) project implementation including procurement and disbursement, and sustainability.

2. Alignment of the MDTF-N Portfolio to Sudan’s Strategic Objectives

A. Sudan’s Strategic Objectives

12. The 2005 Comprehensive Peace Agreement (CPA) set the stage for recovery, reconstruction and development efforts to sustain and consolidate peace. A donor community-led Joint Assessment Mission (JAM) identified in 2005 recovery and development needs through 2011, toward the Millennium Development Goals (MDGs). The JAM emphasized eight sectors and thematic clusters as well as several cross cutting issues including gender and environment 2 (Annex 2). Building on the JAM, the CPA called for the establishment of two MDTFs -one for the GoNU and one for the GoSS-to facilitate the coordination of external donor financing of Sudan’s reconstruction and development needs. Also building on the JAM, GoNU developed a five- year strategic plan (2007-2011), which set out ambitious MDG-related goals by 2011 i.e. reduce poverty rate to 30 percent; raise access to basic and secondary education to 80 percent, reduce child and maternal mortality by 50 percent; and reduce malaria and tuberculosis by 80 percent.

B. Main objectives of the MDTF-N portfolio

13. The MDTF-N portfolio covers several objectives and indicators, and these remain consistent with the CPA/JAM/ five-year plan. These include building public sector capacity, expanding basic social services and rehabilitating infrastructure (e.g. road, rail and river transport). The MDTF-N has addressed key CPA commitments by funding projects such as the national Currency, the Census, and the national transport network, and supporting recovery and development in war-affected areas in Northern states such as South Kordofan and Blue Nile. However, the MDTF-N projects do not fully address gender imbalance in recovery and development.3 Thus, a key recommendation of the CPPR has been to mainstream gender in

2 The JAM eight thematic clusters are: (i) institutional development and capacity building, (ii) rule of law, governance, and media, (iii) economic policy and management, (iv) productive sectors, (v) basic social services, (vi) infrastructure, (vii) livelihood and social protection, and (viii) information/statistics. 3 The exception is the recently approved Basic Education and Gum Arabic projects.

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relevant projects to help reduce gender disparities and to enhance effectiveness and sustainability.

14. The scope of MDTF-N portfolio is unduly broad. The urgency of showing immediate results has led to the rapid development of small size projects that tend to spread thin in almost all the JAM/CPA sectors/themes. With the exception of a few projects, the average size of the projects in the portfolio is about $6.0 million. This has, to some extent, muddied MDTF-N focus, led to fragmentation of funded projects, and strained resources and capacity. However the CPPR team concurred with the approach followed recently by the MDTF-N program to top-up some of the MDTF-N projects under implementation rather than expanding the portfolio. Additional financing to ongoing and performing projects, like the recently approved grant to the health project (DHSDP) is a step in the right direction. Similar support to the ongoing Community Development Fund (CDF), and the South Kordofan and Blue Nile Start-Up Emergency projects could contribute to enhancing development effectiveness in service delivery.

3. Results Achieved Under the MDTF-N

� Results are Achieved but not Measured and Monitored Systematically

15. There is evidence that the MDTF-N projects are achieving good results in many areas, but there is a lack of an overall results framework that would help show cumulative results. This is largely because projects are reporting on results in a fragmented manner. Projects’ results frameworks have been weak, are not well coordinated across projects in the same sector, area, and theme, and lack a focus on outcomes. The CPPR has endeavored to re-constitute an overall results matrix aligning MDTF-N indicators with the JAM objectives (Annex 3).

16. Linking the top to the bottom. The JAM provides a framework for monitoring overall results at the country level. While MDTF-N projects are clearly aligned with the JAM, few attempt to link project level monitoring and evaluation with the overall country monitoring framework identified in the JAM. There is a scope to better align the top down monitoring of the overall country performance and the bottom-up impact of the MDTF-N operations. This requires aligning MDTF-N indicators as much as possible with the JAM Monitoring Framework.

� Assessing the Results Framework 17. All projects were assessed against the following criteria for “satisfactory project results framework”: (i) clarity of project development objective (PDO); (ii) quality of key performance indicators (KPI); and (iiii) quality of monitoring and evaluation (M&E) system including baselines and targets (see Table 1).

18. The overall quality of the project results framework in the portfolio varies from satisfactory in several cases, to weak and in need of strengthening. Although many projects have been rated “satisfactory” against the different elements of the results framework, a closer look shows that a smaller number actually would pass the test for an overall satisfactory results framework.

19. Clarity of the PDOs. Many of the PDOs are too broadly defined making it difficult to attribute impact to the projects; they refer to high-level objectives such as “facilitate the country’s economic and social recovery”, “contribute to the supply of basic services’’, and “contribute to capacity building of the state”. There are issues with the clarity and focus on outcomes i.e. the targeted change in the key beneficiary is missing. For example, some PDOs are vague in terms of what is to be achieved e.g. “initiate the recovery of basic infrastructure and

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social services”. Also, many PDO statements focus on “what to do” rather than “what to achieve”. Thus, more attention needs to be paid to defining PDOs that clearly specify the expected change in the target beneficiary. Given that the MDTF-N average project size is small, it would be important to set the objectives at a realistic level where it is feasible, to demonstrate a link between outputs and outcomes of the project and the achievement of the PDOs. Currently, in many cases, it would be difficult for task teams to convincingly establish the achievements of the intended objectives upon project completion. Table 1: Elements of a Satisfactory Project Results Framework A satisfactory project results management system contains: Clarity of Project development Objective: (PDO) defining the outcome (e.g. changes in behavior) of the target beneficiary ; Quality of KPIs: Manageable number of specific and attributable KPIs that measure outcome; and Quality of M&E: Baselines and targets for all KPI and updated progress information on KPIs, used to inform decision making.

Source: Ten steps to building a Results-based Monitoring and Evaluation System, World Bank (2005).

20. Quality of key performance indicators. About half the projects are rated “satisfactory” against the KPI criteria of manageable number of specific and attributable indicators. However, the KPIs as envisaged and documented in the Final Project Proposal document need strengthening in order to measure progress on PDOs. There are quality gaps in many project results frameworks. Some projects have KPIs that are descriptive, making it hard to determine if and when the project development objective is achieved. The CPPR found that recently approved projects such as the 2009 Abyei Start-up Emergency Project (Table 2) tend to have better KPIs than older operations

Table 2: KPI Indicators for the Community Development Fund and the Abyei Start-Up Emergency Projects Community Development Fund Project (2007) Abyei Start-up Emergency Project (2009)

PDO: to meet urgent community-driven recovery and development needs in the war-affected and underdeveloped areas of North Sudan including the Three Areas by providing social and economic services and infrastructure

PDO: to contribute in equipping the Abyei local administration with the resources to oversee recovery of the conflict-affected region and to supply some basic services and rural livelihood support in targeted areas

KPIs Improvement in the quantity and quality and reduction in the cost to users of services accessed by less advantaged communities

KPIs 60% of water resources delivered by project being maintained and operated 12 months after delivery

Increase in the share of public investments implemented by localities

50% increase in use of Abyei hospital

Increase in the share of the State budgets disbursed for local development.

30% increase in agricultural production in targeted areas of livelihood support

Source: Abyei Start-up Emergency Project PAD, 2009, p. 7 and Community Development Fund Project (CDF) Phase I, Slide II, Project Proposal, 2007, page 13.

21. Some KPIs do not measure outcomes but project outputs, such as number of desk, chairs school kits, anti-malaria nets distributed, number of people trained, or the completion of a study. These indicators may be valuable for the project monitoring but do not provide an indication of

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progress towards achieving results. Furthermore, technical assistance projects have generally weaker results framework as it is more difficult to identify manageable number of specific and attributable KPIs4.

22. Quality of monitoring and evaluation (M&E). Although there has been considerable progress in the last few years in improving overall focus on M&E, a review of Final Project Proposal reports, aide-memoires and Implementation Status and Results (ISR) reports points to some deficiencies in the quality and use of M&E. Less than half of the portfolio has a fully satisfactory M&E rating as reported in recent ISR reports (Table 3). Baseline data have not been established in some projects, while targets for KPIs have not been set in others, thus making assessment of progress difficult. M&E is still overly centered on tracking inputs/outputs and processes rather than end results. Some projects do not refer to progress on KPIs when rating achievement on the development objectives. Some ISR do not report on progress toward achieving PDO using KPIs. Table 3: Report Ratings for Monitoring and Evaluation Ratings Satisfactory Moderately

satisfactory Moderately unsatisfactory

Not Rated

No of projects 4 5 1 1 (percent) 36 45 9 9 Source: CPPR findings based on Implementation Status and Results (ISR) reports

� Results Achieved under MDTF-N Major Areas of Assistance (see highlights in Box 1 and Annex 4) A. On Technical Assistance5

23. MDTF-N technical assistance for institutional development and capacity building (a major theme of the JAM) has been limited in scope. MDTF-N main technical assistance support was small totaling US$12.57 million of which some US$10.0 million have been disbursed: TAF (US$5.0 million); Judiciary (US$5.0 million); and the Public Sector Decentralization and Capacity Building Project, PSCAP (US$2.57 million). This is in sharp contrast to the enormity of the challenge the country is facing in terms of strengthening institutions and enhancing capacity building. The TAF supported training of government officials at the federal and state level and preparation of studies to inform policy decisions and formulation of strategies in key sectors. These include, for instance, a comprehensive Transport Master Plan, the semi-mechanization of agriculture, and the decentralization of health service delivery. The project closed on January 31, 2010. It is paramount that relevant Bank’s sector units take the lead in ensuring that follow-up actions (participatory consultations and dissemination workshops) are carried out to generate the expected policy formulation outcomes in the respective sectors.

24 The Public Sector Decentralization and Capacity Building Project (PSCAP) is a pilot project (with an MDTF-N financing of US$ 2.57 million, and GoNU financing of US$2.57) designed to enhance capacity and support decentralization by: (i) restructuring ministries and upgrading of human resource management processes; (ii) implementing fiscal decentralization

4 However, if the PDO are well-defined to cover realistic changes in behavior of the target beneficiary, it is possible to identify simple measures/milestones to demonstrate progress and results achieved. 5 The three results cluster noted in this section (i.e. (a) technical assistance, (b) access to basic services (education, health and water), and (c) sustainable and diversified pro-poor growth) is a reorganization of the JAM eight thematic clusters.

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and selected fiduciary reforms; and (ii) building capacity of training institutions on public sector management. The project became effective in September 2008, but experienced delays in start-up activities. Implementation performance has been rated “moderately satisfactory” in the last ISR, but it is too early to assess the overall project results.

25. The Judiciary project closed in June 2009 aimed at strengthening the capacity of the judiciary by providing support to the newly established National Judicial Service Commission (NJSC), train judges, and rehabilitate and construct judicial facilities. These activities were successfully carried out, though the training of 145 judges fell very short of the target of 1,200 judges. Some project components to be fully funded by GoNU 6 were not implemented (e.g. establishing a National Legal Training and Resource Center (NLTRC), and the project cost was scaled down from US$10 million to US$5 million. More importantly, the development impact of implemented components that go beyond capacity building (e.g. enhanced access to justice and the quality of judicial services) is slowly emerging, though the project weak M&E does not allow quantification of progress achieved. Perhaps a survey of a sample population of potential and actual users may shed light on the evolution of access and quality of judicial services before and after the project.

B. On Access to Basic Services (Education, Health and Water)

26. MDTF-N strategy and program. The social sector has consistently been one of the main areas of MDTF-N assistance. The MDTF-N’s development objectives are to: (i) increase access and quality of basic education by building and rehabilitating schools, reviewing curriculum, training teachers; (ii) expand access to basic health services in targeted states in the short term, and develop decentralized health system for the medium to long run; and (iii) improve access to safe water. Higher level objectives to which MDTF-N projects contribute include achieving the MDGs in education, health and water, and improve equity across states. The related MDTF-N projects have targeted the conflict-affected and least-developed states of northern Sudan such as South Kordofan, North Kordofan, Blue Nile, Kassala, and Red Sea which have the lowest social indictors among northern states (Figure 1). These include the Basic Education project (US$15.0 million); the Decentralized Health System Development project (US$12.0 million); and components of a number of projects including CDF, South Kordofan and Blue Nile Emergency projects.

� Education

27. School enrolment ratio in Sudan lags far behind other comparable countries in North Africa. The net enrolment ratio in primary education is higher than 90 percent in Algeria, Egypt and Tunisia (Figure 2), indicating that these countries have attained or are likely to attain the goal of universal education before 2015. 7 For Sudan, targeted universal education will require significant effort, particularly in states and regions with very low enrolments rates (Figure 1). Improvement in education enrolment has been adversely affected by the conflict, high dropout rates due to high cost, high population growth rate, and inadequate resources allocated to education8.

6 In fact the MoFNE provided only US$250,000 of the US$ 5.0 million initially committed to the project. 7 These countries have a per capita income which is similar to Sudan (the exception is Mauritania which has a lower per capita income). 8 According to the draft Five- Year Strategic Plan for Education (2007-2011), basic education enrolment rate is 64.3 percent and basic education completion rate is 65 percent.

8

Figure 1: Basic Education Gross Enrollment Rate by Gender and State, 2008

0 10 20 30 40 50 60 70 80 90 100

Northen

Nile

Khartoum

Gezira

B. Nile

Sinar

W. Nile

N. Kordofan

S. Kordofan

N. Darfur

S. Darfur

W. Darfur

Red Sea

Kassala

Gadarif

B. Elgazal

Equatoria

Upper Nile

Boys Girls

Source: Ministry of Education, Education Statistics, Khartoum, Sudan

28. The contribution of the MDTF-N has been significant in increasing school enrollment including female, but education quality remains a problem. Progress reported under the CDF project indicates, following the rehabilitation/construction of schools and teachers’ dormitories, increased student’s enrolment, reduced teachers’ absenteeism, and reduced dropout rates. The education component of the on-going South Kordofan State Emergency Project provides desks and chairs for 48,000 children and school kits for 287,000 children, while the Blue Nile Emergency Project has improved education facilities for 100,000 children. The recently approved Basic Education Project targets states with low school enrolment ratio. However, the quality of education has been adversely affected by the high students/teacher ratio, lack of qualified teachers, and insufficient teaching materials.9 The field visit conducted during the CPPR in the Blue Nile State revealed that basic education completion rates are low and a large proportion of teachers in these areas have not received training. The authorities are now promoting the “Open University” to train 95,000 teachers. Sudan’s public/federal spending on education is being supplemented by higher levels of state governments’ expenditures on education. In addition, there is a large untapped potential for private sector investment in education, which currently accounts for only 9 percent of the sector’s investment.

29. MDTF-N interventions contributed to enhancing enrollments but there are huge disparities across States. While MDTF-N supported schools in the war-affected and least developed states of northern Sudan are contributing to increasing enrolment, access to basic

9 According to JAM’s estimates, only 12 percent of teachers and headmasters in Northern Sudan and 6 percent in Southern Sudan have the minimum qualifications (i.e., college degree) required by the Federal Ministry of Education since 1990.

9

education is subject to significant geographic/state disparities. The Basic Education Project and other education sub-projects are reporting results in a fragmented manner, and systematic monitoring and aggregation of achievements at the sector/state level has been missing. Establishing an overall results framework for the education sector is critical, and would help

Figure 2: Net primary Enrolment Ratio in Sudan and North African Countries

Source: World Bank Web www.development goals.org

assess progress toward achieving the higher level education objective of increasing access to basic education to 80 percent by 2011 (the education target of the Five-Year Strategic Plan). It would also help assess MDTF-N contribution toward addressing state disparities and achieving equity. The CPPR has developed an overall results framework (Annex 3) that helps present aggregate achievements for the portfolio.

� Health

30. The Government has set out ambitious objectives to reverse the poor performance of the health sector. The Five-Year Strategic Plan (2007-2011) calls for a reduction of infant and maternal mortality rate to 50 percent by 2011, and a reduction of malaria by 80 percent by 2011. This is a major challenge. Health outcome indicators in Sudan do not compare favorably with other countries in North Africa. Figures 3 and 4 compare the performance of Sudan with other North African countries with regard to two health MDG goals -reduce infant and under-five mortality rates by two thirds between 1990 and 2015. For Sudan, these two indicators showed little improvements compared to 2000. Although GoNU expenditure on public health programs has been supplemented by high level of state spending on health, access to health services is low at 40 to 50 percent. Furthermore, healthcare facilities are unevenly distributed and often understaffed. There are shortages in human resources, particularly for nursing, midwifes, and support staff, and out-of-pocket payments for health services are beyond the means of many, particularly rural dwellers. Some rural health facilities lack water and electricity services as was noted during the CPPR field visit in the Blue Nile State.

31. Health outcomes. In addition to the Decentralized Health System Project -DHSDP- ($12 million), a number of MDTF-N projects have a health component -South Kordofan (US$1.0 million), Abyei (US$0.4 million), Blue Nile (US$0.4 million), and CDF (US$2 million). Access to and utilization of health facilities have been improving, especially among the poor and in

10

Figures 3 and 4: Infant and Under Five Mortality Rates in Sudan and Northern African Countries (per 1, 000 live births)


targeted states areas, where MDTF rehabilitated a number of health facilities. A key performance indicator of the DHSDP is to reduce the percentage of patients who do not receive care due to financial barriers in target areas, in line with the government’s policy to provide care free-of-charge to under-five children. Data from facilities supported by DHSDP show that where medical supplies were available, outpatient attendance increased by more than 30 percent. Anti-malaria bed nets have been provided to 100,261 households in targeted states, births attended by skilled health staff have increased by 30 percent, and 59 health facilities have been rehabilitated and equipped. Both the DHSDP and the CDF provided training for midwives in targeted communities some of which did not have female health workers in the last 15 years. They equipped health facilities with medical equipments, solar refrigerators, water supply, and solar energy thereby improving access and quality of primary health care services. The health component of South Kordofan State Emergency Project provided mobile ambulances to respond to the specific needs of targeted populations. The health component of the new Abyei emergency project focuses on the rehabilitation of the local hospital.

32. It has not been possible to establish how the intermediate outcomes of the MDTF-N portfolio contribute to higher level objectives in the sector such as reducing malaria infection and infant and maternal mortality rates because of a lack of an overall results framework, and the fact that results are reported in a fragmented manner. As for the education sector, the CPPR endeavors to help establish such a results framework which would facilitate assessment of progress by the MDTF-N portfolio toward the higher level objectives in the health sector (Annex 3).

� Water

33. Access to safe water remains low and well below other countries in North Africa, excluding Mauritania (Figure 5). A large proportion of the population continues to depend on rivers, lakes, ponds, water yards, and wells, in the absence of piped safe drinking water. According to the National Water Authority (NWA), surface water makes about 10 percent of drinking water supply while ground water makes 90 percent. The water losses rate is about 30 to

11

35 percent. This includes losses in the network, losses due to illegal connections, and losses due to non-payment of bills. Nevertheless, because of its great water resource endowment, Sudan can achieve the water-related MDG goal (of halving by 2015, the proportion of people without access to safe water) provided major improvements in the institutional environment and increased investments are carried out.

Figure 5: Access to Improved Water Source in Sudan and Northern African Countries (% of population)

34. Increasing access to safe water in war-affected states features in many components of the MDTF-N portfolio of projects, with funding totaling about US$8.19 million. The water supply component of Blue Nile project ($2.77 million) successfully supported (i) increasing access to safe water for approximately 71, 000 people, and (ii) improving water facilities for 100,000 primary school aged children. The water supply component of the South Kordofan project ($2.47


million) financed the construction of five new water yards, providing access for 30,000 people and heads of 50,000 livestock. The water supply component of the recently approved Abyei Start-Up Emergency project ($2.95 million) aims at improving access to water points through rehabilitation and construction.

C. On Sustainable and Diversified Pro-Poor Growth

� Private sector development

35. While much of Sudan’s recent economic growth has been due to increasing oil production, sustained performance over the long term requires that other sources of growth, particularly private sector driven be tapped. A recently approved MDTF-N micro-finance project (US$10.00 million) seeks to target small private entrepreneurs. The project’s expected intermediate results include establishing (i) a conducive policy and regulatory environment for microfinance; (ii) at least eight fully operational microfinance institutions; (iii) at least two commercially sustainable microfinance institutions by the end of project; (iv) access to finance by tens of thousands of small entrepreneurs; and (v) strong service providers from microfinance institutions. Although the project is highly relevant and consistent with Sudan’s private sector development strategy, it may be overambitious, requiring establishing new microfinance institutions rather than working with existing structures. This derived from an ambitious microfinance vision of the national government. The creation of new institutions turns out to be time consuming and has faced many administrative and regulatory issues. One alternative could have been to select a number of participating banks that would provide sub-loans to entrepreneurs, as has been the practice in other Bank-supported projects.10 However, this would have required knowledge, experience, and regulations for exiting institutions to participate. The recent ISR rated implementation progress as moderately satisfactory, but its development impact such as incomes and employment cannot be assessed as the project is still under implementation.

10 Examples include the following World Bank-supported projects: Mozambique Enterprise Development Project and Turkey Export Finance Intermediation Loans (I-III).

12

� Infrastructure development

36. Sudan’s transport network is very sparse leaving many states disconnected,11 and the existing infrastructure is poor and damaged, particularly in war-affected areas. Under the TAF, a transport master plan study has been completed which could lay bases for a national transport strategy (see para.23). In addition, the MDTF-N supported National Emergency Transport Rehabilitation Project (NETREP, US$43 million) is rehabilitating critical road, rail and river transport infrastructure in war-affected areas, and helping to improve the operational capacity of National Highway Authority (NHA), Sudan Railway Corporation and other transport agencies. Some noteworthy achievements of NETREP include rehabilitating 446 km of rail line thereby re-linking the North and the South after two decades of interruption due to civil conflict. Commercial train services commenced on the line and the travel volume (freight) is expected to reach 650,000 tons per year. The NETREP also contributed to strengthening key transport institutions. However, poor management of the rehabilitation of the Kadugli-Kaouda road at an estimated cost of US$19 million or about 50 percent of total grant resources has led to a declaration of mis-procurement. While the bidding process which was managed by the NHA was floating, the contract was unilaterally awarded to a national contractor by the state of South Kordofan.

� Rural development

37. Projects financed by the MDTF-N in the agriculture sector emphasize food security and poverty alleviation, in line with government plans and priorities. However, the support provided by the portfolio has been modest given the size of the country and its dependence on agriculture. MDTF-N assistance has been small and largely meant to pilot approaches such as to improve pastoralists’ livelihoods, particularly in isolated and conflict affected areas.

38. Several MDTF-N projects are involved in rural development, including the Livestock Production and Marketing Pilot Project; the Gum Arabic project; and components of the Abyei, South Kordofan, and Blue Nile projects. The livestock project is experimenting promising interventions to enhance animal production and marketing in selected rain-fed areas of Central and Eastern Sudan (e.g. North Kordofan, Blue Nile, Sennar, and White Nile states). KPIs for improving productivity of animals include: reduce mortality rate in targeted states as follows: sheep (7-10.5 percent), goat (8.8-13.4 percent), cattle (7.5-7.7 percent), and camels (2.1-.8.3 percent). Although project implementation is well underway, a weak M&E system does not allow quantification of actual progress achieved. The newly approved Gum Arabic project aims at improving income of small-scale gum Arabic producers through enhancement of farm productivity and marketing efficiency. The small rural development components of the Abyei, South Kordofan, and Blue Nile projects cover rehabilitation of small rural infrastructure.

11 The country is served by about 55,000 km of road, of which the length of asphalt-paved is about 6,420 km including the urban roads and a highway of 1,200 km from Khartoum to the main sea port at Port Sudan. Although the railway network is one of the largest in Africa, with some 5,000 kilometers main line, it significantly deteriorated due to poor maintenance and inadequate rehabilitation and it is estimated that 25 percent of the network is out of service, despite the rehabilitation of the North-South rail line.

13

Box 1: Overall Summary of Results under the MDTF-N

The Results Matrix for the Sudan MDTF-N 2005-2011 is presented in Annex 3. Highlights of results achieved include the following: (i) the introduction of a new currency and the population census, two key milestone provisions of the CPA, were successfully completed; (ii) the rehabilitation of 446 km of rail line, between Babanusa and Wau re-established a vital rail link between north and south Sudan that was disrupted for over 25 years, along with the ongoing construction/rehabilitation of three roads (205 km) which will further reduce travel time and cost; (iii) students enrolled in basic education in targeted communities increased by 27 percent, following the construction/rehabilitation of about 250 schools along with the training of 2,300 teachers; (iv) in targeted communities, households who possess mosquito nets exceeded the original target of 30 percent, and percentage of births attended by skilled health staff has increased by 30 percent thanks to the construction of about 180 health facilities, the improvement of the capacity of a number of institutions, and the training of about 1,970 health professionals; (v) rehabilitation of 332 water points providing access to safe water for nearly half a million people across war–affected states; and (vi) training of nearly 1,130 government technical and managerial staff at Federal, State, and local levels. Furthermore, a number of MDTF-N projects are at an early stage of implementation e.g. Abyei Emergency, Gum Arabic, Basic Education, and Microfinance, the results of which are yet to materialize.

4. Portfolio Performance 39. This chapter draws on the quarterly reports of the Monitoring Agent (MA), recent ISR, Aide-memoires and progress reports, as well as the results of surveys of World Bank Task Team Leaders of MTDF-N projects and local project coordinators. It presents issues facing the portfolio and measures needed to strengthen portfolio management. A summary of the portfolio’s financial situation is provided in Table 4.

Table 4: Financial Summary of the MDTF-N Portfolio

Commitments and Disbursements MDTF-N GoNU Total

Project costs (US$ million) 255 353 608

Funding proportion (% of project costs) 42 58 100

Disbursements (US$ million) 133 252 385

Disbursements rate (%) 52 71 63 Source: World Bank Staff data as of December 31, 2009.

40. Acknowledgement of progress made and the need to accelerate the pace of implementation. The CPPR recognizes the progress made in implementation of the MDTF-N portfolio and notes the work of all partners (donors, government at the federal and state levels, Bank and MA) in difficult circumstance. However, MDTF-N projects are expected to close by June 2011 and about half of the total fund resources remain undisbursed, necessitating the need to address key systemic/generic implementation issues in order to accelerate the pace of disbursements. However, the acceleration in the pace of MDTF-N implementation needs to be measured by the results achieved on the ground. As an administrator of MDTF funds, the Bank has to balance the need to disburse quickly; with its fiduciary responsibility to ensure that donor resources are adequately accounted for and donor funded projects are achieving results. An analysis of implementation issues and actions needed to address them---to accelerate implementation—is given below.

� Projects’ Preparation and Implementation 41. MDTF-N projects have been prepared with an average time of 6-7 months, which is close to the World Bank’s average of 6 months for emergency operations. However, implementation

14

has been slower than anticipated owing to: (i) delays in mobilization of GoNU counterpart funding; (ii) delays in acquiring projects’ inputs such as imported materials and equipment due to customs procedures; (iii) unfamiliarity of national project managers with World Bank procurement procedures; (iv) high project staff turnover weakening capacity to prepare procurement plans and disbursements forecasts; (v) inadequate M&E capacity; and (vi) untimely organization of project launch workshops which in several cases were held before the PIU has been fully staffed. Over the last few months, the pace of disbursements has accelerated, but more efforts are needed to disburse about $121 million within the coming 15 months (Table 5).

Key Systemic/Generic Implementation Issues

A. Counterpart Funds 42. The GoNU’s counterpart funds to the MDTF-N are sizeable and close to 2/3 of total project costs. As a result, late provision of counterpart funds has constrained heavily implementation of the portfolio and affected the achievement of development objectives. This applies in particular to NETREP, the CDF, the Livestock projects, and the Blue Nile and South Kordofan Start-Up Emergency Projects. During the CPPR field visit to Blue Nile State, it was noted that a health academy has been built but lacks the supporting facilities such as the library due to failure to mobilize counterpart funds. Similarly, a MDTF-N funded health clinic lacks water and electricity services expected to be provided through counterpart funds. Furthermore, implications of not releasing counterpart funds also include breaching of ongoing contracts, incomplete subprojects and unilateral contract termination by contractors. For example, government counterpart fund payment to Gadamai-Hameshkoraib contracts (for road construction under NETREP) was overdue since 2009, highlighting the risk of termination of contract by the contractors and the need to avoid potential litigation disputes by contractors. Fortunately, the overdue payments on NETREP contracts have been recently settled, following MoFNE’s payment of counterpart fund (see para. 45 for details).

43. In the last three quarters of 2009, GoNU only disbursed US$19.93 million, far below the FY09 year’s estimated requirements of US$57.75 million. The counterpart funding needs in 2010 amount to about US$70 million, including overdue payments from 2009 (Table 6). A number of factors were reported as causes for counterpart funding problem: (i) reduction of government revenues following the fall in oil prices and the financial crisis; (ii) difficult dialogue between donors and government; and (iii) shortage of resources at the local level to run social infrastructure. Possible courses of actions to address the counterpart funding issue include: (i) continue sensitization of relevant government bodies both at the federal and state levels; (ii) explore alternative funding sources such as the Unity Fund; and (iii) ensure sufficient transfer of Government resources to “localities” to meet their mandated provision of basic services.

Table 5: MDTF-N Disbursed and Remaining Balance (US$ thousands) Project Name MDTF-N amount Disbursement Balance Balance % Active projects

CDF 42,800 32,373 10,427.0 24

NETREP 87,300 22,723 64,577.0 74

DHSDP 12,000 4,402 7,598.0 63

Microfinance 10,000 1,866 8,134.0 81

South Kordofan 1,040 693 347.0 33

Livestock 4,000 2,159 1,841.0 46

Blue Nile 1,093 654 439.0 40

PSCAP 2,570 677 1,893.0 74

15

Education 15,000 1,463 13,537.0 90

Abyei 6,000 744 5,256.0 88

Gum Arabic 7,000 750 6,250.0 89

Closed projects

TAF 5,000 4,482 518.0 10

Census 18,008 18,008 0 0

Judiciary 4,557 4,557 0 0

Currency 25,220 25,181 39.0 0

SK-Unicef 5,354 5,254 100.0 2

SK-Unido 1,111 1,111 0 0

BN-UNIDO 399 399 0 0

BN-UNICEF 5,582 5,582 0 0

Total 254,934 133,078 120,956

Disbursement rate (%)

52

Source: World Bank staff data as of December 31, 2009.

Table 6: Government Counterpart Funds: Total and Urgent Payments needed for 2010, including VAT and arrears from 2009 (US$ million)

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16

44. MDTF-N projects implementation was also adversely affected by slow customs clearance (in some cases taking months to clear a cargo). MDTF-N projects that have no counterpart fund are adversely affected by financial procedures related to some expenditure such as taxes. Mobilization and timely release of related payments will expedite the implementation of three MDTF-N projects, (Basic Education, Gum Arabic, and Abyei) that include no counterpart funding aside from tax payments.

45. Recently, the MoFNE has embarked on an effort to closely monitor implementation of all donor-financed projects and to meet its counterpart fund commitments. It has formulated a plan to release counterpart funds to MDTF-N projects on a quarterly basis. During the CPPR’s wrap-up meeting at the MoFNE held on April 1, 2010 and chaired by the State Minister of Finance and attended by donors (DFID, Canada, and Japan), the State Minister confirmed GoNU’s engagement for counterpart payments including approval of arrears clearance for SDG 7.5 million, and first quarter 2010 payment of counter funds for SDG 10 million including VAT and tax payments of (SDG 3 million) for the three projects with 100 percent MDTF-N financing.

B. Financial Management, Procurement and lack of knowledge about Bank Procedures

46. Five projects namely NETREP, Microfinance, Livestock, Gum Arabic, and TAF encountered procurement problems. Issues raised include (i) lack of adequate knowledge of the implementing institutions about the Bank’s procurement procedures and standards, (ii) different layers of review and clearance that involve Bank’s HQ; and (iii) delay of vehicles’ procurement due to issues with tax payment. In the case of NETREP, a major component (US$19 million) was declared mis-procured.

47. Financial Management. The accounting and reporting systems varied among projects depending on the project complexity and funds availability. Some projects adopted customized accounting software such as the CDF and DHSDP. Other projects opted for off-the-shelf accounting software (e.g. NETREP and PSCAP). Some projects used excel spreadsheets and manual systems. Although in most cases the timeliness of reporting and auditing was adequate, there have been several cases where initial reports had to be revised in order to meet the quality requirements. Examples included un-reconciled amounts between projects and Bank records, inconsistency in the reported information between the different reports, non-inclusion of direct payment in the sources of funds, and inaccurate computation of budget variances. To support the Bank in fulfilling its fiduciary obligations, an independent consulting firm, the Monitoring Agent, was recruited by the Bank to screen and recommend withdrawal applications for Bank’s approval, to monitor projects expenditures, and to undertake physical monitoring of projects’ assets.

C. Capacity of Project Implementing Agencies (PIUs) and High Staff Turnover

48. PIU staff turnover ratio has been high, ranging between 10 percent among project coordinators to 37 percent among procurement officers. This high staff turnover has presented a critical risk to the smooth discharge of project management responsibilities and has led to inadequate or absence of realistic procurement plans and disbursement forecasts. To minimize disruption to projects’ implementation over the remaining MDTF life, the Bank is undertaking a study to review the compensation packages for PIUs staff and the main reasons for staff turnover. The findings of this study are expected to guide policies to retain projects key staff. In this context, there will be need to ensure that during the four-month grace period following the projects’ closing dates, GoNU provides adequate counterpart funds to cover salaries of projects’

17

financial specialists to ensure that pending project expenditures are settled and final audits are conducted.

� Other Generic Implementation issues

A. Portfolio Management Challenges Posed by the Decentralization Program

49. The Government’s decentralization program aims not only at empowering local government authorities, but also at involving communities in establishing development priorities, planning, implementation, and management of resources. The approach used under the CDF has been to empower communities to prioritize and implement projects through community participation. CDF funds are being channeled directly to communities that have demonstrated capability in managing and using these funds effectively and efficiently. As a result, more than 1,000 community-driven projects are currently at different stages of implementation with strong community ownership. More women are also participating in these projects. Communities have been able to put up infrastructure facilities such as water supply, schools, and health facilities, at a lower cost than most other providers.

50. However, in order to strengthen and sustain the gained momentum in implementing CDF-funded activities, it is important that a capacity building strategy be put in place. In spite of progress made under CDF, decentralization from the center to the district, local authority, and community levels could be a major challenge in the short to medium term, and may affect implementation and sustainability of some projects. The capacity of local authorities to implement project activities is limited. Decentralization of procurement remains a serious issue as illustrated by the mis-procurement of nearly 50 percent of the MDTF-N grant under the NETREP.

51. Effective decentralization is a long term endeavor. The Public Sector Reform, Decentralization and Capacity Building Program (PSCAP) is a pilot intervention to test the feasibility of supporting decentralization by selectively building essential capacity at the federal, state and local levels to deliver decentralized basic services. While GoNU has progressively increased budget transfers to the states, major efforts are needed to track these budgetary allocations, including payments made to support activities funded under the MDTF-N such as South Kordofan and Blue Nile projects. In the context, the World Bank has recently started a Public Expenditure Tracking Survey, focused initially on the health sector in the North, to assess whether public funds allocated to front-line providers in the states do in fact reach them and are used for their intended purposes. The survey results aim to help improve transparency, credibility and execution of the budget; improve efficiency and poverty reduction impact of public expenditure; and further our understanding of service delivery performance

52. Sustainability remains a concern. Unavailability of adequate resources for proper operation and maintenance of MDTF-N financed projects is a major issue which adversely affects the sustainability of projects. This is mainly due to insufficient budget allocations, inadequate cost recovery systems, and Sudan’s vulnerability to adverse national and regional events. The CPPR field mission confirmed the importance of addressing the sustainability concern. Capacity building of national counterparts involved in project implementation should be extended to the state and locality levels. Gradual but steady take-over of the projects by the line ministries’ and state governments following the closure of MDTF-N projects in June 2011 deserves a special attention to ensure sustainability. The CPPR strongly recommends an assessment of annual needs for operational and maintenance costs of infrastructure built under the MDTF program, by project and aggregated at the state level. Arrangements at the State level

18

to avail sufficient funding for operation and maintenance activities beyond MDTF-N project closure should feature prominently in States’ budgets.

� Environmental and social safeguards

53. A recent safeguards desk review, “Safeguard Assessment of Sudan Multi-Donor Trust Fund, FY 2005-2009” concluded that with the exception of the road and other infrastructure operations, most of the MDTF-N supported interventions are small scale community driven projects and their predicted negative social and environmental impacts are unlikely to be significant, irreversible, or large in scale. 12 Three projects (ILPM, CDF, and DHSDP) triggered OP 4.12 (Involuntary Resettlement), and while the road project (NETREP) didn’t trigger OP 4.12, a Resettlement Policy Framework (RPF) was recommended.

54. The safeguards review revealed that: (i) only four projects (DHSDP, BEP, CDF, and NETREP) have cleared their safeguard instruments with relevant units in the Bank (ASPEN13 or the SMU ) and disclosed their documents in the Infoshop; (ii) three projects (NETREP, ILPM, and CDF) had in country workshops to discuss the outcomes of the safeguard documents and seek feedback from key stockholders; (iii) none of the projects have translated into Arabic language the summary of the Environment and Social Management Framework (ESMF) or RPF, and disseminated them locally to communities and beneficiaries; (iv) two projects (ASEP & ILPM) have prepared their safeguard documents, but neither cleared their safeguard documents by ASPEN or the SMU nor disclosed them to localities and communities; and (v) two projects (BNSEP and SKSEP) had no record in the ISRs or the Infoshop of being reviewed or monitored for the preparation of the required safeguard instruments and procedures. However, in an effort to rectify the problem and identify whether any of the implemented sub projects under Blue Nile and South Kordofan have been of detriment to the local environment, an audit review was conducted to assess the impact of each project’s component on the local environment. The results of the assessment concluded that no adverse environmental and social impacts resulted from the implementation.

55. The safeguard review suggested the following measures to identify and correct operations that fail to disclose and supervise their safeguard instruments: (i) implement safeguard instruments and provide regular reporting on safeguards; (ii) translate key sections of safeguard instruments into Arabic and disseminate to key stakeholders; (iii) ensure systematic participation of Bank’s safeguard specialist in implementation support missions; and (iv) enhance environmental and social capacity building by establishing a safeguard management committee (SMC), organizing at least one workshop at federal level to strengthen the capacity of

12 The desk review focused on eight of the 11 active projects, which are categorized as B (i.e., Basic Education, ILPM, CDF, DHSDP, Blue Nile, South Kordofan, Abyei, and NETREP). These are projects which their potential impacts on the environment are site specific and less adverse than those of Category A projects. The desk review excluded the remaining three projects (Microfinance, Gum Arabic and PSCAP), which are categorized as C. These are projects which are likely to cause no adverse environmental impacts. 13 The Africa Safeguard Policies Enhancement (ASPEN) is a virtual multi-disciplinary team, whose objectives is to

provide the following services to all task teams in the region: (i) review and clearance of Integrated Safeguards Data Sheets for all Bank and GEF funded operations, except Development Policy Loans; (ii) review and clearance of environment and social planning instruments, Project Concept Notes, Project Appraisal Documents, and Loan/Grant Agreements at key points in project preparation – concept review, appraisal decision meeting, and prior to negotiations; and (iii) special monitoring of complex/risky projects under implementation, and thematic supervision of projects in geographic or sectoral groupings.

19

implementing agencies, line ministries and members of the SMC, and strengthen the capacity of states, localities and communities.

� Gender

56. The JAM document recognized and acknowledged the critical role of women in the development of society. Although gender is not mainstreamed in the design of almost all MDTF projects, a desk review of the MDTF portfolio indicates that most projects tried to capture gender concerns. However, almost all MDTF-N projects have weak gender-sensitive indicators in terms of targeting, objectives, and expected outcomes (see the attached gender analytical matrix of MDTF Projects given in Annex 5). Reports on project implementation have not explicitly utilized gender indicators, including gender disaggregated data per project. The desk review emphasized the need for MDTF projects to address these gender gaps/issues by (i) strengthening institutional capacity for mainstreaming gender; (ii) ensuring participation of World Bank gender specialist in implementation support missions as required; and (iii) developing gender-sensitive indicators, results and evaluation frameworks.

� Role of the World Bank Country Office in Portfolio Management

57. Low field presence at beginning, but adequately building up over time. At the start-up phase (2005-2006), the World Bank Country Office (CO) in Khartoum was staffed with too few core Bank staff and relied on seconded personnel with limited training on Bank procedures. Thus the office was not initially endowed with the requisite skills to address the challenge of MDTF-N program.

58. The World Bank Country Office has increasingly improved its staff resources. The number of Country Office (CO) Staff reached 29 people by June, 30, 2009, from about 14 staff in 2005/2006. The Country Office is managing core functions like procurement and financial management, and a growing number of other portfolio functions are now being managed from the field. With the exception of two projects, all MDTF-N projects are task managed from the CO. With the deployment of staff, Bank performance has improved. Prior to mid 2008, Bank missions produced only aide-memoires and back-to-office reports. Since, MDTF-funded projects have been “mainstreamed’’ and Implementation Status and Results (ISR) reports are produced, thus giving opportunity for management feedback on project performance. Still, there is a need to intensify implementation support missions, along with proper debriefing to technical ministries and authorities in the MoFNE. 59. Regular CO meetings with GoNU, Project Coordinators and other staff are being conducted. The CO provides in-country training to Project Coordinators and Procurement Specialists, and encourages key projects’ staff to attend. Few cases of delays with the Bank’s response to procurement requests were reported. A few Project coordinators have complained that procedures to obtain “No Objection” sometimes go beyond the two-week margin that is expected. In a number of cases the processing of “No Objection” for short-listing of consultants required approval by regional procurement manager and took several weeks. Some bid evaluations experienced similar delays. But it appeared that some of the delays in processing “No Objection” were due to inadequate applications and incomplete documentation submitted by Project Coordinators. The CPPR recommends that more flexibility be exercised in procurement where feasible. It further recommends raising, if necessary, shopping thresholds, updating all

20

procurement plans until June 2011, and identifying and addressing early on, contracts that require external support in drafting TOR or technical specification.

5. Recommendations and Action Plans

60. The CPPR has developed an overall action plan addressing generic implementation issues as well as project specific action plans. A summary of main recommendations and actions is given below.

61. The MDTF-N portfolio is consistent with the Sudan’s development needs but its focus is unduly broad. The MDTF-N program is largely in line with the country’s strategic objectives and priorities as laid out in the CPA and the related JAM. To the extent that additional funding resources become available rather than preparing new MDTF-N projects, topping-up some of the MDTF-N project under implementation would contribute to avoiding the spreading of the portfolio and enhancing development impact. Additional financing to ongoing and performing projects, like the recently approved grant to the health project (DHSDP) is a step in the right direction.

62. Enhance the results orientation of MDTF-N portfolio. The MDTF-N projects are reporting results in a fragmented manner and these results are not well coordinated across projects in the same sector/theme or area. There is also need to enhance their results orientation.

� Improve quality and clarity of project indicators and fill in missing baselines in the ISR. � Develop an improved MDTF-N overall results framework that facilitates aligning the top

down monitoring of the overall country performance with the bottom-up impact of MDTF-N projects.

� Develop an effective communication strategy that disseminates MDTF-N projects activities and achievements to assist beneficiaries, government, and donors understand their impacts as well as limitations. This would help manage high expectations and the trade-off between delivering short-term results and meeting long-term needs. There were high expectations for a quick peace dividend to reverse the socio-economic toll from decades of conflict following the CPA. While tangible results are being achieved several of the MDTF-N projects support pilot activities that do not immediately meet these expectations. The MDTF website (www.mdtfsudan.org) could benefit from including highlights of results achieved as well as regular updates.

63. Accelerate the implementation pace of the MDTF-funded projects and ensure sustainability.

� Formulate programs forecasts for the remaining life of the projects and update projects’ work, procurement and disbursement plans regularly in order to expedite implementation.

� Raise if necessary, shopping thresholds and reflect in updated procurement plans. � Release counterpart funds to projects (including VAT) based on projects’ quarterly

disbursement forecasts. Also release immediately counterpart funds for all overdue payments on signed contracts.

� Quarterly submission of counterpart funds need to the MoFNE. � More active involvement of Monitoring Agent in speeding up preparation of withdrawal

applications � Extend capacity building of national counterparts to the state and locality levels.

21

� Conduct a sustainability study for all relevant MDTF-N projects and propose arrangement to sustain their operations.

64. Ensure that MDTF-N projects are environmentally and socially sound and address gender gaps. Since most of the MDTF-N projects are not in full compliance with safeguard requirements, develop on time and as required the needed mitigation instruments and implement them. Similarly most projects do not fully address gender imbalances in recovery and development. Reports on project implementation do not explicitly utilize gender indicators.

� Implement safeguard instruments and provide regular reporting on safeguards. � Translate key sections of safeguard instruments and disseminate to key stakeholders. � Ensure participation of safeguard specialist in implementation support missions. � Enhance environmental and social capacity building by establishing a safeguard

management committee (SMC), organize at least one workshop at federal level to strengthen the capacity of implementing agencies, line ministries and members of SMC, and enhance the capacity of states, localities and communities.

� Address gender imbalance in recovery and development, and reports on project results should explicitly utilize gender indicators.

� Identify supportive actions to address gender gaps.

22

Generic Action Plan

Disbursement Target date Responsibility

Review/Update for each project disbursement forecasts until June 2011 to fully utilize balances of MDTF-N resources.

April 22, 2010 MA/PC/PROC + M/E

Release counterpart funds for all overdue payments on signed contracts.

April 4, 2010 MoFNE

Submission to MOFNE, by each project, and by state updated quarterly disbursement forecasts for counterpart funds.

One month before the beginning of each calendar quarter.

PCs to send to MoFNE.

Release counterpart funds to projects (including VAT) based on projects’ quarterly disbursement forecasts.

At the beginning of each calendar quarter.

MoFNE.

Assess 2010 state budget allocations for operational and maintenance activities for MDTF related projects.

End May 2010 MoFNE/MDTF Unit

Assess budget allocations in relevant states for MDTF activities for 2010

End May 2010 MoFNE – PC/Proc – M/E

Procurement Target date Responsibility

Identify contracts that require external support in drafting TOR or technical specifications.

April 07, 2010 TTL/PC

Revisit all procurement plans (PP) until June 2011

April 07, 2010: Submission of PP April 15, 2010: Clearance of PP

PC/Proc/TTL/M/E Jamal/Antonio

Raise if necessary, shopping thresholds & reflect in updated PP

April 07, 2010 PC/Proc + Jamal / Antonio + M/E

Review PP every 3 months (April – July – Oct – Jan) Venue: World Bank Office

July/Oct/Jan

CM convenes quarterly meetings from April 2010, with TTLS, PCs, M&E to track implementation plan including PP & disbursement plans

23

Generic Action Plan (continued)

Implementation support Target date Responsibility

Establish a mechanism that presents quarterly updated information on disbursement amounts to be provided for contracts pending signatures; contracts signed and invoiced availing payments and payments to be made for upcoming contracts.

End April 2010 MA/MoFNE

Design a dashboard at project level for proper monitoring of implementation progress

From Next Supervision Mission

PC/TTL

Streamline coordination with the state authorities to ensure sustainability


PC/TTL

Improve skill mix of implementation support missions along with more involvement of sector units, e.g. systematic involvement of safeguards specialist


TTL/SM/CM

Increase number of Khartoum based TTLs to close to 100%

Next FY Bank Management

Ensure proper debriefing to technical ministries and authorities in MoFNE during implementation support missions, and intensify missions as needed.


TTL/SM/CM

Gender Target date Responsibility

Conduct desk reviews across MDTF projects to identify gender gaps

March 22 WB Gender Specialist

Develop gender sensitive indicators to be integrated in the results framework

March 22 by COB – to be sent electronically

Gender Specialist + PC + M&E

Identify supportive actions to address gender gaps

March 22 (to be shared electronically with PC)

Gender Specialist

24

Generic Action Plan (continued)

Safeguards Target date Responsibility

Ensure compliance with safeguard policies � WB safeguard specialist to

participate in SPN � Projects to provide regular reporting

on safeguards � Implementation of safeguard

instrument � Translate key sections of key

safeguard instruments and disseminate to key stakeholder

� At least twice a

year

� Semi-annual

� Continuous

� May 2010

� WB/TTL

� PC

� PC

� PC

Environmental and Social Capacity building � Establish a safeguard management

committee (SMC) � Organize at least one workshop at

federal level to strengthen the capacity of implementing agencies, line ministries and SMC

� Strengthen the capacity of states, localities and communities

� May 2010

� June 2010

� To be determined by project

� PC/HCENR

� WB (Safeguard Specialist)

� PC

Results Framework Target date Responsibility

Strengthening the Results Framework

Improve quality & clarity of indicators, including restructuring relevant projects if necessary

Next implementation support mission

TTL – M&E

Fill in all missing baselines in the ISR Next implementation support mission

TTL

Harmonize PAD & ISR indicators Next implementation support mission

TTL

Develop improved MDTF overall results framework

April 20, 2010

Diego

Follow up on Specific recommendations on indicators from projects

Next ISR update TTLs/SM/CM

Sustainability Target date Responsibility

Assess annual needs for operational and maintenance costs of infrastructure built under the MDTF program, by project and aggregated at the State level.

- Hold first meeting to plan for the implementation of the action.

March 23, 2010 MoFNE/Fraiji/ PC

- Implement the action. August 31, 2010 MoFNE/Fraiji/ PC

25

Project Specific Action Plans

1. Abyei Start Up and Emergency Project (ASEP) Action Plan

Safeguard Target Date Responsibility Ensure compliance with Safeguard policies:

• Clearance and disclosure of the ESMF

• Prepare an Integrated Pest Management (IPM) plan

• Undertake a social assessment (SA)

• Prepare environmental forms for sub projects under preparation

• Hire an environmental specialist as part of the PCU

• April, 2010

• June, 2010

• June, 2010

• May, 2010

• April, 2010

• WB/TTL

• PC

• PC

• PC

• PC

Gender Finalize design of women empowerment proposal Design and mainstreaming of gender sensitive indicators in the M&E system

May 2010 March 2010

TTL, WB GAP, Gender specialist TTL and gender specialist

Results Framework

Improve quality & clarity of indicators (restructure if necessary)


TTL & M&E


TTL


TTL

2. Basic Education Project (BEP) Action Plan Safeguard Target Date Responsibility Prepare environmental forms for sub projects under preparation

April 2010

PC

Gender

Design and implement gender sensitive strategies and operational modalities including mobilization and awareness raising to address cultural and social issues which may affect enrolment and retention of girls in school.

Continuous PC, M&E and gender specialist

Results Framework



TTL – M&E


TTL


TTL

26

3. Community Development Fund (CDF)Action Plan Safeguard Target Date Responsibility Hire a short term consultant to support localities

April 2010

PIU

Gender

Train project staff, implementing partners and CBOs on gender sensitive planning and implementation

At least one per year

PC, Community development and M&E

Enhance women role in management and maintenance of community based infrastructures (water points, health centers, etc)

Continuous TTL/PC

Document and disseminate information on successful models and lessons learned

Annually TTL/PC

Results Framework



TTL – M&E


TTL


TTL

4. Decentralized Health System Development Project (DHSDP)

Safeguard Target Date Responsibility Develop a plan for the implementation of MWMP for 2010

April 2010 PC

Implement the recommendations of MMMP plan

Dec 2010 PC

Gender

Complete base line survey Design result based M&E system and link it with ISR

May 2010 May 2010

TTL PC, M& and gender specialist

Results Framework



TTL – M&E


TTL


TTL

27

5. Improvement Livestock Production and Marketing project (ILPM) Safeguard Target Date Responsibility Finalize and disclose the ESMF. April 2010 PC

Gender

Integrate social and gender worker in the implementation structure of the project

Continuous PC

Strengthen pastoralists organization and management skills

Continuous PC

Link target communities with adult literacy education at the locality level

Continuous PC

Integrate health and social worker in the implementation structure

Continuous PC

Results Framework



TTL – M&E

Fill in all missing baselines in the ISR


TTL


TTL

6. Microfinance-PSD Project

Gender Target Date Responsibility Enhance MFIs capacity to outreach clients Develop appropriate strategies and operational procedures based on gender analysis

April 2010 May 2010

TTL, Gender specialist

TTL, Gender specialist

Results Framework



TTL – M&E



TTL


TTL

28

7. National Emergency Transportation and Rehabilitation Project (NETRP)

Safeguard Target Date Responsibility Implement of the RAP recommendations

• April 2010 • NHA

Finalize the ESIA for the following projects:

• Kadugli – Kauda Road

• Babanousa-Wau – Wau rail line and the ferry boat ESIA completion.

• April 2010

• June 2010

• PC

• PC

Strengthen the capacity of the Environmental and Social management Unit (ESMU)

• Recruit fresh graduates

• Recruit a short term consultant

• Focal point from the NHA, SRC, RTA to the SMC

• June 2010

• July 2010

• May 2010

• PC

• PC

• PC

Gender Conduct in-depth social studies to inform national transport action plan (NTMP) Extend TA to the Key Officer s in the Ministry of Transport Integrate social and gender focal point in the implementation structure of both the project and Ministry of transport Develop a result based M&E system and link it with MDGs

May 2010 TTL, Gender specialist

29

8. Gum Arabic Project

Action Gender

Target Date Responsibility

Establish effective and appropriate communication networks to enhance women access to information on Gum Arabic price Strengthen women organization and management skills

Continuous PC M&E

Results Framework



TTL – M&E



TTL


TTL

9. Public Sector Reform, Decentralization and Capacity Building Program (PSCAP)

Gender Target Date Responsibility Allocate budget for women capacity building

To be determined by the project PC and M&E

Results Framework Improve quality & clarity of indicators (restructure if necessary)


TTL – M&E



TTL


TTL

10. Blue Nile State Start-Up Emergency Project

Safeguard Target Date Responsibility Implement the recommendations of the environmental audit report

Continuous PC

Gender

Implement the recommendations of the gender audit report

Continuous PC

Results Framework



TTL – M&E



TTL


TTL

30

11. South Kordofan State Start-Up Emergency Project

Safeguard Target Date Responsibility Implement the recommendations of the environmental audit report

Continuous PC

Gender

Implement the recommendations of the gender audit report

Continuous PC

Results Framework



TTL – M&E



TTL


TTL

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Annex 1 MDTF-N Portfolio

No. Projects Project Amount Disbursed Grant/Amendment

Signing date

Grant Effectiveness

date

Closing Date

1 Technical Assistance Facility-TAF

USD 5.00M USD 3.56M 16/01/2006 06/04/2006 31/01/2010

2 CDF USD 42.80M USD 31.40M 16/01/2006 26/04/2006 31/07/2011

3 National Emergency Transport Rehabilitation (NETREP)

USD 43.50M USD14.16M 29/10/2006 29/01/2007 30/06/2011

4 Decentralised Health System Development (DHSDP) and Supplement

USD 6.00M USD 4.79M 29/10/2006 24/01/2007 30/06/2011

5 PSD (Rural microfinance - small enterprises)

USD 10.00M USD 1.36M 22/05/2007 22/05/2007 30/06/2011

6 Currency USD46.06M USD40.18M 22/05/2007 22/05/2007 30/12/2008

7 Improving Livestock Production & Marketing

USD 4.00M USD 1.94M 29/08/2007 29/08/2007 30/08/2011

8 S. Kordofan USD 7.51M USD7.08M 25/07/2007 25/07/2007 30/06/2010

9 B. Nile-State USD 7.32M USD6.60M 03/12/2007 24/01/2008 30/09/2010

10 Capacity Building for Public Sector Reform & Decentralisation (PSCAP)

USD 2.57M USD0.43M 11/09/2008 11/09/2008 30/06/2011

11 Education USD15.00M USD 1.19M 08/07/2009 30/09/2009 30/06/2011

12 Abyei Emergency Project

USD 6.00M USD 0.74M 29/06/2009 06/10/2009 30/06/2011

13 Census USD34.40 USD34.40M 08/05/2006 31/07/2006 30/06/2009

14 Judiciary USD13.00M USD 4.56M 08/05/2006 23/08/2006 30/06/2009

15 Gum Arabic USD 7.00M USD 0.75M 20/08/2009 30/09/2009 30/06/2011

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Annex 2: MDTF-N Alignment to Strategic Objectives

Key JAM themes/CPA

commitment

Medium-term Country goals MDTF-N Support

Institutional development and capacity building

Build public sector capacity and strengthen institutions

• Technical Assistance Facility

• Capacity Building for Public Sector Reform

Deepen decentralization to empower states, localities, and communities

• South Kordofan emergency Project

• Blue Nile emergency Project

Strengthen public financial management and procurement systems


Rule of law, governance, and media

Build the competency and capacity of governance and rule of law institutions

• Capacity Building of the Judiciary Project.

Support the establishment of independent and responsible media


Information and monitoring

Support a National Census to fulfill key provision of the CPA

• 5th Population Census Project

Introduce national currency to fulfill key provision of the CAP

Introduce a national currency • National Currency Project

Basic social services

Develop health system and expand service delivery

• Decentralized Health System Development



Improve access and quality of education



• TAF

• Education project

Increase access to safe water and sanitation



Livelihood and social protection

Improve livelihood of people in war-affected areas of Sudan

• Community Development Fund



Private Sector Development Improve investment climate for private sector

• Microfinance Project

• TAF

Economic policy improvement

Maintain prudent fiscal and economic policy

• TAF

Rural development Improve productivity in the rural sector

• Livestock project

33

• Gum Arabic

• Abeyi Emergency Project

Infrastructure development Remove key road, rail, and river transport bottlenecks

• National Emergency Transport Rehabilitation

Rehabilitate basic urban infrastructure

Annex 3: Results Matrix for the Sudan MDTF-N 2005-2011

JAM Objectives and Outcomes

JAM Key Indicators and Milestones/ Activities

MDTF Outcomes and Indicators

MDTF Milestones/ Outputs MDTF

Portfolio

1. Institutional development and capacity building Effective and sustainable modes of local social service delivery Increased transparency and public accountability throughout public system.

− Civil service Reform implemented

− Decentralization structure in place and functioning

− System in place for effective management of external aid

− A procurement system based on transparency and efficiency in place

− Modern accounting and auditing systems at all levels of government.

− Comprehensive budget with public involvement in planning and monitoring.

Improve capacity at federal, state and local levels to deliver decentralized services

• Budget actually transferred to sub-national levels (as % of amount legally allocated)

64% (against a target of 75%) • Budget that is actually transferred

within 60 days (as % of total amount legally allocated

100% (meeting the target)

• Targeted line ministries with satisfactory new budgeting, financial, procurement and HR management procedures (number)

0 (against a target of 3).

• Capacity assessment for the ministries in South Kordofan and Blue Nile states completed (12 ministries).

• VSAT equipment purchased and installed in the PCU office and MoEI in Kadugli.

• State and local governments officials and technical and managerial staff in targeted MDAs trained (1,129)

• Strengthening the Inland Water Transport Regulatory body IRND Diagnostic Study (IRND diagnostics) – in progress

• Environment management capacity building study completed.

• Local authorities equipped working facilities for civil servants (16 localities).

• A draft procurement law has been recently approved by the President.

TAF (FY06) (US$ 5m) PSCAP (FY09) (US$ 2.5m) South Kordofan State Emergency Project (FY 08) (US$ 7.5m) Abyei Start Up Emergency Project (FY 09) (US$ 6m)

Blue Nile ERL (FY 08) (US$ 7.3m)

2. Rule of law and governance Constitutional framework for Sudan, consistent with the CPA and international human rights conventions, in place and fully operational. Improved access to justice, especially in war-affected areas Improved equity of access to judicial system Professional and accountable police service, based on full respect for human rights. Access to information through independent, high quality media

− National institutions and processes of Governance established by the CPA in place and fully functioning in accordance with the agreed timeline, leading to free and fair elections.

− Gender equity mainstreamed in legislation and policy choices

− Improved performance of Ministry of Justice in criminal and corporate law.

− Correctional system in conformity with international standards.

− Sound policies for land use in a clear and widely-supported legislative framework

− Clear regulatory framework for Civil Society involvement that ensures basic freedoms

Increased access to judiciary services Improved quality of judicial services

• The National Judicial Service Commission (NJSC) conference hall and 13 offices rehabilitated and furnished.

• Number of court houses constructed/rehabilitated (5)

• 300 courts provided with copies of Sudan Law report (43,000) of 1965 – 2005 and the Legal Encyclopedia (12,000 copies)

• 900 judges provided with copies of Sudan Law report (43,000) of 1965 – 2005 and the Legal Encyclopedia (12,000 copies)

• 145 out of targeted 1200 judges are trained

Judiciary (FY 09) (US$ 13m)

34





Portfolio

3. Economic policy and management Policies for stable macro economy with high economic growth maintained. Sound oil management Improved External Debt Sustainability/ management Functioning Central Banking and Financial System

− Currency conversion Completed

− Micro-finance legislation and operating regulations enacted

− Progress on HIPC

− Establish oil management system

− SPC and its subsidiaries’ accounts consolidated

Support the Central Bank of Sudan effectively, efficiently and transparently introduces a new national unifying currency into the country.

• New unified currency freely circulating in Sudan and accepted by the private sector for commerce and individuals private transactions (Yes)

• New Micro Finance regulatory framework adopted, including affordability elements (costs, collateral) (Yes)

• 789 million banknotes in six denominations exchanged.

• 761 million coins distributed.

• Nationally accepted designs for each of the six denominations of banknotes and five denominations of coins (Yes)

• Printing of adequate banknotes in six denominations (Yes)

• Minting of adequate coins in five denominations (Yes)

New Currency Project (FY07) (US$40m) Micro Finance Project (FY07) (US$ 10m)

4. Productive sectors (i.e. rural and private sector development) Increased productivity amongst pastoralists, traditional farmers and fisherfolk Sustainable management and utilization of key natural resources (fisheries, forests etc)

− Enabling policy framework for development of productive sectors

− Improved access to credit and markets

− Reduced urban unemployment Increased share of industry

− Access to micro-finance for small farmers and pastoralists doubled, including increased access to credit for women

− Veterinary services Expanded

− Priority stock routes and degraded rangelands rehabilitated

− Improved yields of major crops

− Reduced conflicts between farmers and Pastoralists

− Sustainable increase in the national herd size with increased current income of pastoralists

• Improved agricultural and livestock production and marketing in selected areas

• Number of animals traded in the rehabilitated livestock markets, by type (number)

Baseline: zero

Progress (2009):84,000

Target (2011): 90,000

• Margin between prices for a sheep paid in targeted secondary market and terminal market (%)

Baseline: zero

Progress (2009): 25%

Target (2011): 20%

• Livestock route demarcated and rehabilitated (km)

Baseline: zero

Progress (2009): 120 km

Target (2011): 293 km

• Area cultivated with new tools/ seeds/ equipment (ha)

Baseline: Zero

Progress (2009): 252 ha

Target (2011): 504 ha

Gum Arabic

Agriculture and Livestock • Sustainable development of

semi mechanized farming study completed

• Restructuring of the Sudan Gezira Board study completed.

• Farmers, veterinarians, and other stakeholders trained in various aspects of project implementation of community demand driven projects (About 32,500)

• Number of livestock markets under construction (4)

• Improving agricultural support services in traditional rain fed areas studies completed

• Stakeholders trained in various aspects of project implementation of community demand driven projects (200)

• Water points rehabilitated in targeted communities (11).

• Surface planted using improved pasture seeds (500 ha)

• Livestock vaccinated by private vets, by type of livestock (10%)

• Livestock markets rehabilitated and with functioning Marketing Boards (4)

Expected outputs to be achieve by June 2011 (Gum Arabic Project):

• Gum Arabic Producers Associations (GAPAs) with basic administration system in place (65)

• Producers applying new production and/or handling technologies (400)

• Built storage and drying facilities (65)

• Production of seedlings by rehabilitated nurseries (8)

Gum Arabic Project (FY10) (US$ 7m) Livestock Project (FY08) (US$ 4m) Micro Finance Proj. (FY07) (US$ 10m) South Kordofan State Emergency Project (FY 08) (US$ 7.5m) Abyei Start Up Emergency Project (FY 09) (US$ 6m) Blue Nile ERL (FY 08) (US$ 7.3m)

35





Portfolio

• Percentage change in production of Gum Arabica by farmers of the targeted GAPAs (%)

Baseline(2009: 5%

Progress: Not available

Target(2011): 25%

• Percentage of FOB price received by targeted Gum Arabica producers (%)

Baseline(2009): 20%

Progress: Not available

Target(2011: 60%

• Percentage change in income from income from Gum Arabica of targeted farmers (%)

Baseline(2009): 5%

Progress : Not available

Target (2011): 20%

Increase access to financial

services

• Number of microfinance providers operating including NGOs, specialized MFIs, banks and others already at development objective level (8).

• 10 - 15 Sudanese service providers to the microfinance sector e.g. trainers, consultants, industry associations, auditors, etc.

Commercial Sustainability

• Indicators of increased microfinance knowledge among key players demonstrated by adherence to good practice non measurable portfolio at risk below 10%

Product Diversity

• MFI performance indicators demonstrating institutional capacity to manage increasing outreach to low income clients in a viable manner, microfinance providers reducing dependence on grants and donor support.

• Producers receiving loans (400)

• Farmers receiving tools (400)

• Farmers trained in new technologies (400)

Access to Financial services

• A firm (SMDF ) is established and is supporting the establishment of MFIs, apex institutions, and community based organizations.

• Regulatory framework for licensing Microfinance Institutions approved. Policies to regulate and control the microfinance sector issued.

• Training programs were conducted for 460 microfinance service providers.

• Base line survey conducted for existing microfinance providers and banks.

• Credit Policy manual was developed (Yes).

• A total of candidates trained on microfinance related issues (239)

• Full access to financial services survey (FINSCOPE) completed (Yes)

• Number of technical assistance proposals approved (12) amounting to US$ 2.41million

• Procedure manuals for technical assistance grants and loans, and equity and guarantee facilities completed (Yes).

36





Portfolio

5. Basic social services

Education Improved quality and access to formal and informal education

− Textbooks provided to each student (2011)

− Quality of education regularly monitored and showing sustained

− improvement

− Materials developed in all subjects including science and technology education

− Continued expansion of classrooms Integrated planning on water and sanitation, including retrofitting schools with latrines and water points

− Training system at the various levels fully operational

− At least 90% of teachers

− trained

− Framework for alternative learning and vocational training adopted

Increased Access to basic education • Students enrolled in basic education

in targeted communities (68,598) or an increase of 27%. This percentage is expected to increase after completion of basic education project.)

• Teachers evaluated positively following in-service training (15-20%).

• Rehabilitation and development of faculties of education study completed.

• Schools built or rehabilitated (246)

• Classrooms built or rehabilitated (1,158)

• Schools with teacher dormitories (133)

• Number of students benefited from provision of school benches (179,429)

• Number of books supplied (65,877)

• Number of teacher guides supplied (5,000)

• Teachers trained (2,302)

• Number of schools provided with water facilities (103)

• Number of schools supplied with education materials (1,615)

• Number of pupils benefited from the education materials supplied (293,956)

• Number of skill kits supplied (3,380)

• Number of vocational training centers built and equipped (1).

Number of children registered under FRESH program (1,200) Expected outputs to be achieved by 2011 under the Basic Education Project: • Schools built or rehabilitated

(30)

• Classrooms built or rehabilitated (206)

• Teachers trained (11,380)

• Teacher Training Institutes to be built or rehabilitated (4)

• New basic education curriculum framework established

CDF (FY 06) (US$ 42m) South Kordofan State Emergency Project (FY 08) (US$ 7.5m) SD - Basic Education Project (FY 09) (US$15 m) Blue Nile ERL (FY 08) (US$ 7.3m) Abyei Start Up Emergency Project (FY 09) (US$ 6m)

Health Increased access to health care services and infrastructures Improved quality of life for People Living With HIV/AIDS (PLWHA).

− -Increase in service coverage to 60% of the population

− Improvement in maternal and child health outcomes

− Health network functionality increased by equivalent of 50% of 2004 baseline via rehabilitation and new construction

− Overall 25% increase in skilled health workforce over Interim Period

− Well-functioning financial management, planning and policy development in underserved states

Improved access to basic health services

• People with access to a basic package of health services (number)

Baseline (0)

Progress(664,224)

Target ( 1.02 million)

• Pregnant women receiving antenatal care during a visit to a health provider (number)

Baseline (N/A)

Progress(N/A)

Target (N/A)

• Births attended by skilled health staff (% of total births) in target areas

• Health facilities constructed/rehabilitated (110)

• Health facilities furnished (67)

• Health facilities equipped (69)

• Health facilities with health cadre residences (60).

• Health facilities provided with essential drugs (145)

• Number of midwives trained (303)

• Health personnel receiving training (1,968)

• Built/ rehabilitated Health Facilities mainstreamed into

DHSDP (FY07) (US$ 6m) SD - Comm Devp Fund CDF (FY 06) (US$ 42m) South Kordofan State Emergency Project (FY 08) (US$ 7.5m)

37





Portfolio

(Percentage)

Baseline (49%)

Progress(N/A)

Target (60%)

• Households who possess at least one insecticide-treated net in target areas (Percentage)

Baseline (18%)

Progress (42.2%)

Target (30%)

the national health system (19)

• Built and /or rehabilitated health training institute (2)

• National Health Accounts – under process.

• Mobile ambulances purchases under process (4)

• Center for Disease Control building (1) - under process.

• Number of Long Lasting Insecticidal Nets (LLINs) distributed (187,600)

• National human resource development strategy developed.

• National M&E strategy developed.

• Number of immunization cold chain equipment distributed (17).

• Capacity building of health management, planning, policy and health financing study completed.

Abyei Start Up Emergency Project (FY 09) (US$ 6m) Blue Nile ERL (FY 08) (US$ 7.3m)

Water and Sanitation Expanded rural access and awareness regarding safe water and sanitation

− Expanded rural access to safe water (66%) and sanitation (60%)

− New and rehabilitated education and health facilities have access

− Construction and rehabilitation of water sources and sanitary blocks begin

Increased access to water and sanitation services

• People provided with access to “Improved Water Sources” in targeted rural areas (500,000)

• Improved community water points constructed or rehabilitated under the project (332)

• Number of community members provided with improved water supply (486,015)

• Number of community members trained on hygiene issues (240)

• Number of hand pump and water yard operators trained (230)

• Constructed/ rehabilitated Water community points with user fees covering O&M (%)

SD - CDF (FY 06) (US$ 42m) South Kordofan State Emergency Project (FY 08) (US$ 7.5m) Blue Nile ERL (FY 08) (US$ 1.1m) Abyei Start Up Emergency Project (FY 09) (US$ 6m)

38





Portfolio

6. Infra-structure Increased access to key infrastructures (electricity, roads, railways, ports, river transport, air) Improved access to markets and social services in remote areas.

− Network of well-maintained roads and transport services

− Improved air space management and air transport expanded to isolated parts of the country

− Efficient National Highway Authority

− Improved ports management (sea and river) to facilitate movement of goods and people

− Enhanced private sector participation (PSP) in infrastructure building and management.

− Improved policy and institutional framework for infrastructure sector

− Framework developed for sustainable maintenance and operation of urban infrastructure.

Improved physical access to goods, markets and administrative and social services

• Rural people with access to an all-season road (number)

Baseline: zero

Progress (2010): 215,000

Target (2011): 248,500

• Travel time to selected social services

Baseline: 27.25 hours

Progress (2010): 11.75 hours

Target (2011): 3.5 hours

• Travel volume ( freight) in selected routes (rail, road)

Rail (Babanusa-Wau)

Baseline: zero

Progress (2010): 650,000 tons

Target (2011:) 650,000 tons Road ( 3 roads under construction)

Baseline: 120 medium trucks

Progress: not available

Target (2011:) 320,000 medium

trucks

• The National Transport Master Plan (NTMP) completed (Yes).

• 3 Roads under construction and/ or rehabilitation (205 kms)

• 3 roads’ improvement under way (530kms)

• Studies completed and detailed designs prepared for 3 rural roads (990 kms)

• 1 Rail line rehabilitated (446 kms)

• Taskforce was formed to follow up on the implementation of the Port Sudan Trade Facilitation Action Plan adopted by Ministry

NETREP (FY 07) (US$ 82m) South Kordofan State Emergency Project (FY 08) (US$ 7.5m) Blue Nile ERL (FY 08) (US$ 7.3m)

7. Livelihoods and social protection Basic social protection and services provided in areas of return and displacement Increased access to productive opportunities for returnees and community households Socially and economically reintegration of ex-combatants

− Community driven recovery (CDR) programme operational (systems, procedures and capacity)

− Sudan free of the threat of landmines and Explosive Remnants of War (ERW)

− Disarmament and demobilization of regular forces according

− Returning IDPs sustainably returned to their communities.

• Demined roads and railway lines (4,862 km)

• Area cleared or verified for land mines (sq meters)

Baseline

Progress

Target (see also outcomes on access to basic services, infrastructures, productive sector)

• Number of railway lines de-mined (1)

• Number of roads de-mined (39)

• Number of villages that benefited from the livelihood programs implemented by the project (30)

• Number of community development committee members trained in community development and revolving fund management (336)

• Number of trainers (59) and farmers trained on animal traction, use of nuba hoes and animal husbandry (295)

• Number of nuba hoes distributed (150)

• Number of farmers who benefited from nuba hoes (300)

• Number of oxen distributed (142)

• Number of ox carts distributed (30)

• Number of households that benefited from hand tools distributed under the project (222)

• Number of blacksmiths benefited from training and distribution of hand kits (37)

•

South Kordofan State Emergency Project (FY 08) (US$ 7.5m) Blue Nile ERL (FY 08) (US$ 7.3m)

39





Portfolio

8. Information /statistics Availability of updated quality data and statistics to inform policy makers and planning processes

− Improved and expanded national statistical information base

− Management, planning and technical capacity of Central Bureau of Statistics (CBS) and other elements of the national statistical system strengthened

Reliable and accurate demographic, economic, and social data available

• Census completed but results not yet disseminated

• Enumerations successfully completed

Fifth Census Project (FY06) (US$34.4m)

40

Annex 4: Results Achieved under MDTF-N

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50

Annex 5: Annex Gender analysis matrix- MDTF- N projects

Project

Gender analysis

Recommended action/remarks Project design and pre-survey Implementation M&E

gender mainstreame

d in the Project design

Gender sensitive

procedures In the

operational manual

Gender assessment

Gender sensitive strategies

Gender sensitive targeting

Sub-project to address gender

disparities

Gender sensitive M&E indicators

Gender disaggregated

report

CDF NA NA CDF conducted a base line survey with a gender dimension

CDF developed Strategies to empower women through adult literacy education

% targets identified to ensure women participation in CBOs and capacity building activities

CDF has designed and implemented 2 gender focused subproject s (midwifery training and adult literacy)

NA NA Capacity building training for gender mainstreaming is required across all MDTF projects and sectors

Gender sensitive M&E indicators need to be developed and integrated in the M&E result frame work and reporting

DHSD NA NA Gender assessment conducted

Strategies to improve woman and child health developed and implemented

No clear targeting procedures in terms of number of beneficiaries of the project services

Maternity health component has been developed and implemented by the project

NA NA Gender sensitive M&E indicators need to be developed and integrated in the M&E result frame work and reporting

Micro-finance NA NA In process In process 35% of the loan portfolio is set to target women borrowers

Microfinance sub-project has been designed and implemented in South Sudan

Gender sensitive M&E indicators developed and integrated in the M&E result framework

NA The project needs to integrate gender disaggregated data in the reports to monitor implementation of the gender focused sub-project

ILPM NA Gender sensitive procedure developed and integrated in the updated OP

NA capacity building strategy for women empowerment developed by the project

No clear targeting procedures in terms of number of women beneficiaries of the project services

A gender focused capacity building sub-project has been designed and implemented

Gender sensitive M&E indicators developed and integrated in the M&E result frame work

NA The project needs to integrate gender disaggregated data in the reports to monitor implementation of the gender focused sub-projects

NETREP NA NA In process In process NA NA In process NA Gender and social assessment study of the transport sector is in process

51

Abyei NA NA Assessment study with a gender dimension conducted

NA No clear targeting procedures in term of number of women beneficiaries

A sub-project for women economic empowermenhas been designed

NA NA Gender sensitive M&E indicators need to be developed and integrated in the M&E result frame work and reporting

Gum Arabic Gender training mainstreamed in the project design

NA NA NA No clear targeting procedures in term s of number of women beneficiaries

gender training NA NA Gender sensitive Operational strategies needs to be developed to address gender disparities Gender sensitive M&E indicators need to be developed and integrated in the M&E result frame work and reporting

Basic Education Gender concerns integrated in the project design

NA A baseline survey with

a gender dimension conducted

by the project

Reducing gender inequality in enrolment in basic education

No clear targeting procedures in term s of number of girls students, enrolments rates, etc.

Gender equality integrated in the project design

Gender sensitive M&E indicator integrated in the M&E result frame work

The project is in the preparatory phase of implementation

Gender sensitive operations need to be developed to address gender and cultural barriers that may affect girls enrolment in school