restructuring paper proposed project restructuring … · 4. the proposed restructuring will...

REPORT NO.: RES36311

RESTRUCTURING PAPER

ON A

PROPOSED PROJECT RESTRUCTURING

OF

FEDERALLY ADMINISTERED TRIBAL AREAS (FATA) GOVERNANCE AND POLICY PROGRAM

APPROVED ON DECEMBER 2, 2016

TO

ISLAMIC REPUBLIC OF PAKISTAN

GOVERNANCE

SOUTH ASIA

Regional Vice President: Hartwig Schafer Country Director: Patchamuthu Illangovan

Global Practice Director: Edward Olowo-OkerePractice Manager/Manager: Ismaila B. Ceesay

Task Team Leader: Raymond Muhula

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The World BankFederally Administered Tribal Areas (FATA) Governance and Policy Program (P156412)

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ABBREVIATIONS AND ACRONYMS

ACCA Association of Chartered Certified Accountants

FATA Federally Administered Tribal AreasGoKP Government of Khyber PakhtunkhwaGPP Governance and Policy ProgramKP Khyber PakhtunkhwaMA Merged AreasMS Moderately SatisfactoryNFMIS National Financial Management Information SystemOSU Operation Support UnitPDO Project Development ObjectivePFM Public Financial ManagementRP Restructuring Paper

RF Results Framework TA Technical Assistance

BASIC DATA

Product Information

Project ID Financing Instrument

P156412 Investment Project Financing

Original EA Category Current EA Category

Not Required (C) Not Required (C)

Approval Date Current Closing Date

02-Dec-2016 30-Jun-2020

Organizations


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Borrower Responsible Agency

Islamic Republic of Pakistan Planning and Development Department, Government of Khyber-Pakhtunkhwa

Project Development Objective (PDO)

Original PDOThe Project Development Objective (PDO) is to increase transparency and effectiveness in public resource management and strengthen accountability of public service delivery in the agriculture sector of FATA.OPS_TABLE_PDO_CURRENTPDOSummary Status of Financing

Ln/Cr/Tf Approval Signing Effectiveness ClosingNet

Commitment Disbursed Undisbursed

TF-A3301 18-Jan-2017 18-Jan-2017 23-Feb-2017 30-Jun-2020 14.00 1.81 12.19

Policy Waiver(s)

Does this restructuring trigger the need for any policy waiver(s)?No

I. PROJECT STATUS AND RATIONALE FOR RESTRUCTURING

A. Project Status

1. This Restructuring Paper seeks RVP approval for the proposed restructuring of the Federally Administered Tribal Areas (FATA) Governance and Policy Program (GPP). The FATA GPP became effective February 23, 2017. During the first year, 2017-2018, implementation of project activities largely started satisfactorily and then stalled. The Implementing Entity spent the first year meeting the requirements of 11 legal covenants, including the staffing of the Operation Support Unit (OSU) with externally hired consultants. Because of major capacity constraints, it took several months to fill key project positions. At the same time, national level debate on the impending dissolution of the FATA Secretariat (Implementing Entity) and integration of FATA into the larger Khyber Pakhtunkhwa (KP) province caused uncertainty, further contributing to slow progress. Progress in implementation and progress towards the achievement of the PDO remained Moderately Satisfactory (MS) during this period. Disbursement remained around 8 percent.

2. On May 25, 2018 the National Assembly of Pakistan approved the integration of FATA into KP province. This change caused additional setback for project implementation. Moreover, because of the merger, some project activities, especially those supporting new policies (e.g. development of a framework for Public Investment Management), or those that were specific to the circumstances of FATA (e.g. the FATA Tribunal) became


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unnecessary. With the integration of the former FATA into the larger KP provinces, the provincial government became responsible for all the functions hitherto under the purview of the FATA Secretariat. The Planning and Development Department (P&DD) of the Government of Khyber Pakhtunkhwa (GoKP) is now responsible for the portfolio of projects under the former FATA, including the FATA Governance and Policy Program (P156412), the subject of this Restructuring Paper.

B. Rationale for Restructuring

3. The proposed restructuring responds to a request by the GoKP to maximize the usage of funds within the narrower scope of activities resulting from the merger. The GoKP desires to continue with this project albeit within a narrow scope. The restructuring will formally transfer responsibility for project implementation from the former the P&DD of the former FATA to that of the GoKP. This restructuring will also address changes in key project activities, including the removal of activities rendered unnecessary by the merger. The restructuring is also in line with the GoKP’s broadened mandate and objective to sustain engagement in the former FATA districts. A new Ten- Year FATA Tribal Decade Strategy is currently under preparation and lays out the GoKP’s priorities for FATA, including the activities covered by this project. These changes are expected to enhance project performance and progress towards achievement of development objectives.

4. The proposed restructuring will address the huge capacity challenges the Merged Areas (MAs) face as part of the larger KP province. To address the shortage of skills in financial management and sectoral planning, procurement and monitoring and evaluation, the restructured project will include new activities to support training and certification in relevant skill areas. The project will also support the expansion of coverage of the National Financial Management Information System (NFMIS) to the MAs and support the provision of IT equipment. Additionally, the restructured project will ensure broadening of existing systems and programs in KP province to cover the MAs. For example, the restructuring will support the extension of the services of the Right to Information Services and Right to Public Services Commissions, and the expansion of the services of the provincial Geographic Information Services into the MAs.

II. DESCRIPTION OF PROPOSED CHANGES

5. The restructuring includes: (i) a revision of the PDO; (ii) cancelation of funds; (iii) changes in implementation arrangements; (iv) revision of the Results Framework; and (v) revision of project activities. There are no outstanding audit reports and no changes to the procurement, Financial Management, safeguards arrangements and risks.


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Change in the PDO

6. The revised PDO is: “ to strengthen the capacity of staff in the Merged Areas to manage public resources, and improved accountability in the delivery of public services”. The revised PDO reflects the new focus on training of officials in merged areas to improve their ability to undertake core public administration tasks as part of the GoKP. It also emphasizes accountability in the delivery of public services, a core area of emphasis for the GoKP.

Cancellation of funds

7. The total project amount will be reduced from US$14 million to US$ 5 million. The cancelled funds will be allocated to the KP Governance and Policy Program (P156410) for which a separate Restructuring Paper will be prepared.

Changes in Implementation Arrangements

8. The Implementing Entity is now changed to Planning and Development Department, Government of Khyber Pakhtunkhwa to reflect the constitutional changes that abolished the former FATA. These changes are only administrative to comply with the new dispensation. The structure of the administration remains unchanged, and staff of the former FATA remain in place to support implementation of this project. Similarly, the Operations Support Unit, and project staff also remain unchanged. All administrative decisions related to the project will be sanctioned by the Additional Chief Secretary, who will also be the chairperson of the Project Steering Committee. The Governance and Reform Unit will be dissolved, and its functions and staff incorporated into the Operations Support Unit (OSU).

Changes in the Results Framework

9. The current RF is revised to drop indicators that are not aligned with the core activities under implementation. The proposed indicators are expected to better reflect and track progress on the revised PDO. The RF has maintained the four years in the original PAD and targets for newly added indicators commence at Year 3. This explains the blank spaces in the RF.

Revision in project activities

10. The project retains its three components, with revised activities as follows:

Component 1: Strengthening Capacity for Management of Public Resources

11. This component will now focus on the following activities: (i) Technical Assistance; (TA) for strengthening the capacity for Public Financial Management (PFM) in the MAs; (ii) TA for extending the NFMIS to the MAs; (iii) Establishment of the Internal Audit function in the MAs; (iv) Training of Drawing and Disbursement Officers on accurate and timely budget preparation and reporting; (v) Procurement capacity building for relevant officials in the MAs; (vi) Development and roll out of PFM training modules in collaboration with Balochistan, and (vii) Human Resource Audit in selected units in the MAs.

Component 2: Improving Public Investment Management and Service Delivery


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12. This component will now focus on the following activities: (i) Assessment of development needs and geo-tagging of infrastructure assets in the MAs to provide a baseline for further interventions following the merger of FATA into the larger KP; (ii) Training of officials in the MAs on planning; (iii) Training and staff development for Public Investment Management; (iv) Training in Project Management and Monitoring and Evaluation; (v) Citizen Engagement through establishment of the Right to Services and Right to Information cells in the MAs for improved grievance redressal; (vi) Geotagging of public assets in the MAs and (vii) Gender Mainstreaming.

TABLE 1: PROPOSED CHANGES TO THE RF AND JUSTIFICATION

Indicator Reason for change 1 Improved reporting of transactions through the

extension of the NFMIS at the level of agencies and frontier regions (# of agencies and FRs using the FMIS) (Number)

Removed as there are no agencies and frontier regions.

2 Timely disclosure of key budget documentation and dissemination through public hearings (Numberof key budget documents published annually)

Removed as there is no longer a specific budget document for FATA after July 1, 2019; the indicator is thus irrelevant

3 Increased share of procurements conducted through competitive selection and published notices (Percentage)

Removed as FATA procurement will now be part of the greater KP government procurement; the indicator is thus irrelevant

To strenghten accountability of public service delivery4 Increased citizen engagement in monitoring service

delivery and regular collection of citizen feedback in the agriculture sector (# of agencies/FRs) with at least 30% women feedback providers and moni (Number)

Removed as the project does not directly support agriculture and therefore the indicator is irrelevant

5 Share of women feedback providers and monitors of public services in the agriculture sector (Percentage)

Removed as the project does not directly support agriculture and therefore the indicator is irrelevant

6 Increased number of cases resolved by the FATA Tribunal (Number)

Removed as the FATA tribunal no longer exists

Improving transparency and accountability in the use of public resources

7 Reduction in the number of in-year re-appropriations of budget allocations (# of in-year re-appropriations) (Number)

Removed as there is no longer a specific budget document for FATA after July 1, 2019; the indicator is thus irrelevant

8 Increase in the share of development budget allocations to agencies and FRs that are based on improved, publicly disclosed formula method (Percentage)

Removed because with integration of FATA into KP, Agencies will no longer exist. The indicator is therefore irrelevant.

9 Establishment of internal audit function (# of internal audits conducted) (Number)

Retained as KP audit will now cover former FATA

Improving public investment management and service delivery

10 Agencies/frontier regions where infrastructure assets for agriculture, irrigation, and livestock have been geo-tagged (Number)

Revised to cover all public investment projects in the former FATA

11 Ensuring effective support for the coordination of governance reforms and the operational management of the GPP

12 Number of officials with certification in procurement, project preparation, project management, M&E, management & leadership (Number)

Retained but revised so that each training can be measured separately

13 Number of women with certification in procurement, project preparation, project management, M&E, management and leadership (Number)

Retained but revised so that each training can be measured separately


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Component 3: Ensuring Effective Support for the Coordination of Governance Reforms and the Operational Management of the Project

13. The component will focus on implementation support for the project: It will include provision of technical and operational support for the OSU for procurement and contract management, financial management, internal audit, monitoring and evaluation, project communications, gender mainstreaming, learning activities, governance reform, and ICT support for Project interventions.

Fiduciary Assessment

14. The Implementing Entity has sufficient sanctioned positions for the budget and accounting staff to manage the existing workload. Additionally, the OSU is staffed with a Financial Management Specialist and two supporting Finance Officers. A procurement/contract management specialist supports the team. A Designated Account (DA) is already in place and is operated in U.S. dollars by the OSU. The account is operated in accordance with agreed procedures for Operation and Maintenance of the Revolving Fund/DA issued by the Finance Division, Ministry of Finance, Government of Pakistan to receive IDA funds. The IDA funds are disbursed to the DA in U.S. dollars using reporting disbursement method based on the submission of semester IFRs prepared by the OSU. The audit of the financial statements will be carried out by the Department of Auditor General of Pakistan. Even through the Fiduciary Assessment concludes that the FM and procurement systems are adequate to provide reasonable assurance that the financing proceeds will be used for intended purposes, because of residual risk related to frequent transfer of officials, Fiduciary Risk is still rated “High”.

I. SUMMARY OF CHANGES

Changed Not Changed

Implementing Agency ✔

Project's Development Objectives ✔

Results Framework ✔

Components and Cost ✔

Cancellations Proposed ✔

Reallocation between Disbursement Categories ✔

Legal Covenants ✔

Institutional Arrangements ✔

DDO Status ✔


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Loan Closing Date(s) ✔

Disbursements Arrangements ✔

Disbursement Estimates ✔

Overall Risk Rating ✔

Safeguard Policies Triggered ✔

EA category ✔

Financial Management ✔

Procurement ✔

Implementation Schedule ✔

Other Change(s) ✔

Economic and Financial Analysis ✔

Technical Analysis ✔

Social Analysis ✔

Environmental Analysis ✔

IV. DETAILED CHANGE(S)

OPS_DETAILEDCHANGES_IA_TABLE

IMPLEMENTING AGENCY

Implementing Agency Name Type ActionPlanning and Development Department, FATA

Implementing Agency

Marked for Deletion

Planning and Development Department, Government of Khyber-Pakhtunkhwa

Implementing Agency

New

OPS_DETAILEDCHANGES_PDO_TABLE

PROJECT DEVELOPMENT OBJECTIVE

Current PDOThe Project Development Objective (PDO) is to increase transparency and effectiveness in public resource management and strengthen accountability of public service delivery in the agriculture sector of FATA.

Proposed New PDOThe Project Development Objective (PDO) is to strengthen the capacity of staff in the Merged Areas to manage public resources, and improved accountability in the delivery of public services.


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OPS_DETAILEDCHANGES_COMPONENTS_TABLE

COMPONENTS

Current Component Name

Current Cost

(US$M)Action Proposed Component Name

Proposed Cost (US$M)

Improving transparency and accountability in the use of public resources

6.50 RevisedStrengthening Capacity for Management of Public Resources

2.05


7.00 Revised

Improving accountability for public investment management and service delivery

1.91

Ensuring effective support for the coordination of governance reforms and the operational management of the GPP

3.00 Revised


1.04

TOTAL 16.50 5.00

OPS_DETAILEDCHANGES_CANCELLATIONS_TABLE

CANCELLATIONS

Ln/Cr/Tf Status Currency Current AmountCancellation

Amount

Value Date of

Cancellation

New Amount

Reason for

Cancellation

TF-A3301-001

Disbursing USD 14,000,000.00 9,000,000.00 01-Jul-2019 5,000,000.00

BORROWER'S REQUEST

FOR COUNTRY REASONS

OPS_DETAILEDCHANGES_REALLOCATION _TABLE

REALLOCATION BETWEEN DISBURSEMENT CATEGORIES

Current Allocation Actuals + Committed Proposed Allocation Financing %(Type Total)

Current Proposed

TF-A3301-001 | Currency: USD

iLap Category Sequence No: 1 Current Expenditure Category: Gd,NonCS,CS,IOC,TrngWS Comp1

5,500,000.00 43,826.89 2,050,000.00 100.00 100.00


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5,700,000.00 56,037.00 1,910,000.00 100.00 100.00


2,800,000.00 586,805.00 1,040,000.00 100.00 100.00

Total 14,000,000.00 686,668.89 5,000,000.00

OPS_DETAILEDCHANGES_LEGCOV_TABLE

LEGAL COVENANTS

Loan/Credit/TF Description Status Action

TF-A3301

Finance Agreement: Establish and maintain OSU and GRSU with key staff | Description:The Project Implementing Entity shall establish no later than three (3) months after the Effective Date, and thereafter maintain throughout the implementation of the Project (i) an Operational Support Unit headed by a coordinator, with qualifications and terms of reference satisfactory to the World Bank; and (ii) appoint, no later than three (3) months after the Effective Date, two finance officers, two account assistants and two procurement assistants to the OSU, all with qualifications, experience and on terms of reference satisfactory to the World Bank.

The Project Implementing Entity shall establish no later than three (3) months after the Effective Date and thereafter maintain throughout the period of implementation (i) a Governance Reform Support Unit (âGRSUâ) headed by a governance specialist; and (ii) appoint, no later than three (3) months after the Effective Date, the aforementioned governance specialist with qualifications, experience and on terms of reference satisfactory to the World Bank. | Due Date :15-Mar-2017

After delay complied with Revised

Proposed Maintain throughout the period of implementation (i) an Operations Support Unit (“OSU ”) headed by a Complied with


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coordinator, and (ii) appoint, no later than three (3) months after the Effective Date, the aforementioned coordinator, two finance officers, two account assistants and two procurement assistants to the OSU, all with qualifications, experience and on terms of reference satisfactory to World Bank.

TF-A3301

Finance Agreement :Integrate project in the National FMIS | Description :The Recipient shall or shall cause the Project Implementing Entity to integrate the Project in the National FMIS, no later than six (6) months after the Effective Date. | Due Date :15-Mar-2017

Not complied with Marked for Deletion

TF-A3301

Finance Agreement :Establish project Steering Committee | Description :The Project Implementing Entity shall establish by no later than three (3) months after the Effective Date, and thereafter maintain throughout the period of implementation of the Project, a Project Steering Committee, headed by the Additional Chief Secretary of the Planning and Development Department, with composition and terms of reference satisfactory to the World Bank. | Due Date :15-Mar-2017

Complied with No Change

TF-A3301 Finance Agreement :Establish OSU and GRSU | Description :The Project Implementing Entity shall establish no later than three (3) months after the date of the Project Agreement, and thereafter maintain throughout the implementation of the Project (i) an Operational Support Unit headed by a coordinator, with qualifications and terms of reference satisfactory to the World Bank; and (ii) a Governance Reform Support Unit headed by a governance specialist, in each case with qualifications, experience and terms of reference satisfactory to the World Bank, and thereafter maintain said units throughout the implementation of the Project. The Operational Support Unit shall be responsible for, inter alia, procurement and contract management, financial management, internal audit, monitoring and evaluation, strategic communications, gender, information and communication technology, and organization of learning activities. The Governance Reform Support Unit shall be responsible for, inter alia,

Complied with Marked for Deletion


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coordination of technical support and monitoring of the implementation and results of the Long-Term Governance Action Plan. | Due Date :15-Mar-2017

TF-A3301

Finance Agreement :Adopt Project Operations Manual | Description :The Project Implementing Entity shall, no later than three (3) months after the date of the Project Agreement, prepare and adopt a Project Operations Manual, in form and substance satisfactory to the World Bank, setting forth the institutional arrangements for implementation of the Project including: (a) simplified procurement reporting arrangements, record keeping protocols and complaints redress mechanisms consistent with the Consultantsâ Guidelines and Procurement Guidelines; and (b) financial management procedures and protocols for the carrying out of internal audits, the preparation financial statements, and withdrawal, accounting of Grant funds and settlement of payments. | Due Date :15-Mar-2017


TF-A3301

Finance Agreement :Establish system for handling procurement complaints | Description :The Project Implementing Entity shall, no later than three (3) months after the Effective Date, establish a system for the handling of procurement complaints acceptable to the World Bank. | Due Date :15-Mar-2017

After delay complied with No Change

TF-A3301 Finance Agreement :Prepare and approve annual project work plan and budget | Description :The Project Implementing Entity shall, throughout Project implementation, furnish to the World Bank for approval as soon as available, but in any case no later than three (3) months of the start of each year, an annual work plan and budget for the Project for each subsequent fiscal year, of such scope and detail as the World Bank shall have reasonably requested, except for the annual work plan and budget for the first fiscal year which shall be furnished prior to the commencement of any activities under the Project. The Project Implementing Entity shall, no later than one (1) month after furnishing each annual work plan and budget referred to in the preceding paragraph to the World Bank, finalize and adopt, ensuring that the same is approved by the



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Project Steering Committee, and thereafter ensure that the Project is carried out in accordance with, such plan and budget as agreed in writing with the World Bank. | Frequency :Yearly

TF-A3301

Finance Agreement :Maintain procurement documentation and records keeping system, and website | Description :The Project Implementing Entity shall establish by no later than three (3) months after the Effective Date, and thereafter maintain throughout the period of Project implementation a procurement documentation and record keeping system, including a publicly accessible website, in a format agreed with the World Bank, showing, inter alia, the Project procurement plans, the status of procurement of various contracts (the summary of proposals/bid evaluations and awards disclosed pro-actively in accordance with protocols agreed in the Project Operations Manual), contract performance and payment delays, and a list of procurement complaints and status thereof. | Due Date :15-Mar-2017


TF-A3301

Finance Agreement :Hire chartered financial accounting firm for project internal audit | Description :The Project Implementing Entity shall, no later than three (3) months after the Effective Date, provide for the appointment of a chartered financial accounting firm to undertake periodic internal audits of the Project, pursuant to procedures provided for in Section III of the Schedule of the Project Agreement, and maintenance, throughout the period of Project implementation, with qualifications and terms of reference satisfactory to the World Bank. | Due Date :15-Feb-2017

Not complied with Marked for Deletion

TF-A3301

Finance Agreement :Establish Grievance Redress Mechanism | Description :The Project Implementing Entity shall establish by no later than one (1) month after the Effective Date and maintain throughout the period of Project implementation a Grievance Redress Mechanism with guidelines and procedures satisfactory to the World Bank and a Grievance Redress Committee with composition and terms of reference satisfactory to the World Bank. | Due Date :16-Jan-2017



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TF-A3301

Finance Agreement :Adopt Financial Management Manual | Description :The Project Implementing Entity shall prepare and adopt a Financial Management Manual in form and substance satisfactory to the World Bank, by no later than three (3) months after the Effective Date. | Due Date :15-Mar-2017


.


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.Results framework

COUNTRY: PakistanFederally Administered Tribal Areas (FATA) Governance and Policy Program

Project Development Objectives(s)

The Project Development Objective (PDO) is to increase transparency and effectiveness in public resource management and strengthen accountability of public service delivery in the agriculture sector of FATA.

Project Development Objective Indicators by Objectives/ OutcomesRESULT_FRAME_TBL_PDO

Indicator Name DLI Baseline Intermediate Targets End Target

1 2 3

Strengthening Capacity for Management of Public Resources (Action: This Objective has been Revised)

Improved reporting of transactions through the extension of the NFMIS at the level of agencies and frontier regions (# of agencies and FRs using the FMIS) (Number)

5.00 12.00

Action: This indicator has been Marked for Deletion

Timely disclosure of key budget documentation and dissemination through public hearings (# of key budget documents published annually) (Number)

2.00 10.00


Increased share of procurements conducted through competitive 25.00 75.00


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RESULT_FRAME_TBL_PDO


1 2 3

selection and published notices (Percentage)


Staff of Merged Areas Secretariat reporting improvements in on-job performance after participating in training (Percentage)

0.00 70.00 75.00

Action: This indicator is New Rationale:

It is expected that training provided should lead to improved performance.

Improving Capacity for Public Investment Management and Accountability for Service Delivery (Action: This Objective has been Revised)

Public assets in the Merged Areas that are geo-tagged (Percentage) 0.00 20.00 75.00


To ensure an accurate account of public assets in the Merged Areas.

Increased citizen engagement in monitoring service delivery and regular collection of citizen feedback in the agriculture sector (# of agencies/FRs) with at least 30% women feedback providers and moni (Number)

1.00 12.00



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RESULT_FRAME_TBL_PDO


1 2 3

Share of women feedback providers and monitors of public services in the agriculture sector (Percentage)

10.00 30.00


Increased number of cases resolved by the FATA Tribunal (Number) 336.00 454.00


Complaints from citizens of Merged Areas not resolved within stipulated timelines for services under the RTS Act (Percentage)

0.00 15.00 10.00


Measures accountability for service delivery

PDO Table SPACE

Intermediate Results Indicators by ComponentsRESULT_FRAME_TBL_IO


1 2 3

Strengthening Capacity for Management of Public Resources (Action: This Component has been Revised)

Reduction in the number of in-year re-appropriations of budget 200.00 99.00


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RESULT_FRAME_TBL_IO


1 2 3

allocations (# of in-year re-appropriations) (Number)


Increase in the share of development budget allocations to agencies and FRs that are based on improved, publicly disclosed formula method (Percentage)

33.00 75.00


Internal audits conducted (Number) 0.00 5.00 5.00 5.00 10.00

Action: This indicator has been Revised

Rationale:

KP Internal Audit Cell will expand its jurisdiction to cover Merged Areas.

Provincial Government employees in Merged Areas who completed Procurement training (Number)

0.00 30.00 60.00


Project is financing training in procurement for government staff

of which are women (Number) 0.00 0.00 30.00


21

RESULT_FRAME_TBL_IO


1 2 3

Action: This indicator is New

Rationale:

To understand access of females to training opportunities supported by project

Provincial Government employees in Merged Areas who completed, at least, the certificate level of the PFM accreditation program (Number)

0.00 30.00 60.00


Project is supporting training in financial management

of which are women (Number) 0.00 0.00 30.00


Rationale:

To document the share of women receiving project support training

Districts in Merged Areas submitting monthly Budget Execution Reports to FD, within 45 days of end of quarter (Number)

0.00 3.00 5.00


Project is supporting roll out of NFMIS in all districts in Merged Areas


Agencies/frontier regions where infrastructure assets for 1.00 1.00 3.00 5.00 10.00


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RESULT_FRAME_TBL_IO


1 2 3

agriculture, irrigation, and livestock have been geo-tagged (Number)


Provincial Government employees in Merged Areas who completed Monitoring and Evaluation training (Number)

0.00 40.00 75.00


Project will support training in Monitoring and Evaluation

of which are women (Number) 0.00 30.00


Rationale:

To determine number of women benefiting from project financed training

Districts in Merged Areas where Integration of geotagged data into GIS Decision Support System completed (Number)

0.00 2.00 5.00


Completion of this process is critical for completing geo-tagging process

Citizens reporting satisfaction with notified services under the RTS Act (Percentage)

0.00 50.00 75.00


23

RESULT_FRAME_TBL_IO


1 2 3


Right to Services Commission (RTS) will extend services to Merged Areas.

Provincial Government employees in Merged Areas who completed sectoral planning training (Number)

0.00 25.00 50.00


Staff of Merged Areas are expected to undertake training in Planning

Provincial Government employees in Merged Areas who completed Project Management training (Number)

0.00 40.00 75.00


To record information on officials undertaking project management training

Provincial Government employees from Merged Areas who have participated in gender awareness sessions (Number)

0.00 25.00 100.00


Public officials in the Secretariat are responsible for policy making on matters affecting women.

Citizens registered in IGRS to give feedback on government services (Number)

0.00 500.00 1,000.00


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RESULT_FRAME_TBL_IO


1 2 3


To gauge usage of IGRS by citizens. The more users the better.


Number of officials with certification in procurement, project preparation, project management, M&E, management & leadership (Number)

0.00 0.00 30.00 100.00 150.00


Number of women with certification in procurement, project preparation, project management, M&E, management and leadership (Number)

0.00 10.00


Progress Report no later than 45 days after end of reporting period (Yes/No)

No No Yes


Progress reporting is an important element of project management and should be measured


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IO Table SPACE

restructuring paper proposed project restructuring … · 4. the proposed restructuring will...

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