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Project Title:PLANNING AND RESOURCE MANAGEMENT FOR INCLUSIVE GROWTH

UNDAF Outcome(s):(Not applicable: Mauritius is a Category-C country)

Expected CP Outcome: Improved capacity of Government agencies in strategic planning, programme-based budgeting and effective public service delivery.

Expected Outputs:

1. A strategic planning framework operational with allocation of public resources linked to a10-year Economic and Social Transformation Plan (ESTP) and to 3-year Programme Based Budgeting (PBB) Strategic Plans1.1 Institutional planning processes operational for the formulation and implementation of the

ESTP, leading to sustainable growth and a more equitable society, with a GDP per capita of USD 14,000 by 2022;

1.2 PBB 3-year Strategic Planning Framework consolidated in Ministries, Departments and Rodrigues Regional Assembly (RRA) and extended to other Local Governments and remaining Statutory Bodies.

2. PBB internal and external accountability framework strengthened2.1 New Public Financial Management (PFM) legislative framework developed and

implemented;2.2 Financial Management Kit, including the PBB Manual, revised and implemented;2.3 E-budgeting and PBB on-line performance monitoring system operational across all

ministries with updated programmatic structure, improved performance measures and analysis and gender dimension integrated in performance information;

2.4 Annual reports prepared by all Ministries and Departments, Rodrigues Regional Assembly, Local Governments and Statutory Bodies;

2.5 Parliamentary oversight on public expenditure strengthened with developed capacities in budget analysis and evaluation of public policies;

2.6 Capacities of Civil Society Organizations strengthened in PBB and budget analysis to enhance national policy dialogue and review of public spending and performance

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UNITED NATIONS DEVELOPMENT PROGRAMME MAURITIUS

PROJECT DOCUMENT

3. Capacities of public officials in PFM and public sector management developed through e-learning3.1 Web-based learning management system set up for the delivery of courses in PFM, public

sector management and personal development;3.2 E-learning PFM courses developed and implemented with all relevant public sector personnel

trained and certified.

4. Social Register of Mauritius (SRM) and Proxy Means Test (PMT) updated and extended to new and existing social schemes to improve efficiency and effectiveness of social spending

4.1 SRM and PMT updated using the Household Budget Survey (HBS) 2012 data and extended to new and existing social schemes;

4.2 A Central Coordinating Unit for the SRM set up with a view to establish national coordination and collaborative mechanisms between ministries and institutions which benefit from the SRM as a core element for addressing social exclusion;

4.3 Operationalization and monitoring and evaluation of a social reform policy, strategy and implementation plans with a view to rationalize and restructure the social protection system;

4.4 SRM database analyzed to provide information for new social inclusion strategies and forecast the budgetary impact of new and existing social schemes;

4.5 Legal framework of existing social protection programmes fine-tuned and/or adjusted when necessary to cater for schemes using the SRM and PMT.

4.6 Links established between the SRM and other administrative databases to perform cross-checking to improve efficiency and accuracy of verification procedures;

4.7 Capacities of staff of Statistics Mauritius, MSS, and MoFED strengthened in the development of PMTs for schemes with varying eligibility criteria;

4.8 Capacity of MSS Staff in Mauritius and Rodrigues developed in data analysis using Stata, including consistency checks, validation procedures and taking corrective measures to produce clean data.

4.9 Awareness of the SRM and PMT created among senior officials of the Government, academia from the tertiary education sector, development partners, the media, researchers, labor unions and NGOs in Mauritius and Rodrigues.

4.10 Education and learning mechanisms established to promote understanding and information on SRM and PMT concepts and procedures at the National Empowerment Foundation (NEF) in particular, and in other ministries and institutions which deal with social exclusion

Executing Entity: Ministry of Finance and Economic Development (MoFED)

Implementing Agencies:Ministry of Finance and Economic Development (MoFED), Ministry of the Social Security, National Solidarity and Reform Institutions (MSSNSRI), Ministry of Social Integration and Economic Empowerment (MSIEE) and Ministry of Civil Service and Administrative Reforms (MCSAR).

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Programme Period: 2013 - 2016

Key Result Area: Democratic Governance

Atlas Award: _____

Document Completion Date: December 2012

Start date: January 2013End Date: December 2016

LPAC Meeting Date: 7 December 2012

Management Arrangements: NIM and UNDP Country Office Support to NIM

Other Collaborating Agencies:Line Ministries and Departments, National Empowerment Foundation, Statistics Mauritius, National Assembly, Rodrigues Regional Assembly, Local Governments Civil Society Organizations, Private Sector and Development Partners.

Brief Description

Building on the progress achieved since the introduction of the Programme Based Budgeting (PBB), UNDP will support government’s efforts to strengthen the integration of the planning, budgeting and execution framework to improve public sector efficiency and achieve inclusive growth. UNDP’s intervention will focus on four specific areas. First, UNDP will support the formulation of a 10-year Economic and Social Transformation Plan and the 3-year PBB Strategic Plans which will improve strategic allocation of public resources, leading to a higher HDI ranking. Second, UNDP will aim at enhancing internal and external accountability with respect to PBB implementation and public service delivery. Third, UNDP will contribute to strengthen the capacities and competencies of public officers in public finance and public sector management through innovative e-learning solutions. Fourth, to improve the effectiveness and efficiency of social spending, UNDP will provide technical assistance to replace by 2016 the current assessment mechanisms for social programmes by an alternative tool that better targets the most vulnerable and addresses gender disparities.

*All figures are converted from Mauritian Rupees with the UN exchange rate of Rs 30.85 / 1 USD, set as of December 2012.

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Total resources required US$ 1,527,000

Total allocated resources: US$ 1,527,000 Regular (TRAC1) US$ 950,000 Other:

UNDP (TRAC2) US$ 40,000 o Government

C/S MOFED US$ 400,000 C/ S MSS US$ 50,000

In-kind Contribution:France (National Assembly) US$ 12,000UNDP Regional Centre Dakar US$ 75,000

Agreed by the Government / Executing Entity

Ministry of Finance and Economic DevelopmentMr. Mansoor, Financial Secretary Date:

Agreed by Implementing Agencies

Ministry of Finance and Economic DevelopmentMr. Mansoor, Financial Secretary Date:

Ministry of Civil Service and Administrative ReformsMr. Seebaluck, Senior Chief Executive Date:

Ministry of Social Security, National Solidarity and Reform Institutions

Mr. Duva-Pentiah, Permanent Secretary Date:

Ministry of Social Integration and Economic EmpowermentMr. Boyramboli, Permanent Secretary Date:

Agreed by United Nations Development Programme:

Mr. Springett, Resident Representative Date:

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PART ISITUATION ANALYSIS

In many respects, the rapid development of Mauritius since independence in 1968 has been remarkable. The country has successfully transformed itself from a low income, mono-crop agricultural economy based largely on sugarcane, to an upper middle-income country with a gross national income (GNI) per capita of US$8,240 in 2011. It also scores well in terms of Human Development, with a Human Development Index of 0.728 (77th out of 187 countries and 2nd in Sub-Saharan Africa in 2012), governance (1st in the 2012 Ibrahim Index of African Governance ranking among 52 countries) and economic freedom (19th out of 185 countries and 1st in Africa in the 2013 Doing Business report).

These achievements may be attributed to successive Governments’ pursuit of liberal, open economic policies, focusing on growth and employment, and sound macro-economic management, and the simultaneous maintenance of an elaborate social welfare system. Despite the global economic crisis over recent years and the sovereign debt crisis in Europe, which is an important trading partner, Mauritius has been able to attain an average real GDP growth of 4.5% during the period 2007 to 2011. Efforts to diversify the economy from the traditional sectors of tourism, textiles and sugar to new ones such as information and communication technologies and financial services continue to yield successes. However, the unemployment rate has gone up from 7.2% in 2008 to 7.9 % in 2011 with a stabilization expected in 2012.

On the fiscal side, the Budgetary Central Government is expected to record in 2012 a reduced deficit of around 2.5% of GDP, while the public sector debt is projected to drop to 54.2% of GDP, under the 60% threshold imposed by the Debt Management Act. The 2011 Public Expenditure and Financial Accountability (PEFA) assessment has demonstrated progress in public finance management, with 23 out of the 31 reported ratings, higher or equal to those obtained in the 2007 PEFA assessment and 71% of ratings given the top two ratings.

These results have been made possible through the implementation of a reform agenda which has initiated a transition from a culture of administration to a culture of performance in the public sector1. Since the introduction of Programme-Based Budgeting (PBB), Mauritius has put in place a budget management process which, by linking public resources to clear and agreed outcomes and outputs and providing a framework for reporting on results, has encouraged stronger accountability on results. PBB implementation and its impact on the transparency and performance orientation of the budget have received positive international evaluation from IMF2 and CABRI3 (Collaborative Africa Budget Reform Initiative). The UNDP outcome evaluation4 highlighted that the PBB reform appropriately targeted key priorities such as capacity-building and contributed to progress in public service delivery.

Despite the achievements, three major challenges need to be addressed to further improve the accountable, equitable and effective use of public resources.

1 This was noted by Director of Audit in his 2012 Report on the Accounts of the Republic of Mauritius for 2011. 2IMF, Fiscal Affairs Department, Technical Assistance Mission Report, 2010.3 CABRI, Programme-Based Budgeting: Experiences and Lessons from Mauritius, June 2010.4 UNDP, Programme-Based Budgeting and Sector Strategies Programme Outcome Evaluation, December 2011.

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First, the national planning framework needs to be enhanced to ensure that public expenditure is driven by long-term national and sector strategic goals5. In the absence of effective planning, many Middle-Income Countries get caught in a middle-income country trap. Drawing from lessons of such countries as Singapore and South Korea, several countries that are currently trying to escape the Middle-Income Country trap including Malaysia, South Africa and Turkey are enhancing their long-term planning capability. The Government of Mauritius has announced in February 2012 the preparation of a 10-year Economic and Social Transformation Plan (ESTP) that will strengthen the framework for medium-term strategic planning, at the level both of central and line ministries, and thus enhance the benefits of PBB. Development of the ESTP will require significant capacity development in the areas of strategic planning, sector analysis, policy formulation, monitoring and evaluation.

Second, the evaluations have identified several areas where improvements are needed to consolidate PBB, deepen this advanced public finance management reform and strengthen the accountability of public spending6. Priority areas include further integration of planning and budgeting functions to ensure stronger linkages between policy priorities and resource allocations, improving the quality and reliability of performance indicators, developing gender-sensitive indicators, further capacity-building on PBB in line ministries and departments and strengthening accountability and reporting mechanisms, including in the Rodrigues Regional Assembly, other Local Governments and Statutory Bodies .

Third, strengthening the impact of public expenditure will need further improving of the efficiency and effectiveness of social spending, which accounts for about 4.4% of GDP. UNDP has – since 2009/10 under the previous UNDP Cycle provided assistance for the technical design of a Social Register of Mauritius (SRM) and a Proxy Means Test (PMT) to improve the targeting efficiency and harmonization of the multitude of social programmes. The project was institutionalized through Government’s decision to utilize the SRM and PMT to implement the new housing and crèches schemes announced in the 2012 budget. The use of the SRM and PMT has been further extended to two new schemes that have been announced in the 2013 budget: (i) scholarship for tertiary education for students from vulnerable families who cannot secure a loan, and (ii) allocation of 750 rupees per child per month for children in families earning less than 6,200 rupees a month. Moreover, the existing Roof Slab Scheme of the Ministry of Housing and Lands will be implemented through the SRM as from 2013. In line with the development of a collective and a cohesive ESTP framework for social protection, UNDP will assist the Government to gradually extend the use of the SRM and PMT to other schemes with a view to rationalize and restructure the social protection system. Its interventions will include the updating and reviewing of the current eligibility assessment of beneficiaries, establishing mechanisms for coordination, information sharing, and capacity building within relevant ministries and institutions with a view to enable appropriate policy formulation and the implementation of poverty reduction strategies, and ensuring that limited program resources primarily reach the poor.

5As highlighted by the UNDP Outcome Evaluation (UNDP, Programme-Based Budgeting and Sector Strategies Programme Outcome Evaluation, December 2011, p. 35-36), the Mauritius PBB system has given the highest priority to operational efficiency. Therefore, it appears desirable to pay increased attention to policy analyses and planning. For example, together with implementing a Medium-Term Expenditure Framework, Turkey has moved from a “traditional” five-year plan to a 7-year plan that provides main policy orientations.6 The UNDP Outcome Evaluation (ibid, p. 18-19 and 32-36) has identified the strengthening of the PBB accountability mechanisms and the development of an integrated planning framework as the main challenges to move from a presentational approach to performance-informed budgeting.

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In light of these challenges, the “Planning and Resource Management for Inclusive Growth” Project will focus on the first outcome identified in the UNDP Country Programme 2013-2016: “Improved capacity of Government agencies in strategic planning, programme-based budgeting and effective service delivery”. Public sector ministries, departments, local governments and statutory bodies, as well as public officers, Members of Parliament and Civil Society Organizations (CSOs) will benefit from capacity-building initiatives in areas such as planning, policy formulation, budget and expenditure analysis, budget and performance reporting, monitoring, evaluation of public policies and statistical analysis. The intended final beneficiaries will be the citizens, the public service users and the tax payers; mechanisms for better targeting of social spending will benefit the poor and marginalized, and gender mainstreaming will be enforced to track and reduce gender disparities, while geographically disaggregated data will allow special attention to be paid to spatial disparities, in particular Rodrigues. .

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PART IISTRATEGY

2.1 National Strategy

The Government of Mauritius is committed to strengthening the institutional framework and the national capacities to improve strategic planning and budgeting, leading to the transformation of Mauritius to a high-income economy that is sustainable and equitable, for future generations.

In February 2012, Government has approved the development of a 10-year Economic and Social Transformation Plan that will set out the long-term national goals and strategies which seek to achieve a balance between growth, equity and sustainability objectives. A framework has been developed to initiate the formulation of the ESTP with identification by all Ministries and Departments of 10-year concrete outcomes, contributing to the production of a 10-year National Vision Framework.

The national authorities are also committed to consolidate the PBB reform which has already considerably improved the budgeting process, shifting from an input-based annual activity to a performance based multi-annual exercise that links the funds appropriated by the National Assembly to outputs and outcomes. In the PBB 2013-2016, the Ministry of Finance and Economic Development has presented an ambitious plan to strengthen the impact of PBB, consolidate existing reforms and strengthen the public financial management framework through a series of initiatives that aim at improving accountability on results.

In the area of social spending, Government has announced in 2012 that all new social schemes would be implemented through the Social Register of Mauritius to increase the effectiveness of social programmes and improve the targeting of resources to the benefit of those who deserve them most.

Building on the achievement of the previous UNDP Country Programme 2009-2012 and incorporating the lessons learned, the UNDP Country Programme 2013-2016 has been designed to assist the Government in achieving sustainable and equitable growth and human development, in line with the mandate and specific expertise of UNDP.

By focusing its interventions to support national capacities for the accountable, equitable and effective use of public resources, the “Planning and Resource Management for Inclusive Growth” Project is both aligned with national priorities and the UNDP corporate strategy7.

2.2 Project Strategy

With a view to strengthen institutional capabilities for the accountable, equitable and effective use of public resources, the first intended outcome of the UNDP Country Programme 2013-2016 is “Improved capacity of Government agencies in strategic planning, programme-based budgeting and

7“Critical governance reforms and institutional capabilities for accountable, equitable and effective use of public resources advanced at national and sub-national levels” is identified as a strategic priority for UNDP for the years 2011-2016 (UNDP, Aiming Higher: Strategic Priorities for a Stronger UNDP, June 2011, p. 7).

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effective service delivery”. To achieve this outcome, the “Planning and Resource Management for Inclusive Growth” Project will focus its interventions in four main strategic directions:

(i) Implementation of a new strategic planning framework, including the design of a 10-year Economic and Social Transformation Plan and its associated PBB 3-year Strategic Plans

(ii) Consolidation and deepening of PBB internal and external accountability mechanisms, including through capacity-building of Parliament and Civil Society Organizations in budget and performance analysis

(iii) Building of capacities and competencies of public officers in PFM and public sector management through innovative e-learning solutions; and

(iv) Extension of the Social Register of Mauritius to new social schemes through updated and improved Proxy Means Tests

On the basis of the four key outputs associated with the Project, details of the main interventions are presented hereafter.

Output 1: New strategic planning framework operational with allocation of public resources linked to the 10-year Economic and Social Transformation Plan and 3-year PBB Strategic Plans

Government has announced in February 2012 the preparation of a 10-year Economic and Social Transformation Plan (ESTP) that will set out the long-term national goals and strategies which seek to achieve a balance between growth, equity and sustainability objectives.

The challenge faced by Mauritius to move to a High-Income Country is to develop an incentive framework conducive to acceleration of growth through increased human capital, better policies and processes, as well as more complementary public and private investment and productivity advances. The formulation of the ESTP will draw on the work done for the preparation of the Government Programme 2012-2015 and the MID vision, policy and strategy and the APRM. The development of the ESTP will strengthen the framework for medium-term strategic planning and establishes the important link with the budgeting exercise. In turn, the PBB offers the tools to transform the 10 year vision from the ESTP into an implementable programme.

UNDP will support the formulation and implementation of this new strategic planning framework at two levels.

First, UNDP will provide technical assistance for the formulation of key strategic priorities for the ESTP by July 2013 and a complete ESTP by July 2014, with yearly update and monitoring as from mid-2014.UNDP technical assistance will focus on (i) methodology for overall coordination and formulation of the ESTP, (ii) design of guidelines and templates for long-term planning, (iii) consultation process and setting up of an outreach matrix with the private sector and civil society, (iv) development of a monitoring and evaluation plan with performance thresholds for the ESTP, (v) capacity building of selected Ministries and Departments in strategic planning , (vi) analytical support for the integration of specific dimensions in the ESTP, such as initiatives to improve the Human

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Development Index of Mauritius, South-South cooperation and inclusive growth and social inclusion and (vii) coherence with the macro-fiscal framework and integration with PBB targets and resources.

To deliver its technical assistance for ESTP formulation and implementation, UNDP will use several types of services. Based at the MOFED, the UNDP Technical Adviser in Public Finance Management will provide technical support and capacity building in strategic planning and budgeting for the ESTP and will facilitate the coordination between the PBB and the ESTP Clusters. Through a partnership between the UNDP Country Office and the UNDP Regional Service Centre in Dakar, a Planning Specialist from the Pole on Development Strategies and Public Finance will provide concrete methodological guidance and hands-on support to the ESTP Cluster. Contribution from other UNDP projects implemented under the Country Programme 2013-2016 will also be sought, especially in the areas of social inclusion and environment, pro-actively searching for cross-linkages between pillars 1 and pillars 2 and 3 under the new UNDP Country Programme document 2013-2016.

Second, in coherence with the initiatives set out in the PBB 2013-2015 for the integration of the planning and budgeting framework, UNDP will support the consolidation and alignment of the PBB 3-Year Strategic Plans with the ESTP and the extension of the mid-term planning framework to the Rodrigues Regional Assembly, other Local Governments and remaining Statutory Bodies, with a view to improve the strategic allocation of resources. The integration of PBB Strategic Plans in the budget cycle has been so far disappointing and there is a need to simplify the framework while focusing on financial sustainability and implementation of the Plans. The UNDP Technical Adviser, Public Finance Management, will provide direct technical assistance to MOFED, other Government agencies as well as the RRA, local authorities and relevant Statutory Bodies8 regarding the following:(i) review of PBB Strategic Planning Framework and Guidelines, (ii) simplification of Framework and alignment with ESTP format and process, (iii) guidelines for the analysis of Strategic Plans, (iv) training of public officers in Strategic Plans analysis, (v) policy dialogue on Strategic Plans and (iv) implementation and monitoring mechanisms.

Output 2: PBB internal and external accountability framework strengthened

Building on the achievements under Country Programme 2009-2012, UNDP technical assistance will focus on improving the internal and external accountability mechanisms which are critical to make the PBB deliver its full results and ensure that it is not limited to a presentational approach.

The “Planning and Resource Management for Inclusive Growth” Project will support Government’s initiatives to strengthen the PBB accountability framework in four specific directions.

First, the Technical Adviser, Public Finance Management, will provide assistance for (i) the development of the new PFM legislative framework which is expected to strengthen accountability mechanisms and (ii) the associated revision of the Financial Management Kit, including the PBB Manual.

8 According to the Statutory Bodies (Accounts and Audit) Act, those statutory bodies appearing in Part I of the First Schedule have to prepare a 3-year strategic plan in line with PBB. Currently there are 30 such bodies. In the case of a statutory body specified in Part II of the First Schedule, a report highlighting a 3-year strategic plan has to be prepared indicating the visions and goals of the statutory body with a view to attaining its objects and appreciation of the state of its affairs. Currently there are 96 bodies falling under this Schedule.

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Technical assistance will include (i) the review and analysis the White Paper, (ii) the development, review and analysis of new PFM legislation, (iii) the revision of the Financial Management and PBB Manuals and (iv) the training of government officials on the new framework. This support will complement the technical assistance provided by AFRITAC South in PFM legislation.

Second, the introduction and implementation of e-budgeting and the PBB on-line performance monitoring system will be supported with a view to improve both budget preparation and analysis and the integration of performance information in the budget process. The focus will be centered on the review and analysis of e-budgeting technical manuals and processes and the development of performance reports, scoreboards and scorecards for the on-line performance system. In parallel, to address the remaining weaknesses in performance measures and the programmatic structure in some Ministries, specific guidance will be provided by the Technical Adviser, PFM, for improving and extending the PBB indicators documentation, reviewing and revising budget programmes structure and developing a gender budgeting framework which integrates a gender perspective in performance information and resource allocation, in collaboration with UN Women.

Third, UNDP will provide technical assistance to MOFED and the Treasury for the development of annual reports by all Ministries and Departments, Rodrigues Regional Assembly, Local Governments and Statutory Bodies. Based on international good practice, this initiative is expected to consolidate the PBB reform and significantly increase accountability of results, including towards Parliament, whereas reporting and analysis of performance by Ministries and Departments is currently very limited and represent a major area of improvement.

Fourth, the project will support the recent initiatives from Government9 to strengthen control on public expenditure. Building on the partnership established between UNDP and France’s parliamentary institutions, UNDP will facilitate the organization by France’s National Assembly and Senate of a high-level seminar in Paris on parliamentary oversight of public expenditure and evaluation of public policies. This peer-learning seminar will target Members of Parliament, especially from the Public Account Committee (PAC), as well as the recently announced 2 full-time analysts who will join the PAC Secretariat. France’s National Assembly and UNDP will provide in-kind as well as a financial contribution to this initiative which is expected to promote accountability on PBB results at high technical and political levels. Opportunities and resource mobilization to replicate the organization of learning seminars for Members of Parliament will be explored.

Fifth, capacities of Civil Society Organizations (CSO) in budget review and analysis will be strengthened. The progress made in PBB implementation welcomes and supports greater transparency in budget systems and a larger role for the independent oversight offered by civil society. UNDP will support budget literacy of CSOs, including through the production of a budget guide, as well as Public Expenditure Tracking Systems (PETS) in selected sectors to develop the monitoring of outputs from public resources at national or local levels.

9The Budget Speech 2013 comprises a plan to strengthen control on public expenditure, including (i) the setting up a Public Sector Task Force (PSTF); (ii) 19 additional Examiners of Accounts for the Director of Audit to introduce interim audit for in time monitoring, and (iii) empowering the Public Accounts Committee by providing two full time analysts for its secretariat.

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Output 3: Capacities of public officials in PFM and public sector management developed through e-learning

The Government of Mauritius is willing to break technological barriers in the Civil Service to improve the efficiency and quality of public service delivery. The development of e-learning courses in the public sector will complement traditional courses, with a number of outstanding advantages for public institutions and for staff, including reduced costs, increased retention and application to the job, consistent delivery of content, certification, on-demand availability and self-pacing. E-learning courses have the potential to reach a very large number of staff, while management of courses is simplified and logistical constraints reduced. In addition, e-learning opportunities contribute to build knowledge and self-confidence and encourage civil servants to take responsibility for their learning.

The Ministry of Civil Service and Administrative Reforms (MCSAR) and the recently announced Civil Service College are expected to promote e-learning as a complementary learning strategy. MCSAR has expressed its interest in collaborating with UNDP to develop a Learning Management System (LMS) which would include access to web-based courses for public officers. It is also proposed that the LMS to be developed as per user requirements will also make provision for same facilities to be used for traditional face-to-face learning.

Since 2005, UNDP has developed a wide range of electronic learning media with the introduction of a Design Lab dedicated to design and develop online courses following a rigorous methodology and industry standards, placing the organization as a leader of e-learning in the UN. The UNDP project on Planning and Management of Resources for Inclusive Growth will provide technical, advisory and financial support for the development of e-learning in two strategic directions.

First, through the recruitment of a specialized consultant, UNDP will support the setting-up of a Learning Management System which will allow access to the courses as well as tracking, monitoring, facilitating learning history and linking with Performance Management System (PMS). An open-source solution will be considered to reduce costs.

Second, UNDP will support the production of introductory web-based and self-paced course in financial management. Building on traditional training materials already developed for MCSAR by MOFED, the Treasury and the National Audit Office, this course will focus on essential knowledge in PBB, financial operations, accounting, internal control and auditing. UNDP technical and financial assistance will include advisory support on course content formulation by the UNDP Technical Adviser (PFM) and procurement of a private e-learning design provider.

The principles guiding UNDP assistance for the development of e-learning will include (i) universal access to learning solutions to support staff motivated to actively pursue professional growth, with a view to provide everyone, regardless of position, access to learning activities; (ii) cadre-based curricula, with learning profiles and paths defined and based on competencies and (iii) certification, through web-based tests that validate that the competencies have been acquired.

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Opportunities to extend the production of web-based courses to other areas of public sector management and personal development will be explored with MCSAR, MOFED and other ministries as well as with development partners. Development of e-learning in specific issues linked to gender and social protection will also be considered.

Output 4: Social Register of Mauritius and Proxy Means Test updated and extended to new and existing social schemes

Under the UNDP Country Programme 2009-2012, UNDP provided assistance for the technical design of a Social Register of Mauritius (SRM) and a Proxy Means Test (PMT) to improve the targeting efficiency of poverty-related programmes. The project was institutionalized through a government decision to implement the new housing and crèche schemes announced in the 2012 budget. Given the successful launching of the project, the government has approved the extension of the use of the SRM and Proxy Means Tests to all new social programmes to improve the effectiveness and efficiency of social spending.

Through the services of international and national consultants, UNDP will provide technical assistance to the Government of Mauritius for (i) the extension and updating (using the Household Budget Survey (HBS) 2012 data) of the SRM and PMT to all new and existing social schemes, (ii) in line with the development of a collective and a cohesive ESTP framework for social protection, the setting up of a Central Coordinating Unit for the SRM with a view to establish national coordination and collaborative mechanisms between ministries and institutions which benefit from the SRM as a core element for addressing social exclusion, (iii) the operationalization and monitoring and evaluation of a social reform policy, strategy and implementation plans with a view to rationalize and restructure the social protection system, (iv) analysis/forecasting of the budgetary impact / estimates of new and existing social schemes, (v) fine-tuning / adjusting the legal framework/s of existing social protection programme/s to cater for schemes using the SRM and PMT, (vi) establishing links between the SRM and other administrative databases to perform cross-checking to improve efficiency and accuracy of verification procedures, (vii) building capacities of staff of Statistics Mauritius, MSS and MoFED in the development of PMTs for schemes with varying eligibility criteria so that local capacity is built to replicate the work in future, (viii) building capacities of MSS Staff in Mauritius and Rodrigues in data analysis using Stata, and on reporting mechanisms, using MS Office, (ix) creating awareness of the SRM and PMT among senior officials of the Government, academia from the tertiary education sector, development partners, the media, researchers, labor unions and NGOs in Mauritius and Rodrigues, (x) establishing education and learning mechanisms (either through e-learning or face-to-face) to promote understanding and information on SRM and PMT concepts and procedures at the National Empowerment Foundation and in other ministries and institutions which deal with social exclusion, and (xi) providing gender and geographically disaggregated data to track and reduce gender and spatial disparities among the vulnerable groups.

UNDP technical support will therefore contribute to the transformation of SRM as the point of entry for all social schemes and as a national, integrated, and dynamic database of all social programme beneficiaries. Eligibility assessment methodology and mechanisms will be extended and made operational for a variety of proposed social schemes, while at the same time addressing gender and spatial disparities. The capacity of Statistics Mauritius and MSS will be built to replicate the

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production of eligibility assessment tools in the future, and education and learning mechanisms established to increase awareness of SRM and PMT concepts among users.

The three key functions of the SRM, i.e. the design of the system, the data collection process and the database management will be under the responsibility of the Ministry of Social Security. Though the registration process takes place in the different Social Security Offices around the island, all data will be consolidated in real time to produce a national dynamic database. Sub-registries will then be transmitted to other ministries or institutions for policy formulation and implementation.

For the successful implementation of the interventions mentioned, a holistic approach will be adopted so as to promote close coordination between the different ministries and institutions involved, and in particular between the Ministry of Social Security, National Solidarity and Reform Institutions (MSS) whose mandate relates generally to social protection, and the Ministry of Social Integration and Economic Empowerment (MSIEE), which aims at alleviating poverty.

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PART IIIRESULT AND RESOURCES FRAMEWORK

Intended Outcome as stated in the Country Programme Results and Resource Framework: Improved capacity of government agencies in strategic planning, programme-based budgeting and effective public service deliveryOutcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:Number of ministries improving public service delivery as reported in annual report on performance in respect of outcomes achieved and outputs delivered. Baseline:TBC; target 100% by 2016.

Applicable Key Result Area (from 2008-11 Strategic Plan): Democratic GovernancePartnership Strategy: UN‘Delivering as One’Project title and ID (ATLAS Award ID): Planning and Resource Management for Inclusive Growth (Award ID: TBC)

INTENDED OUTPUT OUTPUTS (YEARS) INDICATIVE ACTIVITIES RESPONSIBLE PARTIES

INPUTS2013-2016

1. New strategic planning framework operational with allocation of public resources linked to the 10-year Economic and Social Transformation Plan (ESTP) and 3-year PBB Strategic Plans

Baseline: Lack of a long-term national plan to support PBB formulation; weak integration of PBB Strategic Plans in budget cycle; PBB

Contribution to the ESTP on at least 3 key strategic axes prepared(2013)

Complete ESTP submitted to Cabinet (2014)

ESTP updated (2015-2016)

PBB Strategic Planning Framework reviewed, aligned with ESTP and integrated in budget cycle (2013-2014)

1.1 Institutional planning processes operational for the formulation and implementation of the ESTP

Review and share international good practice in long-term strategic planning

Formulate methodology for ESTP formulation, coordination and consultation processes

Design a monitoring and evaluation system for the ESTP, including the integration of gender dimension in indicators

Capacity building of selected Ministries in long-term strategy formulation

Support to Thematic Groups for

UNDP PFM Technical Adviser

UNDP Planning Specialist

ESTP Cluster Leader, MOFED

PBB Cluster Leader, MOFED

Ministries and Departments

RRA

Local Governments

Human Resources for Project Coordination and Public Finance Management (30%): US$ 285,000

Human Resources – Planning Specialist from the UNDP Regional Centre Dakar (in-kind contribution)US$ 75,000

Travel costs of the Planning Specialist (4 missions) from the UNDP Regional Centre:US$ 40,000

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Strategic Plans partially prepared by RRA and Statutory bodies; PBB Strategic Plans not prepared by Local Government

Indicator: Effective strategic planning framework in place with allocation of resources linked to long-term and mid-term priorities; PBB Strategic Plans implemented by Ministries, Departments, RRA, other Local Government and all Statutory Bodies

PBB Strategic Plans implemented by all RRA Commissions (2013-2016)

PBB Strategic Plans implemented by all Local Governments (2013-2016)

PBB Strategic Plans implemented by all relevant Statutory Bodies (2013-2016)

coordination and synthesis Facilitate consultation process Review submission of

Ministries/Thematic Groups Quality control on draft ESTP prior

to submission to Cabinet Synthesis of lessons learned from the

ESTP exercise

1.2 PBB 3-Year Strategic Planning Framework consolidated in Ministries, Departments and RRA extended to other Local Governments and remaining Statutory Bodies

Review of PBB Strategic Planning Framework and Guidelines

Simplification of Framework and alignment with ESTP format and process

Formulate guidelines and templates for SP analysis

Training of public officers in SP analysis

Review of SP analysis Policy dialogue on SP Guidance to RRA Commissions,

Local Government and Statutory Bodies on SP formulation and analysis

Review and analysis of SP submitted by RRA, Local Governments and Statutory Bodies

Statutory BodiesOperational Support:US$ 20,000

Miscellaneous, including audit and implementation support services:US$ 20,000

16

2. PBB internal and external accountability framework strengthened

Baseline: Accountability and transparency gaps in existing PFM legislation; lack of e-budgeting and on-line monitoring system; lack of integrated annual reporting; limited budget education in CSOs

Indicator: New PFM framework in place; improved capacities and results in performance budgeting , monitoring and control of public expenditure as measured by PEFA assessments; independent budget analysis by CSOs

New PFM legislative framework developed (2014)

Financial Management Manual updated (2014)

PBB Manual updated (2014)

E-budgeting and on-line performance monitoring system operational (2013-2016)

Performance measures improved and documented (2013-2016)

Programmatic structure revised (2013)

Gender-budgeting framework developed (2013)

Annual reports submitted by Ministries and Departments (2013-2016)

Annual reports

2.1 New PFM legislative framework developed

Review and analysis of White Paper Development, review and analysis of

new PFM legislation

2.2 Financial Management Kit, including the PBB Manual, revised and implemented

Revision of the Financial Management Manual

Revision of the PBB Manual Information and training of

government officials

2.3 E-budgeting and PBB on-line performance monitoring system operational across all ministries with improved performance measures and programmatic structure

Review of e-budgeting technical manual and processes

Piloting of e-budgeting system in selected ministries

Development of performance reports, scoreboards and scorecards for the on-line performance monitoring system

UNDP Technical Advisor, Public Finance Management

AFRITAC South

MOFED (Programme Coordinator, PBB Cluster Leader)

Ministries and Departments

RRA

Local Governments

Statutory Bodies

SIL

National Assembly (Public Accounts Committee)

National Assembly (France)

Human Resources for Project Coordination and Public Finance Management (50%): US$480,000

Operational Support:US$ 30,000

Travel for parliamentary seminar on public expenditure control:US$ 10,000

Accommodation and meals for parliamentary seminar on public expenditure control (in-kind contribution):US$12,000


17

submitted by RRA Commissions (2014-2016)

Annual reports submitted by Local Governments

(2014-2016)

Annual reports submitted by Statutory Bodies (2013-2016)

Capacities strengthened in parliamentary oversight of public expenditure and evaluation of public policies (2013)

CSO Budget Guide produced (2013-2014)

CSO capacities in budget and performance analysis strengthened (2014-2016)

CSO capacities in PETS implementation strengthened (2014-2016)

Training on PBB indicators formulation to public officials

Guidance to Ministries and Departments on indicators formulation

Review and extension of PBB indicators documentation

Development of guidelines for the review of programmatic structure

Guidance to Ministries and Departments for the revision of programmatic structure

Development of a gender budgeting framework

2.4 Annual reports prepared by all Ministries and Departments, Rodrigues Regional Assembly, Local Governments and Statutory Bodies

Development of annual report templates and guidelines

Guidance to the formulation of annual reports by pilot Ministries.

Training of all Ministries and Departments in annual reporting methodology

2.5 Parliamentary oversight on public expenditure strengthened through exposure to international good practice in budget analysis and

Senat (France)

18

evaluation of public policies Peer learning seminar in partnership with

France’s parliamentary institutions for Members of the Public Account Committee and supporting professional staff

2.6 Capacities of Civil Society Organizations strengthened in PBB and budget analysis to enhance national policy dialogue and review of public spending and performance

Production of a Budget Guide to CSOs Capacity-building of CSOs in budget and

performance analysis Capacity-building of CSOs in Public

Expenditure Tracking Surveys methodology

3. Capacities of public officials in PFM and public sector management developed through e-learning

Baseline: Lack of a web-based learning management system; focus on traditional forms of learning; remaining capacity gaps in PFM and public sector

Learning Management System operational and progressively used for a wide range of courses in PFM, public sector management and personal development (2013-2016)

E-learning PFM introductory course designed (2013)

E-learning PFM introductory course

3.1 Web-based learning management system (LMS) set up for the delivery of courses in PFM, public sector management and personal development

Recruitment of a local LMS consultant Development of an open-source web-

based learning management system

3.2 E-learning PFM courses developed and implemented with all relevant public sector personnel trained and

UNDP Technical Advisor, Public Finance Management

MCSAR

Civil Service College

MOFED

Human Resources for Project Coordination and Public Finance Management (20%): US$204,000


Local LMS Consultant:US$ 5,000

E-Learning Design:US$20,000

19

management

Indicator: Learning management system in place; number of staff who have completed web-based courses

completed by over 10,000government officials (2013-2014)

E-learning courses extended to other areas of public sector management and personal development (2014-2016)

certified Formulation of content for an

introductory PFM web-based course Recruitment of an e-learning solution

provider Design of PFM web-based course Launch of PFM web-based course Completion of PFM web-based

course by all relevant public officers


4. Social Register of Mauritius and Proxy Means Test updated and extended to new and existing social scheme to improve efficiency and effectiveness of social spending

Baseline: SRM and PMT applied to crèches and social housing schemes; PMT based on 2005/06 HBS

Indicator: Number of social schemes using SRM and PMT; PMT based on latest HBS and

PMT updated with data from 2012 HBS and 2011 Census (2013-2014)

SRM and PMT extended to all social schemes (2013-2016)

Setting up of a Central Coordinating Unit for the SRM to establish national coordination and collaborative mechanisms between ministries and institutions which benefit from the SRM as a core element for addressing social exclusion (2013-2014)

Social reform policy, strategy and

4.1 SRM and PMT updated with HBS2012 data and extended to new and existing social schemes

Update of PMT using HBS 2012 and Census 2011 data

Extension of SRM to new and existing schemes

4.2 Setting up of a Central Coordinating Unit for the SRM to establish national coordination and collaborative mechanisms between ministries and institutions which benefit from the SRM as a core element for addressing social exclusion

Identify relevant ministries and institutions which will constitute a high level inter-ministerial committee, with the help of MSS and MoFED

Establish the terms of reference of the high level inter-ministerial committee – as far as possible in line with the

National Consultant, SRM

International Consultant, SRM

MSS

MSIEE

Statistics Mauritius

National Consultant for the Social Register of Mauritius:US$ 162,000

International Consultant for the Social Register of Mauritius:US$ 50,000



20

Census dataimplementation plans operational with a view to rationalize and restructure the social protection system (2013-2016)

Analysis/forecasting of the budgetary impact / estimates of new and existing social schemes (2013-2016)

Fine-tuning of the legal framework/s of existing social protection programmes to cater for schemes using the SRM and PMT (2013-2016)

Links established between the SRM and other administrative databases to perform cross-checking to improve efficiency and accuracy of verification procedures (2013-2015)

Strengthened capacities of staff of Statistics Mauritius and MSS in

ESTP policy framework

4.3 Operationalization and monitoring and evaluation of a social reform policy, strategy and implementation plans with a view to rationalize and restructure the social protection system

Compile all existing social assistance schemes at the MSS and other ministries with information on legal framework, number of beneficiaries, budget, etc.

Identify, with the help of MoFED and relevant schemes which will be implemented through the SRM.

Harmonize the eligibility criteria of the schemes to enable standard assessment mechanisms using PMT

4.4 SRM database analyzed to provide information for social inclusion strategies and forecast the budgetary impact of new and existing social schemes

Analysis of SRM database to produce programme-specific beneficiary lists, including gender and spatially disaggregated data

Forecast of budgetary impact of new

21

the development of PMTs for schemes with varying eligibility criteria so that local capacity is built to replicate the work in future (2013-2014)

Building capacities of MSS Staff in Mauritius and Rodrigues in data analysis using Stata, and on reporting mechanisms, using MS Office (2013-2014)

Awareness of the SRM and PMT created among senior officials of the Government, academia from the tertiary education sector, development partners, the media, researchers, labor unions and NGOs in Mauritius and Rodrigues (2013-2014)

Education and learning mechanisms established to promote understanding and information on SRM

and existing social schemes

4.5 Fine-tuning / adjusting the legal framework/s of existing social protection programme/s to cater for schemes using the SRM and PMT

Assist the MSS to amend the current Social Aid Regulations to cater for schemes which are added to the Social Aid and which will be implemented using the SRM and PMT.

4.6 Establish links between the SRM and other administrative databases to perform cross-checking to improve efficiency and accuracy of verification procedures

Identify the relevant institutions which can be linked to the SRM with the help of MoFED, MSS and Government Online Centre.

Work out the linking procedures and modalities

4.7 Capacities of staff of Statistics Mauritius, MSS and MoFED strengthened in the development of PMTs for schemes with varying eligibility criteria

22

and PMT concepts and procedures at NEF and other institutions (2013-2016)

Gender and geographically disaggregated data provided to track and reduce gender and spatial disparities among the vulnerable groups. (2013-2016)

Capacity building on PMT development

4.8 Capacity of MSS Staff developed in data analysis through Stata and reporting using MS Office

Capacity building in data analysis and reporting

4.9 Create awareness of the SRM and PMT among civil servants and civil society

Conduct seminars and presentations with senior officials of the Government, academia from the tertiary education sector, development partners, the media, researchers, labor unions and NGOs in Mauritius and Rodrigues.

4.10 Establish education and learning mechanisms (either through e-learning or face-to-face) to promote understanding and information on SRM and PMT concepts and procedures at NEF and other institutions

Develop the training materials

Conduct trainings either face-to-face or through e-learning

Total (4 Years): US$ 1,527,000

23

PART IVANNUAL WORKPLANS

Year: 2013

INTENDED OUTPUTS PLANNED ACTIVITIES

TIMEFRAME RESP.

PARTIES

PLANNED BUDGET

Funding Source Description Amount

(US$)


Baseline: Lack of a long-term national plan to support PBB formulation; weak integration of PBB Strategic Plans in budget cycle; PBB Strategic Plans partially prepared by RRA and Statutory bodies; PBB Strategic


Review and share international good practice in long-term strategic planning

Formulate methodology for ESTP formulation, coordination and consultation processes

Design a monitoring and evaluation system for the ESTP


Support to Thematic Groups for coordination and synthesis

Facilitate consultation processReview submission of Ministries/Thematic Groups

Quality control on draft ESTP prior to submission to Cabinet

x x x x MOFED UNDP Technical Adviser, PFM 40,000MOFED Technical Adviser, PFM 30,000UNDP Travel ( Planning

Specialist)30,000

UNDP Project Associate 6,000

25

Plans not prepared by Local Government

Indicator: Effective strategic planning framework in place with allocation of resources linked to long-term and mid-term priorities; PBB Strategic Plans implemented by Ministries, Departments, RRA, other Local Government and all Statutory Bodies

1.2 PBB 3-Year Strategic Planning Framework consolidated in Ministries, Departments and RRA and extended to other Local Governments and remaining Statutory Bodies

Review of PBB Strategic Planning Framework and Guidelines

Simplification of Framework and alignment with ESTP format and process

Formulate guidelines and templates for SP analysis

Training of public officers in SP analysisReview of SP analysisPolicy dialogue on SPGuidance to RRA Commissions, Local Government and Statutory Bodies on SP formulation and analysis

Review and analysis of SP submitted by RRA, Local Governments and Statutory Bodies (10 Statutory Bodies of Part 1 and at least 25 in Part II)

26


Baseline: Accountability and transparency gaps in existing PFM legislation; lack of e-budgeting and on-line monitoring system; lack of integrated annual reporting

Indicator: New PFM framework in place; improved capacities and results in performance budgeting , monitoring and control of public expenditure as measured by PEFA assessments

7.1New PFM legislative framework developed

Review and analysis of White PaperDevelopment, review and analysis of new PFM legislation



Revision of the PBB ManualInformation and training of government officials

X X X X MOFED UNDP Technical Adviser, PFM 60,000

MOFED Technical Adviser, PFM 50,000


UNDP Travel (Parliamentary Seminar)

10,000

27


Review of e-budgeting technical manual and processes

Piloting of e-budgeting system in selected ministries

Development of performance reports, scoreboards and scorecards for the on-line performance monitoring system




Development of guidelines for the review of programmatic structure


UNDP Implementation Support Service

10,000

28

Development of a gender budgeting framework


Development of annual report templates and guidelines



7.5 Parliamentary oversight on public expenditure strengthened through exposure to international good practice in budget analysis and evaluation of public policies

Peer learning seminar in partnership with France’s parliamentary institutions for Members of the Public Account Committee and supporting professional staff

7.6 Capacities of Civil SocietyOrganizations strengthened in PBB and budget analysis to enhance national policy dialogue and review of public spending and performance Production of a Budget Guide to

CSOs Capacity-building of CSOs in budget

and performance analysis Capacity-building of CSOs in Public

29



Baseline: Lack of a web-based learning management system; focus on traditional forms of learning; remaining capacity gaps in PFM and public sector management

Indicator: Learning management system in place; number of staff who have completed web-based PFM introductory course


Recruitment of a local LMS consultantDevelopment of an open-source web-based learning management system

13.2 E-learning PFM courses developed and implemented with all relevant public sector personnel trained and certified

Formulation of content for an introductory PFM web-based course

Recruitment of an e-learning solution provider

Design of PFM web-based courseLaunch of PFM web-based courseCompletion of PFM web-based course by all relevant public officers

X X X X MOFED and MCSAR

UNDP Technical Adviser, PFM 18,000



UNDP National LMS Consultant 5,000

UNDP E-Learning Design Services

20,000

19. Social Register of Mauritius and Proxy Means Test updated and extended to new and existing social schemes



Extension of SRM to new and

X X X X MOFED and MSS

UNDP National Consultant, SRM 36,000

MSS International Consultant, SRM

18,000


30

Baseline: SRM and PMT applied to crèches and social housing schemes; PMT based on 2005 HBS

Indicator: Number of social schemes using SRM and PMT; PMT based on latest HBS and Census data

existing schemes

4.2 Setting up of a Central Coordinating Unit for the SRM to establish national coordination and collaborative mechanisms between ministries and institutions which benefit from the SRM as a core element for addressing social exclusion

Identify relevant ministries and institutions which will constitute a high level inter-ministerial committee, with the help of MSS and MoFED

Establish the terms of reference of the high level inter-ministerial committee – as far as possible in line with the ESTP policy framework


Compile all existing social assistance schemes at the MSS and other ministries with information on legal framework, number of

31

beneficiaries, budget, etc.




Forecast of budgetary impact of new and existing social schemes


Assist the MSS to amend the current Social Aid Regulations to cater for schemes which are added to the Social Aid and which will be implemented

32

using the SRM and PMT.








33

Conduct seminars and presentations with senior officials of the Government, academia from the tertiary education sector, development partners, the media, researchers, labor unions and NGOs in Mauritius and Rodrigues.


Develop the training materials

TOTAL 2013 371,000

34

Year: 2014


TIMEFRAME RESP.

PARTIES

PLANNED BUDGET


(US$)


Baseline: Lack of a long-term national plan to support PBB formulation; weak integration of PBB Strategic Plans in budget cycle; PBB Strategic Plans partially prepared by RRA and Statutory bodies; PBB Strategic Plans not prepared by Local Government

Indicator: Effective strategic planning framework in place with allocation of resources linked to long-term and



Support to Thematic Groups for coordination and synthesis

Facilitate consultation processReview submission of

Ministries/Thematic GroupsQuality control on draft ESTP prior to

submission to Cabinet

1.2 PBB 3-Year Strategic Planning Framework consolidated in Ministries, Departments, RRA and extended toother Local Governments and remaining Statutory Bodies


Review and analysis of SP submitted by

x x x x MOFED UNDP Technical Adviser, PFM 30,000

MOFED Technical Adviser, PFM 30,000UNDP Travel ( Planning

Specialist)10,000


35

mid-term priorities; PBB Strategic Plans implemented by Ministries, Departments, RRA, other Local Government and all Statutory Bodies

RRA, Local Governments and Statutory Bodies (10 Statutory Bodies of Part 1 and at least 25 in Part II)



Indicator: New PFM framework in place; improved capacities and results in performance budgeting , monitoring and control of public expenditure as measured by PEFA assessments

2.1 New PFM legislative framework developed

Review and analysis of White PaperDevelopment, review and analysis of new PFM legislation



Revision of the PBB ManualInformation and training of government officials





Guidance to Ministries and Departments




UNDP Audit 10,000


10,000

36

for the revision of programmatic structure Implementation of a gender budgeting framework




2.5 Capacities of Civil Society Organizations strengthened in PBB and budget analysis to enhance national policy dialogue and review of public spending and performance Production of a Budget Guide to


and performance analysis Capacity-building of CSOs in Public


37





Development of an open-source web-based learning management system


Content formulation of new web-based courses in PFM and public sector management

Resource mobilization from line ministries






Baseline: SRM and PMT applied to crèches and




4.2 Setting up of a Central



MSS International Consultant, SRM

32,000

UNDP Audit 10,000


38

social housing schemes; PMT based on 2005 HBS


Coordinating Unit for the SRM to establish national coordination and collaborative mechanisms between ministries and institutions which benefit from the SRM as a core element for addressing social exclusion

Establish the terms of reference of the high level inter-ministerial committee – as far as possible in line with the ESTP policy framework


Compile all existing social assistance schemes at the MSS and other ministries with information on legal framework, number of beneficiaries, budget, etc.


39






4.6 Establish links between the SRM and other administrative databases to perform cross-checking to improve efficiency and accuracy of verification

40

procedures








Conduct seminars and presentations with senior officials of the Government, academia from the tertiary

41

education sector, development partners, the media, researchers, labor unions and NGOs in Mauritius and Rodrigues.



TOTAL 2014 369,000

42

Year: 2015


TIMEFRAME RESP.

PARTIES

PLANNED BUDGET


(US$)



Indicator: Effective strategic planning framework in place with


Update of ESTP Monitoring of ESTP

implementation



Review and analysis of SP submitted by RRA, Local Governments and Statutory Bodies (10 Statutory Bodies of Part I and at least 25 in Part II)

x x x x MOFED UNDP Technical Adviser, PFM 45,000MOFED Technical Adviser, PFM 30,000UNDP Project Associate 7,500

43

allocation of resources linked to long-term and mid-term priorities; PBB Strategic Plans implemented by Ministries, Departments, RRA, other Local Government and all Statutory Bodies



Indicator: New PFM framework in place; improved capacities and results in performance budgeting , monitoring and control of public

2.1 New PFM legislative framework developed and Financial Management Kit, including the PBB Manual, revised and implemented

Information and training of government officials







44

expenditure as measured by PEFA assessments



Implementation of a gender budgeting framework




2.4 Capacities of Civil Society Organizations strengthened in PBB and budget analysis to enhance national policy dialogue and review of public spending and performance Production of a Budget Guide to


and performance analysisCapacity-building of CSOs in Public Expenditure Tracking Surveys methodology


10,000

3. Capacities of public officials in PFM and public sector management






45

developed through e-learning



Update of the web-based learning management system






46


5.Baseline: SRM and PMT applied to crèches and social housing schemes; PMT based on 2005 HBS










47






4.6 Establish education and learning mechanisms (either through e-learning or face-to-face) to promote understanding and information on SRM and PMT concepts and procedures at NEF and other

48

institutions


TOTAL 2015 334,000

Year: 2016


TIMEFRAME RESP.

PARTIES

PLANNED BUDGET


(US$)

1. New strategic 1.1 Institutional planning processes x x x x MOFED UNDP Technical Adviser, PFM 45,000


49

planning framework operational with allocation of public resources linked to the 10-year Economic and Social Transformation Plan (ESTP) and 3-year PBB Strategic Plans


Indicator: Effective strategic planning

operational for the formulation and implementation of the ESTP

Update of ESTP ESTP monitoring and reporting



Review and analysis of SP submitted by RRA, Local Governments and Statutory Bodies (remaining 21 Statutory Bodies in Part II).


50

framework in place with allocation of resources linked to long-term and mid-term priorities; PBB Strategic Plans implemented by Ministries, Departments, RRA, other Local Government and all Statutory Bodies



Indicator: New PFM framework in place; improved capacities and results in performance

2.1E-budgeting and PBB on-line performance monitoring system operational across all ministries with improved performance measures and programmatic structure



51

budgeting , monitoring and control of public expenditure as measured by PEFA assessments





Implementation of a gender budgeting framework




2.3 Capacities of Civil Society Organizations strengthened in PBB and budget review and analysis to enhance national policy dialogue and control of public spending and performance Production of a Budget Guide to


and performance analysisCapacity-building of CSOs in Public Expenditure Tracking Surveys methodology


UNDP Audit 20,000


10,000

52




3.1Web-based learning management system (LMS) set up for the delivery of courses in PFM, public sector management and personal development

Update of the web-based learning management system








53


6.Baseline: SRM and PMT applied to crèches and social housing schemes; PMT based on 2005 HBS












54





TOTAL 2016 366,000

55

PART VMANAGEMENT ARRANGEMENTS

The “Planning and Resources Management for Inclusive Growth” project is led by the Ministry of Finance and Economic Development (MoFED), which requires technical advice and assistance in specialist areas. For this purpose, a team of UNDP international and national consultants will provide coordinated technical inputs and advice at various stages of the programme’s implementation.

The overall responsibility for the execution and coordination of this project is the Ministry of Finance and Economic Development. The UNDP Country Office in Mauritius supports the MoFED for the implementation of the technical assistance as needed (Country Office support to National Execution - NEX). The MoFED is responsible for ensuring that the necessary legislative, policy, procedural and human resource development changes are implemented across Ministries / Departments, local governments, Rodrigues Regional Assembly (RRA) and concerned statutory bodies at the time required.

The UNDP technical assistance team currently consists of the Technical Advisor, Public Finance Management, the Project Associate and also includes some international and national specialists on different sectors, including Social Register of Mauritius, Economic and Social Transformation Plan (ESTP) etc. Its overall objective is to strengthen institutional capabilities for accountable, equitable and effective use of public resources.

The Technical Advisor, Public Finance Management works under the overall guidance of the Financial Secretary of the MoFED who is also the National Project Director (NPD) and reports to the Deputy Financial Secretary responsible for public finance management as well as to the UNDP Resident Representative and the UNDP Senior Programme Manager. He is responsible for providing targeted assistance as well as building capacity of counterparts at the MoFED and at the Ministries/Departments. He also advises on international best practices in public expenditure management, and meets the national priorities, specificities, and challenges as they arise. Moreover, the Technical Advisor, Public Finance Management in close collaboration with the UNDP Country Office ensures that there is effective coordination between related project teams and other government agencies, as well as other development partners.

The National SRM Expert who will assist the MSS in the consolidation and extension of the SRM to new schemes will report to the designated officers of the MSS and to the UNDP Senior Programme Manager in Mauritius

The Project Associate who will provide programme support services ensuring high quality, accuracy and consistency of work is under the direct supervision of the UNDP Senior Programme Manager.

A Project Board will be instituted. The Project Board will be co-chaired by the Financial Secretary of the Ministry of Finance and Economic Development (MoFED) or a Representative and by the

57

UNDP Resident Representative and/or the UNDP Senior Programme Manager, and be composed of representatives (focal points) of concerned implementing agencies (MoFED, MoSS,MSCAR, MSIEE, RRA, Parliament, Ministry of Gender Equality, Statistics Mauritius, etc.), relevant CSOs and development partners. Its role is to oversee the holistic execution of the project. The Board will meet at least once every year.

Implementing Partners

The main Implementing Partners are the Ministry of Finance and Economic Development (MoFED), the Ministry of Social Security, National Solidarity and Institutional Reforms (MSSNSRI) and the Ministry of Civil Service and Administrative Reform (MCSAR). Other partners include Line Ministries and Departments, Statistics Mauritius, the Ministry of Social Integration and Economic Empowerment, National Assembly, Rodrigues Regional Assembly, Local Governments Civil Society Organizations, Private Sector and Development Partners.

Implementing partners are specified in relation to each output:

Output 1: New strategic planning framework operational with allocation of public resources linked to the 10-year Economic and Social Transformation Plan and 3-year PBB Strategic Plans

This component will be co-financed by the UNDP Country Office, the UNDP Regional Centre in Dakar and the Ministry of Finance and Economic Development.

The UNDP Regional Centre, through its Pole on Development Strategies and Public Finance will provide the services of a Planning Specialist to support the formulation of the 10-year Economic and Social Transformation Plan. The Planning Specialist will undertake four missions to Mauritius and will also offer assistance to the ESP Cluster though distance office work. The costs of the Planning Specialist will be borne by the UNDP Regional Centre. The mission costs will be shared between the UNDP Regional Centre and the UNDP Country Office.

The project will support the ESTP Cluster in charge of coordinating the formulation of the 10-year ESTP. It will also support the PBB Cluster responsible for coordinating the design of the 3-year PBB Strategic Plans with a view to strengthen the integration of long-term and mid-term strategic planning. The project will collaborate actively with SMSTs at MOFED as well as the main national and local institutions involved in strategic planning exercises: Ministries, Departments, Rodrigues Regional Assembly, Local Governments and Statutory Bodies as well as the Civil Society organizations, academia and private sector.

Other collaborators will include development partners which provide assistance to national or sectoral planning, especially AFD, EU and World Bank.

Output 2: PBB internal and external accountability framework strengthened

This component will be co-financed by the UNDP Country Office, the Ministry of Finance and Economic Development and France’s National Assembly.

58

The project will support the Financial Secretary’s Office in developing a new PFM framework and revising and updating the Finance Management Kit, including the PBB Manual. It will also support the Treasury and the PBB Cluster responsible for introducing annual reporting and assisting Ministries, Departments, RRA, Local Governments and Statutory Bodies in the formulation of annual reports that provide an integrated account of financial and non-financial performance.

Building on the partnership established between UNDP and France’s parliamentary institutions, the services of France’s National Assembly and Senate will be used to co-organize a high-level seminar on parliamentary oversight of public expenditure and evaluation of public policies. The National Assembly will also make an in-kind contribution to the organization of this seminar by covering the accommodation and meals costs for up to 8 persons for 5 days. The Public Accounts Committee of Mauritius’ National Assembly will be the main partner of this exchange and capacity-building initiative. PBB external accountability will also be built through engagement with and support to civil society organizations in budget analysis and review and public expenditure tracking systems.

Other partners will include AFRITAC South (development of PFM legislative framework), IMF African Department and Fiscal Affairs Departments (Article IV missions, FAD missions), World Bank and EU (PEFA assessments, spending surveys, BOOST initiative) and UN Women (gender budgeting, in partnership with Ministry of Gender Equality).

Output 3: Capacities of public officials in PFM and public sector management developed through e-learning

This component will be initially financed by seed funding from the UNDP Country Office to support the setting up of an open-source Learning Management System and the design of an introductory series of web-based PFM courses. It is expected that MCSAR and line Ministries and Departments will progressively allocate part of their resources for training to the design of additional web-based courses in issues related to public sector management and personal development.

The project will use the services of a national LMS consultant to set up the Learning Management System. The LMS will be developed using an open-source (free) IT solution such as Moodle. It is expected that the Learning Management System will be managed by the Training Unit of MCSAR or by the recently announced Civil Service College. MCSAR or the Civil Service College will ensure that the necessary IT equipment (server) is in place and will provide an in-kind contribution through the nomination of an LMS manager who will be trained by the LMS consultant.

Based on the experience of the UNDP Design Lab, the services of a professional e-learning solutions provider will be procured for the design of the web-based courses.

The project will collaborate with MOFED, the Treasury and the National Audit Office for coordinating the content of the web-based introductory PFM course which will target over 10,000 staff. Opportunities to develop other specific courses will be explored with MCSAR, MOFED, Ministry of Gender Equality, other Ministries and development partners.

59

Output 4: Social Register of Mauritius and Proxy Means Test updated and extended to new and existing social schemes

The extension and updating of the SRM component will be co-financed by the UNDP Country Office and the Ministry of Social Security (MSS). The SRM Unit, which operates under the aegis of the MSS with support from the Ministry of Finance and Economic Development (MOFED), will continue to coordinate all activities of the SRM project.

The three key functions of the SRM, i.e. the design of the system, the data collection process and the database management will be under the responsibility of the Ministry of Social Security. Though the registration process takes place in the different Social Security Offices around the island, all data will be consolidated in real time to produce a national dynamic database. Sub-registries will then be transmitted to other ministries or institutions for policy formulation and implementation. The Ministry of Social Integration and Economic Empowerment (MSIEE), and its anti-poverty implementing arm – the National Empowerment Foundation (NEF) will be among the major users of the SRM data. In this context, the SRM project is closely linked with UNDP’s intervention under Pillar 2 (Social Inclusion and Empowerment) of the Country Programme 2013-2016.

Sharing of SRM data between the MSS and other institutions will be effected mainly through the Government Online Centre (GOC) network.

The project will continue to collaborate closely with the State Informatics Limited (SIL)for the development and update of the SRM software using ORACLE, and with Statistics Mauritius (SM) for data requirements and statistical tools development.

The services of an international consultant will be hired to update the PMT design and methodology based on the newly collected HBS2012 data, and to extend its applications to schemes with varying eligibility criteria. The expert will also train staff from Statistics Mauritius and MSS so that local capacity is built to replicate the production of the PMT in the future. The international consultant will be assisted by a national consultant who will also be responsible for the implementation and operationalization of the project in Mauritius and Rodrigues, SRM data analysis for policy formulation, on-the-job training of MSS staff in data collection and data analysis, and adaptation of SRM system to host new schemes and provide gender-disaggregated data.

The Ministry of Social Security will provide all in-kind support such as office space, support staff, equipment and office recurrent expenditures.

Poverty alleviation and social protection are very closely linked since in most cases they relate to the same individual or household. For the successful implementation of the interventions mentioned, a holistic approach will be adopted so as to promote close coordination between the different ministries and institutions involved, and in particular between the Ministry of Social Security, National Solidarity and Reform Institutions (MSS) whose mandate relates generally to social protection, and the Ministry of Social Integration and Economic Empowerment (MSIEE),

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which aims at alleviating poverty. Stakeholders who are closely involved in the poverty alleviation and social exclusion have expressed the need for the setting up of a high level Central Coordinating Unit with a view to establish national coordination and collaborative mechanisms between ministries and institutions which benefit from the SRM as a core element for addressing social exclusion

A Steering Committee comprising MSS, MSIEE, MoFED and UNDP and relevant line ministries will be established to oversee implementation of the measures, and progress monitored using a time-table of activities (with Gantt Chart), with a range of performance indicators (metrics) and responsible parties. Technical committees (as per table below) will be established to practically implement each activity, except for activity (iii) (social policy reform) which will be under the responsibility of the Steering Committee. The spokesperson/representative of each technical committee will report progress to the larger Steering Committee on an agreed regular basis.

Activity Composition of Technical Committee(i) Extension and updating of

SRM and PMTMSS, MSIEE, MoFED, Statistics Mauritius, State Informatics Limited, UNDP

(ii) Central Coordinating Unit of SRM established

MSS, MSIEE, MoFED, NEF, UNDP and relevant line ministries

(iii) Social Policy Reform Will be under responsibility of Steering Committee(iv) Analysis/forecasting MSS, MSIEE, UNDP(v) Fine-tuning / adjusting

legal framework of social programme/s

MSS, States Law Office, UNDP

(vi) Establishing links with administrative databases

MSS, UNDP, MoFED, Government Online Centre, relevant departments

(vii) Build capacity on PMT development

MSS, Statistics Mauritius, MoFED, UNDP

(viii) Build capacity on data analysis

MSS, UNDP

(ix) Awareness creation on SRM and PMT

MSS, MSIEE, UNDP and relevant institutions

(x) Learning mechanisms on SRM and PMT

MSS, Ministry of Civil Service and Administrative Reforms, MoFED, NEF, UNDP and relevant institutions

(xi) Provision of disaggregated data

MSS, UNDP

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Project focal points at MOFED, MSS, MSCAR, and other concerned institutions.

Project Board

Executing Entity MOFEDImplementing Agencies:MOFED, MSS, MSCAR, and UNDP Country Office Support to NIM

Project Assurance

(by Board members or delegated to otherindividuals)

Project Support Staff

Project Organisation Structure

Financial Accountability All financial disbursements to the implementing partner will be based on approved Annual Work Plans (AWP) agreed between the different implementing partners and UNDP. Cash transfers for activities detailed in the AWP will be made by UNDP using anyone of the following modalities: Cash transferred directly to the Implementing Partner:

o Prior to the start of activities (direct cash transfer), or o After activities have been completed (reimbursement);

Direct payment to vendors or third parties for obligations incurred by implementing partners on the basis of requests signed by a designated official of an implementing agent;

Direct payments to vendors or third parties for obligations incurred by UN agencies in support of activities agreed with Implementing Partners.

Disbursement The UNDP Country Office will authorize payments for projects activities after formal approval of the UNDP Senior Programme Manager or the UNDP Resident Representative.

Accounting recordsThe UNDP Country Office will keep records of all expenditures involved in the implementation of the project. It will enter in a chronological order all the expenditures in accounting records and documents and it will keep all invoices and other evidence of expenditures in a file.

Audit ArrangementsThe project will be audited as per National Implementation Modality requirements in accordance with the established procedures set out in the UNDP Programming and Finance manuals. The auditing will be carried out by a private auditor.

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PART VIMONITORING AND EVALUATION FRAMEWORK

UNDP will undertake joint evaluations of the project with MOFED, MSS, MCSAR and other relevant partners, as per the Evaluation Plan, alongside national implementation modality audits.10 M&E systems will be built around the project’s Results and Resources Framework (which incorporates outputs and indicators for the project), in accordance with UNDP guidelines. The capacity of government staff to design interventions and to monitor their implementation will be integrated into programme management.

In order to facilitate the effective implementation and monitoring of this project, MOFED, MSS, MCSAR, and the other implementing partners will be required to formulate their detailed Annual Work Plans (AWP), following discussions and agreement with the UNDP Senior Programme Manager. Quarterly reports will be prepared for activities carried out over each three-month period for submission to UNDP, before their onward transmission to the Project Board.

In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following:

Within the annual cycle-

On a quarterly basis, a quality assessment shall record progress towards the completion of key results, based on quality criteria and methods captured in the Quality Management table below.

An Issue Log shall be activated in Atlas and updated by the Project Associate under the supervision of the UNDP Senior Programme Manager to facilitate tracking and resolution of potential problems or requests for change.

Based on the initial risk analysis submitted (see annex I), a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project’s implementation.

Based on the above information recorded in Atlas, a Project Progress Report (PPR) shall be submitted by the Project Associate to the Project Board through Project Assurance, using the standard report format available in the Executive Snapshot.

A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project.

On an annual basis -

Annual Review Report. An Annual Review Report shall be prepared by the Technical Advisor and the Project Associate and shared with the Project Board. As a minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the Quarterly Progress Report (QPR) covering the whole year with updated information for each

10 Evaluations are planned to take place in 2014 and 2016.

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element of the QPR, as well as a summary of results achieved against pre-defined annual targets at the output level.

Annual Project Review. Based on the above report, an annual project review shall be conducted during the fourth quarter of the year or soon thereafter, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to the outcome.

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QUALITY MANAGEMENT FOR PROJECT ACTIVITY RESULTS

OUTPUT 1 A strategic planning framework operational with allocation of public resources linked to a10-year Economic and Social Transformation Plan (ESTP) and to 3-year Programme Based Budgeting (PBB) Strategic PlanActivity Result 1.1 Institutional planning processes operational for the

formulation and implementation of the ESTP

Start Date: 2013End Date:2016

Purpose Establishing a framework for the transformation of Mauritius in a high-income society with equitable and sustainable growth

Description UNDP will provide technical assistance on methodology, guidelines, templates, consultation process, monitoring and evaluation as well as analytical support in specific areas..

Quality CriteriaESTP used as a guide to PBB allocations.

Quality MethodComparison of ESTP priorities and PBB allocations.

Date of AssessmentAs from PBB 2015-2017

Activity Result 1.2 PBB 3-year Strategic Planning Framework consolidated.

Start Date: 2013End Date: 2016

Purpose Ensuring that PBB ceilings and allocations are based on strategic priorities.

Description UNDP will provide technical assistance for the review of the 3-year Strategic Planning Framework, alignment with ESTP framework, guidelines for the analysis of Strategic Plans, training of public officers in analysis of Strategic Plans, implementation and monitoring mechanisms.

Quality CriteriaPBB ceilings informed by a prior analysis and policy dialogue on mid-term strategic priorities.

Quality MethodComparison of outcomes and costs of PBB Strategic Plans with PBB; Documented review of PBB Strategic Plans; Minutes of Policy Dialogue

Date of AssessmentYearly assessment.

OUTPUT 2: PBB internal and external accountability framework strengthenedActivity Result 2.1 New Public Financial Management (PFM) legislative

framework developed and implemented;

Start Date:2013End Date: 2016

Purpose Prepare a new PFM legal framework which addresses the accountabiliyt gaps identified in the current PFM legal framework.

Description Review and analysis of White Paper, Review and analysis of draft PFM legal framework.

Quality CriteriaNew PFM framework integrates accountability frameworks.

Quality MethodComparison with international good practice; Review by IMF.

Date of Assessment2014

Activity Result 2.2 Financial Management Kit, including the PBB Manual,

revised and implemented

Start Date:2013End Date:2016

Purpose Ensure alignment of FM Kit with revised legal framework and current procedures.

Description Revision of FM Manual and PBB Manual.

Quality Criteria Quality Method Date of Assessment

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FM Kit aligned with revised legal framework and current procedures.

Compliance check; Peer Review. 2014

Activity Result 2.3 E-budgeting and PBB on-line performance monitoring

system operational across all ministries with updated programmatic structure, improved performance measures and analysis and gender dimension integrated in performance information

Start Date: 2013End Date:2014

Purpose Improve quality, reliability and accountability of PBB.

Description Review and analysis of e-budgeting manuals and format, development of performance reports, scoreboards and scorecards, documentation and review of PBB indicators, review of budget programmes structure, formulation of guidelines for PBB performance framework, design of a gender budgeting framework.

Quality CriteriaE-Budgeting operational; PBB indictors documented

Quality MethodUse of E-Budgeting for preparing, publishing and monitoring Budget; Formal assessment of PBB indicators

Date of Assessment2014-2016

Activity Result 2.4 Annual reports prepared by all Ministries and

Departments, Rodrigues Regional Assembly, Local Governments and Statutory Bodies


Purpose Improve external accountability.

Description Design of annual reports format and templates, guidelines, training to relevant institutions.

Quality CriteriaAnnual report submitted by relevant institutions to MOFED / National Assembly and compliant with format

Quality MethodReview of Annual Reports.


Activity Result 2.5 Parliamentary oversight on public expenditure

strengthened


Purpose Strengthening parliamentary capacity to provide oversight on public expenditure.

Description Organize a high-level training seminar for Members of Parliament in partnership with French Parliamentary Institutions.

Quality CriteriaCapacities of Members of Parliamentarians strengthened in oversight of public expenditure.

Quality MethodQuestionnaire completed by MPs at the end of seminar. Changes in MP methods in budget analysis.


Activity Result 2.6

Capacities of Civil Society Organizations strengthened in PBB and budget analysis


Purpose Enhance national policy dialogue and review of public spending and performance

Description Training in budget literacy and methodology for PETS, formulation of a Budget Guide.

Quality CriteriaIndependent budget analysis published by

Quality MethodDocumentation of CSO Budget analysis.


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qualified CSOs.

OUTPUT 3: Capacities of public officials in PFM and public sector management developed through e-learningActivity Result 3.1 Web-based learning management system set up for the

delivery of courses in PFM, public sector management and personal development;


Purpose Extend learning opportunities of public officers.

Description Setting up of a Learning Management System.

Quality CriteriaLearning Management System operational.

Quality MethodPublic Officers have an access to the Learning Management System.


Activity Result 3.2 E-learning PFM courses developed and implemented with

all relevant public sector personnel trained and certified.


Purpose Strengthen capacities of public officers in specific areas where need is confirmed.

Description Production of an introductory web-based course in financial management.

Quality CriteriaNumber of staff who have successfully completed the web-based course.

Quality MethodLMS database.


OUTPUT 4: Social Register of Mauritius and Proxy Means Test updated and extended to new and existing social schemes

Activity Result 4.1

SRM and PMT updated with HBS2012 data and extended to new and existing social schemes


Purpose To create an integrated database and strengthen the mechanism to identify beneficiaries of all social programmes

Description The SRM application software, the current PMT, and the implementation mechanisms will be enhanced with a view to rationalize and restructure the social protection system. This includes the upgrading of SRM software to include National Empowerment Foundation requirements; the sharing of the SRM database with NEF and other public institutions; the development of PMTs which are not strictly based on the poverty line (using the latest HBS 2012 data)

Quality CriteriaLeakage and under-coverage; avoid risk of duplication

Quality MethodReduce Type I error (exclusion of deserving) and Type II error (leakage to non-deserving); using unique SRM household number and unique individual NID number to avoid duplications

Date of AssessmentContinuous – as and when scheme is implemented

Activity Result 4.2

Setting up of a Central Coordinating Unit for the SRM set up with a view to establish national coordination and collaborative mechanisms between ministries and


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institutions Purpose To provide a platform which promotes a holistic approach to poverty alleviation.

Description Identify relevant ministries and institutions which will constitute a high level inter-ministerial committee and an agreed ToR which will promote close coordination between stakeholders benefitting from the SRM as a core element for addressing social exclusion

Quality Criteria Quality Method Date of Assessment

Coordination mechanism set up Common appraisal meeting with stakeholders

End 2014

Activity Result 4.3

Operationalization and M&E of a social policy reform Start Date: 2013End Date: 2016

Purpose To rationalize and restructure the social protection system in Mauritius

Description Creation of a detailed database of all existing social schemes with a view to harmonize the eligibility criteria among the schemes to enable standard assessment mechanisms using PMT

Quality CriteriaNo of schemes harmonized

Quality MethodNo. of beneficiaries / duplications in the old system/s compared with the harmonized SRM system.


Activity Result 4.4

SRM database analyzed to provide information for social inclusion strategies and forecast the budgetary impact of new and existing social schemes

Start Date:2013End Date: 2016

Purpose To provide information for the development of future social inclusion policies/strategies and institutional frameworks.

Description Analysis of the SRM data will provide a detailed description of the demographic and socio-economic characteristics of households and their living conditions. This information will assist in the formulation of policies and programmes for different categories of beneficiaries, and in the development of appropriate institutional frameworks for the for the implementation of these policies. The National Empowerment Foundation (NEF), which implements programmes to alleviate poverty and empower vulnerable people, will largely benefit from this activity.

Quality Criteria Quality Method.

Date of Assessment

No. of schemes / programmes formulated

Common appraisal meeting with stakeholders in relation to formulation and implementation of schemes/programmes

Continuous – as and when individual scheme / programme is formulated / implemented

Variances in the budget allocations Compare budgeted figures with actual figures and take corrective actions if variances are > |10|%

Continuous – as and when individual scheme / programme is formulated / implemented

Activity Result 4.5

Fine-tuning /adjusting legal framework to cater for schemes using SRM and PMT


Purpose Implementation of new Social Aid schemes using the PMT assessment should comply with the Regulations of the Social Aid Act.

Description UNDP will assist the MSS to fine-tune the current Social Aid Regulations to cater for schemes which are added to the Social Aid and which will be implemented using the SRM and PMT.

Quality CriteriaType of technical inputs provided with

Quality Method.Common appraisal meeting /

Date of AssessmentContinuous – as and when

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respect to definitions of concepts and methodologies

working session with MSS staff in relation to Regulations being made

Regulations are made

Activity Result 4.6

Establish links between SRM database and other administrative databases.


Purpose To cross-check information to improve efficiency and accuracy of verification procedures

Description There is a need to cross-verify information reported by applicants for social benefits. Relevant institutions which keep administrative databases will be identified and mechanisms for networking established.

Quality CriteriaNo. of links established

Quality MethodCommon appraisal meeting with institutions hosting administrative databases.


Activity Result 4.7

Capacities of staff of Statistics Mauritius, MSS and MoFED strengthened in the development of PMTs for schemes with varying eligibility criteria


Purpose Build capacity of local professionals in the development of PMTs so that they can replicate the work on their own in the future

Description Local staff will be trained on refining the current PMT (which is based on the HBS 2006/07 data) using the new HBS 2012 data, and on the development of PMTs which have varying eligibility criteria.

Quality CriteriaLocal staff trained and able to replicate work on their own

Quality MethodEvaluation of training and materials used. Practical application of the PMT tool for new schemes


Activity Result 4.8

Capacity of MSS Staff developed in data analysis through Stata


Purpose Build capacity of MSS staff in data analysis using Stata, and reporting mechanisms using MS Office, so that they can respond to requests for information from the SRM database.

Description On-the-job training with actual SRM data on consistency checks, validation procedures, taking corrective measures so that data are “clean” before uploading on GOC; simple Stata programming to analyze data and generate summary statistics, tables and listings; exporting to MS Office, and reporting results.


Date of Assessment

MSS staff trained and able to replicate work on their own

Practical application of techniques and ability to respond to official information requests. Common appraisal meeting with counterpart stakeholders (in particular MSS, MoFED and MSIEE).

2014

Activity Result 4.9 Awareness of the SRM and PMT created among senior civil servants and civil society


Purpose To share information on SRM and PMT concepts, methodologies and procedures with stakeholders with a view to facilitate implementation of social measures using the SRM as point of entry.

Description Conduct seminars and presentations with senior officials of the Government, academia from the tertiary education sector, development partners, the media, researchers, labor

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unions and NGOs in Mauritius and Rodrigues.Quality Criteria Quality Method

.Date of Assessment

No. and types of stakeholders made aware of SRM and PMT concepts

Level and quality of interactions with stakeholders; evaluation of awareness campaign by common appraisal meeting.

2014

Activity Result 4.10 Training and learning mechanisms established for SRM and PMT


Purpose To promote understanding of SRM and PMT concepts and procedures among civil servants

Description Training materials will be developed and training sessions conducted through either e-learning or face-to-face to promote understanding of SRM and PMT concepts and methodologies among civil servants.


Date of Assessment

Civil servants who are involved in poverty alleviation trained on SRM and PMT concepts and procedures.

Evaluation of training and materials used.

2016

Activity Result 4.11 Provide gender and spatially disaggregated data regularly


Purpose To track and reduce gender and spatial disparities among the most vulnerable

Description Gender disaggregated data will allow enforcement of gender mainstreaming to reduce disparities, while geographically disaggregated data will allow special attention to spatial disparities.


Date of Assessment

Availability of disaggregated by various demographic and socio-economic characteristics.

Requests for disaggregated data met and used to address disparities.

2016

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PART VIILEGAL CONTEXT

This project document shall be the instrument referred to as such in Article 1 of the SBAA between the Government of Mauritius and UNDP, signed on 29th August 1974. Consistent with Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and security of the executing agency and its personnel and property, and of UNDP’s property in the executing agency’s custody, rests with the executing agency.

The executing agency shall:a) put in place an appropriate security plan and maintain the security plan, taking into account

the security situation in the country where the project is being carried;b) assume all risks and liabilities related to the executing agency’s security, and the full

implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.

The executing agency agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

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http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm

PART VIIIAPPENDICES

(I) - Risk Analysis

(II) - (VII) Terms of Reference

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APPENDIX 1 - RISK ANALYSIS

Risk Analysis

DescriptionDate

Identified

TypeImpact &

ProbabilityCountermeasures /

Mngt response OwnerSubmitt

ed, updated

by

Last Update Status

Change in Government priorities

2015 Political

Current priorities of Government could be changedI= 4P= 2

Update of 2015-2016 Action Plans

MOFED

Change in legal framework for social protection delayed

2013-14

Political

Delay in SRM implementationI= 3P = 2

Communication strategy

MSS

Co-financing difficulties

Dec 2012

Financial

If insufficient co-financing, the project cannot be properly / fully implementedI = 4P = 2

Resource mobilization strategy from start of project.

Reduction in output delivery

UNDP / MOFED/MSS

Implementation arrangements are complex, with multiple stakeholders

Dec 2012

Operation-al

Difficulties in co-ordinating inputs from multiple partnersI = 3P = 3

Sound Project Management & co-ordination structures.

Regular & effective Project Board Meetings

UNDP /MOFED

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APPENDIX II

TERMS OF REFERENCE FOR A TECHNICAL ADVISOR, PUBLIC FINANCE MANAGEMENT

I. Context

BACKGROUND

Building on previous achievements in the area of PBB, the Project “Planning and Resource Management for Inclusive Growth” aims at improving the capacity of Government agencies in result-based policy making, planning, performance management and public service delivery.

DUTIES AND RESPONSIBILITIES

The Technical Advisor (Public Finance Management) will be called upon to provide assistance to the Ministry of Finance and Economic Development (MoFED). Under the overall guidance of the Financial Secretary, the Technical Adviser (PFM) will report to the Deputy Financial Secretary in charge of budget strategy and to the UNDP Resident Representative and UNDP Senior Programme Manager. He/she will actively contribute to the implementation of the budgetary reforms especially in deepening and consolidating the Programme-Based Budget (PBB). The Technical Adviser (PFM) will provide technical assistance in (i) developing a strategic planning and budgeting framework with implementation of a 10-year Economic and Social Transformation Plan, (ii) strengthening the PBB accountability framework, (iii) building capacities of public officers in PFM and PBB issues.

II. Functions / Key Results Expected

Summary of Key Functions:

Support to the integration of planning and budgeting frameworks and the formulation of the ESTP

Programme-Based Budget (PBB) further development and implementation, with a focus on accountability mechanisms

Budget Technical Support Medium Term Expenditure Framework (MTEF) / PBB training Support to capacity-building through E-learning

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1. Strategic Planning and Programme-Based Budget (PBB) further development and implementation

Assist MOFED in the preparation of the Economic and Social Transformation Plan Assist MoFED in preparing a new comprehensive Public Financial Management

Law; Assist MOFED in the introduction of e-budgeting, including on-line monitoring of

performance; Support Ministries / Departments in preparing, refining, and updating their Strategic

Plans in line with Budget calendar through costing of services and overall quality control;

Support Rodrigues Regional Assembly, other Local Governments and Statutory Bodies in the formulation of Strategic Plans

Support Ministries / Departments in the formulation of Annual Reports Guide and Support SMSTs and Ministries / Departments in refining the structure of

programmes and sub-programmes; Guide and Support SMSTs and Ministries / Departments in formulating adequately

Service Delivery in line with Government priorities; Advise SMSTs and Ministries / Departments in improving performance specification

and documentation through the selection of relevant Service Standards (Quantity, quality, Timeliness, Efficiency, Equity) pertaining to service delivery;

Assist SMSTs and Ministries / Departments in following up on recommendations listed in the annual Director of Audit report (National Audit Office); and

Provide relevant technical support updating the Financial Management Toolkit; Provide technical support for strengthening the capacities of the National Assembly

in budget analysis and evaluation of public policies Provide technical support to Civil Society Organizations in budget analysis and

public expenditure tracking systems.

2. Training and Capacity-Building in PFM and public sector management

Assist MOFED in reorganizing MTEF-PBB training modules in line with current needs;

Provide assistance for the formulation, design and introduction of a web introductory course in PFM

Provide assistance for the formulation, design and introduction of specific courses in public sector managementa

Give lectures on planning, PBB and other PFM issues and conduct seminars and workshops on request from MOFED and on a demand-driven basis from Ministries / Departments, Local Authorities, Rodrigues Regional Assembly and relevant Statutory Bodies.

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3. Budget Technical Support

Assist in the technical preparation of the PBB, including and in the printing process; Assist in putting in place effective coordination mechanisms and provide quality

control on inputs from SMSTs; Advise MOFED on the proper alignment and provide necessary corrective actions for

PBB/PMS; Provide QA support in real time for each budget covering programmes, sub-

programmes, performance specification, reporting and reviews including financial control;

Provide relevant technical support to regular IMF-FAD missions and also PEFA missions visiting Mauritius;

Provide technical assistance for the development of a gender budgeting framework; Work with MOFED staff and Programme Coordinators of Ministries / Departments

as per deliverables in the PBB, including in-year and end-of-year reporting on service delivery, sector analysis and quality control on quarterly PBB monitoring reports;

Upon request to undertake missions to Rodrigues Island to assist in developing and implementing the PBB.

V. Competencies and Critical Success Factors

Demonstrates strong oral and written communication skills and good facilitation skills; Builds and promotes effective skills; Consistently approaches work with energy and a positive, constructive attitude; Demonstrates openness to change and ability to manage complexities; Strong strategic analytical skills combined with an ability to anticipate emerging trends

and issues; Demonstrates strong problem-solving skills. Development and operational effectiveness Ability to guide technical implementation teams and working groups Ability to lead strategic planning results-based management and reporting; Ability to implement new systems and affect staff behavioral/ attitudinal change.

VI. Qualifications

Education: At least Master's degree in Economics, Public or Business Administration, Public Policy or any other related field, or a professional accounting

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certification (CPA, CA).

Experience: At least 10 years of work experience in Public Financial Management (PFM);

Adequate awareness of public sector management and accounting; Familiar with capacity development issues within Central

Government Ministries and Departments, Local Authorities and Statutory Bodies;

Good practical knowledge of Performance Budgeting and Performance Auditing issues, especially in developing countries; and

Experience in the usage of computers and office software packages.

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APPENDIX III

TERMS OF REFERENCE FOR A PROJECT ASSOCIATE

ORGANISATIONAL CONTEXT

Under the direct supervision of the UNDP Senior Programme Manager, the Project Associate will provide programme support services ensuring high quality, accuracy and consistency of work.

The Project Associate will support the overall implementation of the “Planning and Resource Management for Inclusive Growth” project in terms of administrative, financial and logistical assistance and support the day to day task of the UNDP Technical Adviser, PFM, based at the Ministry of Finance and Economic Development. In addition, the Project Associate will provide support of similar nature to the Socio-Economic Development Unit and to the SRM National Consultant.

The Project Associate will work in close collaboration with the operations, programme and project staff in the UNDP Country Office and with UNDP Headquarters as required to exchange information and to support programme delivery.

FUNCTIONS / KEY RESULTS EXPECTED

SUMMARY OF KEY FUNCTIONS:

Support to management of the Country Office programme; Administrative support to the Programme Unit; Support to resource mobilization; Support to knowledge building and knowledge sharing.

1. Provides effective support tomanagement of the CO programme, especially to the “Planning and Resource Management for Inclusive Growth” project, focusing on the achievement of the following results: Creation of project in Atlas, preparation of budget revisions, revision of project award

and project status, determination of unutilized funds, operational and financial closure of a project.

Presentation of information for audit of NIM projects.

2. Provides administrative support to the Programme Unit focusing on achievement of the following results: Prepare non-PO vouchers for development projects. Maintain internal expenditures control system including timely corrective actions on

unposted vouchers, including the vouchers with budget check errors, match exceptions, unapproved vouchers.

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Create requisitions in Atlas for development projects, register of goods receipt in Atlas. Make budget check for requisitions, POs and vouchers. Maintain project records, files and other documentation Ensure coordination of administrative and financial arrangements between UNDP and the

Project Management Unit and ensure logistics arrangements of workshops and travel; Co-ordinate and make arrangements for meetings, and, prepare notes of meeting

accordingly Assist in the recruitment and selection of national and international consultants Provide support in the implementation, monitoring and evaluation of project activities Assist project personnel and liaise with other partners accordingly Correspond with relevant stakeholders and follow up on correspondence Monitor timely preparation of progress reports and workplan Support Project Personnel in preparing and processing financial documents for auditing

purposes Monitoring and reporting on day-to-day financial transactions including issuing payments

to support the project activities

In addition, the Project Associate is expected to attend to the following tasks: Maintaining project files, ensuring that all correspondence and periodic reports are

properly kept and that matters requiring action are brought to the attention of the UNDP Senior Programme Manager and the Technical Advisor, PFM.

Assisting the UNDP Senior Programme Manager and the TA, PFM in overall administrative and financial activities of the project

Developing and disseminating all briefing materials/fact sheets, presentations and other communication materials for the Project

Keeping and maintaining records on the progress of both existing and pipeline projects Contribute to reports/articles/write-ups pertaining to SEDU projects Supporting the UNDP Senior Programme Manager and the Technical Adviser, PFM, as

well as the SRM National Consultant in organising and following up on meetings, workshops and seminars in order to support the implementation of the “Planning and Resource Management for Inclusive Growth”

Arrange for the recruitment and selection of local and international experts, including the following tasks:. Finalising and formatting terms of reference;. Advertising and disseminating information about the positions;. Compilation of applications and CVs;. Screening of candidates and arranging interviews;. Arrange for contracts, air tickets, transfers, accommodation;. Follow-up and monitoring of activities.

Performing other tasks as assigned by the UNDP Senior Programme Manager

3. Supports resource mobilization focusing on achievement of the following results: Review of contributions agreement, managing contributions in Atlas.

4. Supports knowledge building and knowledge sharing in the CO focusing on achievement of the following results:

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Participation in training for operations/ projects staff on programme. Contributions to knowledge networks and communities of practice.

IMPACT/RESULT

Accurate data entry and financial information have an influence on the quality and implementation of the UNDP programme. A client-oriented and efficient approach shapes the image of UNDP in the country.

COMPETENCIES

CORPORATE COMPETENCIES Demonstrates commitment to UNDP’s mission, vision and values. Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability

FUNCTIONAL COMPETENCIES:Knowledge Management and Learning Shares knowledge and experience; Actively works towards continuing personal learning, acts on learning plan and applies

newly acquired skills.

Development and Operational Effectiveness: Ability to perform a variety of standard tasks related to Results Management, including

screening and collection of programme/project documentation, data input, preparation of revision, filing, provision of information

Ability to provide inputs to business process re-engineering, implementation of new system, including new IT based systems

Leadership and Self-Management: Focuses on result for the client and responds positively to feedback Consistently approaches work with energy and a positive, constructive attitude Remains calm, in control and good humoured even under pressure

QUALIFICATIONS AND EXPERIENCE- Post-graduate degree in Economics, Development studies, Management or alternative Social

Sciences- At least 3 years of relevant administrative or programme experience is required at the

national or international level. - Experience in using spreadsheet and MS office (Word, Excel, PowerPoint, etc).- Fluency in UN’s official languages and national language of the duty station.

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APPENDIX IV

TERMS OF REFERENCE OF THE PLANNING SPECIALIST (ESTP)

SUPPORT FROM THE UNDP REGIONAL CENTRE DAKAR

1. Background and rationale

Government has announced in February 2012 the preparation of a 10-year Economic and Social Transformation Plan (ESTP) that will set out the long-term national goals and strategies which seek to achieve a balance between growth, equity and sustainability objectives.

The development of the ESTP will strengthen the framework for medium-term strategic planning, at the level both of central and line ministries, and thus enhance the benefits of Performance-Based Budgeting (PBB). The ESTP is complementary to the work of the MID vision and establishes the important link with the budgeting exercise. The ESTP provides the framework for implementing the ideas generated in the Maurice Ile Durable (MID) process. In turn, the PBB offers the tools to transform the 10 year vision from the MID/ESTP into an implementable programme. The formulation of the ESTP will draw on the work done for the preparation of the Government Programme 2012-2015 and the MID vision, policy and strategy.

In the absence of effective Planning, many Middle-Income Countries get caught in a middle-income country trap. The few that have escaped this trap include had relied on an improved long-term planning process that is integrated into the budgeting framework. Drawing from lessons of such countries as Singapore and South Korea, several countries that are currently trying to escape the Middle-Income Country trap including Malaysia, South Africa and Turkey are enhancing their long-term planning capability.

The challenge faced by Mauritius to move to a High-Income Country is to develop an incentive framework conducive to acceleration of growth through increased human capital, better policies and processes, as well as more complementary public and private investment and productivity advances. Policies, schemes and processes in the public sector will need to be continually reviewed to ensure that they enhance competitiveness and support job and income growth in a sustainable and equitable way. The ESTP aims at addressing all these facets.

2. New Planning and Implementation Framework

The Government of Mauritius is institutionalizing a new Planning and Implementation Framework which provides a uniform and integrated approach to strategic planning and operationalising the agreed plans across all Ministries. Strategic planning within most Ministries is recently limited to the Programme Based Budget process which incorporates a

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rolling 3 years Strategic Plan and the services to be provided. Only in a minority of cases, mainly by Public Utilities, were long-term sector strategies being developed with cost estimates.

The new framework recognizes the following three levels of planning: National visionary planning: Identifying the national goals and strategic priorities

(through the formulation of 10-year ESTP Vision Frameworks) Long-term sector planning: Identifying the sector objectives, deficiencies, reform and

investment programmes needed to address the national goals and strategic priorities Operational planning: Setting out the short-term resource requirements for the

implementation of the reform and investment programmes (Programme Based Budgeting)

3. Objectives of the Economic and Social Transformation Plan

The ESTP will ensure that the 3 year operational plans are clearly linked to the long term outcomes being pursued. The long term outcomes will be derived from an updating of the objectives set out in the Government Programme with attention to what can be realistically achieved given the Human Resources and Financial Constraints faced by Mauritius. It will be organized as follows:1. Formulation of 10-year Vision Frameworks by Ministries and Departments, focusing on

key 10-year outcomes, targets, ways and means, associated costs and role of stakeholders2. Macro-fiscal framework for the coming 10 year period3. Allocation of resources to sectors/Ministries within this framework4. Strategies by Thematic Axe5. 10-year HR Plan6. 10-year Investment Plan7. Overall Summary integrating the sector analysis and linking to the PBB

The Ministry of Finance and Economic Development will ensure coherence and coordination and coherence to ceilings within which long term objectives have to be set. 4. Scope of Work

The UNDP Regional Planning Specialist will provide direct support to the ESTP Team in charge of coordinating the ESTP formulation at the Ministry of Finance and Economic Development. The services expected from the Planning Specialist include:

1. Assist with the methodology and processes for overall coordination and formulation of the ESTP.

2. Provide quality control and continuous assistance to the ESTP Cluster in the development of the ESTP and implementation of planning processes.

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3. Assist with the adaptation and institutionalization of the new planning and implementation framework, including the setting up of an outreach and interactional matrix with Civil Society, especially non-governmental organizations.

4. Assist with the development of a Monitoring and Evaluation plan with performance thresholds for the ESTP.

5. Provide training and transfer skills by assisting Ministries with strategic planning in terms of the framework and associated guidelines and templates.

6. Provide specific support (including analytical support) for the integration of the following dimensions in the ESTP:

a. Initiatives to improve the Human Development Index and Ranking of Mauritiusb. South-South cooperationc. Inclusive growth and social inclusion

5. Expected Outputs, Tasks and Calendar

The expected outputs and timeframe are as follows:- ESTP Methodology, Processes and Templates finalized (December 2012)- Draft contribution to the ESTP submitted by Ministries / Thematic Groups (end April

2013)- Indicative ESTP approved by Cabinet (end August 2013)- Updated ESTP approved by Cabinet (July 2014)

The tasks to be completed by the UNDP Planning Specialist will be planned in two phases and will include 5 missions to provide direct support and interaction to the ESTP Cluster and selected Ministries; additional office-based support will be provided between missions:- Phase 1: Support to the formulation of the indicative ESTP (November 2012-August

2013) – 3 missions- Phase 2: Support to the formulation of the updated ESTP (September 2013- July 2014) –

2 missions

The detailed calendar and list of tasks to be completed under each expected output is presented in annex 1.

6. Reporting

The UNDP Planning Specialist will report to the ESTP Cluster Leader (Ministry of Finance and Economic Development) and to the UNDP, in particular to the Resident Representative/Senior Programme Manager and the Technical Adviser (PFM).

7. Required Skills and Experience of the UNDP Regional Planning Specialist

The Planning Specialist should have a Master degree in Economics, Public Administration or a related field.

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Work Experience:- Minimum 10 years of progressive work experience in the areas of strategic and

operational planning within the public sector environment.- Significant experience in the specific fields in which analytical support is requested:

o Improving the Human Development Index and Ranking of Mauritiuso South-South cooperationo Inclusive growtho Social inclusion and integration

- Proven practical experience in project and programme formulation and management using results-based management principles.

Skills:- Strong leadership and planning skills- Excellent written and presentation skills (English and/or French)- Strong communication skills- Ability to work in the multi-cultural team environment and to deliver under pressure/meet

deadlines- Ability to network with partners on various levels- The necessary computer skills with competence in MS office package

8. Language:

Fluency in English/French language required

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ANNEX 1: Key Outputs, Tasks and Calendar for Support from UNDP Regional Planning Specialist in ESTP Coordination and Formulation

Key Deadlines Mission Office-Based Support

KEY TASKS

INDICATIVE TIME FRAME2012 2013 2014

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

###Oct Nov Dec Jan Feb Mar AprMayJuneJulyAugSept Oct Nov Dec Jan Feb Mar Apr May JuneJuly

Review submission of selected ministries / sectors

Review initial draft of indicative ESTP

Review submission of selected ministries / sectors

KEY OUTPUTS

1. ESTP Methodology, Processes and

Templates finalized

1.1 REVIEW EXISTING STRATEGIC AND SECTORAL DOCUMENTATION

Review existing planning and budgeting frameworks (PBB Strategic Plans, PBB, PSIP, etc)

Review existing sector strategies (Health Sector Strategy, Education Sector Plan, ICT Development Strategy, etc)

Review ESTP materials (ESTP Concept Note, ESTP Vision Frameworks, Proposals to unlock Growth, Government Programme 2012-2015, etc)

1.2 SUBMIT PROPOSALS FOR OVERALL METHOLOGY, COORDINATION AND CONSULTATION PROCESSES

Formulate a proposal for a methodology and detailed calendar/steps for ESTP formulation and overall coordination

Formulate a proposal for establishing a consultation process with stakeholders

Share international examples of processes and methodologies in designing transformation plans

2. Draft contribution to

the ESTP submitted by Ministries /

Sectoral Groups

2.1 PROPOSE METHODOLOGY FOR MINISTRY SUBMISSION

Propose methodology for Ministry/Dpt/Thematic Group formulation of ESTP contribution on Strategies/HR Plan/Inv Plan

Propose format and templates for Ministry/Dpt/Thematic Group contribution

2.2 SUPPORT MINISTRIES IN PREPARING CONTRIBUTION TO THE ESTP STRATEGIES

Provide direct support to selected Ministries / Thematic GroupsProvide capacity building and training on strategy formulation for selected Ministries2.3 REVIEW SUBMISSION OF MINISTRIES AND SECTOR GROUPS

Provide comments and recommendations to improve the contributions

3. Indicative ESTP

approved by Cabinet

3.1 PROVIDE QUALITY CONTROL ON INDICATIVE ESTP

Provide comments and guidance to ESTP Cluster on indicative ESTPProvide quality control on indicative ESTP prior to submission to CabinetProvide a synthesis of lessons learned from the ESTP exercise

3.2 ASSIST WITH THE DEVELOPMENT OF A MONITORING AND EVALUATION PLAN FOR THE ESTPDesign a monitoring and evaluation plan for the ESTPDesign a proposal for the ESTP annual report's format

4. Updated ESTP

approved by Cabinet

4.1 ASSIST WITH THE DEVELOPMENT OF A COMPLETE ESTPAssist ESTP Cluster in coordinating the formulation of a complete ESTP

Provide capacity building for the finalization of the ESTP strategies in selected ministriesProvide quality control on updated ESTP prior to submission to Cabinet 85

APPENDIX V

TERMS OF REFERENCE FOR THE SETTING-UP OF A LEARNING MANAGEMENT SYSTEM AND THE DESIGN OF E-LEARNING COURSES IN PFM

1. SUMMARY

The Government of Mauritius is willing to break technological barriers in the Civil Service to improve the efficiency and quality of public service delivery.

It is proposed to develop e-learning in the Civil Service as from 2013 to rapidly scale up the capacities of the 50,000+ civil servants through web-based and self-paced training courses in three areas: (i) financial management; (ii) public sector management; (iii) ethics and personal development.

The ambition is to place the Civil Service in Mauritius as a regional leader in e-learning and promote an environment of professional and personal development, excellence in public service delivery and continuous innovation.

This note proposes a progressive approach in 3 phases with concrete deliverables, specific targets and reasonable costs for developing e-learning. MCSAR and the Civil Service College will decide on the exact choice and nature of courses.

PHASES TARGET GROUPSESTIMATED COSTS 2013-2015

(in Rs)2013 2014 2015

Phase 1 – Launch of a web-based course on

financial management for all staff

10,000 technical and general services staff from various cadres

750,000(funded by

UNDP)

Phase 2 – Launch of 10 specialised web-courses

in public sector management

Over 3,000 staff from relevant cadres 1,200,000 1,050,000

Phase 3 – Launch of 6 courses in personal

development and ethics (3 in 2015 and 3 in 2016)

50,000 staff 900,000

Total 750,000 1,200,000 1,950,000

Since 2005, UNDP has developed a wide range of electronic learning media with the introduction of a Design Lab dedicated to design and develop online courses following a

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rigorous methodology and industry standards , placing the organization as a leader of e-learning in the UN.

The UNDP will provide technical, advisory and financial support to the Government of Mauritius for the development of e-learning in the Civil Service. As indicated in the table above, UNDP’s proposed financial contribution will cover the cost of providing a self-paced and adapted e-learning introductory course in financial management to over 10,000 staff in 2013.

2. RATIONALE

One area where a significant technological breakthrough could be made is training and capacity-building in the Civil Service. Currently training courses which are mainly taught in a traditional way (seminars with a lecturer) without taking full advantage of IT solutions have a relatively limited audience. On the other hand, the impact would be much larger if web-based courses could be made available to all civil servants to complement existing training approaches.

Enhancing e-learning in the Civil Service in Mauritius will have outstanding advantages both to Ministries and Departments and to the Staff:

Advantages of e-learning to the Government of Mauritius:

- Reduced overall cost: no travel cost for bringing employees to a centralized workshop or seminar; actual staff time required for training reduced as self-paced training is on average more time-effective than instructor-led training

- Increased retention and application to the job.- Consistent delivery of content- Proof of completion and certification can be automated, boots professionalism and

provides a ready picture of staff skills and capacities- Computers, browsers and internet connections are widely available in the Civil Service- E-learning can be easily managed by HR Managers for large groups of staff. - Integration with the Performance Management System (PMS): Completion of e-learning

courses will be linked to the PMS and become a core component of staff performance evaluation.

Advantages of e-learning to the Staff:

- On-demand availability enables government officials to complete training conveniently during office hours or from home

- Self-pacing for slow or quick learners reduces stress and increases satisfaction- The individualized approach allows learners to skip material they already know and

understand and move onto the issues they need training on.

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- Interactivity through different learning styles and variety of activities engages users, pushing them rather than pulling them through training

- Successfully completing computer-based courses and certificates will build knowledge and self-confidence and encourage civil servants to take responsibility for their learning

3. STRATEGY

The principles guiding the development of e-learning in the Civil Service in Mauritius are expected to include:

- Universal access to learning solutions to support staff motivated to actively pursue professional growth. The goal is to provide everyone in the Civil Service, regardless of position, access to learning activities

- Cadre-based curricula: Learning profiles and paths will be defined and based on competencies. Each government official will be required to have broad-based learning in core competencies and skills. In addition, cadre-based courses will be developed to focus on benchmarked mastery in substantive or functional knowledge domains

- End-to-end integration: All learning will include knowledge and practice concepts will be integrated into a continuous, self-renewing talent management cycle

- Blended learning: Learning solutions will be a progression of activities using a blend of media and resources with opportunities to practice and knowledge transfer to the job. They will be developed to support different learning styles and acknowledge cultural and language diversity.

- Certification: Completion of the course will require passing a web-based test composed of multiple-choice questions. Passing of the test will give access to a certificate that will validate that the competencies have been acquired.

The United Nations Development Programme (UNDP) will provide support for the design a series of web-based courses that will deliver substantive learning to all staff regardless of geographical location and position in the Civil Service to strengthen professional and personal development.

A Learning Management System (LMS) will be set up to allow access to the courses as well as tracking, monitoring, facilitating learning history and linking with PMS. Two options for LMS are possible: (i) the proprietary LMS, fully outsourced, cost a licence of around $12 per user each year; (ii) open-source solutions can handle distance/mediated learning in conjunction with self-paced learning for very large number of employees. It is proposed to use an open-source solution (such as Moodle) to reduce costs in the introduction of e-learning. The LMS to be set up will be developed as per the requirements of the MCSAR. Over and above the functions mentioned earlier, it is proposed that the platform also make provision for same facilities to be used for traditional face-to-face learning.

4. TIMELINE, CONTENT AND TARGETS OF WEB-BASED COURSES

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This section proposes a plan to develop e-learning courses in 3 phases. Exact content and timeline will have to be decided and approved by MCSAR and Civil Service College.

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Phase 1– Launch on an E-Learning Course on Financial Management (for all Staff) – September 2013

A first web-based self-paced course in financial management will be designed and made available to all civil servants. Building on traditional training materials already developed for MCSAR by MOFED, the Treasury and NAO, this course will focus on essential knowledge in PBB, financial operations, accounting, internal control and auditing. It is proposed to extend this 3.5 hour introductory course in financial management mandatory to a large number of cadres.

Financial Management E-Learning Course –What Every Staff Should Know (self-paced) Hours Target Groups

Module 1 – Key PFM Concepts and Legal Framework 0:30

Admin. Cadre, Analyst Cadre, Financial Operations Cadre, Technical Cadre

Module 2 – PBB 1:00Module 3 – Financial Execution, Accounting and Reporting

1:00

Module 4 – Internal Control and Auditing 1:00

Target: Completion of the Financial Management Introductory Web-Based Course and Certificate by 10,000 professional and administrative staff in all Ministries and Departments by December 2013

Phase 2 – Launch of Specialised Courses in Public Administration – 2014-2015

10 specialised courses could be introduced progressively to strenghthen the capacities of civil servants in specific fields of public administration management. Relevant courses will be built on materials developed for the Certified Course in PBB and Strategic Management developed in collaboration with UTM.

E-Learning Courses (self-paced) Hours Target GroupsPBB and Strategic Planning 3:00 Admin. Cadre, Analyst Cadre,

Financial Operations Cadre, Technical Cadre

Public Investment Planning and Management 2:00 Analyst Cadre, Technical CadresGovernment Accounting and Reporting 3:00 Financial Operations CadrePublic Procurement Management 2:00 Analyst Cadre, Procurement and

Supply CadreHR Management 2:00 Human Resource Management

CadreInternal Control and Risk Management 2:00 Admin. Cadre, Analyst Cadre,

Financial Operations CadreCost Management in the Public Sector 2:00 Admin. Cadre, Financial Operations

CadrePolicy Analysis and Evaluation 2:00 Admin. Cadre, Analyst CadreProject Management 3:00 Admin. Cadre, Analyst Cadre,

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Technical CadresAuditing 2:00 Auditors

Phase 3 – Launch of 6 courses in ethics and personal development – 2015-2016

The scope of e-learning courses could be extended to 6 courses on personal development, ethics, gender equality and diversity. These courses would be offered to all staff.

E-Learning Courses on Personal Development, Equity and Diversity

Hours Target Groups

Managing Conflict 2:00

All Government Officials

Change Management 2:00Organizational Effectiveness 2:00Disability, Access and Universal Design 2:00Gender Equality 2:00Engaging with Diversity 2:00

5. TECHNICAL AND FINANCIAL SUPPORT FROM UNDP

Phase 1: UNDP will support in 2013 the production of the first introductory web-based course in financial management, including the financial cost. UNDP will provide:

(i) advisory support on course content formulation by the UNDP Technical Adviser (PFM) based at MOFED

(ii) support for the formulation of technical requirements, selection of the e-learning design provider and review of project plans, storyboards, alpha and beta release of courses

(iii) financial contribution to fully cover the design cost of the first e-learning course on financial management (estimated costs: $25,000)

Phases 2 and 3: UNDP will provide advisory and technical support to the Government of Mauritius in the development of e-learning courses:

(i) advisory support on course content formulation(ii) support for the formulation of technical requirements , selection of e-learning

design provider, review of draft versions

6. COSTS AND FINANCIAL IMPACT

Cost of designing web-based courses is composed of (i) cost to produce content of the course and (ii) cost to design and format the web-based modules.

It is proposed that the production of content will be done internally by the relevant Ministries and Departments, with support from development partners if necessary. Existing training materials developped for traditional courses will be updated and adapted and new content will be produced when necessary.

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The design and format of the web-based courses will be achieved through procurement of the services of specialized e-learning solution provider. The average cost per finished hour of custom development of an e-learning course produced by external IT providers is estimated at around $5,000.

PHASES DELIVERABLES2013 2014 2015 2016

Phase 1 – Launch of a web-based course on financial management for all staff

3.5-hour course available to

10,000+ staffPhase 2 – Launch of 10

specialised web-courses in public sector management

4 courses available to 3,000+ staff

3 additional courses

available to 3,000+ staff

3 additional courses available to 3,000+ staff


development and ethics

3 courses available to

50,000+ staff

3 additional courses available to 50,000+ staff

PHASES ESTIMATED COSTS 2013-2015 (in Rs)20162013 2014 2015

Phase 1 – Launch of a web-based course on financial management for all staff

750,000(funded by

UNDP)Phase 2 – Launch of 10

specialised web-courses in public sector management

1,200,000 1,050,000 1,050,000


development and ethics

900,000 900,000

Total 0 1,200,000 1,950,000 1,950,000

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APPENDIX VI

TERMS OF REFERENCE OF THE INTERNATIONAL CONSULTANT FOR THE SOCIAL REGISTEROF MAURITIUS (SRM)

1 - BACKGROUND

The Social Register of Mauritius (SRM) has been designed to be the national, integrated, and dynamic database of all social programme beneficiaries. It is an instrument developed with the intention to assist government in general, the Ministry of Social Security, National Solidarity and Senior Citizens Welfare & Reform Institutions (MSS) and other government agencies which are involved in social protection and poverty alleviation in identifying the beneficiaries of each programme and deciding the level and type of assistance for each beneficiary.

The SRM project was institutionalized through Government’s decision to utilize the SRM and Proxy Means Test (PMT) to implement the new housing and crèches schemes announced in the 2012 budget. The government is proposing to extend the use of the SRM and Proxy Means Tests to all new social programmesto improve the effectiveness and efficiency of social spending.

In addition, a holistic approach for social protection and poverty alleviation need be adopted so as to promote close coordination between the different ministries and institutions involved. This concerns in particular the Ministry of Social Security, National Solidarity and Reform Institutions (MSS) whose mandate relates generally to social protection, and the Ministry of Social Integration and Economic Empowerment (MSIEE), which aims at alleviating poverty.

Capacity building of local professionals in the development of SRM and PMT concepts and tools and in their use during implementation, and creating awareness among users and the general public are other important elements of the project.

The project has reached a key stage and, as a result, requires further expertise.In this context an International Consultant will be recruited to assist the MSS in the updating of the PMT using newly available data from the Household Budget Survey 2012, the rationalization of the social protection system in Mauritius, build capacity of local professionals and create awareness among senior officials, academia and the civil society.

He will be under the direct authority of the UNDP Senior Programme Manager in Mauritius.

Expected Outputs, Tasks and Calendar

Update the PMT using with the Household Budget Survey (HBS) 2012 data and extend its use to social schemes with varying eligibility criteria;

Formulate the strategy for the operationalization and monitoring and evaluation of a social reform policy with implementation plans, with a view to rationalize and restructure the social protection system in Mauritius;

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Assess and forecast the budgetary impact of using PMT for existing and new schemes

Train staff of Statistics Mauritius and MSS in the development of PMTs for schemes with varying eligibility criteria so that local capacity is built to replicate the work in future;

Create awareness of the SRM and PMT among senior officials of the Government, academia from the tertiary education sector, development partners, the media, researchers, labor unions and NGOs;

Duration of the assignment: A total of 30 days mostly homebased. The consultant will be expected to undertake one mission of 5 days in Mauritius in 2013 and two further missions of 5 days each in 2014.

Competencies :

Ability to communicate effectively with staff at all level of the organization; Ability to work and adapt well with people of different national, ages, cultural, gender,

religious, and racial backgrounds; Ability to work independently, multi-task, and work under pressure; Maintain confidentiality and discretion when dealing with sensitive issues; Ability to make timely and quality judgments and decisions; Able to work in a team, organize work and projects; and Fluency in English and French languages required.

Qualifications : Post-graduate qualification in Economics and Statistics; A minimum of 10 years practical experience in implementing technical cooperation

programs and public finance at the international level

Methods and Approach

Type of Contract: Individual Contractor (IC)

Documents to be submitted with proposal

Technical Proposal

Candidate CV Personal History Form (P11) Motivation letter describing their interest in the position and why they are the most

suitable for the work. A brief methodology of how he/she will approach the work.

Financial Proposal

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The financial proposal will specify the daily fee. If applicable, UNDP will provide entitled air tickets to Mauritius and daily subsistence allowance (DSA). Payments of fees are made to Individual Consultants based on the number of days worked.UNDP will not cover travel costs exceeding those of an economy class ticket. Should the IC wish to travel on a higher class, he/she should do so using their own resources.In the case of unforeseeable travel, payment of travel costs including tickets, lodging and terminal expenses should be agreed upon, between the respective business unit and the Individual Consultant, prior to travel and will be reimbursed.It is suggested that all documents are to be uploaded in one electronic file in PDF or Word format. Evaluation Criteria: Please refer to part 6 of the procurement Notice available on the local website http://un.intnet.muThe award of the contract will be made to the Individual Consultant whose offer has been evaluated and determined as:

Responsive/compliant/acceptable Having received the highest score out of a pre-determined set of weighted technical and

financial criteria specified below (Technical Criteria weight (0.7), Financial Criteria weight (0.3)

Only candidates obtaining a minimum of 60 points out of 70 would be considered for the Financial Evaluation.

Criteria Weight (%)Relevance to the educational requirements

20

Relevance to Experience in implementing technical cooperation programs and public finance at the international level

30

Projects/Team work ability 10Language ability (English and French)

10

Financial Offer 30Total point obtainable 100

APPENDIX VII

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http://un.intnet.mu/

TERMS OF REFERENCE OF THE NATIONAL EXPERT FOR THE “SOCIAL REGISTER OF MAURITIUS”

BACKGROUND

The Social Register of Mauritius (SRM) has been designed to be the national, integrated, and dynamic database of all social programme beneficiaries. It is an instrument developed with the intention to assist government in general, the Ministry of Social Security, National Solidarity and Senior Citizens Welfare & Reform Institutions (MSS) and other government agencies which are involved in social protection and poverty alleviation in identifying the beneficiaries of each programme and deciding the level and type of assistance for each beneficiary.

The SRM project was institutionalized through Government’s decision to utilize the SRM and Proxy Means Test (PMT) to implement the new housing and crèches schemes announced in the 2012 budget. The government is proposing to extend the use of the SRM and Proxy Means Tests to all new social programmesto improve the effectiveness and efficiency of social spending.

In addition, a holistic approach for social protection and poverty alleviation need be adopted so as to promote close coordination between the different ministries and institutions involved. This concerns in particular the Ministry of Social Security, National Solidarity and Reform Institutions (MSS) whose mandate relates generally to social protection, and the Ministry of Social Integration and Economic Empowerment (MSIEE), which aims at alleviating poverty.

Capacity building of local professionals in the development of SRM and PMT concepts and tools and in their use during implementation, and creating awareness among users and the general public are other important elements of the project.

The project has reached a key stage and, as a result, requires further expertise. In this context a National Consultant will be recruited to assist the MSS in the consolidation and extension of the SRM to new schemes. He/she will report to the designated officers of the MSS and to the UNDP Senior Programme Manager in Mauritius. He/she will also provide regular technical support for the extension and implementation of the SRM to the UNDP International Consultant .and will act as a liaison officer between the local institutions which benefit from the SRM as a core element for addressing social exclusion

He will be under the direct authority of the UNDP Senior Programme Manager in Mauritius.

DUTIES OF THE NATIONAL CONSULTANT

Apply statistical methods and perform statistical analyses on the SRM database to provide information for policy formulation/strategies

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Assist in the planning, coordination, execution and monitoring of activities related to scheme/programme implementation

Responsible for the development and adaptation of new field instruments,the correspondingnew SRM specifications, and assist in the implementation of the software and computer systems for new schemes;

Assist the MSS staff in general, and staff of the SRM Unit in particular in the execution of data validation checks during the registration process;

Assist in the design, adaptation and implementation of all new social schemes; ; Provide training to MSS staff in data collection techniques, data analysis and reporting

results; Provide various technical assistance and guidance at various stages of the programme

implementation, when asked by the UNDP Senior Programme Manager; Assist in the establishment of a national coordination and collaborative mechanism between

ministries and institutions which benefit from the SRM as a core element for addressing social exclusion;

Assist in the operationalization and monitoring and evaluation of a social reform policy, strategy and implementation plans with a view to rationalize and restructure the social protection system;

Provides technical inputs to review the legal frameworks of existing social protection programmes to cater for schemes using the SRM and PMT;

Coordinate the setting up of links which need to be established between the SRM and other administrative databases to perform cross-checking to improve efficiency and accuracy of verification procedures;

Assist in building awareness of the SRM and PMT among senior officials of the Government, academia, and the civil society;

Establish education and learning mechanisms (either through e-learning or face-to-face) to promote understanding and information on SRM and PMT concepts and procedures in ministries and institutions which deal with social exclusion.

Make available gender and geographically disaggregated data to track and reduce gender and spatial disparities among the vulnerable groups.

QUALIFICATIONS, EXPERIENCE and PROFILE

At least a Master's degree in Statistics, Econometrics, Economics, or any other related field, or a professional statistics certification (C.Stat, GradStat)

At least 10 years’ relevant professional work experience Strong analytical skills and knowledge and application of quantitative techniques Good experience in relevant statistical software for analyzing large datasets (e.g. Stata,

SPSS) Substantive experience in analysis of socio-economic and poverty data, or in the study of

social trends A good understanding of the Mauritian social system and the SRM Experience in skills transfer and building capacity Fluency in English, French and Creole. Successful experience of supervision of working groups in economic or statistical fields Good understanding of the human development paradigm and its policy implications

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Strong communication and writing skills

Duration of the contract: 1 Year (renewable)

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