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Afghanistan Reconstruction Trust Fund

ARTF SCORECARD 2016 + + +Integrated Performance and Management FrameworkJuly 2015 – December 2016P

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PREPARED by ThE ARTF ADMInISTRATOR

In consultation withthe Ministry of Finance

of the Islamic Republic of Afghanistanand the ARTF Strategy Group

Australia

bahrain belgium brazil

Canada Denmark EC/EU

Finland France

Germany

India Iran Ireland Italy

Japan

South Korea Kuwait Luxembourg

netherlands

new Zealand

norway

Poland Portugal Russia Saudi Arabia Spain

Sweden

Switzerland Turkey

United Kingdom United States

Czech Republic Estonia UnDP

ARTF DOnORS

CONTENTS

annexes

SECTIOn I: ThE ARTF SCORECARD About the Scorecard

SECTIOn II: ThE AFGhAnISTAn RECOnSTRUCTIOn TRUST FUnD ARTF OverviewARTF GovernanceARTF Structure

SECTIOn III: DETAILED PROGRESS AChIEvED by PILLAR Progress During the Reporting PeriodMoving Forward: Activities 2017Results by Pillar Pillar I—Afghanistan Country Level Outcomes: Development Progress toward MDGs and SDGs Pillar II—Project and Program Level Outputs and Outcomes: ARTF Results Matrix: Achieving Results on the Ground Story from the Field: Community health Care Increases Access to Medical Services in herat Province Pillar III—ARTF Operational Effectiveness/Quality of Portfolio: Managing for Results Story from the Field: The Citizens’ Charter—a Commitment toward Service Delivery across Afghanistan Pillar Iv—ARTF Trust Fund Effectiveness: Managing Resources Effectively in the Afghan Context and Increasing National Ownership

SECTIOn Iv: ARTF RISKS AnD RISK MITIGATIOn

Annex I: Definitions of the ARTF Scorecard Indicators by Pillar

Annex II: Pillar II ARTF Results Matrix—Key Features

Annex III: Summary of ARTF Active Projects

Annex IV: ARTF/IDA NPP Mapping

Annex V: ARTF SORT Framework for Risk Management

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c o n t a c t i n f oStreet 15, house 19Wazir Akbar KhanKabul, Islamic Republic of AfghanistanTelephone: +93 700-27-60-02 Shubham ChaudhuriCountry [email protected] Abdoulaye SeckOperations [email protected] Wezi MsishaARTF [email protected]

Claudia nassifLead [email protected]

Muhammad Wali AhmadzaiOperations [email protected]

Paul WeltonLead Financial Management [email protected] This report and other ARTF documents are available on:www.artf.af

The ARTF Scorecard was prepared by a team led by Wezi Msisha, ARTF Coordinator, and including:

Najibullah Ziar, Operations Officer, World BankMuhammad Wali Ahmadzai, Operations Officer, World BankSamsor Alam, World Bank ConsultantNajla Sabri, Social Development Specialist, World BankMoira Ratchford, World Bank Consultant Delice Gan, World Bank Consultant

The team received input and guidance from: Shubham Chaudhuri, Afghanistan Country Director, World Bank Stephen N. Ndegwa, Outgoing Afghanistan Operations Manager, World BankAbdoulaye Seck, Afghanistan Operations Manager, World Bank The ARTF Strategy Group provided inputs on the draft document.

aBBREViationS anD acRYonYMS

a a i P a f g h a n i S t a n a g R i c u l t u R E i n P u t S P R o j E c ta D B a S i a n D E V E l o P M E n t B a n ka f n a f g h a n i S a h P a D h o c P a Y M E n t Sa h S a f g h a n i S t a n h E a l t h S u R V E Ya l c S a f g h a n i S t a n l i V i n g c o n D i t i o n S S u R V E Ya n D S a f g h a n i S t a n n a t i o n a l D E V E l o P M E n t S t R a t E g Y a n P D f a f g h a n i S t a n n a t i o n a l P E a c E a n D D E V E l o P M E n t f R a M E w o R k a P S D P a f g h a n i S t a n P o w E R S Y S t E M D E V E l o P M E n t P R o j E c ta R a P a f g h a n i S t a n R u R a l a c c E S S P R o j E c ta R E D P a f g h a n i S t a n R u R a l E n t E R P R i S E D E V E l o P M E n t P R o j E c ta R t f a f g h a n i S t a n R E c o n S t R u c t i o n t R u S t f u n DB D n B a k h t a R D E V E l o P M E n t n E t w o R k B P h S B a S i c P a c k a g E o f h E a l t h S E R V i c E SB S c B a l a n c E D S c o R E c a R Dc B R c a P a c i t Y B u i l D i n g f o R R E S u l t Sc c a P c i t i z E n S ’ c h a R t E R a f g h a n i S t a n P R o j E c tc D c c o M M u n i t Y D E V E l o P M E n t c o u n c i lc P f c o u n t R Y P a R t n E R S h i P f R a M E w o R kE g E n t E R P R i S E g R o u PE P h S E S S E n t i a l P a c k a g E o f h o S P i t a l S E R V i c E SE Q u i P E D u c a t i o n Q u a l i t Y i M P R o V E M E n t P R o g R a Mf o R M f R a M E w o R k f o R o P E R a t i o n S R i S k M a n a g E M E n t f S f i n a n c i n g S t R a t E g Yf Y f i S c a l Y E a Rg D P g R o S S D o M E S t i c P R o D u c tg E R g R o S S E n R o l l M E n t R a t i og R M g R i E V a n c E R E D R E S S M E c h a n i S Mh E D P h i g h E R E D u c a t i o n D E V E l o P M E n t P R o j E c th R h u M a n R E S o u R c E Si c t i n f o R M a t i o n c o M M u n i c a t i o n t E c h n o l o g Yi D a i n t E R n a t i o n a l D E V E l o P M E n t a S S o c i a t i o ni P i n c E n t i V E P R o g R a Mi R D P i R R i g a t i o n R E S t o R a t i o n a n D D E V E l o P M E n t P R o j E c ti S D B i S l a M i c D E V E l o P M E n t B a n ki S R S i M P l E M E n t a t i o n S t a t u S a n D R E S u l t S R E P o R t S i w i n V E S t M E n t w i n D o wM a i l M i n i S t R Y o f a g R i c u l t u R E , i R R i g a t i o n a n D l i V E S t o c kM c M a n a g E M E n t c o M M i t t E EM D g M i l l E n n i u M D E V E l o P M E n t g o a l M M R M a t E R n a l M o R t a l i t Y R a t i oM o f M i n i S t R Y o f f i n a n c EM o P h M i n i S t R Y o f P u B l i c h E a l t hM R R D M i n i S t R Y o f R u R a l R E h a B i l i t a t i o n a n D D E V E l o P M E n tn a t E j a n o n - f o R M a l a P P R o a c h t o t R a i n i n g , E D u c a t i o n a n D j o B S i n a f g h a n i S t a nn g o n o n g o V E R n M E n t a l o R g a n i z a t i o nn h l P n a t i o n a l h o R t i c u l t u R E a n D l i V E S t o c k P R o j E c t n i P n a t i o n a l i R R i g a t i o n P R o g R a Mn P P n a t i o n a l P R i o R i t Y P R o g R a Mn R V a n a t i o n a l R i S k a n D V u l n E R a B i l i t Y a S S E S S M E n tn S P n a t i o n a l S o l i D a R i t Y P R o g R a M M Eo & M o P E R a t i o n S a n D M a i n t E n a n c Eo f w M P o n - f a R M w a t E R M a n a g E M E n t P R o j E c tP E f a P u B l i c E x P E n D i t u R E a n D f i n a n c i a l a c c o u n t a B i l i t YP f M P u B l i c f i n a n c i a l M a n a g E M E n tP f M R P u B l i c f i n a n c i a l M a n a g E M E n t R E f o R M P R o j E c tP M i S P R o j E c t M o n i t o R i n g i n f o R M a t i o n S Y S t E MR a P R E S E a R c h a n D a n a l Y S i S P R o g R a MR c w R E c u R R E n t c o S t w i n D o w R M g R E V E n u E M a t c h i n g g R a n tS c S t E E R i n g c o M M i t t E ES D g S u S t a i n a B l E D E V E l o P M E n t g o a l S E h a t S Y S t E M E n h a n c E M E n t f o R h E a l t h a c t i o n i n t R a n S i t i o nS g S a V i n g S g R o u PS M a f S E l f - R E l i a n c E t h R o u g h M u t u a l a c c o u n t a B i l i t Y f R a M E w o R k S o R t S t a n D a R D i z E D o P E R a t i o n S R i S k - R a t i n g t o o l V S l a V i l l a g E S a V i n g S a n D l o a n a S S o c i a t i o nw g w o R k i n g g R o u Pw E E w o M E n E c o n o M i c E M P o w E R M E n t u n a M a u n i t E D n a t i o n S a S S i S t a n c E M i S S i o n i n a f g h a n i S t a nu n D P u n i t E D n a t i o n S D E V E l o P M E n t P R o g R a M M E

A R T F S C O R E C A R D 2 0164

SECTIOn I: ThE ARTF SCORECARD

The Afghanistan Reconstruction Trust Fund (ARTF) Scorecard provides information on the ARTF’s overall performance and results achieved by the Government of the Islamic Republic of Afghanistan through ARTF-financed projects and programs. The ARTF Scorecard facilitates dialogue between the government, ARTF donors, and the World bank as the ARTF Administrator on portfolio performance, project results, challenges, and areas in need of attention. This information serves to inform the annual discussions on the three-year ARTF Financing Strategy (FS).

The ARTF Scorecard uses an integrated results and performance framework, which is organized in a four-pillar structure that groups indicators along the results chain. The four pillars together provide an assessment of whether the ARTF as a multidonor trust fund is functioning efficiently in the Afghan context (Pillar Iv). As the ARTF Administrator, the World bank is successfully adapting itself to support satisfactory performance of the ARTF portfolio (Pillar III) to ensure that ARTF projects and programs are achieving the intended results (Pillar II) to support Afghanistan in its progress in development within the context of the Afghanistan national Development Strategy (AnDS) and its successor, the Afghanistan national Peace and Development Framework (AnPDF), as well as the Millennium Development Goals (MDGs) and soon the Sustainable Development Goals (SDGs) (Pillar I).

The ARTF Scorecard is not intended to provide information on specific projects, nor all results indicators for every project, but rather to provide an overall picture of the ARTF at different levels. More detailed information can be found on the ARTF website under portfolio information.

AbOUT ThE SCORECARD

An InTEGRATED PERFORMAnCE AnD MAnAGEMEnT FRAMEWORK

PILLAR I —Country Level

Outcomes

PILLAR III —ARTF Operational

Effectiveness

PILLAR II —ARTF Portfolio

Output and Outcomes

PILLAR Iv —ARTF Trust Fund

Effectiveness

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The ARTF Scorecard establishes links to: (i) The MDGs and SDGs, which provide globally agreed objectives and targets for development; (ii) The broader development strategy in Afghanistan as outlined in the AnDS, and the more recently developed AnPDF, and operationalized in the national Priority Programs1 (nPPs); (iii) The Self-Reliance through Mutual Accountability Framework (SMAF), which sets out commitments

of the government and the international community to assist Afghanistan during the transition phase and transformation decade;

(iv) The Afghanistan Living Conditions Survey (ALCS), previously known as the national Risk and vulnerability Assessment (nRvA), which tracks key indicators on poverty, employment, and human development at the national level; and

(v) The Access to Information Policy and Open Data Initiative of the World bank.

The Government of Afghanistan has finalized its new national development strategy, the AnDPF, as well as several key nPPs—Citizens’ Charter, national Infrastructure Plan, national Comprehensive Agriculture Development Priority Program, Urban nPP, and the Women’s Economic Empowerment (WEE) Program. Once all nPPs are fully finalized and adopted, future ARTF Scorecards will be revised accordingly where needed to ensure alignment and linkages to this new framework.

Data are not easily generated, especially in a fragile and low-capacity context like Afghanistan. The indicators included in the ARTF Scorecard are, for the most part, based on an existing set of indicators for which reliable data already exist. Most indicators have standard definitions, and most data are available from existing reporting systems established under ongoing ARTF-financed projects and programs.

The data sources for the Scorecard indicators include the following, by pillar:

PILLAR I. This pillar is measured using the Afghanistan Living Conditions Survey. The ALCS is a multipurpose household survey that collects information on several dimensions of well-being, including poverty and inequality, food security, labor market outcomes, gender, education, health, and access to services and infrastructures2. The ALCS, by allowing national and subnational assessment of development outcomes, is a crucial source of information to track Afghanistan’s progress toward the achievement of the MDGs and soon, the SDGs, as well as to indirectly assess the impact of development programs and policies.

LInKAGES TO ARTF PRIORITIES

ThE SCORECARD’S DATA

1 At the time of developing this document, not all the NPPs were finalized. 2 Under the ALCS, a number of indicators of specific relevance to the ARTF and its portfolio have been identified. Please see Annex I for an overview of the ARTF–relevant ALCS indicators.


PILLAR II. Country results supported by ARTF operations are collected through a rigorous bottom-up process from the World bank’s operational data systems and documents. Each World bank–financed operation has a results framework with indicators. During the lifetime of a project, progress on these indicators is tracked through Implementation Status and Results Reports (ISRs), which are updated at least every six months. These are based on data reported by each implementing line ministry, and captured in the World bank’s data systems for real-time reporting. While not all results indicators can be aggregated across operations, a subset now has standard definitions that allow corporate aggregation (Core Sector Indicators). Since Fiscal year (Fy) 2009, standardized core sector indicators were used in four sectors. While Pillar II only provides an overview of results and indicators for projects under the ARTF portfolio, the full set of indicators for each project can be found in the ISRs and accessed through the ARTF website.

PILLAR III AnD PILLAR Iv. Most of the data comes directly from the World bank’s information systems. ARTF portfolio performance indicators (Pillar III) are captured in World bank systems, along with lending volume, disbursement, resource, trust fund, staffing, and diversity indicators. Data used to report on trust fund effectiveness (Pillar Iv) come from various sources available, including ARTF financial reporting and the SMAF.

The ARTF Scorecard is a “living document” that will evolve and improve over time as the portfolio develops, and the results monitoring and reporting are further strengthened. The ARTF Scorecard has been issued once a year, in the last quarter of the calendar year, and is followed by an annual ARTF Results Workshop where the government, donors, and the ARTF Administrator discuss results achieved, as well as important issues to inform the annual review and update of the ARTF Financing Strategy. The ARTF Scorecard will be released in the first quarter of the year starting with the 2017 Scorecard that will be due by March 2018. This will synchronize the annual reporting of results with the Afghan fiscal year.

ThE SCORECARD’S DATA (continued)

A “LIvInG DOCUMEnT”


SECTIOn II: ThE AFGhAnISTAn RECOnSTRUCTIOn TRUST FUnD

The ARTF was established in 2002 to provide a coordinated financing mechanism for the Government of Afghanistan’s budget and national investment projects. Fifteen years later, the ARTF is the largest single source of on-budget financing for Afghanistan’s development. The ARTF remains the vehicle of choice for pooled funding, with low transaction costs, excellent transparency, and high accountability, and provides a well-functioning arena for policy debate and consensus creation (External Evaluation 2012, “ARTF at a Cross-Roads”). The ARTF is supporting the delivery of important results within key sectors, including agriculture, education, governance, health, infrastructure, and rural development. It is also the World bank’s largest single country multidonor trust fund. As of December 31, 2016, the ARTF has received a total of $9.5 billion from 34 donors.

ARTF OvERvIEW

ARTF GOvERnAnCE

ARTF GOvERnAnCE TAbLE

ARTF Steering Committee

StrategyWG

GenderWG

Administrator

Reporting

• Sets ARTF policy• Endorses ARTF Financing Strategy• Reviews implementation

Management Committee

IPWG

• Working Groups engage donors and Government of Afghanistan at technical level

• Develop ARTF Financing Strategy • Review ARTF Financing Strategy• Negotiate IP benchmarks• Working Groups report to SC

• World Bank as administrator reports to SC, performs secretariat functions, chairs MC

• MC members: World Bank, MoF, IsDB, ADB, UNDP, UNAMA (observer)

• Takes funding decisions on project proposals

• Reviews ARTF finances

ADb: Asian Development bank; IP: Incentive Program; IsDb: Islamic Development bank; MC: Management Committee; MoF: Ministry of Finance; SC: Steering Committee; UnAMA: United nations Assistance Mission in Afghanistan; UnDP: United nations Development Programme; WG: Working Group.


ARTF STRUCTURE: ThREE WInDOWS, FOUR MODALITIES, AnD OnE PROGRAM

RECURREnT COST WInDOW (Three Modalities)

MODALITy 1baseline Financing

MODALITy 2Ad hoc Payments (AhP)

MODALITy 3Incentive Program (IP)

InvESTMEnT WInDOW(One Modality)

RESEARCh AnD AnALySIS PROGRAM (RAP) WInDOW

The Recurrent Cost Window was established to provide predictable and transparent operating budget support, supporting wages and Operations and Maintenance. It currently supports an average of 20%–25% of the non-security operating budget. As of December 31, 2016, $4.2 billion (including Incentive Program amount of $629.4 million) has been disbursed since 2002 with an average of $240–$275 million a year.

Decreasing over time, in line with a narrowing external financing gap, as incentive-based funds are increasing.

The AhP allows for ad hoc donor contributions to be channeled through the ARTF.

The IP is designed to coordinate support for a Ministry of Finance–led reform agenda. Consists of three modalities: 1. Revenue Matching Grant Scheme; 2. Structural Reform Scheme; and3. Operations & Maintenance.

OvERvIEW OF ThE InvESTMEnT WInDOW:

• Pools donor funding for major national Priority Programs;

• Long-term, sustainable, government-led, and supporting transition;

• Trust fund modality helps smooth lumpy budget schedules over time;

• Fiduciary framework inputs-driven;• Disbursed $8 billion since 2002;• 26 active projects (includes four

project preparation grants) for a total committed value of $3.2 billion; and

• Projects in six sectors: agriculture, governance, human development, infrastructure, rural development, and urban development.

The RAP aims to facilitate and promote evidence-based policy research and knowledge consolidation:

• Project-based and selected sector-wide/thematic research, and impact evaluations.

• Studies in a range of sectors: agriculture, rural development, infrastructure, human development, macro-fiscal economic policy.

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SECTIOn III: DETAILED PROGRESS AChIEvED by PILLAR

ARTF FInAnCInG STRATEGy UPDATE: The current ARTF Financing Strategy that will run out at the end of 2017 was approved in 2015 covering a three-year period (2015–2017). It outlines financing for a total of $2.7 billion that aligns development interventions to the emerging government priorities articulated in the Realizing Self-Reliance paper in 2014. The new FS that will run from 2018 through 2020 will be aligned to the government’s development strategy, the ANPDF, as well as to the World Bank Group’s newly adopted Country Partnership Framework (CPF) for Afghanistan that was developed and approved in 2016 for the first time and is aligned to government strategic priorities.

nEW OPERATIOnS: Six new projects were approved during the period (July 2015–December 2016) that included $50 million to the Higher Education Development Project (HEDP); $83 million to the Naghlu Hydropower Rehabilitation Project; $6 million to the Da Afghanistan Breshna Sherkat Technical Assistance Project; $400 million to the Citizens’ Charter Afghanistan Project (with an initial tranche allocation of $100 million); and $5 million to the Technical Assistance Facility.

Additional financing to ongoing projects with good performance was also approved during the reporting period to scale up activities for greater development impact. These included $15 million to the Afghanistan Power System Development Project (APSDP); $45 million to the On-Farm Water Management Project (OFWMP); $41 million to the Public Financial Management Reform Project II (PFMR II); $70 million to the Irrigation Restoration and Development Project (IRDP); $90 million to the National Horticulture and Livestock Project (NHLP); $57.26 million to the Third National Solidarity Program (NSP III)—in support for the government’s Jobs for Peace program; and $4.7 million to the Afghanistan Rural Enterprise Development Project (AREDP).

Two projects were restructured, including changing the scope of activities, and partial cancellation of funds to improve project performance and also free up resources for other priorities. This included partial cancellation of $200 million from the Capacity Building for Results (CBR) project and $50 million from the Second Judicial Reform Project. Three Project Preparation Grants were also approved during this period that included $2.9 million to the Urban Development Support Program; $5 million to the Digital Central Asia South Asia Project; and $4.9 million to the Afghanistan Independent Land Authority.

ThE ARTF InCEnTIvE PROGRAM: Under the Incentive Program (IP), the government has successfully achieved the following: (i) development and roll-out of the customs human resources (HR) reform plan; (ii) development and implementation of the customs enforcement plan; (iii) improvement in fiscal de-concentration and provincial budgeting; (iv) development of a framework on performance audit in the line ministries; (v) reorganization of the tax administration and approval of HR reforms by the cabinet; (vi) business reforms of unification of licenses; and (vii) development and implementation of an electronic payment system for public salaries.

PROGRESS DURInG ThE REPORTInG PERIOD

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RESEARCh AnD AnALySIS PROGRAM: The Research and Analysis Program (RAP) provides an opportunity to introduce new and innovative ways of working with the government, universities, and other Afghan partners to undertake analysis and generate knowledge to support evidence-based policy decisions. A total of $5.32 million was allocated to 17 studies since the inception of the RAP in late 2015.

Some of the studies being supported include Climate Change Analysis on Hydrology, Trade and Regional Integration, Optimizing Health Service Delivery, and Navigating Risks and Uncertainty in Afghanistan. The fiscal sustainability analytics undertaken through this latter study were vital in preparing outputs for the Brussels Conference on Afghanistan held in October 2016. The main messages from the study were: (i) Afghanistan will remain heavily resource constrained and aid-dependent through to 2030 and beyond; (ii) agriculture and human capital investment can drive broad-based growth; (iii) as aid declines over time, extractive industries need to be developed to provide an alternative source of revenues and foreign exchange receipts; and (iv) interventions are needed to help firms and households deal with insecurity, including a targeted social transfer system to protect vulnerable households, and new financial instruments to encourage private investment despite high risks.

GEnDER: There have been remarkable improvements on gender integration and mainstreaming during 2015 and 2016, both at strategic and implementation levels. At the strategic level, the World Bank Group’s first Country Partnership Framework for Afghanistan recognizes and supports gender mainstreaming efforts in the portfolio. It emphasizes the importance of promoting women’s participation and empowerment. The World Bank has introduced a new mandatory initiative for all projects—Gender Tagging. This is intended to identify gender gaps in proposed programs in the early stages and link them to specific actions in the project results framework. Thus, more than 70 percent of projects have gender-specific objectives and outcome indicators. The World Bank has also developed a Gender and Social Inclusion Platform as part of its Gender Programmatic Approach to provide strategic support on gender and social inclusion issues, and to help define key operational, technical, and analytical work for the implementation of the CPF.

The ARTF Gender Working Group met frequently over the last one and half years to discuss progress of gender mainstreaming in the ARTF portfolio as well as coordination of donor initiatives in this area. Furthermore, for knowledge sharing and coordination purposes, the World Bank Gender Specialists facilitated monthly Gender Coordination meetings for staff of gender units in government line ministries implementing projects financed by the ARTF and International Development Association (IDA). This platform promoted good working relationships between the staff and exploration of areas of collaboration between their projects. It has also created healthy competition among them in terms of achieving better gender results in their projects.

The investment window Supervisory Agent has in the current phase of monitoring of ARTF programs started to monitor gender and social safeguards aspects. These strategic and project-based efforts have resulted in increased gender-disaggregated data collection across the portfolio, development of specific activities to close gender gaps, and better reporting on gender-related activities. Moreover, these efforts have helped to advance the dialogue on gender mainstreaming with government line ministries.

PROGRESS DURInG ThE REPORTInG PERIOD

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ARTF FInAnCInG STRATEGy: The ARTF Administrator will continue to implement the ongoing ARTF agenda. The focus in 2017 will be on implementation of the agreed pipeline, laid out in the current Financing Strategy, as well as continued discussion about the government’s core development priorities for 1396 (2017) and 1397 (2018) as the ANPDF is operationalized. The updated pipeline will be outlined and agreed in the new Financing Strategy to be developed and finalized by end of 1396. Discussions will take place in the ARTF Strategy Group and an agreed draft will be submitted to the Steering Committee for endorsement.

RESULTS WORKShOP: The ARTF Administrator is planning to conduct the annual ARTF Results Workshop in the third quarter to facilitate dialogue among the government, donors, and the Administrator on the overall performance and results achieved by the ARTF. The workshop will also provide an opportunity to discuss priorities under the ARTF FS for the following fiscal year, taking into account agreements reached at the Brussels Conference on Afghanistan.

ARTF FLEXIbILITy: Over the past year, the ARTF Administrator worked closely with the government and donors to assess how best the ARTF can continue to evolve to support and adapt to government needs and priorities in a flexible manner. A paper on “Flexibility in the ARTF: Existing and Potential Enhancements to ARTF Operational Mechanisms to Maximize Government Flexibility in the Use of ARTF Resources” was finalized by the Administrator in July 2016, reflecting the inputs received from ARTF stakeholders over the previous six months. The paper includes a range of proposals, some of which are already part of normal ARTF functioning and others that are new and would require further discussion and endorsement by the ARTF Steering Committee before adoption. Flexibility is one of the thematic areas included in the fourth external review of the ARTF.

ARTF EXTERnAL REvIEW: The Government of Afghanistan, the ARTF Administrator, and its stakeholders require periodic external reviews of the ARTF. The last one was conducted in 2012. The fourth external review of the ARTF is expected to be launched in July 2017. It will focus on (i) how best the ARTF serves as a mechanism that can adapt to government needs, purposes, and priorities in its vision to achieve self-reliance; and (ii) identifying solutions to the challenges as well as enabling the government to use funds provided under the ARTF more effectively.

MOvInG FORWARD: ACTIvITIES 2017

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PILLAR IRESULTS by PILLAR

The ARTF has been a significant contributor in supporting results at the country level through financing (recurrent and investment financing) and policy dialogue (Incentive Program). Pillar I measures key development indicators in Afghanistan within poverty and human development, and documents long-term development gains.

Until 2015, NRVA data were used to report progress on Pillar I indicators. However, the NRVA (now ALCS) was recently revised and expanded to include a greater number of dimensions, including a full module on labor. The 2016 Scorecard utilizes data from the recently completed 2013–2014 ALCS to update Pillar I progress. The 2013–2014 ALCS was able to generate information on 21 MDGs, with the data reported in the ARTF Scorecard representing a subset of available indicators that are relevant to ARTF priorities. It is important to note that ARTF achievements have contributed to development in Afghanistan. These high-level outcomes are the achievement of the aggregate contribution of the Government of Afghanistan and all its development partners over the long term through a combination of multisector interventions, actions, and policy decisions. However, it is not possible to establish direct causality between the ARTF and national development outcomes.

While the ARTF is not the only source contributing to Pillar I outcomes, it plays a very central role as a financing source for both the civilian operating and development budgets (26 percent of civilian operating budget and 14 percent of the civilian development budget), and is thus a key part of the progress that has been made in Afghanistan since 2002.

AbOUT ThIS PILLAR


Outcomes


Effectiveness


Output and Outcomes


Effectiveness

Afghanistan Country Level Outcomes: Development progress toward MDGs and SDGs

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• The ALCS results show that the share of the population living below the poverty line increased from 36.5 percent in 2011–2012 to 39.1 percent in 2013–2014. Poverty increased the most in rural areas with a 14-percent increase, from 38.3 percent in 2011–2012 to 43.6 percent in 2013–2014.

• Poorer segments of the population suffered a greater per capita consumption decline than the better off population, leading to increasing inequality. An estimated one third of the population suffered from food insecurity in 2011–2012. Roughly 9.3 million Afghans face chronic or transitory food insecurity, with about 3.4 million severely food insecure.

• The economy struggled to create enough jobs to accommodate a fast-growing labor force. The unemployment rate stood at 22.6 percent, which meant 1.9 million Afghans were unemployed in 2013–2014. Youth and women were particularly affected, with unemployment rates of 27.9 percent and 36.8 percent, respectively.

• Adult males experienced a threefold increase in unemployment between 2011–2012 and 2013–2014, which was particularly severe in rural areas. Worsening underemployment has accompanied increased unemployment and in 2013–2014, one in two adult male Afghans was not gainfully employed, being either unemployed or underemployed.

• Increasing conflict and challenges to service delivery, especially in rural areas, slowed the pace of progress from 2011–2012 to 2013–2014 and widened inequalities in access. Gaps in access between the rich and the poor, girls and boys, and Afghans living in rural and urban areas widened, especially in education, showing the precarious nature of the progress achieved and the challenges that lay ahead.

• Violence also affects the security of livelihoods and economic activity in the country. Civilian casualties increased by around 3 percent in 2016, reaching unprecedented levels.

• The increasing number of refugee returnees and internally displaced persons due to growing insecurity has escalated the humanitarian challenges for the country. Currently, an estimated 1.2 million people are internally displaced and in need of humanitarian assistance, and in 2016 alone, around 600,000 Afghans returned from Pakistan and Iran. An estimated 1.1 million and 3 million Afghans remaining in Pakistan and Iran, respectively, could potentially be repatriated in 2017 if regional relations deteriorate.

• Despite the challenges, Afghanistan has made significant progress in human development outcomes and access to basic services, such as education, health, and access to water and electricity.

• Access to clean water improved significantly from 46 percent in 2011–2012 to 65 percent in 2013–2014, thus already exceeding the MDG target of 61.5 percent by 2020.

hIGhLIGhTS

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ALCS AnD nRvA DATA

The Scorecard provides a snapshot of overall poverty trends and challenges to poverty reduction in Afghanistan. In this report, the analysis of poverty trends between 2007–2008, 2011–2012, and 2013–2014 uses comparable data and estimates based on two rounds of the NRVA and the first round of the ALCS. Based on the latest data, the poverty rate in Afghanistan increased from 36 percent in 2007–2008 to 39.1 percent in 2013–2014, meaning that about 9 million individuals—or three out of eight Afghans—are living in poverty.

Evidence from 2007–2008 and 2011–2012 shows that growth is not sufficient to reduce poverty if accompanied by widening inequality. Increasing inequality and the lack of shared prosperity among the Afghan people and throughout the country were the main reasons why poverty stagnated at around 36 percent despite sustained economic growth between 2007–2008 and 2011–2012. The period between 2011–2012 and 2013–2014 showed that poverty increased without sustained and job-creating growth. Sluggish growth and increasing conflict have pushed 1.3 million more Afghans into poverty since 2011–2012, increasing the poverty rate to 39.1 percent. The poorest Afghans were the least able to navigate the crisis, both because they lack the means to cope with shocks and because the crisis was particularly severe in rural areas where most of the poor live and where the withdrawal of international forces and declining international spending led to the most jobs lost.

POvERTy REDUCTIOn AnD hUMAn DEvELOPMEnT

Poverty and vulnerability also increase with conflict. As conflict intensified and spread through the country, internal displacement reached new highs, further exacerbating the structural poverty and work challenges Afghan households face.

The lack of progress in poverty reduction is counterbalanced by continuous improvements in human development. Progress in human development outcomes has been among the most important achievements in post-2001 Afghanistan. Fueled by unprecedented levels of aid, literacy, school enrollment, and access to basic services, such as water, sanitation, and electricity, improved at a fast pace between 2007–2008 and 2011–2012.

Declining aid and increasing conflict between 2011–2012 and 2013–2014 slowed the pace of progress, especially on education and maternal health outcomes. Even more worrying, primary school enrollment declined, especially for girls and in rural areas. Attendance rates for girls fell annually by more than 2 percent between 2011–2012 and 2013–2014, while that of boys fell by 0.6 percent. Increasing poverty and the spread and increased intensity of conflict account for much of this decline. These factors will continue to threaten the education of future generations, as well as the country’s capacity for growth and social cohesion.

Improvements to access to basic services, such as water and electricity, remain an important success story in Afghanistan. Despite the challenges of increasing conflict and declining aid, access to water and electricity continued to improve across Afghanistan between 2011–2012 and 2013–2014 at even faster

SUMMARy OF PROGRESS

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rates than previously observed. The percentage of Afghans with access to safe drinking water more than doubled from 26.6 percent in 2007–2008 to 64.8 percent in 2013–2014. Similarly, access to electricity (all sources of electricity including solar) improved from 41.6 percent in 2007–2008 to almost 90 percent in 2013–2014. Furthermore, 39 percent of Afghans had access to improved sanitation in 2013–2014. As progress in access to services continues, closer attention should be devoted to narrowing the gap between urban and rural areas and providing access for the poorest Afghans.

Vulnerability to shocks is one of Afghanistan’s most defining social and economic challenges. The country’s unsophisticated economic structure, heavy reliance on subsistence agriculture, difficult geography and climate-change risk, absence of formal safety nets, and protracted history of conflict all contribute to the vulnerability of the Afghan people.

The economic and security crisis that has unfolded in the last few years has increased the incidence of shocks and pushed households unable to cope into poverty. Not only did the risk of large-scale (covariate) shocks remain high, but the incidence of household-specific (idiosyncratic) shocks related to injury, illness, or death of household members almost doubled between 2011–2012 and 2013–2014, increasing from 9.5 percent to 18.6 percent.

Poverty and conflict combine to exacerbate Afghan households’ vulnerability to shocks. Poorer households and households living in high conflict areas are more likely to use harmful coping mechanisms. While such methods might help families deal with shocks in the short term, these mechanisms often create long-term harm that reduces the likelihood of escaping from poverty, thus perpetuating the poverty cycle across generations.

SUMMARy OF PROGRESS (continued)

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3 Please see Annex I for definitions of all ARTF Scorecard indicators.4 Percentage of food insecure population.5 Dietary diversity score.

PILLAR I—AFGhAnISTAn COUnTRy LEvEL OUTCOMES3

Results achieved under this pillar are national and cannot be solely attributed to the ARTF.

InDICATORS OUTCOMES LInKAGES2005 2007 2011 2013-2014 MDG TARGETS (T) SDG TARGETS (T)

Poverty and Inequality +

Poverty rate (%) 35.8 36.5 39.1 MDG1 MDG1: Eradicate Extreme Poverty and hunger T1: The proportion of people whose income is less than $1 a day decreases by 3% per annum until the year 2020

SDG1 SDG1: End Poverty in all its Forms EverywhereT1.1: By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day.

Depth of poverty 7.9 8.6 NA MDG1 SDG1

Average consumption of the poor as % of poverty line

78 76 NA MDG1 SDG1

Per capita monthly total consumption (afghanis)

1672 NA NA MDG1 SDG1

Inequality—Gini coefficient of per capita total consumption

0.3 0.3 0.32 NA MDG1 SDG1

Food Security +

Calorie deficiency (% consuming less than 2100 calories per day)

31.7 29.2 30.1 334 MDG1 MDG1: Eradicate Extreme Poverty and hunger T2: The proportion of people who suffer from hunger decreases by 5% per annum until the year 2020

SDG2 SDG2: End hunger, Achieve Food Security and Improved nutrition and Promote Sustainable AgricultureT2.1: By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable situations, including infants, to safe, nutritious and sufficient food all year round

Depth of calorie deficiency 6.6 5.3 NA NA MDG1 SDG2

Inadequate dietary diversity (%)

18.9 20.1 5.05 NA MDG1 SDG2

Protein deficiency (% consuming less than 50g of protein per day)

15 17.4 19.4 NA MDG1 SDG2

note: MDGs are maintained for the current period of the ARTF Scorecard since SDGs were not fully used during this reporting period. nA implies that either the nRvA 2011–2012 round or the ALCS 2013–2014 round did not cover the indicator.

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6 Labor force participation ratio.7 Net primary school attendance ratio for ALCS.

PILLAR I—AFGhAnISTAn COUnTRy LEvEL OUTCOMES (continued)


Gender +

Female literacy rate— age 16 and older (%)

11.4 11.4 17 19 MDG3 MDG3: Promote Gender Equality and Empower WomenT4: Eliminate gender disparity in all levels of education no later than 2020

SDG4 SDG4: Ensure Inclusive and Equitable Quality Education and Promote Lifelong Learning Opportunities for AllT4.1: By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes

Female share in active population (%)

34.3 47 296 MDG3 T5: Reduce gender disparity in economic areas by 2020T6: Increase female participation in elected and appointed bodies at all levels of governance to 30% by 2020T7: Reduce gender disparity in access to justice by 50% by 2015 and completely (100%) by 2020

SDG5 SDG5: Achieve Gender Equality and Empower all Women and GirlsT5.1: End all forms of discrimination against all women and girls everywhereT5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life

Girls to boys, age 6–12 years, enrollment ratio

0.7 0.7 0.7 0.71 MDG2 MDG2: Achieve Universal Primary Education T3: Ensure that, by 2020, children everywhere, boys and girls alike, will be able to complete a full course of primary schooling

Ratio of fully immunized girls to boys, age 12–23 months

0.8 1 NA NA MDG4 MDG 4 Reduce Child Mortality T8: Reduce by 50%, between 2003 and 2015, the under-5 mortality rate, and further reduce it to 1/3 of the 2003 level by 2020

Education +

Literacy rate, age 16 years and above (%)

22.4 25 31.4 34.3

Enrollment rate, age 6–12 years (%)

35 46.3 56.8 557 MDG2 MDG2: Achieve Universal Primary Education T3: Ensure that, by 2020, children everywhere, boys and girls alike, will be able to complete a full course of primary schooling

SDG4: Ensure Inclusive and Equitable Quality Education and Promote Lifelong Learning Opportunities for AllT4.1: By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes

Average years of schooling, age 18 years and above

2 NA NA

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health +

Full immunization rate among children age 12–23 months (%)

11.5 36.7 NA NA MDG4 MDG 4 Reduce Child Mortality T8: Reduce by 50%, between 2003 and 2015, the under-5 mortality rate, and further reduce it to 1/3 of the 2003 level by 2020 T8c: Proportion of 1-year-old children immunizedagainst measles (%): 90% in 2015 – 100% in 2020

Children age 12–23 months with no vaccination (%)

28 14.2 NA NA MDG4

Access to skilled antenatal care during pregnancy (%)

32.9 36.7 51.2 22.78 MDG4 MDG5

MDG 4 Reduce Child Mortality MDG5 Improve Maternal health T9: Reduce by 50% between 2002 and 2015 the maternal mortality ratio (MMR), and further reduce the MMR to 25%of the 2002 level by 2020

SDG5 SDG5: Achieve Gender Equality and Empower all Women and GirlsT5.6: Ensure universal access to sexual and reproductive health and reproductive rights as agreed in accordance with the Program of Action of the International Conference on Population and Development and the Beijing Platform for Action and the outcome documents of their review conferences

Births attended by skilled attendants (%)

15.8 25 40 45.2 MDG4 MDG5

SDG5

Percent of households having persons with mild disability

28.4 NA NA

8 At least four antenatal care visits in the ALCS round of survey.

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Indicators drawn from the National Risk and Vulnerability Assessment

Afghanistan Millennium Development Goals (Source: Islamic Republic of Afghanistan Millennium Development Goals Report 2010)LInKAGES

DATA

Pillar I does not include color-coded traffic lights like Pillars II–Iv as it is outside the scope of the ARTF to assess progress on the overall development in Afghanistan.

MDGs

+


InDICATORS OUTCOMES LInKAGES2005 2007 2011 2013-2014 MDGs TARGETS (T) SDG TARGETS (T)

Access to Services and Infrastructure +

Access to safe drinking water (% of households)

32.5 26.8 46 64.8 MDG4 MDG 4 Reduce Child Mortality T13: Halve, by 2020, the proportion of people without sustainable access to safe drinking water and sanitation

SDG6 SDG6: Ensure Availability and Sustainable Management of Water and Sanitation for AllT6.1: By 2030, achieve universal and equitable access to safe and affordable drinking water for allT6.4: By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals and supply of freshwater to address water scarcity and substantially reduce the number of people suffering from water scarcity

Access to sanitary toilet (% of households)

7.4 4.9 8 39 9 MDG4 SDG6 SDG6: Ensure Availability and Sustainable Management of Water and Sanitation for AllT6.2: By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations

Access to electricity (% of households)

23.3 41.1 69 9010 SDG7 SDG7: Ensure Access to Affordable, Reliable, Sustainable and Modern Energy for AllT7.1: By 2030, ensure universal access to affordable, reliable and modern energy services

Average distance to nearest drivable road (km)

3.7 3.1 NA 3911

9 Indicator definition revised in ALCS. Using the 2011–2012 NRVA definition, access to sanitation improved by 4.5 percent to 12.8 percent.10 88 percent and 99 percent of rural and urban households, respectively, with access to electricity from any source.11 Households with access to their homes through a paved road that is less than 1 kilometer away.

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PILLAR IIPILLAR I —

Country Level Outcomes


Effectiveness


Output and Outcomes


Effectiveness

The ARTF consists of two windows, the Recurrent Cost Window (RCW) and the Investment Window (IW) and one analytical program, the Research and Analysis Program.

Pillar II reflects the progress of the ARTF portfolio including all its different modalities. This includes results from the Recurrent Cost Window, including the Incentive Program, and projects funded under the Investment Window. Data from each project and program in the ARTF portfolio will feed into the indicators reported under this pillar through the ARTF Results Matrix. Going forward, Pillar II will also report on progress made under impact evaluations of key ARTF projects financed under the Investment Window.

Together with Pillar I, Pillar II tracks elements of development results. While Pillar I tracks results at the country level, Pillar II tracks and reports only on results that are directly attributable to projects/programs financed under the ARTF. Pillar II results feed into the results reported in Pillar I.

Pillars III and IV capture elements of portfolio performance, the performance of the World Bank as ARTF Administrator (Pillar III) and the effectiveness of the ARTF as a multidonor trust fund (Pillar IV). Pillar III (portfolio performance) is especially complementary to Pillar II as portfolio performance is key to project and program results reported in Pillar II.

AbOUT ThIS PILLAR

The ARTF Investment Window is financing 26 projects (including four project preparation grants) within six areas: agriculture, governance, human development, infrastructure, rural development, and urban development. Some of the key results from the Investment Window Portfolio include:

• DIRECT bEnEFICIARIES UnDER ARTF PROJECTS: The approximate total number of beneficiaries is 9.3 million for all projects (except the National Solidarity Programme). The NSP is reaching 27.3 million beneficiaries, 40 percent of whom are female.

• ACCESS TO ELECTRICITy: 6.2 million beneficiaries. • ACCESS TO ShORT-TERM EMPLOyMEnT: 54.6 million labor days created under NSP sub-projects.• ACCESS TO WATER AnD SAnITATIOn SERvICES: 20.3 million beneficiaries.• ACCESS TO ROADS: 14.1 million beneficiaries.

hIGhLIGhTS OF ThE InvESTMEnT WInDOW

Project and Program Level Outputs and OutcomesARTF Results Matrix: Achieving results on the ground

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The ARTF’s support for the government’s priorities through investment programs has contributed to achievement of key development outcomes in Afghanistan. There are significant achievements in several areas, including agriculture, education, and health, but still more progress remains to be made as the program implementation continues.

AGRICULTURE

AGRICULTURE COnTInUES TO PLAy An IMPORTAnT ROLE in the Afghan economy, and accounted for around half of economic growth in 2016. Over the year 2016, agricultural output increased by six percent, making it the largest contributor to real gross development product (GDP) growth. The strong growth in agriculture was primarily driven by an increase in fruit production of more than 30 percent.

The ARTF and the World Bank have provided substantial support to the agriculture sector in Afghanistan over the past decade, focusing on the following three main agricultural subsectors: wheat, horticulture, and livestock. Expanding and intensifying horticultural production is a major objective of the government in its pursuit of higher export earnings, and increased livestock production is an integral part of its plan to substitute imports of animal-based products, while investment in the wheat subsector is to pursue the goal of self-sufficiency.

The ARTF support for the agriculture sector investment program has been delivered through a series of major projects, namely, Afghanistan Agriculture Inputs Project (AAIP), Irrigation Rehabilitation Development Project, National Horticulture and Livestock Project, and the On-Farm Water Management Project.

The World Bank has recently taken the initiative among development partners in Afghanistan to work with the Ministry of Agriculture, Irrigation and Livestock (MAIL) to develop a programmatic approach to better coordinate activities related to several donor-funded agricultural development programs being implemented in Afghanistan, with different on- and off-budget arrangements. The eventual goal of the programmatic approach is to optimize the use of development financing and maximize the impact.

Collaboration between MAIL, the World Bank, and development partners has enabled the ministry to develop a National Irrigation Program (NIP). The NIP will help MAIL to identify priority investment areas and to monitor the implementation of different projects through a set of indicators. It is envisaged that the initiative will be gradually expanded to horticulture, livestock, and other agricultural subsectors, based on the lessons learnt from the roll-out of the NIP.

The NHLP has been active since 2012, during which time it has reached over 352,000 farmers, more than 130,000 of whom are women. The project has collaborated with over 1,500 CDCs for program development, and has formally contracted with over 800 CDC entities for small-scale irrigation and post-harvest processing infrastructure. Prior to the scale up of the NHLP in mid-2016, the project had exceeded targets in both establishing new orchards and rehabilitating existing ones, while continuing to develop farm advisory services and technology transfer in collaboration with MAIL in both the horticultural and livestock subsectors. As of December 2016, the NHLP has established 8,976 hectares (ha) of new improved variety fruit orchards and rehabilitated 76,442 ha of existing orchards. The project has converted 313 ha under traditional vineyard management to an improved one (using trellising systems).

A R T F S C O R E C A R D 2 01624

The NHLP provides an opportunity to support the growth and jobs agenda of the government. The horticultural subsector contributes $1.4 billion to national GDP, equivalent to 34 percent of agricultural GDP and 6.7 percent of national GDP. It extends to about 360,000 ha, covering almost 14 percent of the total irrigated land area and involving more than 2 million people. The livestock subsector currently contributes about 15 percent of agricultural GDP, or $680 million annually, and creates about 1.1 million full-time equivalent jobs, 15 percent of which are off-farm.

The Afghanistan Agriculture Inputs Project seeks to strengthen institutional capacity for the safety and reliability of agricultural inputs and the sustainable production of certified wheat seed. The AAIP has supported the technical and institutional capacity of the relevant directorates at MAIL to produce breeder, foundation, and certified wheat seeds with improved production practices. The project has also completed the survey, designs, and contracting of several pieces of infrastructure, such as a laboratory complex for the Plant Protection and Quarantine Directorate, nine Border Quarantine Stations, 10 Regional Research Stations and Regional Seed Production units. The implementation for many of these facilities is in the final stages while the physical work for several units has been completed. The project has also provided short-term in-country and out-country trainings for 502 MAIL staff members and has sponsored 48 employees for Master’s and PhD programs.

EDUCATIOn

AFGhAnISTAn hAS MADE GREAT STRIDES in access to primary schools and enrollment, but access is still a constraint for children in disadvantaged areas, especially girls. In 2016, approximately 9 million youth and children were enrolled in schools, representing a nine-fold growth since 2001. The bulk of these students are at the primary level representing a Gross Enrollment Ratio (GER) of 111 percent, while lower secondary enrollment was 1.7 million or GER of 66 percent and upper secondary was 940,000 or GER of 42 percent. Technical and vocational education and training institutes enrolled about 78,000 students. In addition, Islamic schools, which run from 1st to 14th grade, enrolled approximately 300,000 students. Community-based schools12 enrolled another 400,000.

Afghanistan’s deteriorating security situation poses increasing challenges to children receiving basic education. Significant conflict has led to large portions of territory no longer under the control of the government. In these areas, it is risky for families to send their children to school because of higher levels of conflict and violence. Insecure provinces suffer from absence of effective education service delivery and access to quality basic education as well as the ability to monitor and evaluate education progress and program outcomes.

The Second Education Quality Improvement Program (EQUIP II) has made considerable progress in: (i) the number of teachers trained; (ii) provision of inputs to schools; and (iii) establishment of information systems, including collecting firsthand data from schools and provincial directorates. The overall project development indicators, such as direct project beneficiaries (enrollment of students segregated by gender) and establishing systems of learning assessment, show positive trends; however, the increase in girls’ enrollment and the boy-girl ratio remain below their target levels. Therefore, the progress of the project

12 Community-Based Education is a form of home-based schooling that provides an opportunity for educational access in areas where traveling to the nearest school is a challenge and where security concerns make it risky to operate school buildings.

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toward achieving its overall development objective is rated Moderately Satisfactory. The delay in the construction of schools has also affected the performance of the project. As the Bank, government, and development partners work together to develop the next phase of support for basic education, it will be critical to find ways to address issues of education quality, ensure access to schooling in a constantly changing security environment, and strengthen the Ministry of Education’s capacity and stewardship role.

hEALTh

ThE bAnK, ThROUGh ThE ARTF AnD InTERnATIOnAL DEvELOPMEnT ASSOCIATIOn, has supported Afghanistan’s health sector since 2002, with current support being provided through the System Enhancement for Health Action in Transition (SEHAT) Project. Considering Afghanistan’s situation in the early 2000s, health, nutrition, and population outcomes and service utilization indicators have shown substantial, even remarkable progress. The recently released Demographic and Health Survey estimates that under-five mortality was 55 per 1,000 live births during the period 2011–2015, which can be compared to the estimate of 191 per 1,000 live births from the 2006 Afghanistan Health Survey (AHS).

The estimated prevalence of stunting (chronic malnutrition) among children 6–59 months was 61 percent in 2004, falling to 41 percent in 2013, still a high level but similarly a reduction of about a third (National Nutrition Surveys). Similarly, the proportion of deliveries assisted by skilled providers significantly improved from 34 percent in the 2010 Afghanistan Mortality Survey to 58 percent in 2015 (AHS).

Service utilization indicators in rural Afghanistan have similarly shown substantial improvements over time. The first years of implementation of the Basic Package of Health Services (BPHS) resulted in large increases in service utilization from the very low 2003 baseline, while there have continued to be significant improvements since 2006. An important exception is the utilization of modern contraceptive methods, which has remained around 19 percent since 2006.

The SEHAT Project finances the implementation of the BPHS through performance-based partnership agreements with nongovernmental organizations (NGOs) in 31 provinces and through the Ministry of Public Health (MoPH) Strengthening Mechanism approach in three provinces. The project also supports the Essential Package of Hospital Services (EPHS), Community Midwives Education and Community Health Nurse Education programs, the mental health hospital, and the urban health project in Kabul city. The project finances a total of 49 contracts (34 BPHS and 15 EPHS) across the country.

The project has ensured continuity of BPHS/EPHS delivery in all provinces. Despite increased insecurity, the coverage and quality of health services have been enhanced. Data from the Health Management Information System and the household survey indicate significant improvement in all project indicators except the contraceptive prevalence rate. The balanced scorecard (BSC) findings also show improvement in the quality of services. Despite the progress made in health service provision, efforts to ensure greater access and quality of services need to be enhanced. The Bank, development partners, and the government are engaged in a continuous dialogue on actions that need to be taken in the next few years to achieve this.

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SUMMARy OF PROGRESS On ThE RECURREnT COST WInDOW, InCLUDInG ThE InCEnTIvE PROGRAM

ALLOCATIOn (In $ million)

2015 2016 2017

ARTF RC SUPPORT

baseline $125 $100 $75

ARTF IP $275 $300 $325

Structural benchmarks $200 $225 $250

Revenue Matching Grant $75 $75 $75

O&M Facility balance balance balance

TOTAL ARTF RCW $400 $400 $400

TAbLE 1: 2015–2017 RECURREnT COST WInDOW ALLOCATIOnS

ThE RECURREnT COST WInDOW

The Recurrent Cost Window is a budget support instrument, which—unlike the ARTF investment projects—provides unearmarked financing for the government’s civilian operating budget. It was established in 2002 with a single modality (baseline financing), but consists of three modalities today:

• baseline financing: secures a minimal amount of quasi-unconditional budget financing; • Incentive Program: comprises three elements—Structural Benchmarks, Revenue Matching Grant,

and the Operations and Maintenance (O&M) Facility; rewards performance of revenue mobilization, expenditure management, as well as time-bound progress on legal, regulatory, and institutional reform;

• Ad hoc Payments: on-budget financing from bilateral partners for which the World Bank only provides fiduciary intermediary services.

The RCW has grown from $59 million in 2003 to notionally $400 million per year between 2015–2017. Results-based disbursements have superseded the baseline financing since 2013. Table 1 indicates the planned allocation outlined in the current ARTF Financing Strategy for the first two RCW components.

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While the overall objectives of the RCW have evolved over time, they remain predominantly focused on ensuring the stability of government operations. The objectives broadly are to: • Ensure stability of government operations: Domestic revenues, currently at 10.5 percent of GDP,

finance only 54 percent of the operating budget. The financing gap cannot be filled through investment operations and threatens the stability of government operations.

• Support the development of robust public financial management (PFM) institutions: Institutions do not evolve in the void. Discretionary budget support helps to challenge and “stress-test” institutions that manage public resources. For instance, a credible budget process can only emerge if there is sufficient fiscal space around which policy makers can make decisions.

• Support critical reforms to enhance greater fiscal reliance: In addition to providing financing, budget support operations create a platform for structured, time-bound engagement between government and donors on policy and institutional reforms.

RCW AChIEvEMEnTS

As of December 20, 2016, a total of $179.16 million has been disbursed in the second half of FY 1395 under the RCW, which consists of two quarterly tranches of baseline recurrent cost financing ($50 million), AHP of $45.66 million, and $83.50 million, following government achievement of FY 1394 and FY 1395 IP benchmarks.

COMPOnEnT Fy1394 Fy1395

bASELInE 125.00 100.00

O&M 33.60 0.00

InCEnTIvE PROGRAM 93.60 244.20

AD hOC PAyMEnTS 183.49 125.66

TOTAL 435.69 469.86

TAbLE 2: RECURREnT COST WInDOW DISbURSEMEnTS, Fy 1394–Fy 1395 ($ million)

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AREAS REFORMS

CUSTOMS

Reforms of enforcement model and requisite institutional changes, competitive and transparent recruitment of customs officers, stringent application of HR polices (no lateral recruitment)

TAX ADMInISTRATIOn

Automatization of tax administration process, roll-out of risk-based compliance audits, design of comprehensive reform strategy, streamlining of tax payment and filing processes

TAX POLICyIntroduction of revenue-enhancing measures, improvement in income tax legislation, better coordination of tax policy reforms

LAnD GOvERnAnCE

Improved land governance legislations in line with good international practice, grievance and redress mechanisms, improved land dispute resolution mechanism

InvESTMEnT CLIMATE Improved business licensing and registration system

PEnSIOnReform pension system with the aim of achieving fiscal sustainability, improved efficiency, and transparency of pension administration

E-PAyMEnT SySTEMS

Reduction of leakages in civil service payments through establishment of a robust e-payment systems, laying foundation for e-governance reforms across government

EXTERnAL AUDIT Move to performance audits, improved audit follow-up and citizen engagement mechanisms

PROvInCIAL bUDGETInG Legal and regulatory framework for provincial budgeting, delegation of budget authority

TAbLE 3: REFORM AREAS TARGETED by ThE RCW/IP In 2015–2017

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InDICATOR 2015 2016

OPERATIOnAL PERFORMAnCE

Number of structural benchmarks met without delay 2 3

Number of structural benchmarks met with delay 8

REFORM OUTPUTS (EXAMPLES)

Land acquisition law in line with good international practice NO YES

Afghanistan has a unified business and investment licensing system NO YES

Tax administration increasingly automatized

SIGTAS operational in one province

SIGTAS operational in six provinces

Progressive roll-out of e-payment for civil servants

0% of all public salary

20% of all public salaries

TAbLE 4: SAMPLE REFORMS AChIEvED

ARTF RCW LEARnInG REvIEW

The RCW was set up in 2002–2003 as one of the first aid delivery instruments of the World Bank under the ARTF after the country emerged from conflict in 2001–2002. In its initial years, the RCW aimed solely at providing the Government of Afghanistan with fiscal resources to stabilize the budget and build up the civil service. To ensure fiduciary oversight in an environment characterized by weak fiduciary control systems, a third-party monitoring agent was mobilized to monitor, review, and report on compliance of the civilian operating budget with the agreed eligibility criteria.

The RCW evolved significantly over time. In 2008, the baseline financing element was gradually displaced by the ARTF Incentive Program, which was oriented to performance and policy reforms. The IP aims at reducing the country’s dependence on financial aid over time through improving revenue mobilization and strengthening public expenditure management. The IP itself has undergone several significant design changes over time and developed over the past eight years into a unique budget support instrument that has proven to be relatively robust and effective in a challenging environment.

A R T F S C O R E C A R D 2 0163 0

The learning review will cover the experience of the ARTF RCW/IP since its inception in 2002–2003. It will review all elements of the operation, including the baseline, Revenue Matching Grant Scheme, O&M facility, and Structural Reform Scheme, as well as the ad hoc mechanism and governance structures of the ARTF RCW and IP (RCW fiduciary arrangements, expenditure program, Monitoring Agent, and IP management and oversight). The learning review will be guided by the following core questions:

How well has the ARTF RCW and IP performed over time and to what extent has it achieved its main objectives?

Which elements of the RCW and IP contributed and accounted for its performance over time?

How does the ARTF RCW/IP experience compare with experiences with budget support/aid delivery in other fragile states, especially in the early years of engagement?

Which elements of the RCW/IP may require a redesign for the next operational phase?

A detailed review of the IP 2012–2014 will also be conducted in parallel to enrich the overall ARTF RCW and IP review. The final documents of the learning review of the RCW and IP 2012–2014 will be available in late 2017.

1

2

3

4

31A R T F S C O R E C A R D 2 016

PILLAR II: PROJECT AnD PROGRAM LEvEL OUTPUTS AnD OUTCOMES: ARTF RESULTS MATRIX13

nO. InDICATOR PREvIOUS DATA nEW DATA PROJECT

1Increase in agricultural productivity (irrigated wheat yields) (ton/hectare, t/ha)

baseline Progress Target

2.5 t/ha (2011)2.34 t/ha (2015)2.88 t/ha (2019)


2.5 t/ha (2011)14

2.85 t/ha (2016)2.63 t/ha (2019)

OFWMP

2

Area provided with irrigation and drainage service (ha)15


75,000 ha (2011)9,815 ha (IRDP) (2015)215,000 ha (2020)


75,000 ha (2011) 141,301 ha (2016) (IRDP)215,000 ha (2020)

IRDP


0 ha (2011) 361,523 ha (2016) (NSP)0 ha (2017)

NSP

3People with access to agricultural and/or irrigation services (% female)


0 (2011)178,000 (52% female) (2015)1.7 million (50% female) (2019)


0 (2011)389,611 (42% female) (2016) 1.7 million (50% female) (2019)

NHLP

4New orchards (including vineyards), pistachio groves established with at least 65% survivalrate (ha)16


0 (2012) 4,995 ha (2015) 19,000 ha (2020)


0 (2012) 14,724 ha (2016) 19,000 ha (2020)

NHLP

5Adoption rate of improved technology among target farmers (%)17


10% (2008) 50% (2015) 70% (2020)


10% (2008) 55% (2016) 70% (2020)

NHLP

6

Communities with elected and functioning Community Development Councils (CDCs) (i.e., conducting elections/re-elections as per mandated procedures) (%)


31,000 (2014)98% (2015) 80% (2017)


31,000 (2014)99% (2016) 80% (2017)

NSP

7Number of sub-project proposals financed


0 (2003) 87,133 (2015) NA


0 (2003) 88,520 (2016)NA

NSP

8Number of beneficiaries with access to improved services as a result of completed NSP sub-projects

baseline Progress

Target

0 (2003)27.3 million (40% female) (2015)25 million (50% female) (2017)


0 (2003)33,455 communities 25 million (50% female) (2017)

NSP

9Total amount of block grants disbursed directly to CDCs ($)

baseline

Progress Target

0 (2003) (start of NSP III in 2010: $662 million)$1.5 billion (2015)NA

baseline

Progress Target

0 (2003) (start of NSP III in 2010: $662 million)$1.56 billion (2016)NA

NSP

13 See Annex II for further details on the ARTF Results Matrix.14 Baseline revised.15 This refers to either new areas or improved service for existing areas.16 Indicator and target modified in 2016.17 Defined as improved technology in production and animal health care. Adoption of new technologies is a reflection of changed behavior and improved capacity of farmers, which

is key to sustaining achievements in productivity. This should result in increases in productivity in the future. NHLP data will be added to the outcome indicator when they can be captured in productivity terms.

A R T F S C O R E C A R D 2 0163 2

PILLAR II: PROJECT AnD PROGRAM LEvEL OUTPUTS AnD OUTCOMES: ARTF RESULTS MATRIX (continued)


10Number of labor days generated by sub-project implementation18


0 (2003) 54.2 million (2015) NA


0 (2003) 62.2 million (2016) Target NA

NSP

11Female CDC members (%) baseline

Progress Target

38% (2010) 40% (2015)More than a third of CDC members are women (2017)


38% (2010) 32% (2016)More than a third of CDC members are women (2017)

NSP

12

Increase in direct employment through project-supported Enterprise Groups (EGs) (%)

baseline Progress

Target

0 (2010) 46% (35% female members) (2014) 20% increase in direct employment through EGs (35% female) (2017)

baseline Progress

Target

0 (2010) 59% (69% female members) (2016) 20% increase in direct employment through EGs (35% female) (2017)

AREDP

13Total amount of savings collected by Savings Groups (SGs), Village Savings and Loan Associations (VSLAs), and EGs


0 (2010)200 million afghanis (2015) No target set


0 (2010)275 million afghanis (2016) No target set

AREDP

14Amount of savings inter-lended to members of SGs, VSLAs, and EGs for productive and consumption purposes


0 (2010)343 million afghanis (2015)No target set


0 (2010)325 million afghanis (2016)No target set

AREDP

15Beneficiaries participating in SGs and EGs (% female)


0 (2010) 69,427 (42% female) (2015) NA19


0 (2010) 86,888 (43% female) (2016) NA

AREDP

16The proportion of rural population living within 2 km of all-season road


58%58.5% 65% (2018)


58% TBD20

65% (2018)

ARAP

17

Total rural roads rehabilitated and maintained (kilometers, km)


0 (2002)19,479 km (2015)N/A


0 (2002)33,265 km (2016) (NSP)N/A21

NSP


0 (2013)2,100 km (2016) (ARAP)2,550 (2017)

ARAP

18

Increase in the number of beneficiaries with new and rehabilitated metered connections to the power grid in the target areas


0 (2004)4.5 million (2015) (NSP)126,000 (2017) (ASDP)22


0 (2004)6.2 million 2016) (NSP)NA

NSP


0 (2004)119,392 (2016) (APSDP)126,000 (2017)

ADSP

18 A labor day is defined as eight hours of paid work, covering both skilled and unskilled work. 19 The target for number of beneficiaries is not be established as the focus is on the quality of the groups established rather than the number of members. 20 Progress at the time of data collection was not measured.21 A target cannot be established as NSP is a demand-driven project where CDCs prioritize sub-projects for financing.22 A target cannot be established as NSP is a demand-driven project where CDCs prioritize sub-projects for financing. This target therefore captures only the Afghanistan Power

System Development Project. Data for APSDP and NSP are reported separately.

3 3A R T F S C O R E C A R D 2 016



19

Distribution (medium voltage, 20kV + low voltage)23 /

Transmission (110kV) lines constructed or rehabilitated under the project (km)24


0 (2008) 316 km (2015) 626 km (2017)


0 (2008) 429 km (2016) 626 km (2017)

APSDP

20Number of people provided with access to all-season roads within a 500-meter range of their house entrance25


0 (2014)313,885 (2015)775,000 (2019)


0 (2014)235,352 (2016)775,000 (2019)

KMDP

21Kilometers of roads constructed or rehabilitated


0 (2014)90 km (2015)NA


0 (2014)200 km (2016)NA

KMDP

22Number of health consultations per person per year


0.9 (2008) 1.9 (2015) 2 (2018)


1.6 (2008) 2.1 (2016) 2 (2018)

SEHAT

23Births attended by skilled attendants (%)26


429,305 (2007–2008) NA (2010–2011)566,683 (2018)


429,305 (2007–2008) 732,248 (2016) 566,683 (2018)

SEHAT

24Proportion of health facilities staffed with at least one female health worker (%)


74% (2012)80% (2015) 86% (2018)


74% (2012)86% (2016) 86% (2018)

SEHAT

25Scorecard score examining quality of care in health facilities (average score)27


50.4 (2004) 70.4 (2010) 76 (2018)


50 (2004) 61.9 (2016)70 (2018)

SEHAT

26Proportion of children under five years with severe acute malnutrition who are treated28


24% (2011)46% (2016) 55% (2018)

SEHAT

27PENTA3 coverage among children age 12–23 months in lowest income quintile29


28% (2011)72% (2016) 60% (2018)

SEHAT

23 Distribution: the km of medium and low voltage distribution network built or rehabilitated, and measured/verified using the Operational Acceptance Certificate. 24 Transmission: the km of high voltage transmission line built or rehabilitated, and measured/verified using the Operational Acceptance Certificate.25 Numbers changed due to change in methodology of measurement.26 Going forward, the indicator will use the NRVA data as the primary source of information to maintain consistency.27 Since 2004, the Balanced Scorecard has shown remarkable improvement in the quality of care in Afghanistan. In 2010, the Ministry of Public Health revised the content of the

scorecard as well as its benchmarks resulting in a different and lower score. Therefore, the score will not be comparable with previous years from 2011.28 Newly added indicator.29 Newly added indicator.

A R T F S C O R E C A R D 2 0163 4



28Increase in student enrollment (basic education) (number) (% girls)30


6.3 million (36% girls) (2008)8.2 million (39% girls) (2015)8.5 million (42% girls) (2017)


6.3 million (36% girls) (2008)9 million (39% girls) (2016)8.5 million (42 % girls) (2017)

EQUIP

29

Number of rehabilitated or built additional classrooms at primary level


0 (2007) 8,035 (2015) 7,330 (2017)


0 (2007) 8,285 (2016) (EQUIP)9,148 (2017)31

EQUIP


0 (2010) 8,285 (2016) (NSP)NA32

NSP

30

Grade 12 completion girls/boys baseline

Progress

Target

103,622 (71,832 boys/ 31,790 girls) (2012)33

245,892 (153,965 boys/ 91,927 girls) (2015)170,000 (2017)

baseline

Progress

Target

103,622 (71,832 boys/ 31,790 girls) (2012)220,000 (153,965 boys/ 66,035 girls) (2017)170,000 (2017)

EQUIP

31Number of additional qualified teachers as a result of EQUIP financing34


37,000 (2008) 190,936 (2014) 30,000 (2017)


37,000 (2008) 90,747 (2016) 30,000 (2017)

EQUIP

32Average student attendance (%) baseline

Progress Target

78% (2010–2011)85% (2015) 84% (2017)


78% (2010–2011)TBD (2017) 84% (2017)

EQUIP

33Share of apprentices who find employment within 6 months of graduation


0 (2014) 0 20% (2018)


0 (2014) 0 15% (2018)

NATEJA

34Total number of beneficiaries (% female)


0/20% (2014) 0 83,000 (30% female) (2018)


0 (2014) 2,482 (30% female) (2016)44,500 (30% female) (2018)

NATEJA

35

Student enrollment in priority degree program for economic development35

baseline

Progress

Target

73,200 total/ 11,200 females (2015) 77,000 total/ 13,000 females (2016)103,100 total/ 29,900 females (2020)

HEDP

30 Direct project beneficiaries are defined as children (boys and girls) enrolled in schools in grades 1–12 in general education. Since data on total population numbers are missing, gender parity cannot be measured. The Education Quality Improvement Program (EQUIP) finances both the construction/rehabilitation of classrooms as well as school quality enhancement grants to all schools in Afghanistan. This total number of enrolled students are therefore benefiting from the ARTF-funded project.

31 Target was revised for this indicator.32 A target cannot be established as NSP is a demand-driven project where CDCs prioritize sub-projects for financing. 33 As the baseline is from 2010–2011, completion rates were not tracked prior to this.34 A qualified teacher has 14 years of schooling, including 12 years of primary and secondary school and two additional years at a teachers’ training college.35 Newly added indicator.

3 5A R T F S C O R E C A R D 2 016



36

Improved Public Expenditure and Financial Accountability (PEFA) ratings for external/internal audit

baseline Progress

Target

PEFA rating 2.00/2.00 (2008)2.00 (some progress but too early to affect PEFA rating)/2.50 (based on draft PEFA Update 2013); impact will be calculated after fiscal year-end3.00 (2014)/3.00 (2017)

A new PEFA will be undertaken this fiscal year that will enable ratings to be up-dated. Although the new PEFA methodology will be used, a conversion tool will enable the score to be calculated under the old methodology.

PFMRII

37

Number of internal/external audits verified to international auditing standards

baseline

Progress

Target

4/World Bank grant audits (2011) 22/World Bank grant audits (2015)34/World Bank grant audits and 9 regulatory audits (2017)

baseline

Progress

Target

4/World Bank grant audits (2011)31/World Bank grant audits (2015)34/World Bank grant audits and 9 regulatory audits (2017)

PFMRII

38Procurement done by line ministry using stand-alone procurement (%)

baseline ProgressTarget

0 (2011)48% (2013)50% (2017)

baseline ProgressTarget

0 (2011)69% (2016)50% (2017)

PFMRII

39Number of procurement units of line ministries and provincial offices restructured for stand-alone procurement


7 (2011)47 (2012)61 (2017)


7 (2011)TBD61 (2017)

PFMRII

40

Priority line ministries and independent agencies that have implemented at least two business process simplifications from their CBR Plan


0 48(2016)26 in 13 ministries (2017)

CBR

41Civil service positions recruited by CBR


0 328 (2016)1,500 (2017)

CBR

42Number of ministries who have completed pay and grading increases36


8 (2011)21 (2013)23 (2017)


8 (2011)22 (2016)22 (2017)37

CBR

43

Increase in customs revenue baseline Progress

Target

30 billion afghanis (2012)28.3 billion afghanis (2013) (26 billion afghanis in revenue mobilization in 2015)25% increase (2017)


30 billion afghanis (2012)55 billion afghanis (2016)25% increase (2017)

RCW IP

44Increase of the Open Budget Index score


21 (2012)TBD48 (2017)

Will be updated under new PEFA study PFMRII

36 Completion is defined as a ministry that has recruited 60% of its reformed tashkeel (organizational structure).37 Target was revised to 22 since Ministry of Foreign Affairs dropped off.

A R T F S C O R E C A R D 2 0163 6

Community health Care Increases Access to Medical Services in herat Province

• The System Enhancement for health Action in

Transition Program, under the Ministry of Public

health, supports the provision and improvement

of a basic package of health services and an

essential package of hospital services to the

entire country.

• The program’s goal to expand the scope,

coverage, and quality of health services to the

population is seeing results in herat Province,

where there is greater access to health services

as well as an increase in public awareness of

health issues. The program is supported by the

ARTF, International Development Association,

the World bank Group’s fund for the poorest

countries, in partnership with multiple donors.

STORy hIGhLIGhTS

STORy FROM ThE FIELD

3 7A R T F S C O R E C A R D 2 016

EnJIL DISTRICT, herat Province—

ThE bAby CRIES ALOUD as the nurse administers two vaccines to protect him from the deadly polio virus and tetanus. The nurse tells the baby’s mother, Zahra, not to touch or massage the injection spots. As Zahra’s baby is being immunized, 30 women patiently await their children’s turn. Zahra, 35, has brought her baby to the health center in Jebrael village in Enjil district to be immunized. She has four children and has decided that she does not want to have any more in the future. “We thought that we would have a better future by having more children,” she says. “But I have learned that having more children does not necessarily ensure a better future.” Zahra’s awareness of immunization and family planning is a result of the campaigns carried out under the System Enhancement for Health Action

A R T F S C O R E C A R D 2 0163 8

in Transition Program, which have raised public awareness of health issues in Herat Province. The campaigns are conducted by more than 1,000 health posts across all districts of the province. “The majority of people have acquired an awareness about family planning, contagious and non-contagious diseases, immunization, and protecting the environment,” says Soghra Hashemi, vaccinator at the Jebrael Basic Health Center. “If they fall ill, they immediately visit their nearest health center.” As one of 85 health centers in Herat Province, Jebrael Health Center provides basic health services to about 60,000 people and sees an average of 300 visitors a day, most of whom visit the immunization and general outpatient units. The health center, which is open daily, is located northwest of Herat city. Due to the increasing population density of the area it serves, Jebrael Health Center will be upgraded to a comprehensive health center. This will allow the center to expand health care services, offer 24-hour comprehensive health care services, and meet the large majority of patient needs. Work Closely With Community

hEALTh SERvICES at the Jebrael Health Center are provided by Bakhtar Development Network (BDN), an NGO contracted under the SEHAT Program by the Ministry of Public Health. The contract is one of several performance-based partnership agreements between the MoPH and NGOs, which deliver a defined package of basic health services and essential hospital services. The provision of services by NGOs are monitored through the regular health management information system and through facility and community assessment carried out by a third party. SEHAT aims to expand the scope, quality, and coverage of health services provided to the population, particularly for the poor. It supports the provision and improvement of a basic package of health services and an essential package of hospital services to the entire country. It is supported by the ARTF, International Development Association, the World Bank

Group’s fund for the poorest countries, in partnership with multiple donors. BDN provides basic health services in Herat Province under a three-year program costing 937 million afghanis (about $13.5 million). “One of the significant outcomes of SEHAT in Herat Province is the trust we have won,” says Azizurrahman Saboor, BDN’s technical manager for the SEHAT Program in Herat Province. “We work closely with the communities, which has facilitated a greater access to health care services.

Program Builds CaPaCity

WITh SUPPORT FROM the SEHAT Program, BDN has hired nightshift midwives in six Herat health centers, which means that deliveries by trained midwives can take place safely at any hour. One of the centers is the Nawabad Health Center, which has

seen more than double the number of childbirths since the initiative was introduced. In addition, SEHAT has built maternity waiting rooms in Koskhk, Rabat-e-Sangi, Adraskan and Golran districts to allow women who travel from remote areas to arrive at the health care center before delivery and stay until postnatal recovery. The program has also established a Healthy Mothers’ Association, where women share their experiences and midwives respond to questions and concerns from pregnant women. SEHAT is building capacity in the province by establishing a midwifery and nursing school. There are currently 24 students studying midwifery and another 24 completing professional skills training in their respective nursing fields. Upon graduation, they will be recruited as professional nurses and midwives to work at health centers across Herat Province. Other capacity building measures under SEHAT include monthly training by BDN for all health care staff. The training focuses on staff needs in areas such as malnutrition, polio, tuberculosis, and laboratory techniques. “The capacity building training of the SEHAT Program is raising staff awareness and enthusiasm for their work,” says Mohammad Zahir Rezayi, head of the Jebrael Health Center.

We work

closely with the

communities,

which has

facilitated people’s

greater access

to health care

services.

—Azizurrahman Saboor

Technical manager for SEHAT

Program, BDN

3 9A R T F S C O R E C A R D 2 016

A R T F S C O R E C A R D 2 0164 0

PILLAR IIIARTF Operational Effectiveness/Quality of Portfolio: Managing for Results

The third pillar measures the operational effectiveness of ARTF projects/operations in support of development results, as well as the overall quality of the ARTF portfolio.

Pillar III is complementary to Pillar II. Pillar III tracks progress on a set of indicators that report on the performance and overall operational effectiveness of the ARTF portfolio and the performance of the World Bank as the ARTF Administrator in ensuring satisfactory portfolio performance. Satisfactory operational effectiveness is critical to ensuring progress at the project/program level (Pillar II), which supports progress on development within the context of ANDS, and now ANPDF, as well as the MDGs and SDGs (Pillar I).

One area to highlight in this pillar is gender. Pillar III will track progress on gender mainstreaming across the portfolio to ensure improved gender outcomes.

AbOUT ThIS PILLAR

hIGhLIGhTS

• Satisfactory implementation of 86 percent of ARTF projects. • Disbursement levels have increased to a disbursement ratio of 47 percent for the Investment Window,

surpassing the World Bank target of 30 percent for the ARTF.• Several of the gender indicators are seeing significant increases.• Seventy-six percent of the portfolio projects have Gender Focal Point staff in client project teams.• The number of projects fully collecting required gender-disaggregated data has increased from 57 percent

in FY15 to 67 percent in 2016.• Proportion of projects that has produced gender-related knowledge has increased from 47 percent in FY15

to 48 percent in 2016.• Facetime with clients of 20,003 days during the period July 2015 to December 2016.


Outcomes


Effectiveness


Output and Outcomes


Effectiveness

41A R T F S C O R E C A R D 2 016

ThE PORTFOLIO COnTInUES TO IMPROvE and perform well with 86 percent of projects performing at satisfactory levels for the last two years.

SOCIAL SAFEGUARDS PROGRESS 2016: The World Bank findings during 2016 reveal that the line agencies/clients have made considerable efforts to enhance land/asset documentation under ARTF-supported projects. According to findings derived from the Third-Party Monitoring reports as well as the Recipients’ reports, over 80 percent of the World Bank–supported projects have maintained adequate information relating to land/assets impacts. For example, the Recipients are maintaining information, such as size of the affected land with number of all affected people for each supported project, showing good progress. Nonetheless, there are some concerns that remain, particularly relating to land donation practices for location-specific infrastructure. Voluntary land donation shall be precluded for location-specific infrastructure as well as land donation by poor and vulnerable segments of the population and families with less land of higher quality.

The Ministry of Finance (MoF) has recently planned to allocate a special budget line as part of their annual budget to compensate families affected by projects, which has not been done so far. Furthermore, the clients have yet to improve gender-disaggregated data to facilitate monitoring and review of social impacts. In this regard, the Recipients shall take measures to ensure all land-related data be gender disaggregated and female staff shall be assigned to the provincial and district project teams to improve awareness and outreach to female community members.

ThIRD-PARTy MOnITOR: It is important to note that findings of the Third-Party Monitor on aspects of social safeguards have had value added results and helped promote compliance with overall social safeguard performances.

GRIEvAnCE REDRESS MEChAnISM: Substantial efforts were made to promote functionality of the grievance redress mechanism (GRM) under ARTF-supported projects. Over 90 percent of all supported projects have GRM in place. However, the line ministries should take measures to improve its functionality, which should include: (i) establishment of multiple channels and locations for grievances registration; (ii) public information among local communities, including women, to use the grievance services; and (iii) registration of all grievances in local complaint logbooks and central database. In this regard, some projects have made considerable progress to improve functionality of GRM and have a good storyline to share.

InTEGRITy RISKS

ThE WORLD bAnK AS ThE ARTF ADMInISTRATOR continues to have a strong focus on fraud and corruption risks and mitigation in the ARTF portfolio. The ARTF organizes its on-budget operations around a strong fiduciary framework, including ring-fencing of funds, technical assistance to strengthen government systems, additional controls applied by the Monitoring Agent/Supervising Agent, and strong oversight by the World Bank’s fiduciary teams.

SUMMARy OF PROGRESS

PORTFOLIO PERFORMAnCE

A R T F S C O R E C A R D 2 0164 2

Generally, integrity risks are found within the following areas: (i) Procurement receives by far the most allegations and is subject to the largest number of substantiated cases. Recurrent vulnerabilities are related to tailored specifications, fraudulent bids, collusion, and biased bid evaluations; (ii) Contract management, where the key risk areas include substandard work, substitution of consultants, false claims, and variation orders; and (iii) Financial management, which sees the fewest number of allegations. It includes diversion of funds and false/inflated invoices.

Afghanistan faces a particular set of risks, including (i) the operating context, in which security provides a challenge for supervision; and (ii) stakeholders, where a weak private sector reduces competition and performance, a nascent civil society hampers third party oversight, and there is a weak reporting culture.

The number of allegations reported in 2009–2016 totaled 47, which is within the expected average range for countries of Afghanistan’s size and with equivalent-sized portfolios. The World Bank Group’s Integrity Vice Presidency investigations from 2009–2016 found the following:• 2008: ARTF Feasibility Studies Facility: A director hired under the project had a falsified CV.• 2009: Short-Term Urban Water Supply: A firm falsified a manufacturer’s authorization and business

registration under a tender (EUR0.8 million).• 2013: Expanding Microfinance Outreach: An NGO’s internal audit identified fraud and mismanagement

amounting to $2.2 million, resulting in the termination of its chief executive officer, 18 expatriate staff, and nearly 200 local staff. Criminal charges were filed with local authorities.

• 2014: Second Customs Reform and Trade: Employees of the management services company corruptly manipulated two tenders totaling $1.9 million.

• 2016: A construction company, Rosta Construction, was debarred for five years for engaging in corrupt and collusive practices.

Funds found to be lost to fraud and corruption are to be returned by government to the ARTF. If no such appropriate action is taken by government, the World Bank may suspend its right to make withdrawals under ARTF projects.

The World Bank continues to strive to mitigate integrity risks. Mitigation measures include:• identifying high-risk projects;• assessing fraud and corruption risks within the projects;• building precautions against fraud and corruption into ARTF projects;• conducting risk-based reviews to detect red flags; • investigating allegations of fraud corruption;• debarring firms that have engaged in misconduct; • referring corruption allegations to national authorities;• training World Bank staff and clients in red flag detection; and• strengthening country systems (e.g., procurement and financial management).

As agreed with the ARTF Strategy Group, the World Bank and donors will be sharing sectoral information on allegations and concerns to improve information flows and ensure input to mitigate risks.

4 3A R T F S C O R E C A R D 2 016

COMMITMEnTS AnD DISbURSEMEnTS

SInCE ITS InCEPTIOn In 2002, the ARTF has committed $9 billion, including $4.5 billion under the Investment Window for a total of 60 projects and $4.3 billion under the Recurrent Cost Window. In that period, $8 billion has been disbursed to the Government of Afghanistan, including $3.6 billion under the Investment Window for its development programs and $4.2 billion under the Recurrent Cost Window in support of its civilian operating budget. The latter includes $456 million under the newly established Ad Hoc Payments, which allow donors to enter into bilateral agreements with the government but channel the funds through the ARTF. Under the Investment Window, 35 projects have so far closed, amounting to total disbursements of $1.3 billion.

2016: Twenty-two projects are currently active with a total committed value of $3.2 billion. This means that funds that are committed to investment projects in legal agreements between the government and the ARTF Administrator are not available to fund other activities. Of the committed funds, $2.3 billion has been disbursed to the government, benefiting the people of Afghanistan, leaving $900 million to be disbursed.

The disbursement ratio has gone up from 38 percent in FY15 to 47 percent in 2016 (from July 2015 to December 2016). Gross disbursement levels have also increased for the period July 2015–December 2016. The total gross disbursements have increased from $838 million in FY15 to $1,427 million in 2016. Under the Investment Window, gross disbursements for 2016 were $654.3 million.

The Scorecard sets the disbursement ratio target at 23 percent to 25 percent for the portfolio as a whole, as well as per project. While the World Bank’s normal disbursement ratio target is 25 percent globally, the ARTF target is slightly lower to account for capacity issues in Afghan implementing agencies that are likely to affect project performance and disbursement. However, the ARTF’s disbursement ratio in 2016 was 47 percent, which was above satisfactory and targeted levels.

GEnDER

ThE WORLD bAnK GROUP has made great strides during the reporting period in integrating and mainstreaming gender in the portfolio. Gender Tagging has become a requirement for all projects from an early project design phase. The World Bank’s Gender Specialists have been providing support to projects across the portfolio to strengthen gender dimensions in project design and implementation, especially ensuring that gender aspects are considered in the projects from an early design stage, including formulating gender indicators and supporting projects to prepare gender analysis/assessments.

The work on gender mainstreaming in the ARTF portfolio comprises projects that already have a high gender content and impact, such as the System Enhancement for Health Action in Transition Project, Education Quality Improvement Program, Afghanistan Rural Enterprise Development Project, National Horticulture and Livestock Project, Non-formal Approach to Training, Education and Jobs in Afghanistan (NATEJA), and Citizens’ Charter Afghanistan Project, plus support to a number of other projects to develop their gender strategy, relevant gender indicators, and gender-informed knowledge products.

A R T F S C O R E C A R D 2 0164 4

Monthly meetings for project gender staff across the whole IDA/ARTF portfolio have been initiated, and they have proven to be a fruitful platform for the exchange of information and experiences across sectors. This has also raised the issue of the working environment, and support has been provided to projects to initiate anti-harassment training at project level.

Finally, bimonthly meetings with the ARTF Gender Working Group have included presentations and discussions involving a number of projects in the portfolio, along with broader discussions with the donor community.

AnALyTICAL WORK: “The Energy–Gender Linkage and its Relevance in Afghanistan—A Background Note” was completed in 2015 under the Afghanistan Power System Development Project, contributing to gender knowledge in the energy sector in Afghanistan. This study provides a brief overview of the channels that intricately link energy interventions with gender outcomes and intends to initiate discussions on how to operationalize gender mainstreaming in energy projects in the context of Afghanistan’s energy and gender policy environment. The note highlights that such mainstreaming, apart from empowering women and taking care of their energy needs, ensures that the overall benefits of energy sector interventions are equitable, has greater adaptability across male and female beneficiaries, and, therefore, are more sustainable in the long run. The study makes a number of recommendations on integrating gender in the sector.

The World Bank Gender team also conducted a mapping exercise to document lessons learned from women’s economic empowerment programs in Afghanistan aligned with the Women Economic Empowerment National Priority Program. The objective of the exercise was to review the impact and sustainability of donor-funded gender projects (not just the World Bank’s) of women’s economic empowerment programs over the last decade. It identified challenges/successes of existing modalities and indicators for WEE programs.

During this reporting period, Technical Assistance was provided to conduct a study, “Afghanistan: Promoting Women’s Livelihoods & Opportunities in Select Value Chains”, to do a rapid, gender-sensitive value chain diagnostics and market assessment for the carpet sector in Afghanistan. The objectives of the Technical Assistance were to develop a business plan, and pilot and document interventions to ensure sustainable sales of fair and ethically female-produced Afghan carpets in the domestic and/or international market, and to address female producers’ constraints to meeting market demands on carpet production.

CITIZEn EnGAGEMEnT

ALL nEW PROJECTS InCLUDED at least one Citizen Engagement results indicator with an appropriate tool, such as a satisfaction survey to evaluate beneficiary satisfaction with Citizen Engagement measures. All ARTF-supported projects are required to establish a real interaction between citizens and government agencies.

4 5A R T F S C O R E C A R D 2 016

hUMAn RESOURCES

ThE Fy16 FACETIME InDEX saw an increase in staff time spent in and on Afghanistan (13,207 days in FY15 to 20,003 days in 201638), against a target of 12,000 days, which was set earlier for FY16. Considering the prolonged political transition period and persistent security challenges, the increase is significant and reflects the World Bank’s continued commitment to the administration of the ARTF and support for the government. Since the indicator baseline was established in 2013, the Afghanistan program has consistently been at the forefront of the World Bank’s programs in fragile and conflict-affected countries.

The World Bank has also increased both local and international staff in Afghanistan in 2016. A total of 18 local and three international staff members joined the World Bank Afghanistan office during this period.

38 Facetime for this reporting period is calculated for 16 months.

A R T F S C O R E C A R D 2 0164 6

G YROn-TRACK SLIGhTLy OFF-TRACKOFF-TRACK nO DATARATInGS

PILLAR III—ARTF OPERATIOnAL EFFECTIvEnESS/QUALITy OF PORTFOLIO

InDICATORSbASELInE PROGRESS TARGET

RATInGvalue year value Fy13

value Fy14

value Fy15

value Fy16

value year

Ensuring Sound Quality and Portfolio Performance

Project readiness for implementation

Number of months between project effectiveness to

first disbursement 2 FY09 2 3 NA39 3 240 Per

year

Satisfactory implementation of active projects

Active operations rated moderately satisfactory or higher on implementation

progress (%)41

78% FY08 73% 87% 88% 92%42 Greater than 75%43

Per year G

Gross disbursements

Disbursed amount in an Afghan Fiscal Year disaggregated for the

Recurrent Cost Window and the Investment

Window ($)

RCW $214 million/

IW $15.59 million

FY 1382

1391RCW $386

million/IW $395 million

1392RCW $256 million/ IW

$424 million

1393 RCW $272

million/ IW $570 million44

1395RCW $500.8

million/IW $654.3

million45

RCW $400 million/ IW $350 million46

1395 G

Disbursement ratio47

Fiscal Year48 disbursement of active grants divided by

total undisbursed funds in active grants by the be-

ginning of the fiscal year (excluding the RCW) (%)

55% FY04 59/28% 61/43%49 38/24%50 47% 23-25%51 2020 G

Gender mainstreaming in results monitoring

ARTF projects that include gender-specific

objectives/outcome/output data with

targets (%)

32% FY14 NA 32%/42%/ 32%

37%/38%/ 33%

37%/52%/ 57%

40%/40%/ 60%52 2020 Y

Percentage of portfolio fully collecting required

gender-disaggregated data

38% FY14 NA 38% 57% 68% 80% 2020 Y

Percentage of portfolio projects with Gender

Focal Point staff in client project teams

71% FY14 71% 60% 66% 70% 60% 2020 G

Percentage of portfolio projects that include technical assistance on gender issues and gender supervision in

implementation support missions

63% FY14 NA 63% 57% 63% 60% 2020 G

Percentage of portfolio projects which have

produced gender-related knowledge in completed

knowledge products

38% FY14 NA 38% 47% NA 50% 2020 N

Citizen Engagement

Percentage of projects that incorporate

beneficiary feedback 94% FY15 NA NA 94% 95% 100%53 FY20 Y

Human resources Facetime with the client counted as total

number of days spent on Afghanistan, including

resident international and national staff and visiting

missions (days)

~12,000 FY12 13,024 11,990 13,207 20,003 12,00054 FY20 G

G

N

47A R T F S C O R E C A R D 2 016

FOOTnOTES

39 No new projects were approved in FY15.40 Average for the past three years.41 Please see Annex III for full overview of project ratings. Only projects that

have gone through their first evaluation cycle are included in this indica-tor, i.e., not projects tagged as “NA”. This results in 24 out of 26 projects rated “Moderately Satisfactory” (MS) or higher.

42 Includes 24 out of 26 active projects rated MS or higher as of December 2016.

43 This takes into consideration the challenging operating environment as well as the fact that new projects generally face challenges during the early years of implementation and pick up in the outer years. The ARTF portfolio is currently very young with many new projects still in the early phase of implementation. Projects are therefore more likely to have rat-ings below moderately satisfactory. This indicator and target of 75% is aligned with the target of the World Bank President’s Delivery Unit.

44 This does not include Ad Hoc Payments of $30 million.45 This does not include Ad Hoc Payments of $272 million.46 Investment Window target set as the average increase of the previous

two years’ disbursements; RCW target set as the RCW baseline as per the Financing Strategy plus approximate IP amounts. Amounts are taken per Afghan fiscal year to ensure they correspond to the Financing Strategy.

47 The disbursement ratio is calculated based on the undisbursed balance in the active projects at the start of the year.

48 While gross disbursements are calculated using the Afghan fiscal year so it can be compared to the planned allocations in the ARTF Financing Strategy, the disbursement ratio is calculated using World Bank systems, which are based on the World Bank’s fiscal year.

49 Including/excluding NSP.50 Including/excluding NSP.51 25% is the general target for the annual disbursement ratio per project.

The target has been slightly revised to 23%–25% to account for capac-ity issues in Afghan implementing agencies, which are likely to affect project performance and disbursement.

52 The World Bank assesses that approximately 30% of the projects covered by the ARTF would not be able to include meaningful gender indicators or collect gender-disaggregated data in a meaningful way due to the nature of the projects themselves (e.g., larger infrastructure or public financial management).

53 This indicator and target of 100% is aligned with the target of the World Bank President’s Delivery Unit.

54 The average facetime in a non-fragile low income country (IDA) is around 7,700 days a year. Recognizing that fragile states like Afghanistan are often in need of more client support, the target for Afghanistan is set higher at the level of the baseline from FY12. Depending on portfolio progress and the security context, this number could fluctuate by +/-10%–15% annually.

A R T F S C O R E C A R D 2 0164 8

STORy FROM ThE FIELD

A Commitment toward Service Delivery across Afghanistan

The inauguration of the Citizens’ Charter

Afghanistan Project on September 25, 2016,

was attended by the President, the Chief Executive

of Afghanistan, cabinet ministers, and over

400 representatives from the donor community,

international organizations, and Community

Development Councils from all 34 provinces

of the country.

ThE CITIZEnS’ ChARTER

4 9A R T F S C O R E C A R D 2 016

WILL RURAL COMMUnITIES in Afghanistan be deprived of development services upon the completion of the National Solidarity Programme in the Ministry of Rural Rehabilitation and Development (MRRD)? What will happen to the Community Development Councils (CDCs) established in rural communities to execute people’s development decisions and priorities? Will our country continue to witness reconstruction of civic infrastructure? These were some of the questions that troubled thousands of villagers as the NSP neared its formal closure date since the program had delivered development services in every province of Afghanistan for 14 years. To address these questions and allay their concerns, the Government of Afghanistan formally launched the Citizens’ Charter Afghanistan Project on September 25, 2016, to sustain the uninterrupted development and reconstruction in the country.

rationale for the Citizens’ Charter

A PROMISE OF PARTnERShIP between the government and communities, the Citizens’ Charter is a foundation for realizing the government’s development vision. It is a commitment to provide every village in Afghanistan with basic services, based on community prioritization. Citizens, therefore, expect this national program to construct and/or restore public infrastructure, and to provide them with essential health services, quality education, safe drinking water, access to electricity, and other civic amenities seen as essential to basic human needs. Haji Nik Muhammad, the CDC Chairperson in Panjwai district in Kandahar Province noted: “We have progressed very well with the NSP. We hope that with the launch of the Citizens’ Charter, we can work with the government to address more of our development challenges.” The Citizens’ Charter has been designed to ensure community development, economic growth, and social welfare on a much broader scale across the country.

A R T F S C O R E C A R D 2 0165 0

the Charter’s oBjeCtives

ThE CITIZEnS’ ChARTER aims to reduce the gap between villages and cities. It will empower both rural and urban citizens equally to identify their own development priorities and encourage them to actively participate in the implementation of the development projects they have prioritized.

dimensions of the Charter

ThE CITIZEnS’ ChARTER will be implemented in the next 10 years, covering one third of the country in its first phase. It is a “whole of government” program, bringing together at least six ministries for implementation. It is committed initially to providing a minimum service package of six essential services: health, education, water management (irrigation, flood prevention, sanitation and provision of safe water), renewable energy, connection of cities and villages, and propagation of small agricultural infrastructures. The Charter is underlined by principles of balanced development and equitable access. The program will accord due attention to the most vulnerable groups, including the displaced, returnees, women, and nomads. The role and participation of women is one of the most prominent working principles of the Charter. The MRRD would like to see women’s participation as CDC office bearers increase to 50 percent. The Charter will build upon the community platform created through NSP over the past 14 years and strengthen the partnership between government and communities. CDCs will be the means by which citizens can demand services, hold line agencies accountable, and ensure that the poorest and most vulnerable can access services. The transition from NSP activities to those under the Charter means that there will be increased emphasis on linking CDCs with local government institutions and ministries following a systems-based rather than project-based approach. CDCs will focus much more in the future

on monitoring and leveraging services from the various line ministry programs and other national priority programs.

funding

ThE GOvERnMEnT IS ThE FIRST DOnOR and has allocated $130 million for the program so far. In addition, the Afghanistan Reconstruction Trust Fund has committed $400 million and the World Bank Group’s International Development Association $100 million in the first phase of four years.

a final thought

ThE PRIMARy ObJECTIvE of the Citizens’ Charter is to generate citizen momentum for sustainable development. The program is determined to achieve this goal by making people actively involved in the implementation process of their own development projects. The honest commitment between people and government on a larger scale will pave the way for ensuring development for all. It is hoped that soon we will be able to banish poverty from our society.

Reprinted from a blog by Ahmad Shaheer Shahriar, Deputy Minister for Programs in the Ministry of Rural Rehabilitation and Development.

Under the Citizens’ Charter Afghanistan Project, CDCs will work to reduce poverty and bring prosperity to their communities. Photo credit: Rumi Consultancy/World Bank.

51A R T F S C O R E C A R D 2 016

Pillar IvARTF Trust Fund EffectivenessManaging Resources Effectively in the Afghan Context and Increasing national Ownership

This pillar captures the ARTF’s efficiency and effectiveness as a mechanism to provide predictable financing to Afghanistan. While Pillar IV does not directly feed into the other three pillars, it provides a picture of an important aspect of the ARTF—its effectiveness in operating as a multidonor trust fund in the Afghan context. It thereby complements Pillars II and III, in particular, by reporting on results directly linked with and attributable to the ARTF and the trust fund mechanism.

AbOUT ThIS PILLAR

• 100 percent of ARTF financing is on-budget.

• In 2016, the ARTF financed 26 percent of the civilian operating budget and 14 percent of the civilian development budget.

• 100 percent of ARTF financing is aligned with the current nPPs at the strategic and programmatic level.

• 100 percent of ARTF project audit reports for Fy 139455 were received on time, up from 65 percent in Fy 1393.

• Donor preferencing of contributions increased to 47 percent in 2016, an increase of 4 percent since Fy15. It is expected that preferencing be held below 50 percent.

hIGhLIGhTS


Outcomes


Effectiveness


Output and Outcomes


Effectiveness

55 Audit reports for 1395 were not received at the time of developing this report.

A R T F S C O R E C A R D 2 0165 2

ThE ARTF IS SITUATED within the context of the Kabul Process56, initiated at the London Conference in 2010, feeding into three closely interlinked documents/processes:• The Afghanistan National Peace and Development Framework; • the National Priority Programs; and • the Self-Reliance through Mutual Accountability Framework.

The ARTF aims to fully align with priorities of the new government outlined in the ANPDF.

ALIGnMEnT InDEX

ThE ARTF ADMInISTRATOR developed the ARTF Alignment Index to inform a useful discussion on alignment. Introduced in 2014, the index outlines alignment on four levels—strategic, programmatic, project, and transaction. Breaking alignment into several levels allows for a more detailed and constructive discussion of remaining challenges.

As the government rolls out its development strategy and operational priorities in a revised set of NPPs, the ARTF Alignment Index will be further revised. In brief, the index outlines the following levels:

• At the strategic level, the ARTF is 100 percent aligned with the priorities outlined in the ANDS and the Realizing Self-Reliance paper as well as the ANPDF. The current ARTF Financing Strategy was closely coordinated with government to ensure alignment with national priorities as per government reforms from the Realizing Self-Reliance paper.

• At the programmatic level, the ARTF is 100 percent aligned with the programs outlined in the existing set of NPPs. Programs are also fully aligned with and in support of the Realizing Self-Reliance paper. The programmatic level comprises several ARTF-financed programs that are included in full in the current NPPs—Education Quality Improvement Program, Afghanistan Rural Access Program, System Enhancement for Health Action in Transition Project, Capacity Building for Results Facility Project, and the Citizens’ Charter Afghanistan Project.

• The project level sees more variation than the strategic and programmatic levels, but even here, as the older projects closed and new projects were introduced, most activities are 100 percent aligned. Projects are confirmed together with the government through an exhaustive process of pipeline review to ensure full alignment with government priorities.

• Finally, the alignment at the transaction level refers to the alignment and use of country systems in the implementation of projects (e.g., disbursement processes and tracking, procurement systems, subnational

SUMMARy OF PROGRESS

ARTF AnD ThE AFGhAn COnTEXT

56 With the objective of setting the path for an “economically sustainable, socially vibrant and stable Afghanistan, led by Afghans for Afghans, supported by the International Community.”

5 3A R T F S C O R E C A R D 2 016

tracking, monitoring systems). The transaction alignment is not an indication of the share of ARTF funds that go through government systems as 100 percent of ARTF funds are channeled on-budget. It is rather an indication of the challenges still faced at the transaction level to ensure the efficient transfer of funds from the ARTF through the government system to beneficiaries and the efficiency of implementation processes and systems.

The transaction level is not referred to or included in the ANDS, NPPs, SMAF, or the Realizing Self-Reliance paper. However, for the ARTF Administrator this is a critical area to capture as it is decisive for the implementation of ARTF projects, which are all on-budget, using country systems. In 2013, the transaction level was set at 30 percent, a relatively low alignment, revealing that challenges remained in ensuring streamlined project implementation. This increased to 40 percent in 2014 as a result of the 2014 Country Portfolio Performance Review. In 2015–2016, progress stalled at 40 percent, reflecting the prolonged political transition period during which not much work took place between government and the ARTF Administrator to support progress in transaction-level efficiency.

The percentage represents a value judgment as there is no easy or scientific approach to establishing alignment at the transaction level.

ShARE OF ASSISTAnCE PROvIDED vIA InCEnTIvE MEChAnISMS

ThE ARTF InCEnTIvES InCLUDE funds from all different modalities of the ARTF IP: The Structural Reform Scheme, the Revenue Matching Grant, and the Operations and Maintenance Facility. The O&M Facility was introduced at the beginning of FY 1392 as a pilot to incentivize spending on O&M at the provincial level in particular. The ARTF IP is a three-year rolling program, i.e., funds can be earned throughout the program irrespective of the allocations in a particular year. In the current program cycle of 2015–2017, a total of $337 million has been disbursed until December 2016.

The Ad Hoc Payments were introduced under the ARTF in 1393 to allow donors to use the ARTF to channel funds with fiduciary oversight to the government’s civilian operating budget based on bilateral incentive schemes. In 2016, $272 million was disbursed under the AHP. Since this is regarded as a bilateral incentive mechanism and not a core ARTF instrument it does not count toward the ARTF incentive funds.

To further strengthen the ARTF and increase the share of incentive funds, the Administrator is looking to introduce the use of new incentive-based instruments under the Investment Window. The new Higher Education Development Project, approved by the ARTF Management Committee in July 2015, includes disbursement-linked indicators, which basically support results-based financing in line with the principles of incentive mechanisms.

A R T F S C O R E C A R D 2 0165 4

DOnOR EnGAGEMEnT InDEX

DIALOGUE AT ThE STRATEGIC LEvEL: Donor engagement is a key aspect of the ARTF governance structure and portfolio management. The World Bank as the ARTF Administrator has facilitated new and expanding opportunities for donors to be well informed and actively involved in ARTF issues, at both the program and project levels. Through the strengthening of the Strategy Group in recent years and the introduction of the ARTF Scorecard and annual Results Workshop, donors are able to engage closely in strategic discussions and decision-making on the ARTF.

The ARTF Steering Committee could not meet between the period July 2015 and December 2016. While the Steering Committee meeting could not take place, the three working groups (the Strategy Group, the Gender Working Group, and Incentive Program Working Group) continued to meet regularly. The agenda for the monthly Strategy Group meetings is developed in close cooperation with the government, donors, and the ARTF Administrator to ensure strategic, sectoral, and project-specific questions are discussed and donors are kept informed on critical developments.

COLLAbORATIOn AT ThE PROJECT LEvEL: While the working groups have continued to meet regularly, the number of World Bank implementation-support missions has also increased after a decrease in 2015 due to the presidential elections and delay in appointing new ministers. In 2015, due to security issues, a few missions were held out of country, a trend that was reversed in 2016. Besides Kabul, several missions were also held in Mazar-e-Sharif, where the Administrator maintained a facility for missions as a backup office. The Donor Engagement Index, however, remains relatively high, showing donor participation in 69 percent of missions, above the 66 percent target. There has been a significant increase in the number of missions as the new government came into office and new ministers were confirmed.

FUnDInG PREDICTAbILITy InDEX

ThE ADMInISTRATOR CAREFULLy MAnAGED the ARTF cash flow and ensured sufficient funds were available in the ARTF account to meet demand from the pipeline during the period when the National Unity Government, after a prolonged political transition, launched its development agenda with several burning priorities. This exercise was challenging since donor contributions are often difficult to predict and pledged amounts can change. To be as accurate as possible, the Administrator asks donors on an annual basis to submit pledges and, if possible, multi-year pledges to increase predictability and facilitate better planning for the government and the ARTF. The FS is updated annually to reflect the incoming pledges and ensure that supply and demand of funds are balanced.

The unallocated cash balance at the end of 2016 was at 33 percent, slightly above the minimum target of 30 percent, which is needed to ensure sufficient money in the fund to finance the pipeline. Donors are encouraged to pay their contributions on time to ensure that enough cash is available in the ARTF account.

5 5A R T F S C O R E C A R D 2 016

The share of donor financing that is preferenced—or provided with a specific project in mind—has increased from 43 percent in FY15 to 47 percent in 2016, meaning that the target of 30 percent has been exceeded for a third consecutive year. A low preferencing level ensures that the Administrator and the government have the necessary flexibility to manage incoming donor contributions in accordance with the agreed ARTF Financing Strategy, rather than allocating funds based on preferences. Several donors are choosing to provide their funds entirely unpreferenced, including Australia, the Netherlands, Norway, and the United Kingdom.

InCREASED GOvERnMEnT CAPACITy AnD OWnERShIP

GOvERnMEnT OWnERShIP OF ThE ARTF continues to be strong. The Ministry of Finance has continued to play a significant role in determining ARTF priorities. MoF ensured that the ARTF funding pipeline was in line with government priorities, but also asked that the pipeline for 1395–1396 remain flexible to allow the government sufficient time to consolidate its development strategy for the coming years and establish priorities for ARTF financing.

AnnUAL AUDITS: The government did extremely well on its FY 1394 audits. All audit reports were received on time for FY 1394. This is a significant improvement over FY 1393, when only about 65 percent were received when they were due. This indicates significant commitment and improved capacity in the government. It is expected that audit reports for 1395 will also be received on time.

bUDGET EXECUTIOn RATE: The target for this Scorecard indicator is an annual increase of 5 percent in the execution of the development budget. Execution of the overall budget (including recurrent and development budgets) improved significantly from 76 percent in 1394 to 90 percent in 1395. This was primarily due to better execution of the recurrent budget, which increased from 80 percent to 90 percent between the two years. Execution of the development budget, however, has continued to stagnate at around 54 percent for a second consecutive year. Protracted procurement procedures, low capacity in provinces, and overall deterioration of the security environment are considered the main causes of low execution rates in the development budget.

A R T F S C O R E C A R D 2 0165 6

PILLAR Iv—ARTF TRUST FUnD EFFECTIvEnESS

InDICATORSbASELInE PROGRESS TARGET Linkages

RATInGvalue year value Fy13

value Fy14

value Fy15

value Fy16

value year SMAF57

Share of assistance provided via incentive mechanisms

Share of planned financing under the ARTF Incentive

Program that had been earned by government by

end of the fiscal year (%)

100% ($40 million)

1388

46% ($23 million)

(1391)

40%58

($83.6 million)(1392)

36% ($98.6

million)(1393)

29%59 ($337.8 million)(1395)

75%60 1394 4.1 R

Alignment with government salary scales

TBD–this indicator will be established when the

Capacity Building for Results Program has been restructured. The original

indicator was not found to address the overall

objective of measuring alignment with government

salary scales.

TBD TBD TBD TBD TBD TBD TBD 5.3 N

Donor Engagement Index

Number of implementation support missions with joint

partner participation (%) 50% (of 40

missions)FY11

65% (of 34 missions)

76% (25 of 33 missions)

67% (20 of 30

missions)61

Over 66%62 Per year NA G

Alignment Index

ARTF development aid aligned with current NPPs at the programmatic level

(%)

0% 138963 100%100% (1392)

100% (1393)

100%(1395)

80% at the programmatic

level 1395 3.4 G

ARTF resources as share of civilian budget

Recurrent/development re-sources as share of govern-

ment’s civilian operating/development budget (%)

RCW: 48%/IW:20%

1382RCW: 22%/

IW: 23% (1391)

RCW: 18%/IW:32% (1392)

RCW: 23%/IW:41% (1393)

RCW:28.9%/

IW: 28.8% (1395)

NA64 NA G

Increased government capacity

Increase in the execution rate of the development

budget51% 139065 50%

(1391)47%

(1392)46%

(1393)54%

(1395)

5% increase per

year66

Per year R

Audits received on time (%)0% 1386

77% (1391)

96%(1392)

65%(1393)

100%(1394)

75%67 Per year G

Funding Predictability Index

Total ARTF pledges deposited by donors by end

of fiscal year (%)86% 1384

94% (1391)

86% (1392)

97% (1393)

63%(1395)

100% Per year G

Unallocated cash balance at the end of the fiscal

year as a proportion of the pipeline for the coming

year (%)

27% 139068 56% (1391)

39% (1392)

53% (1393)

33%(1395)

Minimum 30%69 Per year G

ARTF contributions preferenced (%) 30% 138470 42%

(1391)28%

(1392)43%

(1393)47%

(1395)Maximum

30%Per year R

G YROn-TRACK SLIGhTLy OFF-TRACKOFF-TRACK nO DATARATInGS N

5 7A R T F S C O R E C A R D 2 016

FOOTnOTES

57 Self-Reliance through Mutual Accountability Framework.58 This value is based on the full 1392 incentive financing envelope (Incentive

Program, including the O&M Facility), totaling $182 million, as well as the carry-over incentive funds from 1391, totaling $27 million, which was made available to the government for the following year.

59 Calculation excludes Ad hoc Payments to the government. The percentage would be 23% including AhP.

60 The strength of the IP is determined by how challenging it is for the government to deliver. If benchmarks are too easy, one would expect 100% delivery. The IP Fy 1391–1393 had, however, a challenging set of benchmarks, including an ambitious goal for O&M spending. A delivery of 75% on the benchmarks would therefore be realistic.

61 number of missions (a mission visit consists on average 5 bank staff) to Kabul between July 2015-December 2016 exceeded 120. This includes project preparation, implementation support, and implementation completion missions, technical discussions and workshops with government counterparts.

62 The target is equivalent to two thirds of the missions.63 The year before any nPP was approved.64 no target is set for this indicator. It is included for monitoring purposes only.

65 The baseline is set in 1390 as this was the year the Ministry of Finance first started producing reports on the budget execution rate.

66 Pressure from additional funds being channeled on-budget as well as the earmarking/lack of flexibility within the budget hinder the achievement of 100% budget execution (See more in Section Iv on risk management). It is therefore important to have a realistic sense of what is feasible in terms of annual improvement.

67 The ability to submit audits in a timely manner is dependent on availability of technical assistance for the Supreme Audit Office, which given the security situation, can easily be delayed. The timely submission of audits is therefore difficult and the target is set at a realistic yet challenging level of 75%.

68 First year of the Financing Strategy and therefore the first year the ARTF had a formalized pipeline.

69 The Administrator has strived to maintain an unallocated cash balance of around $300 million to be able to respond to needs for financing both investment projects and the Recurrent Cost Window, including the IP. This is proportionate to around 30% as a target, assuming an overall financing envelope of around $900 million to $1 billion.

70 Fy 1384 was the year that the Investment Window took on a more prominent role and more financing, and, therefore, preferencing was also focused on the Investment Window.

A R T F S C O R E C A R D 2 0165 8

SECTIOn Iv: ARTF RISKS AnD RISK MITIGATIOnOvERALL, the risks to the ARTF, the projects and operations it funds, and their expected outcomes are considered high. The security situation has deteriorated over the past several years and continues to be challenging. The ARTF Administrator acknowledges these risks and attempts to the extent possible to mitigate some of the identified stresses. However, a majority of political and security risks cannot be mitigated easily.

This section outlines the key principles of ARTF risk management and the most important risk areas and mitigation measures. Recognizing that Afghanistan presents a high-risk and continuously evolving context, risks are being monitored on a continual basis. While the broad parameters are outlined, mitigation measures continue to evolve in response to a changing context and in consultation with the government and donors.

The ARTF’s approach to risk management builds on the World Bank’s Framework for Operations Risk Management (FORM) and is organized along similar lines to the ARTF monitoring framework where risk mitigation and monitoring are structured in accordance with key risks. The ARTF Risk Management Framework is organized around two levels—trust fund and project.

the World Bank’s oPerations risk management

In the World Bank risk framework, risks are defined as “risks to the client’s achieving the expected results of the project, program, or strategy; and the risks of unintended impacts.” The World Bank’s FORM rests on three pillars:

(i) standardized systems and tools; (ii) an institutional structure and policies that support proactive risk management; and(iii) a culture of informed risk-taking.

The standardized systems and tools establish a unified and standardized risk-rating tool, the Standardized Operations Risk-Rating Tool (SORT), that integrates information systems and links results to risks. SORT contains a risk category matrix, rates risks at the country and project levels, and assesses risk throughout the life of project (see Annex V).

SORT helps the Bank as the ARTF Administrator assess and monitor risks consistently both at the trust fund and project levels. At the portfolio level, the data collected through SORT are used to create portfolio reports that help the Bank define its tolerance and appetite for various risks. Thus, SORT provides the project-level foundation for portfolio-level risk management.

risk management at the trust fund level

While Annex V outlines the ARTF SORT, including specific risks and risk management approaches at the trust fund level, the following outlines three main principles for how the World Bank, as the ARTF Administrator, manages risks:• Partnership and communication: ARTF risk

management is primarily carried out by the World Bank as the ARTF Administrator, but is done in close collaboration with the government and donors through the ARTF governance structure. The institutional mechanisms provided by the ARTF governance structure allow for candid and open dialogue on risks to the ARTF and on mitigation measures.

• Flexible approach: Due to the relative volatility of the context in which the ARTF operates, the risk mitigation framework cannot be overly prescriptive. Instead, it outlines through SORT the broad principles and the main measures to mitigate risk along a number of critical parameters while leaving room for adaptation in response to a changing environment.

• Continuous monitoring: Continuous monitoring of risks includes collecting information, making assessments, and rendering judgments on both new and ongoing risks. The ARTF Administrator works with its technical teams, and the government and its development partners to understand the risks of the environment.

risk management at the ProjeCt level

ARTF risk management at the project level is based on the World Bank’s FORM and makes use of SORT to carry out risk analysis linked to results management. Also, it is organized around the ARTF monitoring framework to

5 9A R T F S C O R E C A R D 2 016

ensure weaknesses, highlighted in the risk assessment, are addressed and mitigated to the extent possible in the monitoring framework. SORT looks at and rates the risk for the following areas, after which an overall project risk rating is then generated: political and governance; macroeconomics; sector strategies and policies; technical design of project/program; institutional capacity for implementation and sustainability; fiduciary; environment and social; stakeholders; and others.

SORT is initiated during the design process of each individual ARTF project and updated throughout the implementation process. Risk ratings of individual ARTF projects are made available to the government and donors in the biannual implementation status and results reports that are published for each project in the portfolio.

Fiduciary risks are monitored and carefully managed for all ARTF projects. The World Bank employs a systematic approach, based on its public financial management system, to minimize a project’s fiduciary risk. This is done in two stages—project preparation and implementation:

• During the preparation stage, the focus is on assessing the implementing agency to identify/evaluate risks and to mitigate them through design of appropriate fiduciary and oversight arrangements to reduce opportunity for loss and enhance transparency.

• During the implementation stage, continuous assessment of fiduciary systems by the World Bank is done to ensure they are operating effectively as originally designed and to identify any need for change.

A R T F S C O R E C A R D 2 0166 0

Poverty rate (or poverty head count rate) refers to the percentage of population living below the official poverty line. Percentage of population whose daily calorie intake is less than 2,100

calories.

Mean shortfall of daily per capita calorie intake from the minimum threshold of 2,100 calories. In calculating the measure, the shortfall of those whose daily calorie intake is equal to or above 2,100 calories is treated as zero.

Percentage of population whose food consumption scores are 42 and below. This measure aggregates the population that falls under the categories of “borderline” and “poor” food consumption.

Percentage of population whose daily consumption of protein is less than 50 grams per day.

Depth of poverty, also known as poverty gap, is the average shortfall of per capita consumption from the poverty line, shown as the percentage of the poverty line. In calculating the depth of poverty, the shortfall of non-poor is treated as zero.

Average consumption of the poor as percentage of the poverty line. This measure is obtained by subtracting the ratio of poverty gap to poverty rate from 1.

Value of food and non-food items consumed by a household in a month (including the use value of durable goods and housing) divided by the household size.

Gini coefficient measures the deviation of a given distribution of per capita consumption from a perfectly equal distribution. The value of Gini coefficient ranges from 0 to 1.

POvERTy & InEQUALITy FOOD SECURITy

Poverty rate (%) Calorie deficiency rate (% consuming less than 2,100 calories per day)

Depth of calorie deficiency

Inadequate dietary diversity (%)

Protein deficiency (% consuming less than 50g of protein per day)

Depth of poverty

Average consumption of the poor as percent of poverty line

Per capita monthly total consumption

Inequality—Gini coefficient of per capita total consumption

PILLAR I - AFGhAnISTAn COUnTRy LEvEL OUTCOMES: DEvELOPMEnT PROGRESS TOWARD MDGS AnD SDGS

AnnEX I: Definitions of the ARTF Scorecard Indicatorsby Pillar

EDUCATIOn

Literacy rate—age 16 and older (%)

Enrollment rate—age 6–12 (%)

Average years of schooling—age 18 and above

Percentage of population (age 16 years and above) that is literate.

Percentage of children (age 6–12) that is enrolled in schools.

Average years of education among the population belonging to the age group 18 years and above.

6 1A R T F S C O R E C A R D 2 016

ACCESS TO SERvICES AnD InFRASTRUCTURE

hEALTh

Full immunization rate among children age 12–23 months (%)

Children age 12–23 months with no vaccination (%)

Access to skilled antenatal care during pregnancy (%)

births attended by skilled attendants (%)

Percent of households having persons with mild disability

Access to safe drinking water (% of households)

Access to sanitary toilet (% of households)

Access to electricity (% of households)

Average distance to nearest drivable road (km)

PILLAR I (continued)

GEnDER

Female literacy rate—age 16 and older (%)

Female share in active population (%)

Girls to boys, age 6–12 years, enrollment ratio

Ratio of fully immunized girls to boys—age 12-23 months

Percentage of female population (age 16 and older) that is literate.

Percentage of households whose main source of drinking water is one of the following: hand pump (in-compound or public); bored well (hand pump or motorized); protected spring; pipe scheme (gravity or motorized); and piped water provided by the municipality.

Percentage of households that use an improved sanitation facility—a flush latrine or any other improved latrine.

Percentage of households that have access to electricity from any of the providers (government, community, or private) and sources (e.g., electric grid, government generator, personal generator, community generator, solar, wind, or battery).

Average distance in kilometers from a typical household to the nearest dirt or paved road.

Proportion of children (age 12–23 months) that has received complete vaccines for BCG, DPT3, OPV3, and measles.

Proportion of children (age 12–23 months) that has not received any of the scheduled vaccines for BCG, DPT3, OPV3, and measles.

Percentage of pregnant women who have visited any skilled provider (doctor, midwife, nurse, or community health worker) for prenatal care during pregnancy.

Proportion of child deliveries that are attended by any skilled birth attendant, such as a doctor, midwife, or nurse.

Percentage of households that have at least one mildly disabled person (i.e., a person who is experiencing some difficulty in at least one of the five abilities—vision, hearing, mobility, self-care, and remembering)

Proportion of women in the labor force (labor force being the population age 16 and older that is economically active).

Ratio of girls to boys enrolled in schools. The reference age group is 6–12 years.

Ratio of girls to boys age 12–23 months who have received complete vaccines (as per official schedule) for BCG, DPT3, OPV3 and measles. In calculating this measure, provinces where full immunization rate for either girls or boys was zero or missing are left blank.

Data Source: Afghanistan Living Conditions Survey Frequency: Every four years

A R T F S C O R E C A R D 2 0166 2

PILLAR II - PROJECT AnD PROGRAM LEvEL OUTCOMES

AGRICULTURE

InDICATOR 01: Increase in agricultural productivity (irrigated wheat yields) (t/ha)

InDICATOR O2: People with access to agricultural and/or irrigation services (% female)

InDICATOR M1: Area provided with irrigation and drainage service (ha)

InDICATOR M2: new orchards (including vineyards and pistachio groves) established with at least 65% survival rate (ha)

InDICATOR M3: Adoption rate of improved technology among target farmers (%)

DEFInITIOn DATA FREQUEnCyGUIDAnCE

Productivity will be measured as the average variation in irrigated wheat yields, in tons per hectare (t/ha) in the targeted areas.

This indicator measures the number of people who are provided with irrigation and drainage services or any other agricultural support service.

This indicator measures the total area of land provided with irrigation and drainage services under the financed projects, including in (i) the area provided with new irrigation and drainage services, and (ii) the area provided with improved irrigation and drainage services, expressed in hectare (ha).

Newly developed orchards supported by the project with a survival rate of saplings of different kind of crops as measured one year after the initial development.

This indicator measures the number of farmers who have adopted an improved agricultural technology promoted by the project.

M&E seasonal crop survey, Project Monitoring Information System (PMIS), follow-up surveys, impact evaluation

M&E Seasonal crop survey, PMIS

Project implementation reports

Annual outcome monitoring/ Project M&E

Annual outcome monitoring/ Project M&E

Annual, end of project (impact evaluation)

Annual

Biannual

Annual; end of project

Annual; end of project

Guidance on “water users”: This refers to the recipients of irrigation and drainage services, i.e., the owners or, in case the land is leased, the lessees of the land provided with irrigation and drainage services.

Guidance on “irrigation and drainage services”: This refers to the better delivery of water to, and drainage of water from, arable land, including better timing, quantity, quality, and cost-effectiveness for the water users.

Guidance on “new irrigation and drainage services”: This refers to the provision of irrigation and drainage services in an area that has not had these services before. The area is not necessarily newly cropped or newly productive land, but is newly provided with irrigation and drainage services, and may have been rain-fed land before.

Guidance on “improved irrigation and drainage services”: This refers to the upgrading, rehabilitation, and/or modernization of irrigation and drainage services in an area with existing irrigation and drainage services.

Guidance on “adoption”: a change of practice or change in use of a technology that was introduced/promoted by the project. Measured as the target farmers that have adopted at least 5 elements of the horticulture package promoted by the project.

Guidance on “technologies”: The term “technology” includes a change in practices compared to currently used practices or technologies (seed preparation, planting time, feeding schedule, feeding ingredients, post-harvest, storage, processing, etc.). If the project introduced or promotes a technology package in which the benefit depends on the application of the entire package (e.g., a combination of inputs such as a new variety and advice on agronomic practices, such as soil preparation, changes in seeding time, fertilizer schedule, plant protection, etc.)—this will count as one technology.

6 3A R T F S C O R E C A R D 2 016

RURAL DEvELOPMEnT

InDICATOR O3: Communities with elected and functioning CDCs (i.e., conducting elections/re-elections as per mandated procedures) (%)

InDICATOR O4: number of beneficiaries with access to improved services as a result of completed nSP sub-projects

InDICATOR O5: number of labor days generated by sub-project implementation

InDICATOR O6: Increase in direct employment through project-supported Enterprise Groups (EGs) (%)

InDICATOR O7: Amount of savings inter-lended to members of SGs, vSLAs, and EGs for productive and consumption purposes

InDICATOR O8: The proportion of rural population living within 2 km of all-season roads

InDICATOR M4: number of sub-project proposals financed


A functioning Community Development Council (CDC) is one that meets regularly, records the minutes of the meetings, shares information within the community, holds re-elections every three years through secret ballot, and open election for CDC membership including the CDC executive committee, which comprises the four office bearers, namely, (a) Chairperson, (b) Vice-Chairperson, (c) Secretary, and (d) Treasurer.

Number of community members both male and female who either directly utilize or benefit from the completed functional sub-projects and facilities funded by the NSP block grants.

These are the number of skilled and unskilled labor days worked during the implementation of sub-projects. Laborers are paid hourly/daily wages at market rates.

AREDP identifies and organizes rural entrepreneurs from existing Savings Groups into EGs, aiming to maximize their economic potential and skills, and leverage economies of scale to increase the value of their sales. The number of EG members will therefore be counted as a direct employee.

Village Savings and Loan Associations (VSLAs), formed from federated Savings Groups, also address the financial needs of EG members for business investment. VSLA and SG members will meet regularly and save an agreed amount of money, which will be inter-loaned amongst members for productive and consumption purposes.

This indicator is measured as the proportion of rural people in the project area who live within 2 kilometers (typically equivalent to a 20-minute walk) of an all-season road. This indicator is also known as Rural Access Index (RAI).

These are sub-project proposals prioritized by CDC members and approved by NSP–PMU engineers. NSP pays 90% of the cost through the block grant into the CDC bank account and the remaining 10% is paid by the community in cash or in-kind as part of their “Community Contribution”.

Post Implementation Monitoring (PIM) and Implementation Monitoring (IM) reports

PIM report–focus group discussion

PMIS

PMIS

PMIS

PMIS

PMIS

Biannual

Biannual

At completion of sub-projects

Biannual

Biannual

Biannual

Biannual

Guidance on “all-season road”: An all-season road is one that is motorable all year by the prevailing means of rural transport (often a pick-up or a truck which does not have four-wheel drive). Predictable interruptions of short duration during inclement weather (e.g., heavy rainfall) are acceptable, particularly on low volume roads.

A R T F S C O R E C A R D 2 0166 4

RURAL DEvELOPMEnT (continued)

InDICATOR M5: Total amount of block grants disbursed directly to CDCs ($)

InDICATOR M6: Female CDC members (%)

InDICATOR M7: Total amount of savings collected by Savings Groups and village & Loans Associations

InDICATOR M8: beneficiaries participating in Saving Groups and Enterprise Groups (% female)

InDICATOR M9: Total rural roads rehabilitated and maintained (km)


Each CDC, after completing their Community Development Plan, received a block grant to implement their priority sub-projects. The block grant amount is determined by the number of families in a community at the rate of $200 per family, but with a maximum ceiling of $60,000 per community. The average block grant per community is estimated at $33,000.

This is the percentage of women who are CDC members.

This indicator will track the amount of money saved by SGs and VSLAs in afghanis and dollars.

Total number of members of the Savings and Enterprise Groups formed by the project.

This indicator measures the cumulative number of kilometers of all roads constructed, reopened to motorized traffic, rehabilitated, graveled, or upgraded by: (i) the NSP CDCs using their block grants; and (ii) funds from the NERAP/ARAP projects.

PMIS

PMIS

PMIS

PMIS

PMIS

Biannual

Biannual

Biannual

Biannual

Biannual

6 5A R T F S C O R E C A R D 2 016

InFRASTRUCTURE

InDICATOR 09: Increase in the number of beneficiaries with new and rehabilitated metered connections to the grid in the target areas.


This indicator measures the number of people that have received an electricity connection via new and rehabilitated connections aimed at connecting households.

ARTF Report/ Power project report

Quarterly

InDICATOR M10: Distribution (medium voltage—20kv + low voltage)/Transmission (110kv) lines constructed or rehabilitated under the project (km)

This indicator measures the length of the transmission and distribution lines constructed or rehabilitated/upgraded and the amount of transformer capacity added under the project. For purposes of allocating the incremental transformer capacity to distribution or transmission, it is counted by the higher voltage at which it is rated—hence any transformer with a higher voltage rating of 20kV or less is counted as distribution transformation. Any transformer with a higher rating of >20kV is counted as transmission transformation.

ARTF Report/ Electricity project report

Annual

Guidance on “people with electricity connection”: Data on the number of people with electricity connections is estimated by multiplying the actual number of household connections with an estimate of the average household size, assuming about 7 people per household. This indicator covers both NSP and power projects financed by the ARTF. A target cannot, however, be established under the NSP du to the nature of the project. The target therefore only covers the power project(s).

InDICATOR 10: number of people provided with access to all-season roads within a 500-meter range of their house entrance

All-season road is defined as a road that is motorable all year by the prevailing means of transport (e.g., car, fire truck or ambulance, which may not have four-wheel drive). Predictable interruptions of short duration during inclement weather (e.g., heavy rainfall) are acceptable, particularly on low volume roads. Road access in slums often does not exist and presents additional risks to residents in the case of emergencies as ambulances or fire trucks cannot enter. It also reduces ability for home-based income generating activity as it is difficult to bring goods and supplies in and out without road access.

Field Survey BiannualGuidance on “people with access”: The data on the number of people provided with access will come from estimates by TTLs, and can be measured by assessing the kilometers of roads constructed or rehabilitated, and estimates of the population in the project area within a 500-meter range that will access these roads (based on population density estimates); 500 meters is roughly equivalent to 5–10 minutes walking time.

InDICATOR 11: Kilometers of road constructed or rehabilitated

This indicator measures the kilometers of community and trunk roads constructed or rehabilitated.

Field Survey Kilometers of all non-rural roads reopened to motorized traffic, rehabilitated or upgraded. Non-rural roads are functionally classified in various countries as trunk or primary, secondary or link roads, or sometimes tertiary roads. Typically, non-rural roads connect urban centers/towns/settlements of more than 5,000 inhabitants to each other or to higher classes of road, market towns and urban centers. Urban roads are included in non-rural roads.

A R T F S C O R E C A R D 2 0166 6

hEALThDEFInITIOn DATA FREQUEnCyGUIDAnCE

InDICATOR 14: PEnTA3 coverage among children age between 12–23 months in lowest income

No. of children 12–23 months in lowest income quintile who received PENTA3 vaccine before their first birthday. Denominator: Total no. of children 12–23 months in lowest income quintile. (The data will be disaggregated by gender)

Household Survey (Third Party Monitoring and CSO)

Every two years

InDICATOR 12: births attended by skilled attendants (%)

This indicator measures the cumulative number of women who delivered with the assistance of a health provider as a result of ARTF activities. This indicator includes deliveries by a skilled health provider (specialist or non-specialist doctor, midwife, nurse or other health personnel with midwifery skills). Deliveries by trained or untrained traditional birth attendants are excluded. It captures deliveries by skilled health providers either in health facilities or homes of pregnant women.

HMIS/HHS Annual/ Every two years

InDICATOR M11: number of health consultations per person per year

This indicator measures the number of OPD clients/patients seen at all health facilities.

HMIS Annual

InDICATOR M12: Proportion of health facilities staffed with at least one female health worker

Number of BPHS-supported health facilities with at least one female health worker (doctor, midwife, or nurse).

HMIS/HFA Annual

InDICATOR M13: Proportion of children under five years with severe acute malnutrition who are treated [nEW InDICATOR].

Number of children under age five treated for severe acute malnutrition out of the total number of children under age five with severe acute malnutrition.

HMIS Annual

InDICATOR 13: Scorecard score examining quality of care in health facilities (average score)

This indicator is the composite score out of 100 on indices of quality of care as judged by the third party. The health sector of Afghanistan adopted the Balanced Scorecard (BSC) as a tool to measure and manage the performance in delivery of the Basic Package of Health Services throughout the country. The BSC provides a framework to efficiently look at several key areas or domains of the health sector. Each domain is made up of several indicators that provide information about performance in that domain. Provincial results are color coded and for each indicator, upper and lower benchmarks have been defined based on the performance found across the provinces in Afghanistan. This allows the Ministry of Public Health and other stakeholders in the health sector to quickly visualize the performance of each province for each indicator.

HFA Annual

6 7A R T F S C O R E C A R D 2 016

EDUCATIOn

InDICATOR 15: Increase in girls’/boys’ enrollment (basic education) (number) (% girls)

InDICATOR 16: Grade 12 completion rate (% female)


All children enrolled in schools supported by various interventions/ components of EQUIP: (i)School grants—physical infrastructure improvement grants, and quality enhancement grants; (ii) teacher and principal education and in-service training; and (iii) improved monitoring and evaluation systems. These components are aimed at promoting equitable access to basic education, improving quality of education, and strengthening capacity for better management and service delivery.

The 12 Grade completion rate helps in measuring the dropout rates in the last stage of the upper secondary system and also in determining the yearly outputs of the General Education System either into higher education or workforce.

EQUIP Unit, calculated using EMIS data collected every year

EQUIP Unit, calculated using EMIS data collected every year

Annual

Annual

InDICATOR 17: Average student attendance (percentage)

The average number of students present in the class as percentage of the total number of students enrolled in the class.

EMIS Annual

InDICATOR 18: Share of apprentices who find employment within 6 months of graduation

This indicator measures the extent to which practical skills have been imparted to apprentices enrolled in the program.

Tracer Studies/Impact evaluation

Annual

InDICATOR M14: number of rehabilitated or built additional classrooms at primary level

This indicator measures the number of additional classrooms constructed or rehabilitated at the primary level through the ARTF program.

Civil Works unit of EQUIP

Annual

InDICATOR M15: number of additional qualified teachers as a result of EQUIP financing

This indicator measures the number of additional qualified teachers made available in the teaching force through different types of teacher training programs financed by the ARTF program.

Teacher Education Department (TED) of the Ministry of Education

Annual

InDICATOR 19: Total number of beneficiaries (% females)

Total beneficiaries, includes apprentices, principals, training providers, trainees, graduates, savings group members, grant recipients/share of female beneficiaries.

NSDP/Third Party Monitoring

Annual

Priority disciplines include physical and life sciences; computing; engineering, manufacturing and construction; health; environmental protection; agriculture; communication and information technologies; management and policy administration; English language and English literature.

InDICATOR 20: Student enrollment in priority degree program for economic development

Number of male/female students enrolled in priority disciplines as defined in the National Higher Education Strategic Plan 2015–2020.

MoHED Annual

A R T F S C O R E C A R D 2 0166 8

GOvERnAnCE

InDICATOR 21: Improved PEFA ratings for external/internal audit


PI-21 in PEFA covers Effectiveness of Internal Audit—Regular and adequate feedback to management is required on the performance of the internal control systems, through an internal audit function. Such a function should meet international standards, such as ISPPIA (International Standards for the Professional Practice in Internal Audit, issued by Institute of Internal Auditors). The internal audit function may be undertaken by an organization with a mandate across entities of the central government or by separate internal audit functions for individual government entities. The combined effectiveness of all such audit organizations is the basis for this indicator. This indicator is scored against three dimensions— coverage and quality of internal audit function, frequency and distribution of reports, and extent of management response to internal audit findings. PI 26 and 28 covers scope/nature/follow up of external audit and legislative scrutiny of external audit reports respectively—A high quality external audit is an essential requirement for creating transparency in the use of public funds. Key elements of the quality of actual external audit comprise the scope/coverage of the audit, adherence to appropriate auditing standards including independence of the external audit institution, focus on significant systemic PFM issues in its reports, and performance of the full range of financial audit. PI-26 is scored against three dimensions—scope/nature of audit performed, timeliness of submission of audit reports to legislature, and evidence of follow-up on audit recommendations.

The legislature has a key role in exercising scrutiny over the execution of the budget that is approved. The common way this is done is through a legislative committee that examines the external audit reports and questions responsible parties about the findings of the reports. This indicator is scored against three dimensions—timeliness of examination of audit reports by the legislature, extent of hearings on key findings undertaken by the legislature, and issuance of recommended actions by the legislature and implementation by the executive.

PEFA report Every 3-5 yearsThe internal and external audit indicators are covered under three indicators in the PEFA study (PI-21, PI-26 and PI-28). These broadly cover effectiveness of internal audit, scope/nature/follow up of external audit and legislative scrutiny of external audit reports. Each of the three indicators have three dimensions against which government performance is assessed and scored, and these scores are used to come up with a single PEFA rating per indicator.

There have been three PEFA studies for Afghanistan—the first assessment was in June 2005, repeat assessments were in December 2007 and 2013.

The PEFA ratings in the December 2007 repeat assessment were 2 for effectiveness of internal audit and scope/nature/follow-up of external audit, and 2+ for legislative scrutiny. The rating for legislative scrutiny saw an improvement over the June 2005 assessment, while the ratings for the other two indicators remained status quo. A repeat PEFA was done in 2013, with the next assessment planned for mid-2017.

6 9A R T F S C O R E C A R D 2 016

GOvERnAnCE (continued)

InDICATOR 22: Procurement done by line ministry using stand-alone procurement (%)

InDICATOR M17: number of internal/external audits verified as done to international auditing standards

InDICATOR M18: number of procurement units of line ministries and provincial offices restructured for stand-alone procurement

InDICATOR M19: Civil service positions recruited by CbR

InDICATOR 23: Priority line ministries that have implemented at least 2 business process simplifications planned in their CbRP


Percentage of stand-alone procurement done by line ministries compared to other procurement modalities.

The internal audits indicator measures progress in strengthening internal controls, while the external audit indicator measures external audits of development budget performed in line with international standards.

Procurement units of line ministries and provincial offices restructured for stand-alone procurement in line with the established guidelines.

Number of civil servant positions in line ministries recruited per the CBR program.

Total number of ministries out of 13 priority line ministries that implement proposed business process simplification plans.

PMIS

Project MIS

MoF/Control and Audit Office

PMIS

CBR Reports

Annual

InDICATOR 25: Increase in customs revenue

This indicator measures the revenue mobilization effort of customs as compared to the previous year’s collection.

AFMIS/MoF Annual

InDICATOR 26: Increase of the Open budget Index score

This indicator measures progress in budget transparency over time. The indicator relies on the rating of the Open Budget Index, which is compiled by the open budget initiative.

Open Budget Annual

InDICATOR 24: number of ministries who have completed pay and grading increases

Ministries will be assisted to complete the government’s Pay and Grading process, which moves government staff onto an eight-grade, uniform pay scale. Includes all ministries (23), except MOI and MOD. Completion is measured as a ministry having recruited 60% of its reformed tashkeel (organizational structure).

PMIS Annual

Annual

Annual

Annual

Annual

A R T F S C O R E C A R D 2 0167 0

PILLAR III - ARTF OPERATIOnAL EFFECTIvEnESS/QUALITy OF PORTFOLIO

InDICATOR: Average time from approval to first disbursement

DEFInITIOn DATA SOURCE FREQUEnCyGUIDAnCE

Number of months between project approval to first disbursement. World Bank data Annually

InDICATOR: Percentage of portfolio projects with Gender Focal Point staff in client project teams

Percentage of relevant projects (those with gender-specific objectives/outcomes/output) that have gender focal points in client project teams.

Project data on staffing

Annually

InDICATOR: Percentage of portfolio projects which include technical assistance on gender issues and gender supervision in implementation support missions

Percentage of relevant projects (those with gender-specific objectives/outcomes/output) that include technical assistance on gender issues and gender supervision in the implementation support missions.

Project Paper/ Aide Memoires/ Implementation Status and Results Reports

Annually

InDICATOR: Satisfactory implementation of active projects (%)

Percentage of active operations rated moderately satisfactory on implementation progress and likelihood of achieving development objectives.

World Bank data Annually

InDICATOR: Disbursement ratio

Disbursed amount under the ARTF including both the Recurrent Cost Window and the Investment Window as a ratio of undisbursed balance in a fiscal year.

ARTF database Annually

InDICATOR: Gender mainstreaming (%)

Percentage of ARTF projects that include gender-disaggregated indicators in their results framework.


InDICATOR: ARTF projects that include gender-specific objectives/outcome/output data with targets (%)

Percentage of ARTF projects that include gender-specific development objectives, or gender-disaggregated indicators at outcome and output level in their results frameworks.

Project results frameworks

Annually

InDICATOR: Percentage of portfolio projects fully collecting required gender-disaggregated data

Percentage of projects that report data and results on the gender-specific indicators within their results frameworks. The source for this information is the Implementation Status and Results reports for relevant projects.

Project databases Annually

71A R T F S C O R E C A R D 2 016

PILLAR III - ARTF OPERATIOnAL EFFECTIvEnESS/QUALITy OF PORTFOLIO (continued)

InDICATOR: Percentage of portfolio projects which have produced gender-related knowledge in completed knowledge products


Percentage of projects that have produced gender-related knowledge during the whole project cycle.

Knowledge Product Library and Consultation with Project Teams

Project life cycle

InDICATOR: Percentage of projects that incorporate beneficiary feedback (citizen engagement)

Percentage of projects with beneficiary feedback mechanisms in place. The ARTF portfolio has incorporated various Citizen Engagement activities and tools depending on the sector and type of project. A large roads project, for example, has different challenges and mechanisms in place compared to an education project.

Project data Annually

InDICATOR: human resources

Number of days that staff spent on Afghanistan including resident international and national staff and visiting mission days.


A R T F S C O R E C A R D 2 0167 2

PILLAR Iv—ARTF TRUST FUnD EFFECTIvEnESS

InDICATOR: Share of assistance provided via incentive mechanisms

InDICATOR: Alignment with government salary scales

InDICATOR: Donor Engagement Index

InDICATOR: Alignment Index

InDICATOR: Increased government capacity

InDICATOR: Funding Predictability Index


Share of planned financing under the ARTF Incentive Program that had been earned by government by the end of the fiscal year.

Percentage of exceptions given to the general rule that positions funded through ARTF projects should be in line with the CBR salary guidelines.

Number of joint implementation support missions between the World Bank and donors.

Percentage of ARTF development aid aligned with Afghanistan National Priority Programs.

Increase in the execution rate of the development budget. Percentage of audits received on time.

1. Percentage of total ARTF pledges deposited by donors by end of fiscal year (%).

2. Unallocated cash balance at the end of the fiscal year as a proportion of the pipeline for the coming year (%).

3. Percentage of ARTF contributions preferenced (%).

ARTF database

World Bank data

World Bank data

World Bank data

MoF data/ World Bank data

ARTF database

Annually

Annually

Annually

Annually

Annually

Annually

7 3A R T F S C O R E C A R D 2 016

AnnEX II: ARTF Results Matrix—Key Features

The Results Matrix provides an overview and aggregated results of the Afghanistan Reconstruction Trust Fund portfolio. The Matrix outlines horizontally several National Priority Programs and the ARTF portfolio. Under each NPP, indicators for ARTF portfolio output and outcome results are listed that feed into the NPPs. Reading from right to left, the Matrix provides the implementation progress and flow, from inputs (ARTF financing and projects) to milestones/outputs to outcomes and indicators.

ARTF outcomes, indicators, milestones, and outputs have been defined in line with the individual results frameworks in each of the ARTF projects as well as the Incentive Program and Recurrent Cost financing. Some of the indicators, milestones, and outputs may relate to a single ARTF project (if it is the only project in that area) or a group of ARTF projects, which contribute to that specific element (e.g., “roads rehabilitated” will aggregate data from both the rural roads projects as well as from the National Solidarity Programme). The Results Matrix does not include all available indicators for all ARTF-financed projects. All projects financed by the ARTF have individual detailed results frameworks, which are accessible on the ARTF website. While the Results Matrix does not currently report results at the sector level, this is an area that will be explored further as part of future work on results tracking and reporting under the ARTF.

The ARTF Results Matrix will be updated twice a year and be made available on the ARTF website. Once a year it will be included in the published ARTF Scorecard under Pillar II. The reported progress data will relate to the latest available data provided by all the ARTF projects at the time of the update. Progress data for some of the milestones, outputs, and outcome indicators might not change from one reporting period to another due to a different data collection schedule or the implementation pace of related activities.

The output and outcome results of the ARTF portfolio in the Matrix are linked to the NPPs and their defined objectives. NPP output/indicators are not included here as few of the NPP results frameworks are fully developed. The indicators can be added to the ARTF Results Matrix as they mature. It should be noted, however, that the government and the respective line ministries will be responsible for tracking progress under the NPP indicators and results frameworks. While the ARTF feeds into the indicators agreed under the Self-Reliance Mutual Accountability Framework, these indicators are not included in this Results Matrix as they are not linked directly to outputs/outcomes of the ARTF portfolio. Select process-oriented SMAF indicators will be captured instead under Pillar IV in the ARTF Results Management Framework as they are key to measuring the organizational effectiveness of the trust fund.

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AnnEX III: Summary of ARTF Active Projects

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no. Sector

Project Rating

name Loan # Amount $Approval date by the Management

CommitteeClosing date Development Objective PDO IP

1

Agriculture

Afghanistan Agricultural Inputs Project

TF015003 74,750,000.00 30-Jun-2013 30-Jun-2018

Strengthened institutional capacity for safety and reliability of agricultural inputs and sustainable production of certified wheat seed.

The development objective would be achieved through: (i) strengthening capacity in the value chain for producing certified wheat seed; (ii) preventing marketing of banned, hazardous, substandard, and unreliable pesticides and fertilizers; (iii) lowering the risk of introduction and spread of plant quarantine pests into the country; and (iv) improving farmers’ access to agricultural inputs of reliable quality.

MS MS

2Irrigation Restoration and Development TF012029 118,400,000.00 14-Mar-2012 31-Dec-2020 To increase agriculture productivity and production in the project areas. S S

3national horticulture and Livestock Productivity Project

TF013820 190,000,000.00 22-Dec-2012 31-Dec-2020

To promote adoption of improved production practices by target farmers, with gradual rollout of farmer-centric agricultural services systems and investment support. Service delivery centered on farmers will promote in practice increased participation of beneficiaries both in defining the type of services required and in the delivery itself. The project would also promote improved ratio of overall costs reaching beneficiaries as direct investments. The aim is thus to promote sustainability, effectiveness, and efficiency.

S S

4 On-Farm Water Management project TF099074 70,000,000.00 16-Mar-2011 31-Dec-2019 To improve agricultural productivity in project areas by enhancing the efficiency

of water use. S S

Agriculture Total 453,150,000.00

5

Education

higher Education Development Project TF0A0730 50,000,000.00 15-Sep-2015 31-Dec-2020 To increase access to, and improve the quality and relevance of, higher

education in Afghanistan. S S

6

non-Formal Approach to Training, Education and Jobs in Afghanistan (nATEJA)

TF016354 15,000,000.00 11-Apr-2014 30-Dec-2018To increase the potential for employment and higher earnings of targeted young Afghan women and men in rural and semi-urban areas through non-formal skills training.

MS MS

7Second Education Quality Improvement Program

TF093962 408,000,000.00 14-Apr-2009 31-Dec-2017To increase equitable access to quality basic education, especially for girls, through school grants, teacher training, and strengthened institutional capacity with support from communities and private providers.

MS MU

Education Total 473,000,000.00

SUMMARy OF ARTF ACTIvE PROJECTS (as of December 31, 2016)

IP: IMPLEMEnTATIOn PROGRESS; PDO: PROJECT DEvELOPMEnT ObJECTIvE RATInGS: MS: MODERATELy SATISFACTORy; MU: MODERATELy UnSATISFACTORy; S: SATISFACTORy

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6

no. Sector

Project Rating



8

Governance

Afghanistan Justice Service Delivery Project

TF012533 25,000,000.00 31-May-2012 1-Jun-2017 To increase the access to and use of legal services. MS MS

9 Capacity building for Results Facility

TF011447 100,000,000.00 21-Jan-2012 31-Dec-2017 To improve the capacity and performance of priority line ministries and independent agencies in selected reform areas.

MS MS

10Second Public Financial Management Reform Project

TF010024 114,125,000.00 9-Aug-2011 30-Jun-2017To further strengthen the efficiency and effectiveness of Afghanistan’s procure-ment, treasury, and audit systems.

MS MS

11 Technical Assistance Facility Project 0A2839 5,000,000.00 29-Jun-2016 30-Jun-2020 The development objective is to strengthen the fiscal management and the budget

planning performance of the Government of Afghanistan. S S

Governance Total 244,125,000.00

12 health

System Enhancement for health Action in Transition Project (SEhAT)

TF015005 300,000,000.00 6-Oct-2013 30-Jun-2018To expand the scope, quality and coverage of health services provided to the population, particularly for the poor, in the project areas, and to enhance the stewardship functions of the Ministry of Public health.

MS MS

human Development Total 300,000,000.00

SUMMARy OF ARTF ACTIvE PROJECTS (continued)


77

no. Sector

Project Rating



13

Infrastructure

Afghanistan Rural Access Project

TF013093 207,000,000.00 15-Sep-2012 31-Mar-2018 To enable rural communities to benefit from all-season road access to basic services and facilities.

S S

14CASA-1000 Community Support Program

TF017012 40,000,000.00 11-Apr-2014 30-May-2017To provide access to electricity or other social and economic infrastructure services to communities in the Project Area in order to strengthen community support for CASA-1000 transmission line.

S S

15naghlu hydropower Rehabilitation Project PPG

TF0A1691 83,000,000.00 14-Dec-2015 30-Sep-2022To improve dam safety and sustainability of hydropower, and to increase the supply of domestically generated hydroelectricity at the naghlu hydropower Plant.

S S

16 Afghanistan Resource Corridor Project TF014845 2,700,000.00 29-May-2013 31-Dec-2017

The Project Development Objective is to derive broader economic benefits for the Afghan population from investments in the extractive industry. In particular, this will be realized through targeted improvements in hard infrastructure, employment opportunities for Afghans, community benefits sharing, and capacities of domestic firms.

nA nA

17DAbS Planning and Capacity Support Project

TF0A2026 6,000,000.00 10-Feb-2016 31-Jul-2020 To improve DAbS capacity in distribution investment planning, implementation, operation and maintenance. S S

18 Digital CASA PPG TF0A2907 5,000,000.00 29-Jun-2016 31-Dec-2017

To facilitate the preparation of the proposed Digital Central Asia South Asia Proj-ect, which has the objective of supporting Afghanistan to increase access to and reduce costs of regional and domestic internet traffic, improve public service delivery through the development of e-government services, and promote access to digital job opportunities

S S

19 Power System Development Project TF093513 75,000,000.00 19-Mar-2009 31-Mar-2017

The objective of the project is to increase the number of electricity connections for the urban centers of Charikar, Gulbahar and Jabul-es-Seraj, and Pul-e-Khum-ri, and to improve the availability of power from naghlu and Mahipar switchyards.

MS MU

Infrastructure Total 418,700,000.00



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no. Sector

Project Rating



20

Rural Development

Afghanistan Rural Enterprise Development Project (AREDP)

TF0A3502 4,700,000.00 3-Oct-2016 30-Jun-2017Increased income and sustainable employment opportunities for men and women through supported rural enterprises.

MS MS

21Third Emergency national Solidarity Project

TF098459 1,107,255,800.00 24-Jan-2011 31-Mar-2017To build, strengthen, and maintain Community Development Councils (CDCs) as effective institutions for local governance and social-economic development.

S S

22Citizens’ Charter Afghanistan Project

TF0A3827 100,000,000.00 21-Sep-2016 31-Oct-2020The objective of the project is to improve the delivery of core infrastructure and social services to participating communities through strengthened CDCs.

S S

RURAL DEvELOPMEnT TOTAL 1,211,955,800.00

23 Social Development

Support to the Afghanistan Independent Land Authority PPG

TF0A1898 4,950,000.00 15-May-2016 30-Jun-2018 To support the Afghan government to develop the policy and regulatory frame-work and build capacity to deliver transparent, pro-poor land services. S S

SOCIAL DEvELOPMEnT TOTAL 4,950,000.00

24

Urban Development

Urban Development Support Program PPG TF0A3425 2,900,000.00 21-Sep-2016 21-Sep-2017

To facilitate the preparation of the Urban Development Support Program which would help to create an enabling policy framework and capacity at the national and local level to strengthen local city planning, management, and service delivery.

S S

25Kabul Municipal Development Program (KMDP)

TF017016 110,000,000.00 11-Apr-2014 31-Dec-2019

To: (i) Increase access to basic municipal services in selected residential areas of Kabul city; (ii) Redesign Kabul Municipality’s Financial Management system to support better service delivery; and (iii) Enable early response in the event of an eligible emergency.

S S

26Kabul Urban Transport Efficiency Improvement Project

TF017061 90,500,000.00 11-Apr-2014 31-Dec-2019 Improve road condition and traffic flows on selected corridors of Kabul city. S MS

URbAn DEvELOPMEnT TOTAL 203,400,000.00

TOTAL 26 3,309,280,800.00


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nPPPROJECT MC APPROvAL

DATECLOSInG

DATEPROJECT

COnvERGEnCE REMARKS

nAME LOAn # ARTF AMOUnT $ WITh nPP (%)

national Comprehensive Agriculture Development Priority Program

Afghanistan Agricultural Inputs Project TF015003 74,750,000.00 30-Jun-2013 30-Jun-2018 100

Irrigation Restoration and Development TF012029 118,400,000.00 14-Mar-2012 31-Dec-2020 100

National Horticulture and Livestock Productivity Project TF013820 190,000,000.00 22-Dec-2012 31-Dec-2020 100

On-Farm Water Management Project TF099074 70,000,000.00 16-Mar-2011 31-Dec-2019 100

human Capital nPP

Higher Education Development Project TF0A0730 50,000,000.00 15-Sep-2015 31-Dec-2020 100

NPP being developed

Non-Formal Approach to Training, Education and Jobs in Afghanistan (NATEJA) TF016354 15,000,000.00 11-Apr-2014 30-Dec-2018 100

Second Education Quality Improvement Program TF093962 408,000,000.00 14-Apr-2009 31-Dec-2017 100

System Enhancement for Health Action in Transition Project (SEHAT) TF015005 300,000,000.00 6-Oct-2013 30-Jun-2018 100

Governance

Afghanistan Justice Service Delivery Project TF012533 25,000,000.00 31-May-2012 1-Jun-2017 100

NPP being developed

Capacity Building for Results Facility TF011447 100,000,000.00 21-Jan-2012 31-Dec-2017 100

Second Public Financial Management Reform Project TF010024 114,125,000.00 9-Aug-2011 30-Jun-2017 100

Technical Assistance Facility Project 0A2839 5,000,000.00 29-Jun-2016 30-Jun-2020 100

national Infrastructure Plan

Afghanistan Rural Access Project TF013093 207,000,000.00 15-Sep-2012 31-Mar-2018 100

CASA-1000 Community Support Program TF017012 40,000,000.00 11-Apr-2014 30-May-2017 100

Naghlu Hydropower Rehabilitation Project TF0A1691 83,000,000.00 14-Dec-2015 30-Sep-2022 100

DABS Planning and Capacity Support Project TF0A2026 6,000,000.00 10-Feb-2016 31-Jul-2020 100

Digital CASA PPG TF0A2907 5,000,000.00 29-Jun-2016 31-Dec-2017 100

Power System Development Project TF093513 75,000,000.00 19-Mar-2009 31-Mar-2017 100

Afghanistan Resource Corridor Project TF014845 2,700,000.00 29-May-2013 31-Dec-2017 100

Women's Economic Empowerment nPP

Afghanistan Rural Enterprise Development Project (AREDP) TF0A3502 4,700,000.00 3-Oct-2016 30-Jun-2017 100

Third Emergency National Solidarity Project TF098459 1,107,255,800.00 24-Jan-2011 31-Mar-2017 100

Citizens’ Charter nPP Citizens' Charter Afghanistan Project TF0A3827 100,000,000.00 21-Sep-2016 31-Oct-2020 100

Private Sector Development Program

Justice Sector Reform Program

Support to the Afghanistan Independent Land Authority PPG TF0A1898

4,950,000.00 15-May-2016 30-Jun-2018 100

Urban national Priority Program

Urban Development Support Program PPG TF0A3425 2,900,000.00 21-Sep-2016 21-Sep-2017 100

Kabul Municipal Development Program (KMDP) TF017016 110,000,000.00 11-Apr-2014 31-Dec-2019 100

Kabul Urban Transport Efficiency Improvement Project TF017061 90,500,000.00 11-Apr-2014 31-Dec-2019 100

AnnEX Iv: ARTF/IDA nPP MAPPInG71

71 Not all the NPPs are fully developed. As such alignment of programs with national priorities cannot be determined. However, since ARTF program financing is on-budget it can be assumed to be fully aligned to the relevant NPP.

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RISK AREA RISK RISK RATInG73 MITIGATIOn MEASURES

1. POLITICAL AnD GOvERnAnCE

POLITICAL AnD GOvERnAnCE

Political situation remains fragile and violence pervasive. Political consensus within the National Unity Government is yet to be reached.

Potential increase in conflict and continued violence around the country adversely affects the ability to operate and implement projects

S The World Bank as the ARTF Administrator continues to monitor the potential impact of changes to the political economy on ARTF financing. This risk is directly addressed by the strong ARTF fiduciary framework and will be mitigated to the extent possible through close cooperation with key government counterparts in the Ministry of Finance.

ARTF-financed projects are implemented by government. While violence and conflict also affects government staff and is a constant challenge, line ministries and national staff have so far maintained the ability to reach the community to ensure project implementation and service delivery. This is also helped by project designs that take into consideration the difficult operating environment and make use of design models that rely on community involvement for implementation.

While the National Unity Government was negotiated to prevent political crisis, volatility continues. This has had a significant impact on the reform process as well as the implementation progress of ARTF-funded development programs.

S The ARTF Administrator will continue to monitor the situation closely and will remain engaged with our key counterparts in the Ministry of Finance and the line ministries to mitigate impact on the ARTF program to the extent possible.

The Administrator has worked to ensure that financing has been allocated to all major service delivery programs in the portfolio so that delivery of health, education, and other critical services can continue without interruption.

Work will continue at the technical and working levels to ensure basic service delivery continues.

72 1. Political and governance; 2. Macroeconomics; 3. Technical design of a project; 4. Institutional capacity for implementation and sustainability; 5. Fiduciary; 6. Environment and social; 7. Stakeholders; and 8. Others. The ninth category that is part of SORT, Sector Strategies and Policies, is not included at the program level.

73 H=High, S=Substantial, M=Moderate, L=Low.

AnnEX v: ARTF SORT Framework for Risk ManagementSORT is applied to the ARTF at the trust fund level, which includes an assessment of risks in eight different categories72.

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RISK AREA RISK RISKRATInG MITIGATIOn MEASURES

2. MACROECOnOMICS

ECOnOMIC RISKS Although economic growth has slightly improved with increased revenue, political uncertainty and increased violence pose continued challenges to macroeconomic stability in the coming years, including further slowdown in economic growth and exchange rate depreciation. Moreover, the economy is susceptible to exogenous shocks, such as changes in weather and international prices, especially for food and fuels. The government has only few instruments, mainly in the monetary sphere, to respond to adverse macroeconomic developments.

S Funds through the Recurrent Cost Window will help mitigate the risk of a potentially increasing fiscal gap. It cannot, however, cover the growing government expenditures and further revenue increases will be required.

Through the Incentive Program and the World Bank Development Policy Grant, work will continue to improve revenue and fiscal sustainability. A reform dialogue has been initiated with the National Unity Government that has created momentum for revenue improvements.

FISCAL SUSTAInAbILITy Increasing public expenditures and simultaneous reductions in the government’s revenues impact fiscal sustainability negatively. The government not meeting its basic operating expenditures, salaries in particular, could have severe effects on the stability of the country.

h The ARTF continues to support the government’s operating budget with annual contributions through the Recurrent Cost Window, including the Incentive Program and Operations & Maintenance Facility. This allows government to finance (civilian) salaries and operations and maintenance expenditures.

Donors can provide financing directly to government based on bilateral agreements and channel the funds through the ARTF ad hoc modality. The ad hoc modality ensures fiduciary oversight and allows donors to support government in addressing the fiscal gap.

The Incentive Program and the World Bank’s Development Policy Grant is working to strengthen the government’s revenue collection with a specific focus on customs. The government has continued to perform well in revenue collection and has overachieved its annual targets

3. TEChnICAL DESIGn OF A PROJECT

PROJECT DESIGn Project performance is easily affected by the challenging context, which risks impacting results.

M Project design should take into consideration the low capacity and challenging operating environment. This requires use of flexible modalities and innovative project design, weighing long-term sustainability gains against short/medium-term service delivery:

• Outsourcing service delivery: Using NGOs to deliver a basic health package across the country; contracts managed by ministry.

• An in-between model: NSP: Using facilitating partners to work with communities in the field, but general operations maintained by ministry.

• Using country systems: EQUIP: fully integrated into the ministry systems, no Project Implementation Units.

PORTFOLIO PERFORMAnCE In a high-risk, low-capacity environment, the portfolio performance is easily affected.

M Portfolio management requires an integrated approach with regular troubleshooting: • Careful and continuous monitoring at several levels

—Operational through biweekly Senior Ops Meetings.• Annual Portfolio Performance Reviews focusing on identifying key bottlenecks to portfolio performance.• Proactive approach to restructurings—three projects last year.• Strong Bank–client collaboration on portfolio issues to ensure ownership and a proactive approach.

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2 RISK AREA RISK RISKRATInG MITIGATIOn MEASURES

4. InSTITUTIOnAL CAPACITy FOR IMPLEMEnTATIOn AnD SUSTAInAbILITy

IMPLEMEnTATIOn CAPACITy The absorptive and implementation capacity of line ministries is a key factor in how projects perform and how funds can be allocated and disbursed. While the ARTF portfolio is generally performing well with high disbursement rates, implementation continues to face a number of challenges affected by the implementation capacity in line ministries and agencies.

S Implementation risks are mitigated through careful project design, capacity building, and ongoing close supervision of project performance.

The ARTF Administrator also carries out an annual portfolio performance review to identify and address crosscutting issues. Identified issues are discussed in detail with the government to ensure their involvement and ownership in solving problems and removing bottlenecks. A list of implementation bottlenecks is regularly shared and discussed with the client.

WORLD bAnK RESOURCES The Bank’s capacity to support line ministries in project preparation and implementation and to supervise is critical to the quality and effectiveness of the portfolio.

L With some staff based in the Dubai office, more visiting missions now take place, allowing the Bank to move in skills as needed for the program. Also, local staff is being trained to ensure they can increasingly take on more responsibility for support to the client.

In terms of facetime74, the World Bank in Afghanistan continues to be at the forefront in the World Bank with about 20,003 days annually, compared to the average for fragile states (3,000 days) or IDA countries (7,500). As a result, Afghanistan is number one within the World Bank for hands-on support to and engagement with the client.

To continue supporting the large ARTF program, the ARTF administration fee has increased to 4 percent from January 1, 2017. The fee on AHP financing, however, continues at 2 percent.

74 Facetime is a new measure of the Bank’s engagement with client countries that aggregates in a single scale multiple forms of engagement, including field staff (both national and international) and mission travel (from both headquarters and nearby offices).

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5. FIDUCIARy

FIDUCIARy RISKS Fiduciary risks are significant despite good progress. Investment operations (e.g., Public Financial Management Reform Project I and II) have helped to put in place adequate processes and practices for financial management, procurement, and control. Afghanistan has a relatively strong public finance capacity track record as witnessed by the 2013 PEFA. However, fiduciary risks remain significant.

h Safeguarding funds is a multifaceted approach taking place through four complementary modalities:

1. Technical assistance through individual investment projects.2. Capacity building: Capacity Building for Results Facility and Public Financial Management investment

projects. The ARTF-financed PFMR II investment project focuses on technical assistance to further strengthen government control systems.

3. Policy reform work: Incentive Program and the IDA-financed Development Policy Grant. A new IP and Development Policy Grant and a new PFM project will be negotiated with the new government to ensure reform momentum continues in a sustainable manner to address fiduciary risks by implementing reform and building systems and capacity in government. The IP focuses on the timely implementation of PFM measures, which include better internal and external budget controls, greater budget transparency, procurement certification, deep customs reforms aimed at improving efficiency, enhancing controls, and reducing rent-seeking opportunities, and incentives for domestic revenue growth and improved budgetary spending.

4. A robust and comprehensive fiduciary framework to safeguard ARTF funds channeled through the budget along four lines: (i) Strong community ownership and monitoring; (ii) Government-wide controls; (iii) World Bank supervision; and (iv) Additional controls: Monitoring and Supervisory Agents.

The National Unity Government has emphasized its strong disregard for corruption and highlighted its intention to root out such practices. In support of the government’s strategy, the ARTF Administrator will work with the government and donors to assess potential additional anti-corruption measures.

COnTROLS Strong controls are needed to mitigate fiduciary risks, including independent verification, to ensure donor confidence in ARTF systems and fiduciary controls, and to allow donors to continue financing on budget.

h Third Party Monitoring agents address the specific weaknesses of the operating environment and add a layer of control:

ARTF MOnITORInG AGEnT (accounting firm): Monitors the entire civilian operating budget for eligibility:• performs automated desk review of 100 percent of recurrent cost expenditures; and• performs risk-based review of expenditures, including visits to provinces.

ARTF SUPERvISORy AGEnT: Carries out asset verification, quality assurance, and data mapping of national infrastructure projects (NSP, rural roads, education, on-farm water management, and irrigation):

• Provides the Bank with strengthened outreach to all 34 provinces of Afghanistan, including highly insecure areas, to obtain data from key national programs.

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6. EnvIROnMEnT AnD SOCIAL

EnvIROnMEnT Lack of implementation and monitoring capacity of the national environmental law.

S Environment risks are analyzed on a project-by-project basis. All projects and operations financed under the ARTF follow World Bank policies and procedures for environmental safeguards.

Projects are required to develop environment and social management plans.

SOCIAL Tenure insecurity and land conflicts plus multiple, inconsistent, and overlapping legal framework.

S Social risks are analyzed on a project-by-project basis. All projects and operations financed under the ARTF follow World Bank policies and procedures for social safeguards.

Projects are required to develop environment and social management plans and resettlement action plans in case of land acquisition.

IMPLEMEnTATIOn AnD MOnITORInG

Weak implementation and monitoring capacity in implementing ministries.

h Assessed during design phase and identified weaknesses addressed through project design, implementation arrangements, and ongoing World Bank supervision.

DISASTERS Natural disaster risks, including flooding, droughts, earthquakes, locusts.

h The World Bank focuses on disaster risk management at the project level, where appropriate response mechanisms are incorporated into the project design to be activated in an emergency. Also, infrastructure quality specifications take into account potential disaster risks.

GEnDER Marginalization of women in the economy and broader development.

h The World Bank follows a mainstreaming approach to ensure gender issues are addressed as a crosscutting issue in the ARTF portfolio. This includes careful attention to gender issues at the project level, where project designs take into consideration the relevant challenges and opportunities. The World Bank gender specialists works closely with line ministries to provide input and guidance to ensure gender inclusion and equity.

Policy dialogue with line ministries, as well as MoF, to emphasize the importance of increased gender equity.

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7. STAKEhOLDERS

STAKEhOLDER RISKS In light of Afghanistan’s aid dependency, continued donor support will be crucial for balancing the budget. At the Tokyo and Chicago conferences in 2012, international partners committed to providing military and civilian support to Afghanistan through 2016, and renewed in the Brussels conference. In return, the Afghan government committed to key deliverables outlined in the Tokyo Mutual Accountability Framework. Predictability of donor contributions is highly dependent on developments that are outside the immediate control of the ARTF.

Donor pledges, single or multi-year, are often lacking. This creates a challenge to the cash balance management of the Administrator in trying to meet the agreements outlined in the Financing Strategy. While donor financing has remained stable around $800 million over the last few years, it not yet clear if donor contributions to the ARTF will remain at this high level.

S The performance of the portfolio and the delivery of the ARTF Financing Strategy is likely to influence donors’ willingness to continue high levels of contributions to the ARTF. The ARTF therefore needs to ensure a continued focus on effectiveness and delivering results. To allow substantive discussions on effectiveness, the Administrator has strengthened the focus on results reporting. The ARTF Scorecard is published annually and feeds into a dialogue with the government and donors on results, effectiveness, and funding priorities.

The Administrator manages the cash balance as well as supply and demand of funds very carefully, structured in the ARTF Financing Strategy, which is updated annually. This helps mitigate the risk of a deficit of funds.

Donors are strongly encouraged to provide information on planned estimated contributions on a three-year rolling basis to allow for more accuracy in the Administrator’s planning.

SECURITy General security levels will impact the ARTF’s ability to support the government and people of Afghanistan.

h Due to the World Bank mandate, the ARTF does not have any dealings on security and relies entirely on the Afghan authorities and the international community and their mitigation measures.

bEnEFICIARIES Increased tension between different social and/or regional groups.

Tension between centralization and devolution to the regional and provincial levels.

M The World Bank social safeguard policies apply to ARTF projects to ensure social inclusion irrespective of gender, ethnic, and religious affiliation in ARTF-financed projects.

The ARTF adhers to the policies of the Afghan government, but within ARTF-financed projects the World Bank strives to ensure a balanced regional spread of resources.

MAnAGInG EXPECTATIOnS There is growing pressure on the ARTF to take on an increasingly larger share of the development assistance for Afghanistan (i.e., accept responsibility for the funding of still more National Priority Programs). The demand for ARTF resources has to match the supply of funding from donors, as well as the available implementation capacity and Bank resources to ensure the program is realistic and can meet expectations.

S It is critical that expectations are managed in terms of the ARTF’s capacity to continue scaling up its program. This requires careful and ongoing dialogue with the government and donors on ARTF capacity. The ARTF Administrator manages this by ensuring frank and transparent information and continuous updates to the government and donors.

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8. OThERS

SUPERvISIOn/ACCESS TO FIELD

The Administrator’s ability to supervise the portfolio, and particularly the project sites located in high-risk and/or remote areas, is affected by the general security situation in the 34 provinces of the country.

Access to project sites in the provinces is crucial to allow monitoring by line ministries, and implementation support and supervision by the World Bank. Previously, the World Bank team could rely on logistical support from donors and Provincial Reconstruction Teams located in the provinces. This option is now diminishing and logistical support in the field is getting scarce.

h Access to the field happens along three parallel tracks:

1. IMPLEMEnTInG AGEnCIES:• Working through the government ensures access to the field, using community monitoring, grievance redress

mechanisms, information communication technology (ICT), and partners.• Projects have been able to adapt to a changing operating environment and government staff are so far still

able to access projects.2. ThE WORLD bAnK AS ARTF ADMInISTRATOR:

• Continues to use the United Nations facilities in the field.• The World Bank has established a guesthouse in Mazar-e-Sharif in Balkh province. This will allow Bank teams

easy access to the northern provinces and enable field visits in this part of the country.• There are 19 out of 32 Bank projects with ~15,000 project sites within 200 km radius of Mazar, allowing for

day trips.3. MAKInG USE OF ICT AnD ThIRD PARTy MOnITORInG AGEnTS TO ObTAIn DATA:

• The ARTF Supervisory Agent ensures constant monitoring of ARTF projects, even in conflict-affected areas, and a steady flow of verified data to feed into and enhance the ongoing dialogue with the implementing line ministries.

• Individualized innovative approaches to use ICT in project supervision are being developed and built into the project design to ensure access to data and establish beneficiary feedback mechanisms in communities.

A R T F S C O R E C A R D 2 0168 8

The ARTF was established in 2002

to provide a coordinated financing

mechanism for the Government of

Afghanistan’s budget and national

investment projects. Fifteen years later,

the ARTF is the largest single source of

on-budget financing for Afghanistan’s

development. The ARTF remains the

vehicle of choice for pooled funding,

with low transaction costs, excellent

transparency, and high accountability,

and provides a well-functioning arena

for policy debate and consensus

creation (External Evaluation 2012

“ARTF at a Cross-Roads”). The ARTF

is delivering important results within

key sectors, including education,

health, agriculture, rural development,

infrastructure, and governance. It is

also the World Bank’s largest multidonor

trust fund. As of December 31, 2016,

the ARTF has received a total of

$9.5 billion from 34 donors.

Afghanistan Reconstruction Trust Fund

World bank Kabul OfficeStreet 15, house 19Wazir Akbar KhanKabul, Islamic Republic of AfghanistanTelephone: +93 700-27-60-02 Shubham ChaudhuriCountry [email protected] Abdoulaye SeckOperations [email protected] Wezi MsishaARTF [email protected] Claudia nassifLead [email protected] Muhammad Wali AhmadzaiOperations [email protected] In Washington DC: Fei DengCountry Program [email protected] Marcia WhiskeySenior Country Program [email protected] All documents are available on www.artf.af

public disclosure authorized artf scorecard 2016 · 2018. 8. 3. · annex i: definitions of the...

Documents