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Document of
The World Bank
FOR OFFICIAL USE ONLY Report No: PP1544
PROJECT PAPER
ON A
PROPOSED GRANT
IN THE AMOUNT OF 0.35 US$ MILLION (TRUST FUND FOR STATISTICAL CAPACITY
BUILDING)
TO THE
KINGDOM OF CAMBODIA
FOR A
CAMBODIA ENHANCEMENT OF POVERTY ANALYSIS CAPACITY PROJECT
(P151424)
November 30, 2015
This document has a restricted distribution and may be used by recipients only in the
performance of their official duties. Its contents may not otherwise be disclosed without World
Bank authorization.
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CURRENCY EQUIVALENTS
(Exchange Rate Effective November 17, 2015)
1 USD = 4,039.75 KHR
FISCAL YEAR
January 1 – December 31
ABBREVIATIONS AND ACRONYMS
ADB Asian Development Bank
CPI Consumer Price Index
CSES Cambodian Socio-Economic Survey
DA Designated Account
FM Financial Management
FY Fiscal Year
GGF Good Governance Framework
GRS Grievance Redress Service
IA Implementing Agency
IBRD International Bank for Reconstruction and Development
IDA International Development Association
IFR Interim Financial Report
M&E Monitoring and Evaluation
MEF Ministry of Economics and Finance
MoP Ministry of Planning
NBC National Bank of Cambodia
NIS National Statistical Institute
NSDP National Strategic Development Plan
NSDS National Strategy for Developing Statistics
NSS National Statistical System
NWGPM National Working Group on Poverty Measurement
OECD Organization for Economic Cooperation and Development
PARIS21 Partnership in Statistics for Development in the 21st
Century
PDO Project Development Objectives
RGC Royal Government of Cambodia
SIDA Swedish International Development Cooperation
SOP Standard Operating Procedures
TFSCB Trust Fund for Statistical Capacity Building
TORs terms of reference
TTL Task Team Leader
UN United Nations
UNDP United Nations Development Programme
USAID United States Agency for International Development
WBG The World Bank Group
Regional Vice President: Axel van Trotsenburg
Country Director: Ulrich Zachau
Global Practice Senior Director: Ana L. Revenga
Practice Manager: Salman Zaidi
Task Team Leader: Carolina Mejia-Mantilla
ROYAL GOVERNMENT OF CAMBODIA
CAMBODIA ENHANCEMENT OF POVERTY ANALYSIS CAPACITY PROJECT
(P151424)
TABLE OF CONTENTS
Page
I. STRATEGIC CONTEXT .................................................................................................1
A. Country Context ............................................................................................................ 1
B. Sectorial and Institutional Context ................................................................................ 2
C. Higher Level Objectives to which the Project Contributes .......................................... 4
II. PROJECT DEVELOPMENT OBJECTIVES ................................................................4
A. PDO............................................................................................................................... 4
B. Project Beneficiaries ..................................................................................................... 4
C. PDO Level Results Indicators ....................................................................................... 4
III. PROJECT DESCRIPTION ..............................................................................................5
A. Project Components ...................................................................................................... 5
B. Project Cost and Financing ........................................................................................... 6
IV. IMPLEMENTATION .......................................................................................................7
A. Institutional and Implementation Arrangements .......................................................... 7
B. Results Monitoring and Evaluation .............................................................................. 7
C. Sustainability................................................................................................................. 7
V. KEY RISKS AND MITIGATION MEASURES ............................................................8
VI. APPRAISAL SUMMARY ................................................................................................9
A. Economic and Financial Analysis ................................................................................. 9
B. Financial Management .................................................................................................. 9
C. Procurement .................................................................................................................. 9
D. Safeguards ................................................................................................................... 10
E. World Bank Grievance Redress .................................................................................. 10
Annex 1: Results Framework and Monitoring .........................................................................11
Annex 2: Detailed Description of the Project Components .....................................................13
Annex 3: Implementation Arrangements (optional) ................................................................16
Annex 4: PARIS21 NSDS Guidelines - Phases of NSDS Formulation ....................................22
i
APPRAISAL DATA SHEET
Cambodia
Enhancement of Poverty Analysis Capacity (P151424)
PROJECT PAPER
EAST ASIA AND PACIFIC
0000009334
Report No.: PP1544
Basic Information
Project ID EA Category Team Leader(s)
P151424 C - Not Required Carolina Mejia-Mantilla
Lending Instrument Fragile and/or Capacity Constraints [ ]
Investment Project Financing Financial Intermediaries [ ]
Series of Projects [ ]
Project Implementation Start Date Project Implementation End Date
14-Jan-2016 31-Dec-2017
Expected Effectiveness Date Expected Closing Date
14-Jan-2016 31-Dec-2017
Joint IFC
No
Practice
Manager/Manager
Senior Global Practice
Director Country Director
Regional Vice
President
Salman Zaidi Ana L. Revenga Ulrich Zachau Axel van Trotsenburg
Approval Authority
Approval Authority
CD Decision
Borrower: KINGDOM OF CAMBODIA
Responsible Agency: General Directorate of Planning, Ministry of Planning
Contact: Thavrak Tuon Title: Director General
Telephone No.: 85523216394
Email:
ii
Project Financing Data(in USD Million)
Total Project Cost: 0.35 Total Bank Financing: 0.00
Financing Gap: 0.00
Financing Source Amount
Borrower 0.00
Trust Fund for Statistical Capacity Building 0.35
Total 0.35
Expected Disbursements (in USD Million)
Fiscal
Year
2016 2017 2018 0000 0000 0000 0000 0000 0000 0000
Annual 80000.0
0
160000.00 110000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Cumulati
ve
80000.0
0
240000.00 350000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Institutional Data
Practice Area (Lead)
Poverty and Equity
Contributing Practice Areas
Cross Cutting Topics
[ ] Climate Change
[ ] Fragile, Conflict & Violence
[ ] Gender
[ ] Jobs
[ ] Public Private Partnership
Sectors / Climate Change
Sector (Maximum 5 and total % must equal 100)
Major Sector Sector % Adaptation
Co-benefits %
Mitigation
Co-benefits %
Public Administration, Law, and Justice Public
administration-
Other social
services
40
Public Administration, Law, and Justice General public
administration
sector
60
Total 100
iii
I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information
applicable to this project.
Themes
Theme (Maximum 5 and total % must equal 100)
Major theme Theme %
Social protection and risk management Poverty strategy, analysis and
monitoring
60
Social protection and risk management Social Protection and Labor Policy &
Systems
20
Social protection and risk management Other social protection and risk
management
20
Total 100
Proposed Development Objective(s)
The project's objectives are to help strengthen Cambodia's national statistical system through the
development of a National Strategy for Developing Statistics (NSDS) and to improve the Government's
capacity to produce and interpret poverty and inequality indicators.
Components
Component Name Cost (USD Millions)
Support to the NSDS 0.09
Building the government’s capacity to produce and interpret
poverty and inequality statistics
0.11
Provincial and national CPI pilot 0.09
Project management 0.06
Compliance
Policy
Does the project depart from the CAS in content or in other significant
respects?
Yes [ ] No [ X ]
Does the project require any waivers of Bank policies? Yes [ ] No [ X ]
Have these been approved by Bank management? Yes [ ] No [ X ]
Does the project meet the Regional criteria for readiness for implementation? Yes [ X ] No [ ]
Safeguard Policies Triggered by the Project Yes No
Environmental Assessment OP/BP 4.01 X
Natural Habitats OP/BP 4.04 X
Forests OP/BP 4.36 X
Pest Management OP 4.09 X
iv
Physical Cultural Resources OP/BP 4.11 X
Indigenous Peoples OP/BP 4.10 X
Involuntary Resettlement OP/BP 4.12 X
Safety of Dams OP/BP 4.37 X
Projects on International Waterways OP/BP 7.50 X
Projects in Disputed Areas OP/BP 7.60 X
Legal Covenants
Name Recurrent Due Date Frequency
Description of Covenant
Conditions
Source Of Fund Name Type
Description of Condition
Team Composition
Bank Staff
Name Role Title Specialization Unit
Carolina Mejia-Mantilla Team Leader
(ADM
Responsible)
Economist GPVDR
Latharo Lor Procurement
Specialist
Procurement
Specialist GGODR
Reaksmey Keo Sok Financial
Management
Specialist
Consultant GGODR
Anahit Poghosyan Team Member Operations Analyst GPVDR
Johan A. Mistiaen Peer Reviewer Senior Economist GPVDR
Mildred Gonsalvez Team Member Program Assistant GPVDR
Samuel Freije-Rodriguez Peer Reviewer Lead Economist GPVDR
Seble Berhanu Team Member Legal Analyst LEGES
1
I. STRATEGIC CONTEXT
A. Country Context
1. Cambodia’s society has experienced a remarkable transformation since the end of the
internal conflict in 1999. The country has benefitted immensely from political stability and
integration to international markets in the last two decades. Economic growth averaged 7.9%
per year over the period 2003–2013, the 17th fastest in the world. Real GDP growth for 2013
and 2014 remained strong, at 7.4% and 7.1% respectively. Economic growth, particularly in
the agricultural sector which benefited from significant increases in the international price of
rice (the main agricultural product), has lifted a large proportion of the population above the
poverty line. Between 2004 and 2012, poverty incidence under the national poverty line1
declined from 53% to 17.7% of the population. Economic growth has been pro-poor:
consumption for the bottom 40 percent of the distribution grew at an annualized rate of 5.9%
during 2008-2012, compared to a 4.92% growth for the total population.
2. Despite the dramatic reduction of poverty in rural areas (again, using the national poverty
line), from 55.7% in 2004 to 21% in 2012, poverty incidence is much higher among rural
households compared to their urban counterparts, and ninety percent of the poor continue to
live in rural areas. An important caveat worth bearing in mind is that the above assessment of
very good progress in poverty reduction and rapid pro-poor growth depends crucially on how
much the cost-of-living for the Cambodian population increased during this period, as
measured by the Consumer Price Index (CPI).
3. Despite tremendous progress, most households that escaped poverty did so by a small
margin, leaving them highly vulnerable to falling back into poverty again. Given the high
concentration of non-poor households close to the poverty line, a small reduction in
consumption, resulting from a covariate or idiosyncratic shock, can drag them back into
poverty. The proportion of the population whose consumption is between the poverty line
and two times the national poverty line2 has increased from 36.7% in 2004 to 54.3% in 2012.
These numbers are particularly worrisome given the precarious state of the social protection
system in the country, which has historically relied on the more traditional safety nets such as
family, friends and faith-based communities, such as pagodas. Currently, there is no
comprehensive safety net program to protect households from climate, price or
macroeconomic shocks.
4. By the same token, given the clustering of a large share of the population just above the
poverty line, even a small underestimation of change in the cost-of-living over time could
lead to a large overestimation of the pace of progress with poverty reduction.
1 World Bank estimates, which differ slightly from the official estimates.
2 This is considered the group to be at risk of falling back into poverty again.
2
B. Sectorial and Institutional Context
5. In 2014 the Royal Government of Cambodia launched the National Strategic
Development Plan (NSDP) 2014-2018. The plan established key priorities and measureable
target objectives in key policy areas. The NSDP is an effort to have a comprehensive guide
for public policies, whose progress can be measured through objective indicators. A key
element to the impact of the NSDP, is the collection and processing of reliable statistics in a
timely manner by the National Statistical Institute (NIS), under the Ministry of Planning
(MoP).
6. The NIS’s institutional mandate is to plan, collect, and process economic and social
statistics. This involves working closely with various line ministries, and collecting
household data through census and surveys, as in the case of the Cambodian Socio-Economic
Survey (CSES). Historically, the NIS has benefited from (and depended upon) substantial
financial and technical support from various development partners. The World Bank has
been one of the main sources of financial and technical resources for the NIS. Together with
SIDA, USAID, and the UNDP, the WBG financed the 2003/04 round of the Cambodian
Socio-Economic Survey (CSES). It also provided support for the development of the 2007
Statistical Master Plan. Currently, PARIS21 (OECD) is helping the Government of
Cambodia in the formulation of a National Strategy for the Development of Statistics
(NSDS) to serve as a strategic complement to the NSDP and help guide the various ongoing
statistical strengthening initiatives.
7. In 2011, the government of Cambodia established the National Working Group on Poverty
Measurement (NWGPM), an inter-ministerial group in charge of poverty measurement and
of conducting independent analysis linking poverty to policy decisions. The core members of
the NWGPM, responsible for the statistical calculations and the technical decisions belong to
the MoP and the NIS, but other members of the NWGPM also discuss the results and provide
feedback before the numbers are officially released. Over the past few years, staffs at NIS
and NWGPM have worked hard to fulfil this institutional mandate, but face significant
challenges in terms of institutional arrangements and technical capacity.
8. Main issues and challenges: One of the key constraints the NIS currently faces is the lack of
sustained financial resources, which significantly curtails its ability to invest in skills training
for staff. The lack of adequate capacity among current staff to analyze poverty and changes
in the income distribution is a particularly noteworthy constraint, as it limits the institution’s
ability to monitor progress to eliminate poverty and boost shared prosperity. Key data gaps
are also problematic, some of which are due to weak coordination between the NIS and the
statistical units of line ministries that feed administrative records to the system. A greater
awareness of the importance of statistics for the design, implementation and evaluation of
public policies amongst public official of all ministries is required.
9. A substantial data limitation is the lack of national and provincial CPI estimates for the last
three years (2013 - 2015), which are crucial for the poverty estimates, as mentioned above.
The official CPI corresponds just to Phnom Penh, ignoring the price dynamics of rural areas
where 75% of the population lives. The main problem seems to be the inadequate capacity of
3
the regional and local statistical offices, which lack the personnel and equipment needed to
fulfill their tasks. Currently, the data is collected in (six) provinces but the provincial offices
do not have the ability to process the data, which gets sent back to the capital with
considerable delay. The result is that the provincial and national CPIs have not been
processed and published in a timely manner since 2012. In addition, with a coverage of six
provinces, out of a total of 25 in Cambodia, it may not be truly representative at the national
level.3
10. As noted above, the government has started the process of designing, implementing and
monitoring a NSDS, following the standards and procedures of PARIS21 and the UN
statistics division. The NSDS is a medium-term plan to enable the country to build a reliable
National Statistical System that produces the data necessary to design, implement, and
monitor national development policies and programs. It provides a vision of the development
of statistics and a detailed, costed action plan over a period of around 5 years covering the
production of all official statistics. This a lengthy and costly process (see the NSDS
Guidelines in the Annex 4)4 that merits support from all members of the international
development community. So far, the government has partially completed Phases I and II; the
intention of this project is to support the completion of these two phases and make
considerable progress in the subsequent phases.
11. Regarding the NWGPM, the technical capacity of the core members of the NWGPM to
produce and, more importantly to interpret poverty indicators, remains limited. The latest
official poverty estimate was released in 2012, albeit the 2013 and 2014 CSES data has been
collected and processed already. Part of the explanation of why the numbers have not been
released is that the core members of the group lack important technical foundations, and also
the necessary software to perform the estimations and robustness checks. More prominently,
the team lacks the expertise to interpret the statistics and present them to the different
ministries in a way that it would inform and shape policymaking. A long-term, hands on
training on poverty measurement and inequality statistics and how to embed them in policy
analysis, to the core members of the NWGPM should allow the government to independently
monitor the welfare of the country’s population, contribute to the mid-term evaluation of the
NSDP, and thus, shape or modify the policies in place to further reduce poverty in Cambodia.
12. The various activities sponsored through this project have three main areas of focus:
a) Contribute to the timely completion of well-designed and comprehensive
NSDS;
b) Improve capacity for poverty monitoring and analysis;
c) Improve the timeliness and quality of price data collection at the provincial and
national level.
3 Nonetheless, a coverage of six provinces is much better than just the capital (which is what the NIS is currently
using as the official CPI). 4 As have been established by PARIS21, of the OECD; an organization that focuses entirely in encouraging and
assisting low-income countries to design, implement and monitor NSDS.
4
C. Higher Level Objectives to which the Project Contributes
13. The project is aligned with the government’s NSDP and is particularly timely since the
government plans to undertake the mid-term review of the NSDP in 2016. During the review,
the policy priorities that are not on track to achieve the 2018 targets will be identified,
analyzed and revised. The review is a valuable opportunity to re-direct resources and effort to
the policy areas and activities in which the country is lagging behind, and the quality of the
inputs to be used in the review will enhance the effectiveness of the exercise.
14. Similarly, by strengthening the government’s capacity to measure and analyze poverty, it will
help both the government and the WBG identify and prioritize which sectors are key for
poverty reduction in a potential upcoming Country Partnership Framework. The grant will
also contribute to strengthen the Bank’s relationship with the Ministry of Planning and the
National Institute of Statistics, key public institutions for the engagement of the WBG in the
country.
II. PROJECT DEVELOPMENT OBJECTIVES
A. PDO
15. The project’s objectives are to help strengthen Cambodia’s national statistical system through
the development of a National Strategy for Developing Statistics (NSDS) and to improve the
government’s capacity to produce and interpret poverty and inequality indicators.
B. Project Beneficiaries
16. The outputs prepared through this project will benefit the Royal Government of Cambodia, in
particular the Ministry of Planning and the National Institute of Statistics. But more
generally, the project will contribute to the welfare all the population of Cambodia, who will
benefit from a better statistical system, better socio-economic statistics, and improved
capacity to analyze and formulate better evidence-based policies.
C. PDO Level Results Indicators
17. The indicators that will be used to measure progress against the PDOs are:
a) Draft of the NSDS developed by the government of Cambodia.
b) Improved capacity for poverty monitoring and analysis, as evidenced by the
publication of two poverty analysis notes authored by the core members of the
NWGPM.
c) Improved price data collection, as evidenced by the preparation and
publication of pilot provincial and nationally representative CPIs using the new
methodologically sound framework.
5
III. PROJECT DESCRIPTION
A. Project Components
18. The project has four components, which are summarized below. A more detailed description
can be found in Annex 2.
19. Component I: Support to the NSDS ($94,000). The objective of this component is to
support the Government of Cambodia in the intermediate phases of developing a National
Strategy for the Development of Statistics (NSDS)5, using the protocol developed by
PARIS21 (OECD). More specifically, the component will support the following activities
within each of the phases:
a) Preparation: Launch of the NSDS
b) Assessment: Sectoral statistics assessment
c) Envisioning / Strategic Goal Setting: Develop the vision, mission and strategic
goals of the NSDS, prepare sequenced actions plan for statistics development
for the next 5 years, develop a monitoring and evaluation (M&E) system and
identify costs and resources for implementation of the action plans
d) Endorsement/ Adoption of Strategy: Finalize and approve NSDS, organize
small workshop/seminars to promote the adoption and support to the NSDS.
20. Note that the component will not finance the activities of the fifth phase of the NSDS
(Implementation, monitoring and review and evaluation) since the timeframe for this last
phase goes beyond the implementation period of the current project. Nevertheless, the
government has affirmed its commitment to complete the process with the support of
PARIS21.
21. Component II: Building the government’s capacity to produce and interpret poverty
and inequality statistics ($105,000). The objective of this component is to enhance the
capacity of the Cambodian government to independently produce and interpret poverty
statistics.6 The project will provide a long-term modular training to ten members of the
NWGPM that combines theory and practice.
a) Module I: Stata training, construction of consumption aggregate, introduction
to poverty measurement: poverty line, different poverty indicators (headcount,
gap, severity).
b) Module II: poverty profile, growth incidence curves and inequality indicators.
c) Module III: Linking poverty to policy, how to obtain policy implications.
22. Each module consists of five two-day face-to-face sessions (spaced by approximately a
month), for a total of ten days per module; which are complemented by individual work of
the participants on their own. At the end of modules II and III, the participants to the training
5 See the NSDS guidelines phase by phase in the Annex 4.
6 This component of the grant will help the RGC in identifying, documenting, and assessing potential poverty issues
and gaps concerning indigenous peoples and other vulnerable groups in the country.
6
are expected to produce, publish and disseminate a short report on poverty related issues,
based on the knowledge acquired throughout the training. The reports should be free and
available to the public. The World Bank will be closely involved with the training process
and will supervise the content, outputs and technical standards provided. All the required
software and hardware will be provided to the core members of the group.
23. Component III: Provincial and national CPI pilot ($94,500). The objective of this
component is to improve the collection and processing of the current provincial CPI and
national CPI. It must be noted that the national CPI is a necessary input poverty
measurement. Currently, the provincial data offices collect the price information in an
untimely manner and do not have the capacity and the adequate tools to process it. As a
result, neither the provincial CPI nor the national CPI for the last two years are publicly
available. The component encompasses the following activities:
a) Revision of the current price questionnaire, as well as the provincial and
national CPI formula (weights) according to the new CSES results.
b) Establishment of a revised protocol for data revision and data flow between
the central and provincial statistical offices, with clear requirements, deadlines
and responsibilities.
c) Training of the provincial staff on price collection methodologies, sampling
and software used. Provision of the necessary hardware and software for both
the central Phnom Penh office, as well as the provinces.
d) Data collection/processing in ten provinces (Kandal, Kampong Cham, Siem
Reap, Battambang, Sihanouk Ville, Kratie, Koh Kong, Svay Rieng,
Rattanakiri, and Kampot).
e) Estimation and publication of a pilot provincial CPI/ national CPI using new
adjustments/data. The provincial and national pilot CPIs should be free and
available to the public.
24. Component IV: Project Management ($56,500). This component will finance the
operating costs—i.e. reasonable costs of goods required for day-to-day coordination,
administration, and supervision of project activities. This includes a project coordinator,
financial management consultant, a professional audit service for the project expenditures,
and the equipment required.
B. Project Cost and Financing
Project Component Project
Cost (U$)
Grant
Financing
%
Financing
I. Support to the NSDS 94,000 100%
II. Building the government’s capacity to
produce and interpret poverty and
inequality statistics
105,000 100%
III. Provincial and national CPI pilot 94,500 100%
IV. Project management 56,500 100%
Total 350,000 350,000 100%
7
IV. IMPLEMENTATION
A. Institutional and Implementation Arrangements
25. The Ministry of Planning (MoP) of the Royal Government of Cambodia will be the
implementing agency. The National Institute of Statistics (NIS) is part of the MoP, and thus
is also considered to be a part of the implementing agency for this project. The MoP has
experience with the execution of similar projects supported by the Trust Fund for Statistical
Capacity Building (TFSCB). The agency received a USD 220,000 grant from the TFSCB
during 2005-2007 to help develop the national statistical strategy for Cambodia, which
resulted in the Statistical Master Plan of 2007. However, bearing in mind the time gap
between the projects, grant-specific financial management and procurement training will
need to be provided for additional fiduciary support, as detailed in Annex 3.
26. The Bank will work closely with other development partners also involved in strengthening
the statistical system of Cambodia, such as the UNDP, the Asian Development Bank (ADB),
and specially PARIS21, from the OECD. The Bank will establish a close collaboration with
PARIS21 for the implementation of the first component of the project: the design and
formulation of the NSDS.
B. Results Monitoring and Evaluation
27. The PDO level results and the intermediate results will be monitored by the project team of
the MoP/NIS (helped by the project coordinator), following the results framework detailed in
Annex 1. The project team will compile semi-annual reports on the progress, outputs and
results achieved under each component of this project.
C. Sustainability
28. In terms of sustainability, there are three main aspects to be considered for this project. The
first one is related to the completion of the last phase of the NSDS, the implementation,
monitoring and evaluation of the NSDS. The activities of this phase are not supported by this
project since they go beyond its implementation period. Nonetheless, the government, with
the full support of Paris21, is committed to the completion and implementation of the NSDS.
The Bank will also follow up the process closely in order to assess the government’s
commitment to the process.
29. The second aspect important for the sustainability of the project is the significant turnover of
the staff not only in the MoP/NIS, but also in the other ministries that feed data to the NSS.
This can slow the reports/ assessments required for the NSDS of this project, and also
translate into a loss of resources if the participants of the trainings change positions or
institutions. To overcome this the Bank has asked the project team of the MoP/NIS to be very
selective of those individuals participating in the trainings. They must be engaged and
committed staff with a medium term career prospect in the institution and real interest in
improving the NSS. In addition, and considering turnover is unavoidable, the project will
8
leave written documentation (both in English and Khmer) of the most important elements of
the poverty estimation and provincial CPI trainings.
30. The third important aspect related to sustainability is the data collection/estimation of the
provincial and national CPIs once the project is completed. Albeit the project aims to
overcome to the low technical capacity and lack of equipment of the provincial statistical
offices, which seem to be the main issue, the concern remains. The government has
emphasized its commitment to continue with the task once the project is finalized.
Nonetheless, the Bank team will remain vigilant that the NIS is planning ahead in terms of
budget, personnel and processes in order to fulfill the promise.
V. KEY RISKS AND MITIGATION MEASURES
31. The overall risk for this project is considered to be moderate. The two main sources of risk
are relates to the institutional capacity for implementation and sustainability and the fiduciary
aspects of the project. In terms of the institutional capacity, the implementation agency has
scarce technical and project management skills. That is why the project included appropriate
resources to have a person exclusively devoted to the management of the project, as well as a
financial management consultant. In addition, the Bank will be accompanying and
supervising the implementation agency in terms of the technical aspects.
32. The fiduciary risk comes from the fact that the implementation agency has experience in
using simple and manual accounting systems (by maintaining a cash book and related records
but no knowledge/experience in the disbursement procedures and accounting software).
Similarly, a big portion of the project’s activities are about training and workshops, which are
considered risky by nature. In order to mitigate this risk, and as discussed in the next section,
the Bank will take a set of appropriate measures.
33. Systematic Operations Risk-rating Tool
Risk category Rating
1. Political and Governance M
2. Macroeconomic L
3. Sector Strategies and Policies M
4. Technical Design of Project or Program M
5. Institutional Capacity for Implementation and Sustainability S
6. Fiduciary S
7. Environment and Social M
8. Stakeholders L
9. Other -
OVERALL M
9
VI. APPRAISAL SUMMARY
A. Economic and Financial Analysis
34. Economic and Financial Analysis. The project is not suitable for the conventional cost-
benefit and financial analysis given the nature of the output of the different components.
Nonetheless, the benefits of a strong, reliable and efficient statistical system for an informed
design, implementation and evaluation of public policies are well established. In this
particular case, the project is timely, as some of the outputs can be used in the mid-term
review of the National Development Strategic Development Plan, which is planned for 2016.
Although very modest immediate financials returns are expected from this project, in the
long run, a more efficient use of public resources based on reliable data, may help to enhance
the effectiveness of public spending.
B. Financial Management
35. Considering the scope of the FM work in relation to the project’s size, the financial
assessment considers that the Implementing Agency (IA) has an adequate FM system and
arrangements after the implementation of a number of mitigating measures. The FM risk is
rated as ‘High’ before the mitigation measures and ‘Substantial’ after the implementation of
the agreed actions.
36. The following mitigation measures were agreed be implemented: i) purchase of accounting
software, ii) training on FM, disbursement procedures and software, iii) agreement on the
format of the semester IFR, iv) requirement to submit bi-annual IFR to the Bank no later than
45 days after the end of each semester, and also requirement of annual audit of the financial
statements by an independent private audit firm whose terms of reference (ToRs) are
acceptable to the Bank. The audited financial statements and management letter shall be
submitted to the Bank no later than six months after the end of the FY. See Annex 3 for more
details on the financial management arrangement.
C. Procurement
37. There are two procurement categories among what is expected to be financed by the project
“Cambodia Enhancement of Poverty Analysis Capacity Project administered by the IA.
These are: procurement of Goods and of Consulting Services of various types. The
procurement of goods and consultant services under the project and financed in whole or in
part by the trust-fund will be carried out in accordance with the IDA’s "Guidelines:
Procurement under IBRD Loans and IDA Credits" dated January 2011 and revised July
2014. Also, they will follow the procedures set forth in the RGC’s Sub-Decree 74 on
Promulgating of the Standard Operating Procedures for all externally financed
projects/programs in Cambodia dated May 22, 2012 and relevant provisions of the
Procurement Manual for all externally financed projects/programs in Cambodia (updated
version May 2012).
10
38. The implementing agency will be responsible for the procurement arrangements pertaining
this project. Given the overall small value of procurement under this project, the past
experience of the MoP in carrying out the Bank funded project, the current governance and
procurement environment in Cambodia and the limited procurement capacity of the
procurement officer, the overall procurement risk rating for this project is “Substantial”.
However, the risks will be managed and mitigated through the following agreed action plan,
and the residual procurement risk of this project is “Moderate”. The mitigation activities
include: i) The application of the Standard Operating Procedures (SOP), and ii) in addition to
prior review supervision, the World Bank will carry out procurement ex-post review at a rate
of 15% of all post review contracts. More details about procurement are provided in Annex
3.
D. Safeguards
39. The project is not expected to have any adverse social or environmental impacts and thus no
safeguard policies are triggered. The social impact is expected to be positive because it will
nurture public debates on matters of economic, welfare, and social concern and better target
of public policies and use of public resources.
E. World Bank Grievance Redress
40. Communities and individuals who believe that they are adversely affected by a World Bank
(WB) supported project may submit complaints to existing project-level grievance redress
mechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that
complaints received are promptly reviewed in order to address project-related concerns.
Project affected communities and individuals may submit their complaint to the WB’s
independent Inspection Panel, which determines whether harm occurred, or could occur, as a
result of WB non-compliance with its policies and procedures. Complaints may be submitted
at any time after concerns have been brought directly to the World Bank's attention, and
Bank Management has been given an opportunity to respond. For information on how to
submit complaints to the World Bank’s corporate Grievance Redress Service (GRS) please
visit http://www.worldbank.org/GRS. For information on how to submit complaints to the
World Bank Inspection Panel, please visit www.inspectionpanel.org.
11
Annex 1: Results Framework and Monitoring
Country: Project Name
Project Development Objective (PDO): The project’s objectives are to help strengthen Cambodia’s national statistical system through the development of a
National Strategy for Developing Statistics (NSDS) and to improve the government’s capacity to produce and interpret poverty and inequality indicators.
PDO Level Results Indicators* C
ore
Unit of
Measure Baseline
Cumulative Target Values** Frequency
Data Source/
Methodology
Responsibility for
Data Collection 2016 2016 2017 2017
1 semester 2 semester 1 semester 2 semester
Indicator One:
Draft of the NSDS developed by
the government of Cambodia
Text Not
applicable
First Draft Second
Draft
Final Draft Bi-annual MoP/NIS project
team
MoP/NIS project team
Indicator Two:
Improved capacity for poverty
monitoring and analysis, as
evidenced by the publication of
two poverty analysis notes
authored by the core members of
the NWGPM.
Text Not
applicable
First Draft
Note 1
Final Draft
Note 1,
First Draft
Note 2
Final Draft
Note 2
Bi-annual MoP/NIS project
team
MoP/NIS project team
Indicator Three: Improved price
data collection, as evidenced by
the preparation and publication of
pilot provincial and nationally
representative CPIs using the new
methodologically sound
framework.
Text Not
applicable
First Draft
Final Draft Bi-annual MoP/NIS project
team
MoP/NIS project team
INTERMEDIATE RESULTS
Intermediate Result (Component One): Support to the NSDS
Intermediate Result indicator One:
Sectoral statistics assessment
document
Text Not
applicable
First Draft
Final Draft Bi-annual MoP/NIS project
team
MoP/NIS project team
Intermediate Result indicator Two:
Action Plan for Statistics
/identification of costs document
Text Not
applicable
First Draft
Final Draft Bi-annual MoP/NIS project
team
MoP/NIS project team
Intermediate Result indicator
Three:
Monitoring and evaluation plan
Text Not
applicable
First Draft
Final Draft Bi-annual MoP/NIS project
team
MoP/NIS project team
12
document
Intermediate Result (Component Two): Building the government’s capacity to produce and interpret poverty and inequality statistics.
Intermediate Result indicator One:
Completion of training modules
Proportion 0% 33% 66% 100% - Bi-annual MoP/NIS project
team
MoP/NIS project team
Intermediate Result indicator Two:
Attendance to each module of the
WGPM members
Proportion 0% 80% 80% 80% - Bi-annual MoP/NIS project
team
MoP/NIS project team
Intermediate Result (Component Three): Provincial and national CPI pilot
Intermediate Result indicator One:
Identification of the weaknesses of
the current methodology,
estimation of formula
Proportion 0% 100% Quarterly MoP/NIS project
team
MoP/NIS project team
Intermediate Result indicator Two:
Number of provinces where
training and the provision of
equipment is completed.,
Number 0 5 10 Quarterly MoP/NIS project
team
MoP/NIS project team
Intermediate Result indicator
Three:
Price data collection
Proportion 0% 50% 100% Quarterly MoP/NIS project
team
MoP/NIS project team
*Please indicate whether the indicator is a Core Sector Indicator (see further http://coreindicators)
**Target values should be entered for the years data will be available, not necessarily annually
13
Annex 2: Detailed Description of the Project Components
Component I: Support to the NSDS
Phase Specific Actions Output Time (from
starting date)
I. Preparation Launch of the NSDS: High level meeting of
stakeholders (government officials, data
producers/users, development partners) to
introduce the NSDS process, understand the
willingness to support of the national
stakeholders and present short term data
needs
Report of meeting outlining the
processes to be undertaken and feedback
from the participants
Two months
II. Assessment Sectoral statistics assessment
Report of the availability, source,
periodicity and quality of key sectoral
indicators
Six months
III. Envisioning /
Strategic Goal
Setting
Shape the vision, mission and strategic goals
of the NSDS
Prepare sequenced actions plan for statistics
development for the next 5 years
Develop a monitoring and evaluation (M&E)
system of the NSDS
Identify costs and resources for
implementation of the action plans
Draft of the NSDS, with M&E
framework.
Estimated costs for the implementation
Twelve months
IV. Endorsement/
Adoption of
Strategy
Finalize and approve NSDS
Organize small workshop/seminars to
promote the adoption and support to the
NSDS
Publication and dissemination of the
NSDS
Two/three dissemination workshops of
the NSDS
Eighteen months
14
Component II: Building the government’s capacity to produce and interpret poverty and inequality statistics
Module Content Output (Deliverables)7 Time (from
starting date)
I. First Module a) STATA training
b) Construction of consumption
aggregate
c) Introduction to poverty
measurement: poverty line,
different poverty indicators
(headcount, gap, severity)
1. Note with guidelines on how to
measure poverty in Cambodia.
Four months.
II. Second Module a) Poverty profile
b) Growth incidence curves and
inequality indicators
1. Note with poverty update (including
poverty headcount rate, gap, and
severity) and analysis using 2013
and 2014 CSES.
Eight months.
III. Third module a. Linking poverty to policy: how to
obtain policy implications
1. Note aimed at using poverty
indicators for policy makers,
perhaps focusing in a specific area
(health/education/etc.)
Twelve months.
7 To be delivered by the participants of the training, except perhaps for the first one.
15
Component III: Provincial and National CPI pilot
Specific Activity Output (Deliverables)8 Time (from starting
date)
Revision of the current price questionnaire, as
well as the provincial and national CPI formula
(weights) according to the new CSES results.
Revised questionnaire and updated
national CPI formula.
Two months.
Establishment of a revised protocol for data
revision and data flow between the central and
provincial statistical offices, with clear
requirements, deadlines and responsibilities.
1. Document containing the protocol
described.
Two months.
Training of the provincial staff on price
collection methodologies, sampling and software
used. Provision of the necessary hardware and
software for both the central Phnom Penh office,
as well as the provinces.
Fourth months.
Data collection/processing in ten provinces:
Kandal, Kampong Cham, Siem Reap,
Battambang, Sihanouk Ville, Kratie, Koh Kong,
Svay Rieng, Rattanakiri, and Kampot.
1. Processed data in ten provinces. Twelve months.
Estimation of the provincial CPI/ national CPI
using new adjustments/data.
1. Pilot provincial CPI and pilot
nationally representative CPI,
Fourteen months.
8 To be delivered by the participants of the training, except perhaps for the first one.
16
Annex 3: Implementation Arrangements (optional)
CAMBODIA: CAMBODIA ENHANCEMENT OF POVERTY ANALYSIS CAPACITY
(P151424)
Financial Management, Disbursements and Procurement
Financial Management
Taking into account a scope of financial management of the proposed small project, the IA’s
FM system and staff is deemed acceptable and sufficient provided that the following actions
are satisfactorily implemented:
Action Responsibility Target
Completion*
Carry out one day training on FM and
disbursement procedures and agree on the
format of the semester IFR
IA and Bank Before effectiveness
Purchase an accounting software, install and
training provided to the FM persons
IA and short
term FM
Consultant
engaged by the
project
No later than 3
month after
effectiveness
Prepare a short and simple manual on FM
procedures on segregation of duties (preparer,
review and approval) and policies on training
and workshop and IOC related expenses
IA No later than 3
month after
effectiveness
Engage an external auditor acceptable to the
Bank
IA and MEF No later than 6
month after
effectiveness
*The above-listed actions after effectiveness will be monitored by the team as part of
regular Project supervision, without including additional legal covenants in the grant
agreement.
A Designated Account (DA) denominated in US$ having a fixed ceiling at the National
Bank of Cambodia (NBC) will be open for the project’s operations. The ceiling of DA will
be US$80,000. Two signatories are required to withdraw cash from DA. The DA is
replenished every quarter, or monthly dependent on the cash requirement, using Statement
of Expenditures for post review expenses and Summary Sheet for prior review contracts.
Below is a proposed fund flow diagram.
17
The Grant proceeds will be disbursed against eligible expenditures as indicated in the Table
below.
Table 1. Allocation of Grant Proceeds
Category Total Amount of Grant
Allocated
(US$ Equivalent)
Percentage of Expenditures
to be financed
(inclusive of Taxes)
(1) Goods, Consultant’s services, Non-
consulting services, Training and
Workshops and Operating Costs
350,000 100%
TOTAL 350,000
A break-down of budget by different categories such as goods, non-consulting services,
consultant’s services, training and operating costs will be presented in the budget and work plan
of the project subject to review and no-objection from the TTL.
The FM legal covenants are:
The IA shall submit a semester IFR to the Bank no later than 45 days after the end of
each semester;
The IA shall have financial statements audited annually and have the audited financial
The World Bank
Direct payment
Funds to DA
MOP
DA in US$ at
NBC
: Fund flow : Fund request
Consultants/Suppliers
18
statements and management letter submitted to the Bank no later than 6 months after each
fiscal year.
The Bank will carry out one FM supervision for the first six month after effectiveness and
subject to the assessment of the first mission, the mission will be once every year afterward.
Disbursements
The following disbursement method will be used:
Reimbursement: The Bank may reimburse the Recipients for expenditures eligible for
financing pursuant to the Financing Agreement (eligible expenditures) that the Recipients
has pre-financed from its own resources.
Advance: The Bank may advance the Grant proceeds into a designated account to finance
eligible expenditures as they are incurred and for which supporting documents will be
provided at a later date.
Direct Payment: The Bank may make payments at the Recipients’ request, directly to a
third party e.g. supplier, and consultant for eligible expenditures.
Minimum application value for direct payment and reimbursement is US$10,000. The project
will have a Disbursement Deadline of four months after the Closing Date. All expenditures that
incur before/by the Closing Date will be eligible.
Procurement
1. Procurement arrangement
Procurement for the proposed project will be carried out in accordance with the World
Bank’s Procurement and Consultant Guidelines dated January 2011 and revised July 2014,
and the procedures set forth in the RGC’s Sub-Decree 74 on Promulgating of the
Standard Operating Procedures for all externally financed projects/programs in Cambodia
dated May 22, 2012 and relevant provisions of the Procurement Manual for all externally
financed projects/programs in Cambodia (updated version May 2012) and the provisions
stipulated in the Financing Agreement and in agreed Procurement Plan.
A draft procurement plan for the project was prepared. This plan will be discussed and
agreed with the Bank team. The plan will be updated with the Bank’s prior concurrence,
annually or as required, to reflect changes in implementation needs and improvements in
institutional capacity. The procurement risks of the project will be managed and mitigated
19
through an action plan that has been incorporated into the project design and the project
financing agreement.
2. Assessment of the Agency's Implementation Capacity
Procurement activities will be carried out by the Ministry of Planning (MoP) of the Royal
Government of Cambodia based on the existing government institutional arrangements.
The MoP has experience with the execution of similar projects supported by the Trust
Fund for Statistical Capacity Building. The agency received a grant from the TFSCB for a
total amount of USD 222,000 between the years 2005-2007 in order to develop the
national statistical strategy for Cambodia, which resulted in the Statistical Master Plan of
2007. However, the procurement officer for this project has a limited of procurement
knowledge because the long time gap of implementation of Bank’s finance projects.
Given the overall small value of procurement under this project, the past experience of the
MoP in carrying out the Bank funded project, the current governance and procurement
environment in Cambodia and the limited procurement capacity of the procurement
officer, the overall procurement risk rating for this project is “Substantial”. However, the
risks will be managed and mitigated through the following agreed action plan, and the
residual procurement risk of this project is “Moderate”.
3. Actions to Mitigate Procurement Risks and to Build Agencies’ Capacity.
To address the risks associated with overall governance and procurement environment, the
following measures have been agreed:
(a) The updated Standard Operating Procedures (SOP) for all Externally Funded
Projects/Programs in Cambodia promulgated through Sub-Decree 74 on May 22, 2012
incorporates the Good Governance Framework (GGF). The GGF includes various
elements for improving transparency and accountability through strengthened
procurement arrangements, strengthened financial management, enhanced public
disclosure, involvement of civil society, a complaints mechanism, a code of ethical
conduct, sanctions, and for addressing project-specific implementation risks. This SOP
will be applicable for this project;
(b) In addition to the prior review supervision, the World Bank will carried out the
procurement ex-post review annually at a rate of 15% of all post review contracts.
To address the risk associated with the limited procurement capacity of the procurement
officer, the Bank procurement specialist assigned for this project will provide all necessary
20
training, including the hand-on training to this procurement officer and other project staff
of MoP when needed;
4. Procurement Plan. The draft detailed procurement plans for the project was prepared.
This plan will be discussed and agreed with the Bank team. The plan will be updated with
the Bank’s prior concurrence, at least annually or as required to reflect the actual project
implementation needs.
A. Draft Procurement Plan for Cambodia Enhancement of poverty Analysis Capacity
Period covered by this procurement plan: Year 2015- 2017
I. Goods and non-consulting services
Prior Review Threshold: Procurement Decisions subject to Prior Review by the Bank as
stated in Appendix 1 to the Bank’s Guidelines for Procurement:
Procurement
Method
Contract Value
Threshold ($’000)
Prior Review
Threshold ($’000) Comments
1 Shopping <100 First contract
2 Direct Contracting - All contracts Regardless of value
1. Procurement of Goods
II. Selection of Consultants
Prior Review Threshold: Selection decisions subject to Prior Review by Bank as stated in
Appendix 1 to the Bank’s Guidelines for Selection and Employment of Consultants:
Selection Method
Contract Value
Threshold ($’000)
Prior Review
Threshold ($’000) Comments
1. Competitive Methods (Firms) –
Selection Based on Consultant
Qualifications (CQS)
<300 First contract
2. Individual Consultants - Only in exceptional
case & Sole-source
selection >10
Note: Short list comprising entirely of national consultants (Firms registered or incorporated in the country):
If it is warranted as per the provisions of paragraph 2.7 of the Consultant Guidelines, short lists of
consultants for services estimated to cost less than $100,000 equivalent per contract may be composed
entirely of national consultants.
21
Frequency of Procurement Supervision. Field procurement supervision will be conducted as part of the
regular implementation support missions, which will be conducted at least twice a year.
22
Annex 4: PARIS21 NSDS Guidelines - Phases of NSDS Formulation
The design of the NSDS encompass five distinct phases, comprising of specific tasks outlined in the following table:
Steps and expected outputs Specific actions
Tentative
timeline
Proposed role/action by national
authorities
A. Preparation Phase
1. Commitment from national
authorities and other preparatory
discussions
Expected output(s):
a) Formal letter from national
authorities requesting for support
from donor/s.
a) Confirm Government’s commitment to
move forward with the NSDS process.
a) Submit letter to formally
request support for NSDS
design
2. Formation of a national/steering
committee on NSDS
Expected output(s):
a) National/steering committee.
a) Consider the establishment of a national
/ steering committee to mobilize political
support and resources for development
of the NSDS, to name a national NSDS
coordinator, and to oversee strategy
development.
a) Relevant national stakeholders
coordinate to discuss the
establishment of the committee.
b) Develop terms of reference.
c) Identify committee membership.
d) Identify national NSDS
coordinator.
e) Conduct follow-up
meetings/discussions.
3. Development of a roadmap for
NSDS
Expected output(s):
a) Develop a roadmap for designing the
NSDS, including definition of
governance/ oversight of the process and
identification of resources needed and
timetable of designed activities.
a) National NSDS coordinator
develops draft of roadmap, in
collaboration with NSS, and
circulates for
comments/feedback
23
Steps and expected outputs Specific actions
Tentative
timeline
Proposed role/action by national
authorities
a) Detailed roadmap for the NSDS. b) Establish fora for user and producer
consultations and/or working groups to
solicit comments/ recommendations on
key priorities, etc.
4. Launch of NSDS
process/Inception
Expected output(s):
a) Report of meeting outlining what
the NSDS would mean for the
national statistical system (NSS);
the process to be undertaken;
feedback from meeting participants
about the process as well as priority
capacity building needs.
a) Organize a meeting of relevant
stakeholders (High-level government
officials, data producers, data users,
development partners) to: (i) make them
familiar with the NSDS process and
roadmap, what might be expected from
it, how to design it, implications in all
steps of the process (ii) understand
willingness of all national stakeholders
to support each step of the process (iii)
present priority short-term data and
capacity building needs, if any
a) Develop agenda and facilitate
meeting discussions.
b) Identify participants.
c) Provide logistical support.
B. Assessment Phase
5. Assessments: overall assessment
of the capacity of the national
statistical system (NSS) and
sectoral assessments/statistical
plan/NSDS as required
Expected output(s):
a) Assessment design and guide.
b) Report of overall assessment of
a) Review of governance structures
including legal, institutional and
organizational set-up.
b) Assessment of staffing skills, and
development of a training plan;
statistical infrastructures; quality and
availability of key sectoral indicators.
c) Assessment of the previous statistics
plan (implementation and achievements,
issues and challenges)
a) Identify specific assessment areas
(sectors) to review, stakeholders
to be involved and timetable of
assessment activities.
b) Design assessment guide and
facilitate conduct of assessment
activities.
c) Disseminate the assessment report
through user-producer forum
24
Steps and expected outputs Specific actions
Tentative
timeline
Proposed role/action by national
authorities
NSS capacity.
c) Report of each sectoral
assessment (optional)
d) Conduct forum to present the results of
the assessments for validation and
adoption.
C. Envisioning Phase/Strategic Goal Setting
6. Designing of NSDS (vision,
mission, strategic goals, action
plans, M&E mechanisms)
Expected output(s):
a) Draft NSDS, with M&E
framework.
b) Estimated costs for
implementation of NSDS.
1. Outline the vision, mission, strategic
goals, linkages with the national
development plan, regional statistics
plan (ASEAN RSDS) , and other
international commitments
2. Prepare sequenced actions plans (sector
plans) for statistics development for the
next 5-10 years based on outcomes of
the inception workshop and overall
assessment of the NSS.
3. Develop a monitoring and evaluation
(M&E) system to include identification
of appropriate performance indicators
(including baselines, milestones and
targets), and the institutional
arrangements for the M&E.
4. Identify costs and resources for
implementation of the action plans
a) Relevant national stakeholders to
decide on the roles and
responsibilities and scope of work
to develop the draft NSDS.
b) Conduct national consultations to
solicit comments and
recommendations on the draft
NSDS (including costs and
resources needed for various
components and if possible,
financing commitments from
government and development
partners)
D. Endorsement and adoption of strategy and fund-raising
25
Steps and expected outputs Specific actions
Tentative
timeline
Proposed role/action by national
authorities
7. Finalization and adoption of
NSDS
Expected output(s):
a) Final NSDS.
b) Government endorsement for
the final NSDS.
a) Finalize and approve/adopt NSDS a) Conduct further consultations with
all relevant stakeholders at various
levels to finalize and adopt the
NSDS and prepare for
implementation.
b) Obtain official government
endorsement of the NSDS.
c) Publication and dissemination of
the NSDS.
8. NSDS advocacy
Expected output(s):
a) Workshop reports.
b) NSDS advocacy material.
a) Organize small workshops/seminars to
promote adoption and support to the
NSDS.
b) Produce advocacy materials to promote
participation in and funding of the NSDS
a) Organize workshops/seminars.
b) Prepare advocacy materials
E. NSDS implementation, monitoring/review and evaluation
9. Implementation of short-term
data and capacity needs of the
NSS
a) Support meeting short-term data and
capacity building needs
a) Identify and prioritize the short-
term data and capacity building
needs of the NSS.
b) Prepare proposals for the program
of activities to address the short-
term needs.
c) Include in the NSDS the short-
term data and capacity needs of
the NSS
10. NSDS implementation
Expected output(s):
a) Roll-out implementation of action plans
outlined in NSDS in phases (existing
statistical activities and arrangements to
a) Outline timetable and
stakeholders for implementation.
b) Organize briefings.
26
Steps and expected outputs Specific actions
Tentative
timeline
Proposed role/action by national
authorities
a) Timetable for implementation.
b) Compiled feedback and
recommendations at each stage.
continue). c) Implement NSDS.
11. NSDS monitoring and mid-term
review
Expected output(s):
a) Monitoring report.
a) Conduct annual monitoring / reporting of
NSDS implementation and make
changes based on evolving needs
a) Identify monitoring agency at
national level and conduct regular
monitoring.
b) Develop and disseminate report.
12. Final evaluation
Expected output(s):
a) Evaluation report.
a) Conduct an evaluation of the NSDS
implementation to form the basis for the
design of the next NSDS
End of
NSDS
period
a) Engage evaluator/agency/
consultant at national level.
b) Develop report on findings,
lessons learned and
recommendations for next NSDS.
c) Disseminate evaluation report.