Document of The World Bank FOR OFFICIAL USE ONLY Report No: 79964-MN INTERNATIONAL DEVELOPMENT ASSOCIATION PROJECT APPRAISAL DOCUMENT ON A PROPOSED CREDIT IN THE AMOUNT OF SDR 12.60 MILLION (USD 19.4 MILLION EQUIVALENT) TO MONGOLIA FOR A SMART GOVERNMENT PROJECT May 5, 2014 Information and Communication Technologies Unit Transport, Water, and ICT Department East Asia Pacific Region This document is being made publicly available prior to Board consideration. This does not imply a presumed outcome. This document may be updated following Board consideration and the updated document will be made publicly available in accordance with the Bank’s policy on Access to Information.      CURRENCY EQUIVALENTS (Exchange Rate Effective March 31, 2014) Currency Unit = Mongolian Tugrik (MNT) MNT1,789 = US$1 US$1.5456 = SDR 1 FISCAL YEAR January 1 – December 31 ABBREVIATIONS AND ACRONYMS $ All dollars are in United States dollars unless otherwise indicated BA Business analytics CS Cabinet Secretariat DA Designated account ePRS e-Property Registration System FM Financial management FMM Financial management manual GASR General Authority for State Registration GoM Government of Mongolia GPA General Procurement Agency ICIDP Information and Communications Infrastructure Development Project ICT Information communication technologies IDA International Development Association IT Information technologies ITPTA Information Technology, Post and Telecommunications Authority M&E Monitoring and evaluation MoF Ministry of Finance NDC National Data Center NEA National enterprise architecture NSO National Statistics Office PaaS Platform as a service PIU Project Implementation Unit PSC Project Steering Committee Saas Software as a service UB Ulaanbaatar Regional Vice President: Axel van Trotsenburg Country Director: Klaus Rohland Sector Director: José-Luis Irigoyen Senior Manager: Chris Vein Sector Manager: Randeep Sudan Task Team Leader: Tenzin Dolma Norbhu -i-   MONGOLIA SMART Government Project CONTENTS I. Strategic Context ..................................................................................................................... 1 A. Country Context ................................................................................................................... 1 B. Sectoral and Institutional Context........................................................................................ 2 C. Higher Level Objectives to which the Project Contributes ................................................. 4 II. Project Development Objectives ............................................................................................. 5 A. PDO...................................................................................................................................... 5 B. Project Beneficiaries ............................................................................................................ 5 C. PDO Level Results Indicators .............................................................................................. 5 III. Project Description............................................................................................................... 5 A. Project Components ............................................................................................................. 6 B. Project Financing ................................................................................................................. 9 C. Lessons Learned and Reflected in the Project Design ......................................................... 9 IV. Implementation .................................................................................................................. 11 A. Institutional and Implementation Arrangements ............................................................... 11 B. Results Monitoring and Evaluation ................................................................................... 12 C. Sustainability...................................................................................................................... 12 V. Key Risks and Mitigation Measures...................................................................................... 13 A. Risk Ratings Summary Table ............................................................................................ 13 B. Overall Risk Rating Explanation ....................................................................................... 13 VI. Appraisal Summary ........................................................................................................... 13 A. Economic and Financial Analyses ..................................................................................... 13 B. Technical ............................................................................................................................ 14 C. Financial Management ....................................................................................................... 15 D. Procurement ....................................................................................................................... 15 E. Social (including Safeguards) ............................................................................................ 16 F. Environment (including Safeguards) ................................................................................. 16 ‐ ii -   Annex 1: Results Framework and Monitoring............................................................................. 18 Annex 2: Detailed Project Description ........................................................................................ 22 Annex 3: Implementation Arrangements ..................................................................................... 30 Annex 4: Operational Risk Assessment Framework (ORAF) ..................................................... 41 Annex 5: Implementation Support Plan ....................................................................................... 44 ‐ iii -   PAD DATA SHEET Mongolia MN: SMART Government (P130891) PROJECT APPRAISAL DOCUMENT EAST ASIA AND PACIFIC TWICT Report No.: PAD792 . Basic Information Project ID EA Category Team Leader P130891 C - Not Required Tenzin Dolma Norbhu Lending Instrument Fragile and/or Capacity Constraints [ ] Investment Project Financing Financial Intermediaries [ ] Series of Projects [ ] Project Implementation Start Project Implementation End Date Date 15-Oct-2014 31-Jul-2019 Expected Effectiveness Date Expected Closing Date 15-Oct-2014 31-Dec-2019 Joint IFC: No Regional Vice Sector Manager Sector Director Country Director President Randeep Sudan Jose Luis Irigoyen Klaus Rohland Axel van Trotsenburg .     ‐ iv -   Borrower: Mongolia Responsible Agency: Cabinet Secretariat Contact: Mr. Ch. Davaajamts Title: Chief Technology Oficer Telephone 976-51-260809 Email: davaa@cabinet.gov.mn No.: . Project Financing Data(in USD Million) [ ] Loan [ ] Grant [ ] Guarantee [X] Credit [ ] IDA [ ] Other Grant Total Project Cost: 20.00 Total Bank Financing: 19.40 Financing Gap: 0.00 . Financing Source Amount BORROWER/RECIPIENT 0.60 International Development Association 19.40 (IDA) Total 20.00 . Expected Disbursements (in USD Million) Fiscal 2014 2015 2016 2017 2018 2019 2020 0000 0000 Year Annual 0.00 3.00 5.05 6.00 3.00 2.30 0.05 0.00 0.00 Cumulat 0.00 3.00 8.05 14.05 17.05 19.35 19.40 0.00 0.00 ive . Proposed Development Objective(s) The development objective of the project is to use information and communication technologies ‐ v -   to improve accessibility, transparency, and efficiency of public service in Mongolia. . Components Component Name Cost (USD Millions) Component 1: Enhance civic engagement and citizen 1.10 feedback mechanisms Component 2: Enabling Foundations for SMART 10.90 Government Component 3: Enabling Open Data 5.60 Project Implementation Support 2.40 . Institutional Data Sector Board Global Information/Communications Technology . Sectors / Climate Change Sector (Maximum 5 and total % must equal 100) Major Sector Sector % Adaptation Mitigation Co-benefits Co-benefits % % Public Administration, Law, and Public administration- 70 Justice Information and communications Information and communications General information and 30 communications sector Total 100 I certify that there is no Adaptation and Mitigation Climate Change Co-benefits information applicable to this project. .     ‐ vi -   Themes Theme (Maximum 5 and total % must equal 100) Major theme Theme % Public sector governance e-Government 80 Public sector governance Other accountability/anti-corruption 10 Financial and private sector Regulation and competition policy 10 development Total 100 . Compliance Policy Does the project depart from the CAS in content or in other significant Yes [ ] No [ X ] respects? . Does the project require any waivers of Bank policies? Yes [ ] No [ X ] Have these been approved by Bank management? Yes [ ] No [ ] Is approval for any policy waiver sought from the Board? Yes [ ] No [ X ] Does the project meet the Regional criteria for readiness for Yes [ X ] No [ ] implementation? . 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 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 . ‐ vii -   Legal Covenants Name Recurrent Due Date Frequency Maintenance of Project Steering X CONTINUOUS Committee and Project Implementation Unit Description of Covenant Section I.A Schedule 2: Obligation of the Recipient to maintain the Project Steering Committee and Project Implementation Unit at all times during the implementation of the Project. Name Recurrent Due Date Frequency Project Implementation Manual and X CONTINUOUS Innovation Financing Manual Description of Covenant Obligation of the Recipient to carry out the Project in accordance to the Project Implementation Manual and the Innovation Financing Manual. Name Recurrent Due Date Frequency Project reports and IFRs X Quarterly Description of Covenant Obligation of the Recipient to submit quarterly project progress reports and interim unaudited financial reports within 45 days after each quarter. . Conditions Source Of Fund Name Type Innovation Support Program Disbursement Description of Condition No withdrawals shall be made for innovation financing under the innovation support program (Component 2c), unless the Recipient has adopted the Innovation Finance Manual, in form and substance acceptable to IDA.     ‐ viii -   Team Composition Bank Staff Name Title Specialization Unit Alan G. Carroll Operations Adviser TWICT Minneh Mary Kane Lead Counsel Lead Counsel LEGES Andrea Ruiz-Esparza Senior Program Operations TWICT Assistant Tenzin Dolma Norbhu Senior ICT Policy Team Lead TWICT Specialist Altantsetseg Economist Economist EASPC Shiilegmaa Gerelgua Tserendagva Procurement Specialist Procurement Specialist EASR2 Anna L Wielogorska Senior Procurement Senior Procurement EASR1 Specialist Specialist Peter Silarszky Senior Economist Senior Economist TWICT Jose Ramon R. Pascual Senior Counsel Senior Counsel LEGCF IV Badamchimeg Dondog Financial Management Financial Management EASFM Analyst Analyst Jeffrey Alan Kaplan Consultant Consultant TWICT Sebastian Foo Consultant Consultant TWICT Enkhbolor Gantulga Consultant Consultant TWICT Non Bank Staff Name Title Office Phone City . Locations Country First Location Planne Actual Comments Administrative d Division Mongolia Ulaanbaatar Ulaanbaatar Hot X The main project location is Ulaanbaatar and Aimag centers ‐ ix -   I. STRATEGIC CONTEXT A. Country Context 1. Mongolia transformed itself over the past 20 years into a multi-party democracy with a vibrant market economy and is now experiencing a second transformation fueled by a mineral resource boom. Since 2010, the economy has grown annually at an average rate of 12 percent. Poverty rates declined from 39 percent in 2010 to 27 percent in 2012, and several of the Millennium Development Goals have been met. 2. The vast natural resources offer a unique opportunity—and challenge—for Mongolia to ensure that this wealth is transformed into sustainable and equitable growth and contributes to poverty reduction. Although the Gini index has remained around 0.38 since 2005, inequalities are rising. There is evidence of large disparities across socioeconomic groups and geographic regions in many of the Millennium Development Goals indicators, for instance. The combination of extreme population sparseness in rural areas and overcrowding in urban and peri-urban areas implies significant challenges for ensuring equity in access to social services. 3. The country has adopted a series of reforms to manage public resources in a manner that’s more sustainable, transparent, and decentralized. The economy’s reliance on mineral exports and exposure to commodity price swings has tended to result in boom-and-bust cycles and a high degree of volatility in public revenues. This has been particularly detrimental for social services like health, which are highly dependent on public spending. In reaction to the crisis in 2008-2009, the Government of Mongolia (GoM) adopted a Fiscal Stability Framework in 2012. GoM also introduced the Integrated Budget Law in 2013 setting rules for budget planning and decentralization to strengthen accountability and improve the distribution of public spending. 4. Good quality information generated by integrated information systems provide the enabling environment for achieving greater accountability, efficiency, and equity in public spending and for ensuring public spending contributes to poverty reduction. As the International Budget Law is implemented, public spending will increasingly be managed at the subnational level. Absent good quality data and integration of data across and between levels, historic allocation patterns and political interests may supersede actual need for services, thus undermining equity in the distribution of revenues. Furthermore, as Mongolia moves away from input-based financing towards more performance-based financing in the public sector, consistent and accurate data would be critical for achieving the efficiency and equity gains that such resource allocation methods can potentially generate. 5. Mongolia decided to decentralize core services, bringing decision-making closer to the people, and to lay the foundations for greater citizen engagement. Decentralization offers a host of opportunities for greater civic participation, and oversight of services and can significantly improve governance and transparency. Getting the decentralization process right is instrumental to ensuring that equality of opportunity to basic services is assured in a responsive and inclusive manner across the country. -1-   6. GoM is showing leadership in managing a multidimensional ecosystem which aims to offer better public services to citizens and businesses. The GoM has joined the Open Government Partnership and has engaged with a broad range of stakeholders including civil society organizations to develop its open government action plan Mongolia’s commitment to participate in the Open Government Partnership could lead to more transparent and citizen- oriented public management through better data management and e-Government. The Prime Minister has also set up and is leading the Information and Communication Technologies Council that gathers Chief Information Officers from every Ministry as information communication technologies (ICT) is seen as a key enabler of this open government effort. B. Sectoral and Institutional Context 7. The GoM recognizes the potential of ICT infrastructure, applications, and services to improve the efficiency and effectiveness of public service delivery. Under the national e- Government program, Mongolia has set a goal of becoming one of the top 30 countries in the world by 2016 for e-Government. It plans to achieve this goal by undertaking measures such as enhancing the legal environment to develop e-government, improving information technology (IT) infrastructure, developing e-content of the government, providing online public services to citizens, increasing participation of citizens in the decision-making process, narrowing the digital divide, and developing human resources. This vision is supported and clearly stated in the national ICT Policy document—a 2021 vision of becoming a knowledge-based economy using ICT to accelerate Mongolia’s development. Mongolia’s Information Technology, Post and Telecommunications Authority (ITPTA) is responsible for the design and implementation of the government’s ICT policy. GoM aims to leverage ICT advancements to support the creation of an efficient and competitive ICT business environment and to use the technical resources of the National Information Technology Park to support the ITPTA. 8. Over the last decade the GoM has undertaken a number of initiatives to facilitate ICT sector development. Since the mid-1990s the GoM has implemented a telecommunications sector reform program leading to effective liberalization of all market segments, partial privatization of the fixed-line incumbent, Mongolia Telecom Company, and establishment of the Communications Regulation Commission as an independent regulatory authority. As a result, the ICT sector has experienced tremendous growth, with an average compounded annual growth rate in mobile teledensity of 30.6 percent over the last six years. The use of ICT has been a remarkable success, driving economies of scale and increasing efficiencies across the country. With 25,909 kilometers of fiber optic backbone and access networks being extended nation-wide, over 200,000 Internet connected points are on the map of Mongolia bringing ICT closer to its people. There were 3.5 million mobile subscribers as of June 2013 with a mobile penetration of 117 percent translating into significant reduction of mobile tariffs. Internet users have increased from under 200,000 in 2010 to over 657,000 in 2012 reaching the 21.8 percent of Mongolia’s total population. Today over 30 percent of Mongolian citizens use smart phones and tablet devices. 9. The GoM has enacted schemes to help foster open data, open government and eGovernment initiatives. The enactment of Freedom of Information and e-signature laws, the establishment of a national data center and cyber security frameworks are initial but significant ‐ 2 -   steps in that direction. The National Data Center (NDC), established in 2009, has implemented several projects, including document registration and online e-Archiving system. The GoM plans to establish a backup data center and build a high speed network between government offices. The law on Information Transparency and Right to Information came into effect in 2011. In 2012, the GoM completed the implementation of an electronic identification infrastructure and issued cards to over 2.3 million eligible citizens. The GoM has started to use this infrastructure for the delivery of services to citizens using service kiosks and intends to make more electronic services available. The NDC provides state-of-the-art facilities for secure storage of and access to government data. The Government intends to design and implement anational enterprise architecture (NEA), with the ultimate goal of producing better services for citizens by enhancing interoperability and supporting the reuse of public sector information systems while reducing duplication and costs. The ITPTA and its technical team from its affiliated National IT Park will be responsible for design and enforcement of NEA. 10. Making government-held data freely available as open data can help fuel this transformation effort. Currently, there are a number of data sets available in digital form though they vary in terms of quality and openness. While core government data is being made available via the websites of the National Statistics Office (NSO) and Budget office (Iltod), these data are not technically or legally open. The majority of data is not in machine-readable format. Project success will largely rest on the ability to upgrade the data management abilities of agencies while supporting them with targeted technical assistance to help them address the major challenges in effectively managing their open data. 11. In recent years, the NSO has upgraded its methodologies and processes to produce higher quality data, in part with the support of the International Development Association (IDA)-funded MONSTAT (Strengthening the National Statistical System of Mongolia) Project. The NSO launched www.1212.mn website and 1212 hotline to answer inquiries; and recently NSO opened access to micro data of the census on its 1212 website. 12. The Mongolian people have rising expectations of public service and the government is making efforts to improve citizen engagement and governance. The National University of Mongolia conducted a survey in 2011 to evaluate the quality and effectiveness of the General Authority for State Registration (GASR) services. The results thereof indicate that the Government needs to: improve accountability and responsiveness, transfer the delivery of some services to electronic formats, improve customer service, promote one-stop shops, and eliminate bureaucracy. Absence of feedback mechanisms on service delivery is one of the key constraints to improve the quality. Introducing a robust data feedback mechanism could potentially help the Government to improve service delivery and further facilitate decision making processes to a more evidence-based approach by increasing citizen’s participation. GoM has initiated a citizen engagement and feedback “11-11 Center” to speed the response time for citizen’s comments and complaints received through 10 different channels in an attempt to promote an open, transparent and accountable government. Operations of such platforms are tools to become more demand-driven in implementing an open government initiative and identifying high-value data and priority areas of citizen-demand. ‐ 3 -   13. The Government’s reform program anchored in the office of the Chief of Cabinet Secretariat (CS) and President’s “Citizen-centered” public service policy reform ultimately aim to improve citizen and business satisfaction with service delivery. In particular, it will leverage the use of ICT to address e-service delivery, better information systems, transparency, citizen engagement, change management trainings, and better performance management. 14. Challenges remain on both the implementation and institutional capacity levels. With the implementation of the first phase of ICT sector reforms, Mongolia now needs to build institutional capacity to consolidate reforms, lead efforts for greater government efficiency, transparency, and accountability , and deliver on its 2021 ICT vision, e-Government Master Plan and Open Government Partnership commitments. Rationale for Bank Involvement 15. The Bank has engaged Mongolia on its governance and anticorruption agenda and has helped advance a series of institutional reforms. Given the GoM’s reform agenda and the priorities of the World Bank Group’s FY13-FY17 Country Partnership Strategy, the World Bank is well positioned to support Government to address the cross-cutting constraints to service delivery and governance by leveraging the use of widespread ICT infrastructure and services. Considering the breadth and ambition of the Government’s program, this operation will limit itself to addressing key upstream binding systemic constraints in the use of ICT for public service delivery, such as weak information management systems, limited citizen participation and dysfunctional feedback loops for citizen interaction. Proposed interventions to address these identified weaknesses will rely on innovative ICT-based tools as instruments for driving change. 16. The World Bank is well placed to provide support on this project because of: (a) its global knowledge and experience in supporting countries on e-Government programs in particular in the South Asia, Eastern Europe and Central Asia regions, and its leading role on accountability and right to information reforms in other regions such as South Asia; (b) the strong basis for engagement in Mongolia through prior engagements in the ICT sector; (c) the analytical basis created through the Mongolia open data scoping report and project engagements in similar related projects in Armenia, Bangladesh, Kenya, and Moldova (among others). Further, over the past few years, the World Bank has become a key partner of many governments in the design and implementation of open data initiatives. This is largely due to: (a) its own investments and success in its own open data efforts, (b) its experience supporting implementation of open data initiatives at all levels of government in client countries, including development of tools to assess readiness and design actionable, client-specific programs; and (c) in-depth understanding of global best practices in this rapidly evolving area. C. Higher Level Objectives to which the Project Contributes 17. The proposed SMART Government Project will support the Government in achieving its vision and leveraging the ICT sector as a key driver of growth, competitiveness, and improved governance. The project will promote better governance through the use of ICT-based tools to enhance the accessibility, transparency, and efficiency of public services. Improved public services using ICT will contribute to improving shared prosperity and eliminating extreme poverty. ‐ 4 -   18. The proposed project is fully aligned with the current Country Partnership Strategy for Mongolia. The proposed project fits under several Country Partnership Strategy outcomes, such as: (a) the institutional set-up for greater transparent, accountable and citizen-oriented public management through better data and e-Government (Pillar I, outcome 1.2); and (b) the Country Partnership Strategy’s aim to achieve a more responsive and accountable local service delivery through a strengthening of participatory processes (Pillar III, outcome 3.2). II. PROJECT DEVELOPMENT OBJECTIVES A. PDO 19. The development objective of the project is to use Information Communication Technologies (ICT) to improve accessibility, transparency and efficiency of public services in Mongolia. B. Project Beneficiaries 20. The primary beneficiaries of the project will include the government through more efficient, cost-effective service delivery and administration; the business sector through better government services and improved collaboration in creating solution; and the citizens through better government services. C. PDO Level Results Indicators 21. Key PDO indicators are detailed in Annex 1, and summarized in Table 1. Table 1. Project Outcome Indicators PDO level results Indicators Baseline( 2013) Target value         Accessibility  Number of new 11-11 center users at the Aimag-level 0 300,000 (30%) (of which female)  Transparency  Customer satisfaction with the response received through the 0 30% integrated 1111 platforms (%)  Volume of government data made publicly available as Open 0 32 datasets Data through central, searchable platform that are both updated and contain detailed data-related documentation. Efficiency  Reduction in the average number of days to issue a property 14 days  7 days ownership certificate   III. PROJECT DESCRIPTION 22. Overall strategy of the Project. The project focuses on key components of the ICT and open data ecosystem which will support Mongolia’s Smart government initiative. Key areas being addressed by the project were developed through an earlier analytical activity and include: ‐ 5 -   (a) shared ICT infrastructure and services, (b) citizen engagement, (c) capacity building, (d) policies related to open data, and (e) applications and co-creation of solutions. A. Project Components 23. The project is structured along four areas: (a) enhancing civic engagement and citizen feedback mechanisms; (b) enabling foundations for SMART government; (c) enabling open data; and (d) project implementation support. 24. Component 1: Enhance civic engagement and citizen feedback mechanisms ($1.10 million).1 Through a well-structured contact center, citizens would be able to conveniently seek information and conduct transactions with the government, through the channel of their choice. Having in place mechanisms for citizen feedback will facilitate means of promoting a responsive government that listens, understands, and provides for its citizens’ needs. These initiatives, supported by an underlining business analytics (BA) program will empower the GoM to analyze the growing transactional and social data, to develop timely insights for policy design, service improvements, and resource optimization. Component 1 comprises: (a) Technical assistance ($0.10 million) consulting support for the integration of the central 11-11 center and the Ulaanbaatar city’s 1200 – 1234 systems to increase efficiency and improve citizens’ experience and design of expansion of the 11-11 venter to Aimag centers. (b) Investment support ($0.50 million) to: (i) expand the 11-11 center to the Aimag centers. This will include replication of the 11-11 center at Ulaanbaatar to Aimag capitals; (ii) migrate the data structures of the 11-11 system to the Open 311 standard; (iii) develop a citizen facing dashboard that aggregates incoming messages and displays the information in meaningful ways for citizens; (iv) develop the citizen dashboard to allow for exploration of the data, allowing citizens to mash up data sets, drill into data delimited by keyword or geography, and disaggregate data by any existing demographic information (i.e., gender, age, etc.); (v) open source the code base (software) and invest in community and documentation of the code so that the code base can be reused by other countries positioning Mongolia as a leader in the space; (vi) design improved accountability measures for complaints in the system; and (vii) improve and strengthen workflows and responses from Ministries resolving issues in order to enhance the overall performance of the system. This component will enable enhanced accessibility to information and services for citizens of all income groups across the country. (c) Support government to develop a BA program ($0.50 million) consisting of the applications, tools and best practices that enable analysis of data to improve and optimize policy and program decisions and performance. The core components of BA include business intelligence, performance management, predictive analytics, analytical decision making, and risk management. Intended key areas for BA deployments could include citizen services analytics where public sector agency can deliver citizen services when and where they are most needed. In addition, key public agencies could position                                                              1  All dollars are in United State dollars unless otherwise indicated.  ‐ 6 -   resources to focus on high-priority service areas, and then automate processes for more efficient and effective service delivery. 25. Component 2: Enabling Foundations for SMART Government ($10.9 million) to support the public agencies put in place a robust framework for service delivery, benefitting from economies of scale on ICT infrastructure, and expediting the pace of eService delivery in response to citizen’s needs. Key elements identified as the basis for SMART Government foundations are (1) National Enterprise Architecture to enhance interoperability, to eliminate overlapping projects, and to support reuse, (2) Government Cloud, to serve as a whole-of- government infrastructure to achieve cost efficiency on technology investments, and improve accessibility and flexibility, (3) Innovation support program to enable the co-creation of services and applications and (4) digitization of property registration certificates to support ongoing reforms. The details for the four elements in Component 2 are described below: (a) Investment and technical assistance ($2.1 million) to design, develop, deploy and use the NEA and interoperability (e-GIF) for better strategies, processes, plans, structures, technologies and systems across the government. The NEA and interoperability framework will be used to better tailor information systems for government agencies to achieve key Government objectives and outcomes and achieve increased data sharing, better asset management, reduced risk and lower costs of IT procurement. This subcomponent will be developed in a participative manner, ensuring buy-in by various line agencies and facilitating implementation that will contribute to business process changes. (b) Investment support to upgrade the NDC and transition it into a national data exchange and cloud computing infrastructure for the Government ($5.0 million). The primary focus of this subcomponent will be the establishment of a government cloud computing infrastructure in order to enable government agencies to deliver electronic services faster and more efficiently. The Government cloud would eventually be shared by all ministries and agencies of the Government. (c) Investment support to establish an Innovation Support Program ($0.5 million) to finance an innovation financing program as a mechanism to quickly identify, test, and deploy simple open data and mobile applications in support of specific government objectives in priority sectors. The program will take the form of a financing competition that will fund the most innovative tools that address specific development ‘innovation challenges’ in priority areas identified by various ministries and agencies of the Government. The program will be hardwired to deliver pro-poor applications and solutions. It will also support increased female targeted solutions and increased female participation in the apps competition. In light of the innovative nature of this element, a Financing Manual specific to its implementation will be developed and is a disbursement condition for the subcomponent. (d) e-Property Registration System (ePRS) ($3.0 million) to support the scale-up of the digitization of property registration and establishment of an ePRS that is currently being implemented in 5 districts of Ulaanbaatar and eight provinces to all nine districts and 21 provinces in Mongolia. The initial work on ePRS was financed by the Millennium Challenge Corporation and funding for the program closed on September 30, 2013. This ‐ 7 -   will enable citizens and business to use a more accurate and user-friendly registration system to document property purchases, sales and other economic transactions. It will allow banks to have better information about prospective borrowers, enabling decrease in borrowing costs and improved commercial lending. This subcomponent will facilitate the goal of shared prosperity for all. (e) Capacity development support to the CS and ITPTA to strengthen its ability to deliver on the SMART Government program of ($0.30 million). Capacity will be built through workshops and training events, so that the CS, ITPTA and other government Ministries and agencies can implement the SMART Government program. 26. Component 3: Enabling Open Data ($5.6 million) to help develop a vibrant open data ecosystem defined by a sustainable pipeline of high-quality data, continuous engagement with user communities and demand-driven, innovative co-creation. The support will enable the GoM to invest in both the supply and reuse of open data in a comprehensive manner. (a) Design and implementation of an open data initiative ($0.6 million) will focus on technical assistance in four main areas, each contributing to a dynamic, sustainable open data ecosystem. (i) Open data readiness assessment: Jointly conducting a proper assessment of readiness that has as its major output a targeted, client-specific open data action plan is essential for identifying the high-impact entry points for initial investments in open data, both on the supply and demand sides. (ii) Policy/legal/institutional frameworks: Activities will seek to ensure that the policy and legal environment serves the needs of an open data in Mongolia. It will aim to strengthen the institutional structures critical for their management and coordination. (iii)Supply of open data: Ensuring the release of diverse, high-quality data sets in areas that are important to Mongolian is the primary objective of this pillar. (iv) Demand-driven reuse and co-creation: A steady pipeline of open data must be matched with sustained co-creation efforts to produce visualizations and applications that make Mongolia’s open data more accessible to the public and specific user communities. This requires attention to the demand side of open data, and active engagement with data suppliers and users. . (b) Data production capabilities of the NSO ($5 million) to provide investment and technical assistance support to the NSO in connection with its data production functions. Resources will support the development or redesign of the NSO’s data production infrastructure in a way that improves internal data management and complies with standards and requirements of the NEA. It is important to ensure that the NSO’s data management system has the ability both to release open data and smoothly interoperate with the systems of other Government agencies (e.g., a national GIS portal) and an open data portal (whether it is based on an open source or commercial platform). Technical assistance will also be provided for enhancing NSO’s capacity to produce good quality data more frequently. ‐ 8 -   27. Project Implementation Support ($1.80 million) to establish the Project Implementation Unit (PIU) at the CS. Project funds will be used to finance the Project Director, a Financial Management Specialist, and Procurement support which will include a procurement/implementation specialist to interact with the beneficiary agencies and provide assistance to the General Procurement Agency (GPA) and other required support staff including translators, a communications specialist, and a Monitoring and Evaluation (M&E) Officer. Funds will be used to procure required infrastructure and services to support the functioning of the PIU as needed, including office equipment. Operational costs of the project will be met from this allocation. Funds will also be used to finance project management staff for GASR and NSO. The Government’s in-kind contribution to the project will include office space and the cost of key technical officers at the CS and ITPTA office. The PIU will be dissolved at project closing, with the technical skills for long-term sustainability of operations developed and residing at the line agencies. B. Project Financing Lending Instrument 28. The project is to be supported through a standard IDA credit of $19.4 million equivalent on IDA blend terms with a repayment period of 25 years and of a 5 years grace period. The lending instrument used is an Investment Project Financing Credit. Project Cost and Financing 29. Table 2 summarizes the Project Costs and Proposed Financing Arrangement. The GoM will make in-kind contribution of $0.6 million for office space, staff time, and support over the project implementation period. Table 2. Project Costs and Proposed Financing Arrangements ($ million) Project Components  Project Cost IDA Financing  % Financing Component 1. Enhance civic engagement and citizen 1.1  1.1  100  feedback mechanisms  Component 2. Enabling Foundations for SMART 10.9  10.9  100  Government  Component 3. Enabling Open Data  5.6 5.6 100 Project Implementation Support  2.4 1.8 75.0 Total Project Cost  20.0  19.4  97.0  C. Lessons Learned and Reflected in the Project Design 30. The project draws on lessons learned from previous and ongoing World Bank-financed projects in ICT sector. Broad global experience and expertise in ICT project implementation indicates that ICT project success is primarily contingent on strong country ownership and a sustained commitment to implementation. The proposed project design has been guided by the National e-Government program and is thus fully owned by the Government. The most significant lessons learned from activities undertaken to support countries on e-Government ‐ 9 -   programs were incorporated into the design of this Project: These include: (a) limiting the number of activities and procurement packages by maximizing consolidation; (b) simplifying implementation arrangements by ensuring high level oversight while having a dedicated project team to manage the various components; (c) providing just in time implementation support for the procurement of complex IT systems; and (d) designing a communications plan in advance in order to manage expectations. 31. Other lessons reflected in project design include: (a) E-government ecosystem. Increasingly many governments have found that moving from stand-alone, isolated e-government projects to instead building an ecosystem for open government results in smarter government with faster innovations and more cost effective and sustainable results. The SMART Government has been deliberately structured to focus on critical gaps to Mongolia’s efforts to develop a digital economy. The key components identified in the project – citizen engagement, common services and infrastructure for electronic government, transformational applications, and enabling environment for open data – are expected to make a significant impact in these efforts. (b) Senior-level leadership. Successful ICT-enabled and e-Government programs depend on strong support from the top ranks of the government. Having constant leadership from the GoM will be essential for the overall success of SMART Government program. The Project Steering Committee for the SMART Government program will be headed by the Cabinet Secretary. (c) Strong program management. ICT-enabled and e-Government programs mostly fail when they are not competently managed. As a result, common mistakes such as supplier conflicts, technical problems, and lack of clearly defined objectives appear time and again to threaten the success of the projects. To proactively mitigate these problems, competent project management is essential. The set-up of a PIU within the CS, the agency leading the project, will be essential in mitigating the risks. (d) Developing capacity. Human capacity development is an important crosscutting theme and a key to the success of ICT projects. It is critical for innovative, effective decision- making and sustainable results. The project will contribute to enhancing national capacity on e-Government that will ensure implementation and sustained reforms after the project comes to an end. (e) Partnering with existing activities and organizations. Linkages with other ongoing activities are necessary to optimize benefits for the recipient countries. Under this project, the flow of information between the proposed SMART Government project and other proposed investment financing projects such as the IDA-financed e-Health Project, will be maintained through close coordination of the Project Steering Committees. In addition, the proposed project aims to minimize overlapping of the components by promoting collaboration with all donor organizations and institutions, such as the Korean International Cooperation Agency, and Swiss Agency for Development and Cooperation. ‐ 10 -   IV. IMPLEMENTATION A. Institutional and Implementation Arrangements 32. The CS, under the leadership of the Minister, will be responsible for the implementation of the project, including overall coordination, results monitoring and communicating with the World Bank on all fiduciary aspects. 33. The beneficiary agencies include the CS, ITPTA, National Statistics Office (NSO), GASR. The ITPTA and NSO are experienced in managing IDA-funded projects and the GASR has just completed the implementation of a Millennium Challenge Corporation-funded project. 34. Policy and overall coordination: A Project Steering Committee (PSC) will provide the project with overall strategic and policy guidance, monitoring functions, and attending to inter- agency issues. The PSC will be headed by the Cabinet Secretary and will comprise the Heads of the beneficiary agencies and representatives from the Ministry of Economic Development and Ministry of Finance. It will meet at least quarterly. The Chief Technology Officer at the CS, who is responsible for the overall project, will be a member of the PSC; and the Project Director will act as the Member Secretary to the PSC. 35. Implementation. The PIU, which had been established within ITPTA to implement the (now closed) Information and Communications Infrastructure Development Project (ICIDP), will be reactivated to implement the proposed project under the CS. The PIU will be responsible for project implementation, including overall project management, financial management, monitoring, evaluation and reporting. It will support all beneficiary agencies with project implementation. The Project Director will lead the PIU, staffed with the following consultants: financial management specialist, procurement/implementation specialist to assist with procurement, translators, a communications specialist and an M&E specialist. The project is designed to allow the various participating agencies to record and share their learning with each other and other government agencies during the implementation process. The PIU will facilitate this knowledge sharing and learning program. A Project Implementation Manual has been prepared and adopted by CS it will support the PIU to meet its responsibilities for management of the Project. The Manual describes the PIU's division of responsibilities, operational systems and procedures, including the PIU's organizational structure, office operations and procedures, finance and accounting procedures (including funds flow and disbursement arrangements), and procurement procedures. 36. Procurement for the project will be carried out by the GPA, with the PIU being responsible for working with the beneficiary agencies to develop all technical inputs such as the terms of reference and technical specifications. The evaluation committees established by the GPA will include representatives from the beneficiary agencies. In addition, the PIU will hire a procurement/implementation specialist that will coordinate with and provide assistance to GPA. As and when needed, specific technical working groups will be set up to deal with specific tasks related either to the development of terms of reference/technical specifications or elicitation and verification of user requirements related to the development of the IT systems. ‐ 11 -   B. Results Monitoring and Evaluation 37. The M&E of the SMART Government project is embedded in the various components of the project. The PIU at the CS will be responsible for the overall M&E function and will work with an external expert to develop robust M&E indicators. Given the innovative nature of the project, the PIU’s M&E specialist will be responsible for developing a new evaluation framework for the entire program, and will design reporting format and reporting frequency, collect, consolidate and disseminate lessons learned with relevant stakeholders, and ensure stakeholder feedback is captured in project implementation and in the development of a results framework. The CS will present comprehensive reports reflecting M&E findings to the World Bank and the PSC on a quarterly basis, and a comprehensive report showing progress towards outcomes submitted semi-annually. The quarterly report should be tied to the submission of financial and procurement reports. 38. The midterm review will be conducted within the third year of implementation. The CS may contract a third-party to conduct an independent analysis of the project progress towards outcomes. C. Sustainability 39. The GoM remains committed to using ICT to transform and improve the reach and quality of government services. The government has supported this commitment through significant investments in communications infrastructure to complement the work of the private sector that addresses gaps, particularly, in under-served parts of Mongolia. The Government has initiated a number of initiatives such as the 11-11 Center and data sharing program to harness the use of ICT for accountability, responsiveness and transparency within Government. An ICT Council has been established to advice Government on its programs and projects. Specific measures are embedded in the project components to ensure sustainability beyond World Bank financing. For example, calls to the 11-11 Center are not free of charge. The NDC will allow private sector to use its infrastructure on a cost share basis. Provisions are being made in the setup of big data analytics platform and of innovation centers to look towards revenue generation and self-sustainability. An emphasis is placed on private sector collaboration to alleviate capacity constraints and focus on longer-term operations and maintenance of supported systems. ‐ 12 -   V. KEY RISKS AND MITIGATION MEASURES A. Risk Ratings Summary Table Stakeholder Risk  Substantial  Implementing Agency Risk    Capacity  Substantial   Governance  Substantial  Project Risk     Design  Substantial   Social and Environmental Low  Program and Donor Moderate   Delivery Monitoring and Sustainability Substantial  Overall Implementation Risk Substantial  B. Overall Risk Rating Explanation 40. The proposed project is assessed as having Substantial risks, with potentially high benefits. The key risks are: (a) stakeholder risks (inadequate civic engagement and waning interest within government on the open government agenda in the event of political change); (b) implementation agency risks (weak oversight, inadequate capacity, fiduciary weaknesses); and (c) project risks (possibly complex IT procurements and possible weaknesses in monitoring outcomes). 41. Having the Cabinet Secretary as the Head of the Project Steering Committee will help mitigate stakeholder risks. Establishment of a well-staffed PIU with prior knowledge of World Bank operations will help mitigate implementation agency risks. The task team recognizes the challenges associated with procuring complex information technology systems, and will ensure that the team includes seasoned procurement specialists who have dealt with similar projects. In addition, to the extent possible, procurement will be simplified and advance procurement will be carried out. VI. APPRAISAL SUMMARY A. Economic and Financial Analyses 42. The SMART Government project is expected to bring significant economic and social benefits to Mongolia. The combined impact of project initiatives can help: (a) the government to better use its resources, and improve services delivery in a cost effective and efficient manner; (b) the private sector to reduce the cost of doing business and increase opportunities to use open ‐ 13 -   data for innovation; and (c) citizens to gain access to improved services regardless of location. The collective interventions will help promote shared growth and reduce poverty in Mongolia. 43. The combined benefits reaped by the project are expected to outweigh costs. Project components supporting institutional capacity building and systems, would help create a more efficient and responsive government and an environment conducive for better business. More responsive Government would reduce the time wasted during interactions with the Government resulting in productivity gains. The Government Cloud would result in significant cost savings through reducing the number of Government data centers. The implementation of NEA would result in significant efficiency gains in Government IT spending. Open data applications are expected to generate innovations and revenues for government and businesses, paving the way for sustainable project operations. The availability of better quality statistical data will enhance the potential for evidence based decision making at policy, program and project levels, which, in turn, will help the Government and society better monitor national development programs. The project would also generate substantial indirect benefits, in the form of increased productivity, knowledge and efficiency gains, through the use of ICT. 44. Most of the activities to be financed under the project (e.g., 11-11 centers, government BA, NEA, NSO, open data initiative, Government capacity building) can only be accomplished and implemented through government actions, so, there are no real alternatives to public sector financing. While some of the other activities (e.g., Data Center, Government Cloud, ePRS) could be, in principle, implemented under public-private partnerships (PPP) arrangements, experience shows that there is limited private sector appetite for this type of projects in Mongolia and, thus, public sector financing is justified. 45. The World Bank’s value added arises from the task team’s technical input during project design and implementation based on successful prior engagements in the ICT sector in Mongolia as well as global knowledge and experience in the areas of e-Government, use of ICTs for delivery of public services, and open data. 46. Among the three aspects of sustainability, fiscal sustainability seems to be relevant for the project. As pointed out above, several of the planned activities (e.g., implementation of NEA, Government Cloud) will result in reduction of future Government spending which should be larger than any increase in spending in other areas. Thus, it is expected that the project will improve the Government’s fiscal sustainability. Due to the nature of the project, it is not amenable to a quantitative economic and financial analysis. B. Technical 47. The SMART Government Project builds on experiences gained during project preparation and on best practices of similar projects and studies in other countries and regions. Project preparation was carried out with the participation of a number of experts from the GoM, academia, civil society organizations, the private sector, external consultants, and the World Bank. All of the participants contributed to the design of the activities, using expertise gained from projects related to e-Government, open data, and innovations in Government service delivery. ‐ 14 -   C. Financial Management 48. As the anchor organization for this multi-beneficiary project, the CS will hold the overall responsibility for the project including coordination of the project implementation as well as communication with the Bank on all fiduciary aspects of the project. The PIU of the recently closed IDA-funded project, ICIDP, will be re-established at the CS and handle the SMART Government Project’s financial management-related tasks. A financial management capacity assessment for the project has been conducted by the Bank for the CS and the financial management staff of the ICIDP/SMART PIU and actions to strengthen the project’s financial management capacity have been identified. As the beneficiary organizations will not have direct access to the project funds, but will do so only through the PIU and CS, financial management capacities of these organizations, namely the NSO, ITPTA, and the GSAR were not covered as part of this assessment. The FM assessment has concluded that with implementation of the actions identified, the financial management arrangements will satisfy the Bank’s requirements under OP/BP 10.00. Annex 3 of this document provides additional information on financial management. D. Procurement 49. Procurement for the project will be managed by the Government’s GPA, which acts as the procurement agency for all central Government procurement. This is in keeping with government policy and will remove the need for CS to develop expertise in-house related to World Bank procurement procedures. This arrangement of handling the project procurement will be piloted for the first two years of the project implementation period. The key risks for the project procurement are: (a) the large workload of GPA doubled with the low capacity of its staff and unfamiliarity with Bank procedures; (b) intensive IT nature of the project procurement given the history of IT contracts failure in Mongolia; (c) inadequate planning and scheduling to ensure that the project activities can commence and be completed as planned; (d) inadequate procurement oversight mechanism; and (e) possible elite capture and political interference in procurement. The procurement capacity and risk assessment rates the project overall procurement risk as High. 50. In order to mitigate these risks the following actions were discussed and agreed with GPA and CS: (a) A user friendly procurement manual that describes accountability and responsibility of all parties and all steps of the procurement process is developed and agreed; (b) agree on a training program (internal/external) for GPA and CS to be implemented over the life of the project that is both relevant and practical; (c) involve technical staff and users in preparation of specifications or agree to hire competent consultants to draft technical specifications terms of reference; (d) ensure procurement planning is realistic and ensure that all parties concerned keep to the agreed schedule; and provide just-in-time advice and implementation support to the relevant beneficiaries. It is expected that timely implementation of these actions may lower the risk to substantial during implementation. ‐ 15 -   E. Social (including Safeguards) 51. The Project is expected to lead to substantial social benefits. It is expected to benefit both male and female population as well as minors and, will not have nationality- or group- differentiated benefits. The Project will not have any adverse social impacts. No civil works will be supported under the Project and hence no movement of persons from land will take place. 52. The Indigenous Peoples Policy is triggered due to the presence of indigenous peoples, project beneficiaries, in some parts of Mongolia. Given the type of activities, and the project location in Ulaanbaatar, Mongolia's capital and Aimag centers for Component 1, it is expected that the project benefits are the same for all groups of people including indigenous peoples. Therefore relevant aspects of the Indigenous Peoples Policy will be integrated into project design, and includes consultations with indigenous peoples during project implementation and provision of culturally appropriate benefits to the indigenous peoples; by using the indigenous peoples’ languages in the provision of services, establishing the estimated number of indigenous peoples in the selected project areas and the proportion of indigenous peoples likely to have access to service and information. 53. Gender. The gender empowerment measure that indicates equality in opportunities in economic and political life, ranks Mongolia as low as 94 out of 109 countries (2009) and reflects in particular women’s limited participation in public decision making2 At the same time, lessons from community driven development projects and research from around the world suggest that women sometimes tend to have different ideas than men on what public services are most relevant for themselves, families and the community.3 While it is beyond the project to directly impact the participation of women in public decision making, the project will aim to ensure that men and women are equally gaining access to public data and feedback services. Thus, the project will generate data that monitors men and women’s satisfaction with services and use of feedback services. Furthermore, activities supporting application development will target applications developed by women and applications that address services that are gender specific (to be defined in the Innovation Financing manual). F. Environment (including Safeguards) 54. The project will not finance the construction of buildings apart from minor works that are associated with installation of new equipment in existing offices and buildings which may                                                              2  Although the share of women in parliament increased significantly in the June 2012 elections the current rate of 14.5 percent is much below the national MDG target of 30 percent female representation in parliament by 2015. In the Government’s latest response to the implementation of the commitments made under the CEDAW, it reports that at the implementation level, female members of People’s Representative Khurals of Aimags, the capital city, soums and districts cover 24.6 percent of all representatives of local Khurals (2008). Thus, the political interests and activities of rural women are relatively high and access easier than at national level. On the other hand, the participation of women in the law making and policy formulation levels is weak, and women’s involvement is relative high at the policy implementation level, only. Mongolia has traditionally had strong participation of women in the civil society sector, however women’s representation necessary to influence public decisions that represents women’s needs and highlight gender issues is still a work in progress (MONES). (World Bank, 2013, Mongolia Gender Action Plan). 3 For example: Duflos and Chattopadhyay (2004) Women as Policy Makers. And: World Bank, 2011: Impacts of Community Driven Development on Gender.  ‐ 16 -   include some preparatory works. However, as this will generally be in buildings that already house some equipment, no major works are expected. Hence, there are no adverse environmental impacts expected from the project. Indirect positive impacts may be derived from a small reduction in use of transportation services in response to improved electronic delivery of public services. In accordance with the Bank’s Safeguard policies on environment (OP/BP/GP4.01 Environment Assessment), the Project has been classified as a Category C, indicating that an environmental impact assessment is not required. ‐ 17 -   Annex 1: Results Framework and Monitoring Country: Mongolia  Project Name: MN: SMART Government (P130891)  .   Results Framework    Project Development Objective (PDO): The development objective of the project is to use Information and Communication Technologies (ICT) to improve accessibility, transparency and efficiency of public services in Mongolia.  Description Cumulative Target Values**  Responsibility PDO Level Results Unit of Data Source/ (indicator Core  Baseline Frequency  for Data Indicators*  Measure  YR Methodology  definition YR 2  YR3  YR 4  YR5  Collection  etc.)  1 Indicator One: 11-11 PIU and CS   Number of new 11-11 center Number 0 0 50000 100000 200000  300000 Quarterly  dashboard users at the Aimag level       (platform)  of which Female    %  0 30%  Indicator Two: Survey and PIU and CS   Customer satisfaction with % 1.2% 5%  8% 15%  20%  30% Annual  11 –11 the responses received   dashboard  through the integrated 1111 platforms (%)   of which Female  %  N.A. 30%  Indicator Three:   PIU and   Volume of government data Number  0    20  32  32 Annual  Data NSO  made publicly available as   released Open Data through central, NSO, 16 searchable platform that are   ministries, 5 both updated and contain agencies and detailed data-related 5 other documentation  organizations Indicator Four:         GASR PIU and   Reduction in the average Days  14  7  Annual GASR  number of days to issue a     property ownership certificate  ‐ 18 -   INTERMEDIATE RESULTS    Intermediate Result (Component One):   Enhance civic engagement and citizen feedback mechanisms  Intermediate Result   Annual 11-11/1234/1200 PIU and CS   indicator One: administrative Share of 11- %  41%  48%  52%  55%  59%  records  11/1234/1200   queries resolved within 3 days  Intermediate Result   Data from PIU and CS   indicator Two: Number 65000 300000  500000  700000 1000000  Annual  engagement Number of contacts platform    to the integrated   11-11 platforms   N.A.  of which Female   Intermediate Result         Annual   PIU and CS   indicator Three: Business Analytics   Yes/No  No  Yes  capacity established  Intermediate Result (Component Two):   Establish enabling foundations for SMART Government  Intermediate Result 0 1 5 7 12  Annual   PIU and IT   indicator One: Park Number of Number  0  management Government Ministries/Agencies   that adopted the National Enterprise Architecture (NEA)  Intermediate Result   PIU and   indicator Two: Number  28     30  32  40  45 Annual  National Number of agencies   Data Center hosting databases at   of the the National Data ITPTA  Center (NDC)   Intermediate Result   Annual   PIU   indicator Three:   N.A. 10  15  25 Number of Number ‐ 19 -   applications and services developed of which %  0%    developed by 12%  women  Intermediate Result     30    30  Annual   PIU and   indicator Four: GASR  Number of Number  17  provinces and UB districts where the   e-Property Registration System has been rolled-out   Intermediate Result (Component Three):   Enabling Open Data  Intermediate Result     Annual NSO, PIU, NSO   indicator One: Number  0  3  27  27  Ministries/agencies and CS  Number of datasets   released  Intermediate Result         Yes  Annual   PIU, NSO Data should be indicator Two: and CS  accessible A central, Yes/No  No  without restriction, in searchable National raw form and in Open Data Portal machine- established and data readable, non- are available from proprietary across Government formats Ministries and including bulk Agencies, enabling download of data sharing CSV and XLS files, and via between agencies and with the public    APIs that allow programmatic access to datasets.. Data should be documented with sufficient metadata for re- users, including methods of data collection, processing and analysis as well as ‐ 20 -   documentation of fields, variables and formats used in the data. Intermediate Result         Annual PIU, NSO and   Currently, there indicator Three: CS  are 2 data Data standards and Yes/No  No  Yes  standards: 1. Standard on a common data framework are classification established to allow and coding data to be used in 2. Standard on combination with   meta data other government Under agencies  development: 1. Standard on e- Government interoperability (SAGA/german/, translation has been completed ‐ 21 -   Annex 2: Detailed Project Description MONGOLIA: SMART Government Project 1. The development objective of the project is to use Information and Communication Technologies (ICT) to improve accessibility, transparency and efficiency of public service in Mongolia. 2. Component 1: Enhance civic engagement and citizen feedback mechanisms ($1.1 million): Enhancing civic engagement and citizen feedback mechanisms through ICT would make a significant impact on the lives of the Mongolian citizens. Through a well- structured contact center, citizens would be able to conveniently seek information and conduct transactions with the government, through the channel of their choice. Having citizen feedback mechanisms will facilitate means of promoting a responsive Government that listens, understands and provides for its citizen’s needs. These initiatives, supported by an underlining BA program will empower the Mongolian Government to analyze the ever growing transactional and social data, to develop timely insights for policy design, service improvements and resource optimization. Component 1 comprises of : (a) Technical assistance ($100,000) consulting support for the integration of the central 11- 11 center and the Ulaanbaatar city’s 1,200 to 1,234 systems to increase efficiency and reduce citizen confusion. The technical assistance will focus on: (i) overcoming different data structure and information requirements of the systems and integration of central, Aimag and city workflows; (ii) assessing the existing back end system for scale up to other Aimag centers; (iii) assessing how the 11-11 data structures can be migrated to the Open 311 standard in order to allow Mongolia to take advantage of applications and services that have been written for manipulating data conforming to the standards; (iv) conducting a research process to determine citizen priorities of the 11-11 dashboard; (v) conducting a feasibility assessment of cost-benefits to open source the 11-11 code base; and (vi) preparing detailed specifications for the integration & upgrade of the 11- 11 center, and its expansion to the Aimag centers. (b) Investment support ($0.5 million) to: (i) expand the 11—11 center to the Aimag centers. This will include replication of the 11-11 center at Ulaanbaatar to Aimag capitals that currently do not have 11-11 centers; (ii) migrate the data structures of the 11-11 system to the Open 311 standard; (iii) develop a citizen facing dashboard that aggregates incoming messages and displays the information in meaningful ways for citizens. The dashboard would be similar to what the Prime Minister currently sees, and leverages the same codebase; (iv) develop the citizen dashboard to allow for exploration of the data, allowing citizens to mash up data sets, drill into data delimited by keyword or geography, and disaggregate data by any existing demographic information (i.e., gender, age, etc.); (v) open source the codebase and invest in community and documentation of the code so that the code base can be reused by other countries positioning Mongolia as a leader in the space; (vi) designing improved accountability measures for complaints in the system; and (vii) improving and strengthening workflows and responses from Ministries resolving issues in order to enhance the overall performance of the system. This subcomponent will enable enhanced accessibility to information and services for citizens ‐ 22 -   of all income groups across the country. This subcomponent will include the procurement of hardware for the 11-11 center expansion in the Aimags; and packaged software and content. The running costs of the 11-11 centers will be the responsibility of the Government. (c) Support government to develop a BA program ($0.5 million) consisting of the applications, tools and best practices that enable analysis of data to improve and optimize policy and program decisions and performance. Public Sector organizations can integrate data from transactional, operational and financial databases and generate the following outcomes: (i) better collaboration through a holistic view of all public sector activities, programs and budgets; (ii) reduce risks by mitigating uncertainty in data and information; (iii) improve operational efficiency by aligning ICT systems with Ministry and agencies strategic goals and desired outcomes; and (iv) ensure transparency by opening up information to stakeholders. The core components of BA include business intelligence, performance management, predictive analytics, analytical decision making, and risk management. Intended key areas for BA deployments could include citizen services analytics where public sector agency can deliver citizen services when and where they are most needed. Public officers could predict and target the needs of citizens more accurately, and match programs and resources to meet the highest-priority citizen needs. In addition, public agencies could position resources to focus on high-priority service areas, and then automate processes for more efficient and effective service delivery. (a) Business intelligence. Improve decision-making with query, reporting and analysis tools and dashboards that enable public officers to analyze and share the information. (b) Performance management. Guide public sector strategy in the most cost effective directions with timely, reliable insights, scenario modeling and transparent and timely reporting. (c) Predictive analytics. Uncover subtle patterns, and develop and deploy predictive models to optimize decision-making. Predictive analytics could aid governments plan and execute over the longer horizon. (d) Analytical decision management. Empower personnel on the front lines to get the most out of every citizen interaction and improve service delivery outcomes. (e) Risk management. Make risk-aware decisions and meet regulatory requirements with smarter risk management programs and insights derived. (f) Analytic applications. Provide public sector departments with actionable insights through packaged analysis and reporting solutions. Some of the key areas for BA deployment include: (a) Improved citizen and business services. With citizen services analytics, public sector agency or department can deliver citizen services when and where they are most needed. Public officers could predict and target the needs of citizens more accurately, and match programs and resources to meet the highest-priority citizen needs. In addition, public agencies could position resources to focus on high- priority service areas, and then automate processes for more efficient and effective service delivery. ‐ 23 -   (b) Manage resources effectively. Effective governance is making sure that every department balances its budget, reduces costs, prevents fraud and abuse and complies with strict financial reporting requirements. Public agencies could:  use flexible planning to realign budgets as external conditions change.  eliminate “best-guess” project milestones, and improve communication.  involve the entire government in the planning process and connect strategies to targets and operational outcomes. The subcomponent will finance: up to 10 BA solution license/system (perpetual) to cover the Prime Minister’s office, cabinet office and key ministries; (ii) establishment cost of the BA unit; and BA onsite training in Mongolia for 20 to 30 people. 3. Component 2: Enabling Foundations for SMART Government ($ 10.90 million): Establishing the right enabling SMART Government ICT foundations will enable the public agencies to set in place a robust framework for service delivery, benefit from economies of scale on ICT infrastructure, and expedite the pace of eService delivery in response to citizen’s needs. Four key projects are identified to form the basis for SMART Government foundations are (1) NEA to enhance interoperability, to eliminate overlapping projects, and to support reuse, (2) Government Cloud, will serve as a whole-of-government infrastructure to achieve cost efficiency on technology investments, improve accessibility and flexibility, (3) Public sector PaaS, which is a key software infrastructure within the Government Cloud. The Public sector PaaS would significantly reduce the cost and time to implement eService based on the “Built Once and Reuse Always” principle of developing common enablers, and (4) Whole-of- Government Data Sharing Program to promote the sharing of data amongst the public agencies. The details for the four projects in component 2 are described below: (a) Investment and technical assistance ($2.1 million) to design, develop, deploy and use the NEA and interoperability (e-GIF) for better strategies, processes, plans, structures, technologies and systems across the government. The NEA and interoperability framework will be used to better tailor information systems for government agencies to achieve key Government objectives and outcomes and achieve increased data sharing, better asset management, reduced risk and lower costs of IT procurement. This subcomponent will be developed in a participative manner, ensuring buy-in by various line agencies and facilitating implementation that will contribute to business process changes. This subcomponent will consist of: (i) establishing a formal Office of Architecture and Governance under the ITPTA’s IT park management with adequate authority to make and enforce decisions in national interests; (ii) Developing the capacity of the Office of Architecture and Governance through formal and informal trainings, workshops and other knowledge sharing sessions. The goal is to make Office of Architecture and Governance as the “practice-leaders” within the government ecosystem; and (iii) development of the NEA and interoperability framework by the Office of Architecture and Governance with guidance and mentoring by international consultants. The NEA will consist of fully understanding the current state of EA in the government. The intent is to cover the government landscape to take stock of the current situation. This step is essential to ensure that current investments into applications are systems are protected. This subcomponent will develop Mongolia’s National Enterprise Reference ‐ 24 -   Architecture consisting of business, data, application, and technology reference models. It will create a common methodology for development of agency specific enterprise architecture. (b) Investment and technical assistance support ($5.0 million) to upgrade the NDC and transition it into a national data exchange and cloud computing infrastructure for the Government. Technical assistance will include the design of the cloud infrastructure and data center requirements, review and revisions to business process within the NDC. The primary focus of this subcomponent will be the establishment of a government cloud computing infrastructure in order to enable government agencies to deliver electronic services faster and more efficiently. The Government cloud will be eventually shared by all ministries and agencies of the Government. The ITPTA’s NDC will be responsible for the Government Cloud and together with National IT Park for PaaS. National IT Park will be responsible for SaaS on its own. The Government Cloud will offer the following three services:  Infrastructure as a Service. The capability provided to government agencies to provision processing, storage, networks, and other fundamental computing resources where the agencies will be able to deploy and run arbitrary software, which can include operating systems and applications. The agencies will not manage or control the underlying cloud infrastructure but will have control over operating systems; storage, deployed applications, and possibly limited control of select networking components (e.g., host firewalls).  Platform as a Service. The capability provided to the government agencies will be to deploy onto the cloud infrastructure agency-created or acquired applications created using programming languages and tools supported by the Government Cloud (e.g., Application Program Interfaces for authentication, e-payment etc.). Details on PaaS is provided in paragraph 26 (c), Mongolia Public Sector Platform as a Service.  Software as a Service. The capability provided to the agencies is to use applications running on the Government Cloud infrastructure (e.g., email, document management system, base maps etc.). The applications will be accessible from various client devices through a thin client interface such as a web browser (e.g., web-based email). The agencies will not manage or control the underlying cloud infrastructure including network, servers, operating systems, storage, or even individual application capabilities, with the possible exception of limited user-specific application configuration settings. (c) Investment support to establish an Innovation Support Program ($0.5 million). The project will finance an innovation financing program as a mechanism to quickly identify, test, and deploy simple open data and mobile applications in support of specific government objectives in priority sectors. The program will take the form of a financing competition that will fund the most innovative tools that address specific development ‘innovation challenges’ in priority areas identified by various ministries and agencies of the Government. In doing so, this program will both help mainstream applications across the Government while creating opportunities to involve private sector firms in the development and provisioning of applications. The applications will be developed to ‐ 25 -   respond to demand from citizens that are captured by citizen engagement platforms. The program will be hardwired to deliver pro-poor applications and solutions. It will also support increased female targeted solutions and increased female participation in the apps competition. This subcomponent will be managed by the existing office of the Director General for Innovations in the Information Technology, Post and Telecommunications Authority (ITPTA). An operations manual for the Innovation Support Program will be drafted during implementation and will guide the implementation of the subcomponent. (d) e-Property Registration System (ePRS) ($3.0 million) to support the scale-up of the digitization of property registration and establishment of an ePRS that is currently being implemented in 5 districts of Ulaanbaatar and eight provinces to all nine districts and 21 provinces in Mongolia. The initial work on ePRS was financed by the Millennium Challenge Corporation and funding for the program closes on September 30, 2013. The purpose of the ePRS to improve the accuracy and accessibility of the formal system for recognizing and transferring property rights and for issuing fully marketable private land titles to residents. This will enable citizens and business to use a more accurate and user- friendly registration system to document property purchases, sales and other economic transactions. It will allow banks to have better information about prospective borrowers, enabling decrease in borrowing costs and improved commercial lending. The implementation experience has served as a blueprint for success, for the next phase of implementation. This subcomponent will facilitate the goal of shared prosperity for all. The ePRS components to be funded include: Supply of digitization equipment and installation, the digitization and registration of property rights archives, connecting fiber optics amongst the PIUs, creation of registration eService for citizens to transact online and a data exchange hub for across public agency to share data (e) Capacity development support to the CS and ITPTA to deliver on the SMART Government Program. ($0.3 million). This includes building capacity through workshops and training events, so that the CS and ITPTA can deliver on Mongolia’s SMART Government program. 4. Component 3: Enabling Open Data ($5.6 million) to develop a vibrant open data ecosystem defined by a sustainable pipeline of high-quality data, continuous engagement with user communities and demand-driven, innovative co-creation. The support will enable the GoM to invest in both the supply and reuse of Open Data in a comprehensive manner. This Component will have two main subcomponents: (a) Design and implementation of an open data initiative; and (b) investment support to implement the statistics production system at the NSO. (a) Design and implementation of an Open Data Initiative ($0.6 million) will focus on four main areas, each contributing to a dynamic, sustainable open data ecosystem. (i) Open Data Readiness Assessment: Open data in Mongolia will need to operate on both a national and subnational level since 50 percent of the population lives in the capitol city. Jointly conducting a readiness assessment that produces a targeted, client-specific open data action plan is essential for identifying the high- impact entry points for initial investments in open data, both on the supply and demand sides. Key activities under this subcomponent will include:  Completion of an open data readiness assessment for Mongolia using the methodology pioneered by the World Bank. ‐ 26 -    Based on the assessment, complete open data action plan including a list of priority datasets to release at portal launch and regular intervals over the next 12 months. (ii) Policy/Legal/Institutional frameworks: Activities will seek to ensure that the policy and legal environment serves the needs of an open data initiative in Mongolia. It will also strengthen institutional structures critical for management and coordination. Key activities under this subcomponent will include:  Issuance of official open data policy setting common standards for all agencies, including an open license to standardize licensing of government data.  Alignment of open data policies with other policy/legal instruments and reforms, including privacy and procurement law/regulations.  Development of model provisions to ensure that data collected under government contracts belongs to Government and is provided to the Government at no cost.  Strengthening open data coordinating capacity of the CS with addition of full- time staff to fill specific roles for the Open Data initiative.  Establishment of performance metrics and indicators for open data efforts.  Development of functions and training for Government Chief Information Officers and open data managers or focal points at key agencies.  Defining explicit linkages with Mongolia’s development of its open government partnership commitments and National Action Plan. (iii) Supply of open data: Ensuring release of diverse, high-quality data sets in areas that are important to Mongolia is the primary objective of this pillar. Open Data must link to priority initiatives—at the federal level this includes the “11-11” center and at the municipal level includes the priority areas of cadaster, construction licensing, plans to develop UB City as a “smart” city and the city’s health and safety indexes. Addressing the supply side of open data means addressing the varied needs of agencies in terms of common standards and classifications, data validation, metadata, curation, analytics and management. A robust, practical training for agencies is vital for long-term success (and ownership) of open data in Mongolia. Key activities under this subcomponent will include:  Launch of an open data portal at the national level, as well as open data efforts by UB City that may lead to municipal data included in the federal portal or a federated model with a UB City portal linked to it.  Training for key agencies on data interoperability, exchange and data integrity.  Training for agency data managers on managing installation and customization (as needed) of tools, curating datasets, and engagement platforms.  Study tour(s) to leading countries to learn about the most effective management mechanisms for best-in-class open data initiatives. (iv) Demand-driven reuse and co-creation: A steady pipeline of open data must be matched with sustained co-creation efforts to produce visualizations and applications that make Mongolia’s open data more accessible to the public and ‐ 27 -   specific user communities. The initiative will use citizen demands expressed through existing channels (e.g., the 11-11 and 1200 centers) to identify specific challenges, needs and priorities of citizens that can then help drive open data releases and co-creation activities. Priority problems or high volume issues identified by users, agencies or use of 11-11 and 1200 centers will form the basis of pilot projects to demonstrate the practical value of open data for co-creating apps and solutions. The Innovation Support Fund within Component 2 will be designed to help finance apps development, challenges and co-creation activities—some of which may be linked with specific, identified demands of user communities, including agencies. Key activities under this subcomponent will include:  Develop and deliver open data training curriculums targeting user communities such as developers, CSOs and researchers, building on training in visualizations that was previously organized for civil society organizations.  Training for “data infomediaries” among media organizations and journalists to broaden citizen access to data.  Open data pilots: Use co-creation events to develop applications using open data that respond to user-generated problems or demands (agency or nongovernment). Implementation of Component 3 will require the CS to assemble a small, dedicated team within the Secretariat to manage the Open Data initiative. This will likely mean onboarding four or five staff on a full-time basis to strengthen the open data coordinating capacity of the CS. Open data positions might include an Open Data Manager, Open Data Analyst, Finance/Admin officer, and a Secretary to the Open Data Steering Committee to serve as a PMU for the Open Data initiative. It is anticipated that the legal authority and roles of this team will need to be established to enable their effective operation. Since open data and management of a whole-of-government initiative for it will be new to this team, it will be useful to provide intensive training focused on management of open data programs, portals and policy compliance. This team will need to be prepared to provide technical support services to agencies that require assistance in their open data efforts. (b) Data production capabilities of the NSO ($5 million). This subcomponent will provide investment and technical assistance support to the NSO in connection with its data production functions. Resources will support the development or redesign of the NSO’s data production infrastructure in a way that improves internal data management and complies with standards and requirements of a NEA. It is important to ensure that the NSO’s data management system has the ability both to release open data and smoothly interoperate with the systems of other Government agencies (e.g., a National GIS portal) and an open data portal (whether it is based on an open source or commercial platform). Key activities under this subcomponent will include: (i) Investment support ($3.5 million) for development of NSO’s statistical data production system; (ii) Technical assistance ($ 0.5 million) to help develop requirements and specifications for the statistical data production system, including support for:  application development;  revising NSO’s IT plan and feasibility of implementation; ‐ 28 -    support for the data standardization;  support for data warehouse development;  support for data security system;  support for metadata management including metadata standards and metadata from the dataset level down to the element level;  native support for extracting arbitrary tables from a statistical repository through an Application Programming Interface (API) and not only by downloading an entire database or pre-configured tables);  support for enabling access to micro data; (c) Training program ($ 1 million):  to help develop the NSO’s BA and data analysis capabilities (will include trainees from other agencies)  on use and management of statistical data production system for NSO staff from national and local offices.  on data management (including for example, use of metadata) for NSO staff from national and local offices. It is vital that these substantial investments in the NSO’s infrastructure and capacity actually result in positive advances in open data in Mongolia. To ensure this, NSO management will need to confirm certain decisions that establish key conditions for the success of open data in Mongolia: (a) Release of raw census data as open data by NSO, including input survey data, properly anonymized, for population as well as other areas of census collection such as agriculture and establishments. (b) Inclusion of APIs that enable developers directly access open data from NSO (and not rely only on downloads). (c) Compliance with standards and requirements of an NEA and the e- Government Interoperability Framework. 5. Project Implementation Support ($1.8 million) will establish the PIU. Project funds will be used to hire the Project Director, a Financial Management Specialist, and Procurement Specialist to be seconded to the GPA and other required support staff including translators, communications specialists, M&E officer. Funds will be used to procure required infrastructure and services to support the functioning of the PIU as needed, including office equipment. Project implementation staff for GASR and NSO will be financed under this component. Operational costs of the project will be met from this allocation. The Government’s in-kind contribution to the project will include office space and the cost of key technical officers at the CS and ITPTA office. The PIU will be dissolved at project closing, with the technical skills for long-term sustainability of operations developed and residing at the line agencies. ‐ 29 -   Annex 3: Implementation Arrangements SMART Government Project Project Institutional and Implementation Arrangements 1. The Figure below depicts project implementation arrangements. Cabinet  Secretariat Project Steering  Commitee PIU ITPTA NSO GASR 2. Organization responsible for the project. The CS, under the leadership of its Minister, will be responsible for the implementation of the project, including overall coordination, results monitoring and communicating with the World Bank on all fiduciary aspects. The PIU of the ICIDP project will be re-established under the CS. 3. Beneficiary agencies. Four beneficiary agencies include: (a) the NSO; (b) the ITPTA; (c) CS; and, (d) the GASR. The first two agencies are experienced in implementing IDA-funded projects; the GASR has implemented a Millennium Challenge Corporation-funded project. All have highly motivated and knowledgeable staff. All agencies will report to the CS on project related issues. The beneficiary agencies will provide technical inputs to the PIU for technical specifications and terms of reference, participate in evaluating bids and proposals for their activities, and assist in supervising suppliers and consultants. 4. Policy and overall coordination. The PSC will provide the project with overall strategic and policy guidance, monitoring functions, and attending to inter-agency issues. The PSC will be headed by the Cabinet Secretary and will comprise the Heads of the beneficiary agencies, representatives from the Ministry of Economic Development and MoF. It will meet at least quarterly. The Chief Technology Officer at the CS, who is responsible for the overall project, ‐ 30 -   will be a member of the PSC; and the Project Director will act as the Member Secretary to the PSC. 5. Implementation. The PIU, which had been established within ITPTA to implement the now-closed ICIDP project, will be re-activated under the CS, to implement the proposed project with the Project Director and financial management specialist being carried on. The PIU will be responsible for project implementation, including overall project management, financial management, monitoring, evaluation and reporting. It will support all beneficiary agencies with project implementation. The Project Director will lead the PIU, staffed with the following consultants: financial management specialist, procurement/ implementation specialist to assist with procurement, translators, a communications and an M&E specialist. 6. The project will be designed to allow the various participating agencies to record and share their learning with each other and other government agencies during the implementation process. The PIU will facilitate this knowledge sharing and learning program. The CS with support from its PIU, will maintain the project accounts, request and receive disbursements, ensure procurement is conducted in an effective manner, sign contracts, make payments, carry out financial management and reporting activities. 7. Procurement for the project will be carried out by the GPA although the PIU will remain responsible for working with the beneficiary agencies to develop all technical inputs such as the terms of reference and technical specifications. The evaluation committees established by the GPA will include representatives from the beneficiary agencies. In addition the PIU will hire a procurement/implementation specialist that will coordinate with and provide assistance to GPA. As and when needed, specific technical working groups will be set up to deal with specific tasks related either to the development of terms of reference/technical specifications or elicitation and verification of user requirements related to the development of the IT systems. 8. The role of the PIU will be to: (a) coordinate with the World Bank, CS and beneficiary agencies and other agencies at the national level for overall implementation guidance, institutional arrangements and technical guidance/support; (b) implement the PIU activities, including, but not limited to support in the management of major consultancy contracts and training in coordination with the implementation and beneficiary agencies. (c) prepare the overall annual work plan, procurement, financial plans, regular and progress reports of the project. (d) implement the M&E of the project activities, impact evaluation against the project result framework and performance indicators; and (e) organize and implement support missions, mid-term review and final review. 9. A Project Implementation Manual has been prepared and will be adopted by CS; it will support the PIU to meet its responsibilities for management of the Project. The manual describes the PIU's division of responsibilities, operational systems and procedures, including the PIU's organizational structure, office operations and procedures, finance and accounting procedures (including funds flow and disbursement arrangements), and procurement procedures. In ‐ 31 -   addition, as the Innovation Support Program under Component 2 is a relatively new approach to the co-creation of services and applications for eGovernment, a manual specific to the implementation of the Innovation Support Financing Program will be developed under the Project with the support of a specialized consultant. Such manual will have to be finalized in form and substance satisfactory to the Bank before financing can be disbursed for the innovation financing support program subcomponent. Financial Management, Disbursements, and Procurement Financial Management 10. The FM capacity assessment identified the following risk associated with the proposed implementation arrangements for the project readiness of the project accounting and financial reporting system and financial management manual (FMM). In order to address this risk, the following plan of actions has been identified. Responsible Significant weaknesses  Actions  Person  Completion Date  - A FMM, as part of the PIM, should be Readiness of financial prepared to lay out details of the project CS and PIU management financial management procedures e.g. chart procedures appropriate of accounts, including account description for the project  and use.     By June 15, 2014   Design manual accounting registers to Readiness of the manually record project transactions until a project’s accounting computerized accounting and financial system  reporting system is implemented.  CS and PIU  By June 15, 2014  Readiness of the project’s financial reporting arrangements  IFR formats need to be agreed.  CS and PIU  By June 15, 2014  11. Provided that the mitigating measures identified during the FM assessment are implemented, the overall residual FM risk-rating assigned to this project is Substantial. The FM team will closely monitor the project FM risk during the entire project implementation. Disbursement and Funds Flow Arrangements 12. Four disbursement methods: advance, reimbursement, direct payment, and special commitment, will generally be available for the Project. The primary method of disbursement for the project will be advance and reimbursement. Supporting documents for Bank disbursements will be the WB Withdrawal Application, statements of expenditures (SOEs) or records like contracts and invoices. The detailed requirements will be laid out in the project disbursement letter to be issued by the Bank. ‐ 32 -   13. The PIU will maintain and manage one designated account (DA), in United States dollars, at a commercial bank, on terms and conditions satisfactory to the Bank, including appropriate protection against set-off, seizure and attachments. The credit proceeds will flow from the Bank to the DA and will be disbursed against eligible project expenditures upon appropriate approvals from the authorized representatives from MoF and CS, respectively. The ceiling of the DA will be discussed and agreed between the Bank and the recipient and will be specified in the Bank’s disbursement letter. Furthermore, accounts of Bank-financed projects may move into the Treasury Single Account System within the Government Financial Management Information System. If/when such a change takes place; the DA arrangement will be revised accordingly. 14. In order to make payments in the local currency Mongolian Tugriks, in accordance with the Treasury guidelines for opening and maintaining project accounts at the Treasury, the CS can open a subaccount in Mongolian Tugriks at the Treasury. The ceiling of this account will have to be discussed and agreed between the Bank and the CS and be specified in the Bank-issued disbursement letter. As per the Treasury regulations, the authorized signatories from the CS/PIU will approve payments from the sub account. The PIU can use petty cash up to the ceiling to be established and approved under the project’s internal control procedures. The PIU will be responsible for conducting regular reconciliation of the DA, subaccount and petty cash balances. 15. The following chart shows the general flow of funds for the project as previously described: ‐ 33 -   16. The project proceeds will be disbursed against eligible expenditures according to the following table: Allocation Expenditure Category  (USD) Financing % (inclusive of taxes) 1. Goods, Consultants Services, Non-Consulting 18,900,000 100  Services, Training and Workshops and Operating Cost   2. Innovation Financing   500,000 100  Total  19,400,000   17. Financing for the Innovation Support Program (Component 2 [c]): The Project has allocated an amount of $0.5 million towards the Innovation Support Program. The program will support, through a financing mechanism, the development of innovative mobile and IT applications that address specific development challenges in priority areas identified by various ministries and agencies of the Government. There shall be a Call for Proposals for Financing for the development of applications. The upper limit of the financing is $25,000. Beneficiaries shall be selected in accordance with procedures laid down in the Financing Manual agreed with IDA. The Financing Manual will provide the basic guiding principles and acceptable procedures applicable to the financing program; define the organizational structure of the program management and procedures for fund and competition management. Key principles in the design of the Program will include: separation of Program administration functions from selection and judging functions; transparency in the processes of defining challenges and awarding prizes; clear definition of judging criteria; paying for results or for proven success. The documentation shall define the main responsibilities of the ITPTA Innovations Department. IDA shall review the first two proposals to be awarded financing from the program. Disbursement of IDA funds will be made on the basis of approved proposal and eligible expenditures incurred by the financing recipients. The records evidencing eligible expenditures may be retained by the financing recipients and subject to the Bank’s review during supervision and audit. 18. The PIU will be responsible for preparing withdrawal applications. Withdrawal applications submitted to the Bank will be signed off by authorized representatives from CS/PIU and MoF. These documents should be made available for review by auditors and Bank supervision missions. If the auditors or the Bank find any expenditure that is not justified by the supporting documentation; hence declare the expenditure ineligible, the Bank may take further actions necessary as per the related policies. 19. Budgeting. The PIU will prepare a work plan and budget for the entire implementation period of the project and then on an annual basis with quarterly breakdowns, which will identify the detailed project activities. The annual work plan and budget will need to be submitted to the relevant project authorities, i.e., the Bank and the PSC, for approval. Moreover, the work plan and the budget will have to be consistent with the agreed format of the project interim financial reports. ‐ 34 -   20. The PIU is required to conduct regular budget vs. actual variance analysis within the computerized accounting system to be purchased, report them as part of the quarterly project interim financial reports, provide reasons why significant differences occur between the planned (budget) and actual expenses, if any, and take necessary actions. 21. Accounting and Financial Reporting. Using a computerized accounting software, the PIU will set up the project accounting and reporting in accordance with the Bank requirements, which obligate Borrowers to prepare financial statements in accordance with acceptable accounting standards. Prior to the purchase of the accounting software, as an interim arrangement, the project will maintain manual accounting records using MS Excel. 22. The Bank does not mandate a particular format for annual financial statements. However, where a Borrower prepares financial statements on the modified cash basis, the Bank encourages the adoption of formats laid out in the International Public Sector Accounting Standards, and Financial Reporting under the Modified Cash Basis of Accounting, in order to monitor any non-cash transactions. The PIU will adopt the modified cash basis of accounting for preparing financial statements. The project financial statements will include the following: (a) Balance Sheet of the Project, (b) Statement of Sources and Uses of Funds by Project Components, (c) Statement of Implementation of Credit Proceeds, (d) Statement of Designated Account for the Credit, and (e) Notes to the financial statements. 23. The PIU will prepare interim financial reports on the quarterly basis directly from the accounting software where the project accounting records are maintained and submit them to the Bank for review within 45 days after the end of each calendar quarter. The Bank task team will monitor the project’s accounting and financial reporting processes, especially during the initial stages of project implementation, in order to ensure complete and accurate financial information is available to the relevant project stakeholders in a timely manner. 24. Internal control. To facilitate adequate internal control practices, an FMM that lays out procedures related to proper authorization for payment requests, segregation of duties, and other internal control procedures and practices relating to financial management of the project will be prepared. The procedures identified in the FMM will have to be closely followed by all the parties involved in the project implementation. In addition, regular oversight by the PSC, periodic supervision missions by the Bank’s task team and annual financial audits by independent external auditors will serve as mechanisms for ensuring the project financial management systems function effectively. 25. Audit arrangement. The Bank requires the project financial statements to be audited in accordance with auditing standards acceptable to the Bank. Accordingly, same with other Bank- financed projects in Mongolia, the Mongolian National Audit Office will appoint an independent external auditor acceptable to the Bank to conduct an annual audit of the project accounts in accordance with International Standards on Auditing and under terms of reference satisfactory to the Bank. The annual project audits will be financed from the credit proceeds. ‐ 35 -   26. The auditors will: (a) express an opinion on the project financial statements; (b) determine whether the DA has (i) been correctly accounted for, and (ii) been used in accordance with the legal agreement; and (c) determine adequacy of the supporting documents and controls surrounding the use of statement of expenditures as the basis for disbursement. The auditors will also furnish a separate Management Letter, which will: (a) identify significant weaknesses in accounting and internal control as well as asset management; (b) report on the degree of compliance with financial covenants of the Financing Agreement, and (c) communicate matters that have come to the attention of the auditors which might have a significant impact on the implementation of the project. 27. The annual audit report on the project financial statements will be due to the Bank within 6 months after the end of the reporting date. This requirement is stipulated in the Financing Agreement. The responsible agency and timing are summarized as follows: Audit Reports  Submitted by  Date Due  Project Financial Statements   PIU under CS  June 30 of each calendar year  28. Supervision Plan. The supervision plan for this project will based on its FM risk rating, which will be evaluated on a regular basis by the FMS in line with the FM Manual and in consultation with the task team leader. In the initial stages of the project implementation, FM reviews will focus on the following areas: (a) The PIU’s adherence to the procedures identified in the project FMM; (b) Timeliness and accuracy of the project accounting and financial reporting; and testing of the accounting software and (c) Review of relevant documents supporting the project expenditures incurred for completeness and appropriateness. Procurement 29. Risk assessment. Procurement for the project would be implemented by the GPA, which acts as the procurement agency for all central Government procurement. This is in keeping with government policy and will remove the need for CS to develop expertise in-house. This arrangement of handling the project procurement will be piloted for the first two years of the project implementation period. GPA is a new specialized agency with 56 staff and in 2013 it is delegated to handle 399 projects and contracts. Currently and due to the new setting GPA is lagging behind the annual plan. The reasons for such delays are mainly related to the initial submission of bidding documents by ministries/government agencies and handling procurement of too many contracts that supposed to be handled at the Aimag level. The CS is the implementing agency for the project and there are four line beneficiary agencies: (a) NSO; (b) ITPTA; (c) CS and (c) GASR. The first two agencies are existing Bank clients and familiar with the Bank procedure and GASR has implemented a large project financed by the Millennium Challenge Corporation. They will report to the CS on project related issues. The PIU will be established under the CS. The beneficiary agencies will provide technical inputs to the PIU for ‐ 36 -   technical specifications and terms of reference, participate in evaluating bids and proposals for their activities, and assist in supervising suppliers and consultants. 30. The key risks for the project procurement are: (a) the large workload of GPA doubled with the low capacity of its staff and unfamiliarity with Bank procedures; (b) intensive IT nature of the project procurement given the history of IT contracts failure in Mongolia; (c) inadequate planning and scheduling to ensure that the project activities can commence and be completed as planned; (d) inadequate procurement oversight mechanism; and (e) possible elite capture and political interference in procurement and/or preference for specific suppliers. The procurement capacity and risk assessment rates the project overall procurement risk as High. 31. Mitigation measures. In order to mitigate these risks the following actions were discussed and agreed with GPA and CS: (a) A user friendly procurement manual that describes accountability and responsibility of all parties and all steps of the procurement process is developed and agreed; (b) agree on a training program (internal/external) for GPA and CS to be implemented over the life of the project that is both relevant and practical; (c) involve technical staff and users in preparation of specifications or agree to hire competent consultants to draft technical specifications terms of reference; (d) ensure procurement planning is realistic and ensure all parties concerned keep to the agreed schedule and (e) provide just-in-time advice and implementation support to the relevant beneficiaries. It is expected that timely implementation of these actions may lower the risk to substantial during implementation. 32. Applicable guidelines. Procurement will be carried out in accordance with the “Guidelines: Procurement of Goods, Works and Non-Consulting Services under IBRD Loans and IDA Credits & Grants by World Bank Borrowers” dated January 2011; and “Guidelines: Selection and Employment of Consultants under IBRD Loans and IDA Credits & Grants by World Bank Borrowers” dated January 2011 and the provisions stipulated in the Financing Agreement. 33. Procurement of works and supply and installation. No works are expected to be procured under the project. Various supply and installation of IT systems such as 11-11 center expansion; eService Application infrastructure; NEA, etc., will be procured. All will be procured following the ICB procedure. The Bank’s SBD shall be used for all ICB and where appropriate the specific SBDs for procurement of IT systems, both single and 2 stage may be used. 34. Procurement of goods and non-consulting services procurement. Goods to be procured under the project will include server computers, computers, office equipment and furniture. The Bank’s SBD shall be used for all ICB (supply of goods). Sample bidding documents agreed with the Bank shall be used for all NCB. 35. Procurement of selection of consultants. The project will finance various international and local consulting services for each component of the project. The Bank’s SRFP shall be used for all consulting services contracts with consulting firms. 36. Training and workshops. The PIU shall prepare learning plans as part of annual work plans for Bank review and no objection. The plan shall include details of the learning event ‐ 37 -   including description, leaning objectives, indicators, type (e.g., workshop, conference, meeting, focus group discussions, study tours), target group, number of participants details of trainers, location, dates, cost breakdown and other details as the Bank may request. Any modification to the plan requires Bank review and no objection. 37. Procurement plan. The CS and its PIU are preparing a procurement plan for contracts to be procured by the GPA during the first 18-months of project implementation. The procurement plan will be agreed with the Bank by negotiations. It will be made available in the projects Database and on the World Bank’s external website. The procurement plan will be updated annually or as required to reflect implementation needs and improvements in institutional capacity. 38. Thresholds for procurement methods and prior review. The procurement plan for the contracts to be procured centrally by GPA shall set forth those contracts which are subject to prior review by the Bank. Thresholds   Prior Review Thresholds ($million)  Procurement/Selection Method Thresholds ($million)    ICB  NCB  Shopping  QCBS  QBS  CQS  SSS  Goods   First 2 NCB goods ൒0.3 <0.3 <0.1         contracts irrespective of value and all contracts ൒0.2  Works  First 2 NCB works ൒3.0 <3.0 <0.2         contracts irrespective of value and all contracts ൒0.5  Consulting First contract for each       -- --  <0.3  -- Services  selection method and all contracts ൒0.1 provided by firm, ൒0.02 for SSS (individual and firms)   Note: (a) “—” refers to No Threshold. (b) All Direct contracting subject to prior review. 39. Frequency of procurement supervision. Procurement Supervision by the Bank will be carried out once a year. Procurement post review will be carried out once a year. The sampling ratio will be at least one in five contracts. Environmental and Social (including safeguards) 40. The Project is expected to lead to substantial social benefits. It is expected to benefit both male and female population as well as minors and, will not have nationality- or group- ‐ 38 -   differentiated benefits. The Project will not have any adverse social impacts. No civil works will be supported under the Project and hence no movement of persons from land will take place. 41. The Indigenous Peoples Policy is triggered due to the presence of IPs in some parts of Mongolia and are project beneficiaries. Given the type of activities, and the project location in Ulaanbaatar, Mongolia's capital and Aimag centers for Component 1, it is expected that the project benefits are the same for all groups of people including IPs. Therefore relevant aspects of the IP policy will be integrated into project design, and includes consultations with IPs during project implementation and provision of culturally appropriate benefits to the IPs; by using the IP languages in the provision of services, establishing the estimated number of IPs in the selected project areas and the proportion of IPs likely to have access to service and information. 42. In accordance with the Bank Safeguard policies on environment (OP/BP/GP4.01 Environment Assessment) the Project has been assigned Category C, indicating that no environmental issues are anticipated. This assessment was based on the project design, which does not include any physical construction activities, other than refurbishment of the existing project office. 43. Gender. The Gender Empowerment Measure that indicates equality in opportunities in economic and political life, ranks Mongolia as low as 94 out of 109 countries (2009) and reflects in particular women’s limited participation in public decision making.4 At the same time, lessons from community driven development projects and research from around the world suggest that women sometimes tend to have different ideas than men on what public services are most relevant for themselves, families and the community.5 While it is beyond the project to directly impact the participation of women in public decision making, the project will aim to ensure that men and women are equally gaining access to public data and feedback services. Thus, the project will generate data that monitors men and women’s satisfaction with services and use of feedback services. Furthermore, activities supporting application development will target applications developed by women and applications that address services that are gender specific (to be defined in the Financing manual). Monitoring and Evaluation 44. The progress and achievement of the Project development objectives will be monitored and assessed through three types of M&E activities: (a) regular/routine monitoring; (b) midterm                                                              4  Although the share of women in parliament increased significantly in the June 2012 elections the current rate of 14.5 percent is much below the national MDG target of 30 percent female representation in parliament by 2015. In the Government’s latest response to the implementation of the commitments made under the CEDAW, it reports that at the implementation level, female members of People’s Representative Khurals of Aimags, the capital city, soums and districts cover 24.6 percent of all representatives of local Khurals (2008). Thus, the political interests and activities of rural women are relatively high and access easier than at national level. On the other hand, the participation of women in the law making and policy formulation levels is weak, and women’s involvement is relative high at the policy implementation level, only. Mongolia has traditionally had strong participation of women in the civil society sector, however women’s representation necessary to influence public decisions that represents women’s needs and highlight gender issues is still a work in progress (MONES) (World Bank, 2013, Mongolia Gender Action Plan).  5 For example: Duflos and Chattopadhyay (2004) Women as Policy Makers. And: World Bank, 2011: Impacts of Community Driven Development on Gender.   ‐ 39 -   review; and (c) completion review. A set of results monitoring indicators has been developed to measure Project outputs, intermediate outcomes, and final development outcomes (see Annex 1). To the extent possible, the results M&E arrangements for the Project will be integrated into the existing data collection and utilization mechanism of the implementation agency and beneficiary agencies. 45. Given the innovativeness of the project, the PIU’s M&E specialist will be responsible for developing a new evaluation framework for the entire program, and will design reporting format and reporting frequency, collect, consolidate and disseminate lessons learned with relevant stakeholders, and ensure stakeholder feedback is captured in project implementation and in the development of a results framework. 46. Regular monitoring will look at the extent to which the proposed Project activities are being implemented as planned as well as direct outputs. A mid-term review will be conducted during the third year of Project implementation to assessing initial impacts of Project activities. Role of Partners (if applicable) 48. The World Bank is expecting to collaborate externally with the Swiss Agency for Development Corporation on citizen engagement. The structure of the partnership will be further articulated during appraisal. The Korean Government, through the Korean International Cooperation Agency and through an Economic Development Cooperation Fund loan is expected to support Ulaanbaatar’s SMART City initiative. ‐ 40 -   Annex 4: Operational Risk Assessment Framework (ORAF) Mongolia: MN SMART Government Project (P130891) Stage: Board Risks  .   Project Stakeholder Risks  Stakeholder Risk  Rating   Substantial Risk Description: Risk Management: (a) Government/Parliament: Potential for (a) The PIU will develop a communications strategy to manage expectations. The task team will also reduced government commitment to the work proactively with the Open Foundation, the Mongolian CSO tasked to support Government on the transparency and open government agenda. Open Government agenda. During pre-appraisal master class event on open data will be conducted to The project has secured broad consensus build awareness and capacity across a range of stakeholders. and buy-in from key stakeholders, Resp: Both Status: Not Stage:   Recurrent: Due   Frequency   including the highest level of Government Yet   Date:  :  officials, private sector and civil society. Due (b) Citizens and Civil Society: May feel Risk Management: disenfranchised from the civic engagement (b) Public consultations will take place during project implementation. The existing 11-11 and 1200, process. 1234 platforms will be leveraged to further civic engagement.   Resp: Both Status: Not Stage:   Recurrent: Due   Frequency   Yet   Date:  :  Due                             Implementing Agency (IA) Risks (including Fiduciary Risks) Capacity  Rating   Substantial Risk Description: Risk Management: (a) The project will focus on building capacity across agencies to provide leadership for the (a) Two of four beneficiary agencies have implementation of the components. The PIU at the CS will provide implementation support. During managed Bank funded operations. They preparation, a series of technical knowledge sharing workshops were conducted on issues such as NEA, have also carried out capacity building in cloud computing, open street mapping, mobile applications development. Master classes on cloud similar areas and therefore have computing and open data were delivered during the pre-appraisal mission. ‐ 41 -   considerable capacity for both Resp: Both Status: Not Stage:   Recurrent: Due   Frequency   implementation and financial management Yet   Date:  :  and therefore the team does not anticipate Due any risk associated with the capacity of the Risk Management: implementing agency. Limited capacity at (b) The project will use the PIU at the CS to support implementation. The capacity building activities the implementing agency stemming from will also help to build technical and project skills for the teams in the beneficiary agencies. The GPA inadequate human resources increases the will support the project on procurement. The project will finance expert resources at GPAand will risk of implementation delays. provide just-in-time implementation support to ensure adequate capacity is maintained. (b) Limited fiduciary capacity/experience, Resp: Both Status: Not Stage:   Recurrent: Due   Frequency   particularly in the procurement of large, Yet   Date:  :  complex IT systems.  Due Governance  Rating   Substantial Risk Description:  Risk Management: The current institutional arrangements are Project management capacity exists at the PIU. There will be an increased frequency in Project perceived to be weak and may prove Steering Committee Meetings to provide guidance on overall project issues. At a minimum, semi- inadequate to provide guidance and annual implementation reviews will be conducted, with interim financial management and procurement oversight to project implementation.  reviews conducted as deemed necessary. Proactive disclosure of procurement decisions will be encouraged. Resp: Both Status: Not Stage:   Recurrent: Due   Frequency   Yet   Date:  :  Due Project Risks  Design  Rating   Substantial Risk Description: Risk Management: (a) Capacity at the CS to manage multiple agencies responsible for core project implementation (a) Multiple agencies involved in the functions. Standard reporting formats will be developed to support tracking of project implementation. project with the CS responsible for Resp: Client Status: Not Stage:   Recurrent: Due   Frequency   coordination. The project involves four Yet   Date:  :  beneficiary agencies two of which existing Due Bank clients. The project design overall Risk Management: however is not complex. (b) Technical complexity: The project will streamline the number of procurement packages, and will (b) Technical complexity: The project has phase the activities. The phasing of activities will also be adjusted during implementation, depending a number of high-value IT procurements on the demonstration of technical and fiduciary capacity. Additional specialized experts in specific and government has limited areas will help on design and supervision during implementation. The team will provide just-in-time implementation capacity. The design has advise during key moments in implementation.  to be sufficiently flexible to cater to the Resp: Client Status: Not Stage:   Recurrent: Due   Frequency   rapid changes in the industry and Yet   Date:  :  technological landscape.  Due ‐ 42 -   Social and Environmental  Rating   Low Risk Description:  Risk Management: The project consists largely of IT N/A applications and services which are not Resp: Both Status: Not Stage:   Recurrent: Due   Frequency   likely to have any environmental impact.  Yet   Date:  :  Due Program and Donor  Rating   Moderate Risk Description:  Risk Management: Potential challenges in donor coordination. The project will hold regular donor coordination meetings and will ensure that information on the A few donors expressed interest in project is proactively disclosed. supporting citizen engagement to transform Resp: Both Status: In Stage:   Recurrent: Due   Frequency   delivery of government services. There is Progres Date:  :  significant interest from the Swiss Agency s  for Development and Cooperation and   KOICA to collaborate on citizen engagement and SMART Ulaanbaatar respectively.  Delivery Monitoring and Rating   Substantial  Sustainability  Risk Description:  Risk Management: Risk of delays from lengthy procurement Sustainability considerations have been built into the design of the project. For e-Government processes, and risk of sustainability after activities, the key infrastructure is expected to generate sufficient revenue for operational needs to be project completion, especially with regards self-sustaining (e.g., cost-based fees for use of the shared datacenter, and cloud computing services). to the government’s continued commitment Engagement with media and civil society organizations will continue throughout the project period. to transparency and open government Resp: Both Status: Not Stage:   Recurrent: Due   Frequency   agenda.  Yet   Date:  :  Due Overall Risk  Overall Implementation Risk : Substantial   Risk Description:  The team has identified the following main risks: (a) stakeholder risks (inadequate civic engagement); (b) implementation agency risks (weak oversight, inadequate capacity, fiduciary weaknesses); and (c) project risks (possibly complex IT procurements and possible weaknesses in monitoring outcomes). Implementation risk rating is expected to be substantial at this time. The rating may be revised later on in the implementation process.  ‐ 43 -   Annex 5: Implementation Support Plan SMART Government 1. The Implementation Support Plan (ISP) focuses on mitigating the risks identified in the ORAF, and aims at making implementation support to the client more flexible and efficient. It seeks to provide the technical advice necessary to facilitate achievement of the PDO (linked to results/outcomes identified in the result framework), as well as identify the minimum requirements to meet the Bank’s fiduciary obligations. (a) Procurement. Implementation support will include: (a) leveraging the PIU in the CS and staff at the GPA responsible for procurement; (b) providing additional staff and training as needed to the beneficiary agencies; (c) reviewing procurement documents and providing timely feedback to the beneficiary agencies’ (d) providing detailed guidance on the Bank’s Procurement Guidelines to the PIU and GPA; (e) monitoring procurement progress against the detailed Procurement Plan; and (f) providing just-in-time training and support at key moments in the procurement cycle; (b) Financial management. Implementation support will include: (a) reviewing of the country’s financial management system, including but not limited to, accounting, reporting and internal controls; (b) leveraging the PIU; (c) hiring additional staff and providing training as needed to the PIU; and (d) reviewing submitted reports and providing timely feedback to the PIU. (c) Other Issues. Sector level risks will be addressed through policy dialogue with the governments’ Ministries and agencies. Implementation Support Plan 2. While Mongolia has adequate experience in implementing World Bank Projects, and despite the Bank’s own experience in preparing similar projects, the relative complexity of structuring and implementing e-government solutions will require fairly intensive supervision, especially during the first two years of implementation. The Bank team members will be based either in Washington, D.C., or in country offices, and will be available to provide timely, efficient and effective implementation support to the clients. Formal supervision and field visits will be carried out at least three times annually in the first two years, with two annual visits in later years of the project. These will be complemented with monthly video conferences to discuss project progress. Detailed inputs from the Bank team are outlined below: (a) Technical and policy inputs. Technical and policy related inputs will be required to review bid documents to ensure fair competition, sound technical specifications and assessments, and confirmation that activities are in line with Government’ ICT and growth strategies. (b) Fiduciary requirements and inputs. Training will be provided by the Bank’s financial management and procurement specialists as needed. The Bank team will help identify capacity building needs to strengthen financial management capacity and to improve ‐ 44 -   procurement management efficiency. Financial management and the procurement specialists will be based in the region to provide timely support. Formal supervision of financial management will be carried out semi-annually or annually, while procurement supervision will be carried out on a timely basis as required by client needs. (c) Safeguards. Inputs from environment and social specialists will be provided as needed. (d) Operation. The Task Team will provide day-to-day supervision of all operational aspects, as well as coordination with the clients and among Bank team members. Relevant specialists will be identified as needed. Implementation Support Plan Time  Focus  Skills Needed Resource Estimate  Partner Role First twelve Finalization of Technical Procurement, legal, and ICT Policy & Lead in drafting months  Specifications/terms of Technical Specialists  Specialists 10SWs technical references, legal/ Procurement Specialists specsificatons procurement – 10SW /terms of arrangements  FM Specialist 5SW  reference 12-48 Procurement, Procurement, FM, Procurement   months  Deployment of Systems, Technical, specialist(s) 10SWs Applications/Solutions,   Safeguard/Environment Safeguards/Env Specialists Specialists – 3SW  Skills Mix Required Skills Needed  Number of Staff Weeks Number of Trips Comments Task team leaders  12 SWs annually Fields trips as DC or Country office based required. Procurement  10 SWs annually Fields trips as Country office based required. FM Specialist  5 SWs annually Fields trips as Country office based required. Technical Specialists  12SW annually Field trip as required. Globally sourced Partners Name  Institution/Country Role Ch.Davaajamts  Chief Technology Officer Project Leader  Ts. Jadambaa  ITPTA Beneficiary Agency Leader S. Mendsaikhan  NSO Beneficiary Agency Leader Ts.Purevdorj  GASR Beneficiary Agency Leader   ‐ 45 -   85°E 90°E 95°E 100°E 110°E 115°E 120°E 105°E RUSSIAN FEDERATION Lake Baikal To Biysk To 50°N Ulan-Ude To To Chita Chita Hövsgöl Uvs Nuur 50°N Ulaangom Nuur Achit Hatgal Tavan Bogd Uul Nuur (4,374 m ) UVS Tesiyn HÖVSGÖL Sühbaatar Ereentsav Ho Olgii Mörön SEL ENG E To vd A N- B A Y AN - Hyargas Sele nge Hulun Hailar Nuur Darhan DAR -UUL DA R HAN -U UL Ö LG I I r Erdenet OR HON H ON Bayan Uul Nur Ide on On DORNOD Jargalant HAN ZAVKH A AN Bulgan (Khovd) Har Har Nuur BUL GA BU L G AN N KHE NTI I Kherlen Us Nuur (Choibalsan) Uliastai Ha ARH NG A AR HA ANG AII ULAANBAATAR ule n A ng Ker Tamsagbulag KHOVD TÖV an ay Erdenebulgan Zuunmod l n Öndörhaan h (Tsetserleg) av 120°E M Dz Tsagaan-Olom t ts Baruun-Urt . a Esonbulag GOVISÜMBER GOVISÜMBER GAI 45°N (Altai) Bayankhongor Choir KBAATA KBA ATAR SÜ KBAATAR y GOV GO - A L TAI V I -AL TA I Arvaiheer Ö V Ö RK H A N Mandalgovi Hongor 45°N M DUN DG OV ' DUNDG Sainshand o CHINA u AYANKHONGOR BAYANKHONGO BAYANKHONGOR n t DORNOGOV' DOR NOGOV' a To i Jining 115°E n Dalandzadgad r t s ÖMNÖGOV' e s e D o b i M ONG OL IA CHINA G SELECTED CITIES AND TOWNS MONGOLIA PROVINCE (AIMAG) CAPITALS 40°N To NATIONAL CAPITAL Hami RIVERS 0 100 200 300 Kilometers MAIN ROADS 40°N IBRD 33449R1 RAILROADS JANUARY 2009 0 50 100 150 200 Miles PROVINCE (AIMAG) BOUNDARIES 90°E 95°E 100°E 105°E 110°E INTERNATIONAL BOUNDARIES