For Official Use Only CLR Review Independent Evaluation Group 1. CAS/CPS Data Country: Mauritius CAS/CPS Year: FY07 CAS/CPS Period: FY07-FY15 CLR Period: FY07-FY15 Date of this review: May 9, 2017 2. Ratings CLR Rating IEG Rating Development Outcome: Moderately Satisfactory Moderately Satisfactory WBG Performance: Fair Fair 3. Executive Summary i. Mauritius is a small country of about 1.3 million people which evolved from a poor sugar economy at the time of independence in 1968 into a successful upper middle-income country today largely through trade-led development. While absolute poverty declined from 8.5 percent in 2007 to 6.9 percent in 2012, inequality has increased and the Gini coefficient rose from 0.34 to 0.37. Good economic management has helped the country successfully weather several adverse external developments, but could not prevent a decline in GDP growth rates in recent years. Because good economic growth and rapid progress in human development went hand in hand in the past, both the government plans and the WBG's Country Partnership Strategy (CPS) agreed that the lowered growth rate was the country's main challenge. Hence, the main theme of the WBG strategy was to increase the competitiveness of the economy while protecting the vulnerable. ii. The CPS was organized around the government's four focus areas (or pillars) of reform: (1) fiscal consolidation and improved public sector efficiency; (2) improving trade competitiveness; (3) improving the investment climate; and (4) democratizing the economy through participation, social inclusion and sustainability. At first, there was good synergy between the government reform plans and the CPS. However, the coalition government that came to power after 2010 slowed down the implementation of the reform agenda. The WBG was slow to recognize this and, hence, the WBG program was no longer as well aligned with the government agenda as in earlier years. iii. On balance, IEG rates the overall development outcome as moderately satisfactory. There was substantial progress in fiscal management, in reducing the anti-export bias of the trade regime, and in improving the business environment. On the other hand, few advances were made in infrastructure development, while little progress was made towards environmental objectives and improvements in sanitation or health. iv. The CPS was well aligned with WBG's corporate goals and was prepared in close collaboration with other donors. It was selective by focusing on policy improvements on four areas of reforms through Development Policy Lending and on infrastructure. However, the program’s focus was diminished with 21 objectives spread across different thematic areas. The WBG was slow to respond to the changing political economy in the country, and especially in the latter half of the CPS period. At the Performance and Learning Review (PLR) stage, the WBG missed the CLR Reviewed by Peer Reviewed by CLR Review Coordinator/Manager Rene I. Vandendries/ Florence Charlier Pablo Fajnzylber Anis Dani Senior Evaluation Officer Manager, IEGEC Consultants, IEGHE IEGEC Lourdes Pagaran CLR Coordinator, IEGEC Surajit Goswami Consultant, IEGHE For Official Use Only CLR Review 2 Independent Evaluation Group opportunity to consolidate and retrofit the results matrix that was deficient because there were no quantitative baselines or targets. The link between WBG action and outcomes was sometimes tenuous or non-existent. And, some major obstacles to long term development identified in the analytical work and included in the CPS and PLR, i.e. infrastructure and primary education bottlenecks were not pursued in program implementation. On balance, IEG rates WBG performance as fair. v. The lessons in the CLR emphasize the importance of four factors for program success: a) maintenance of a continuous and open dialogue with government; b) good understanding of the political economy of the country; c) a base of solid analytical work to help engage all levels of government as well as the donor community in the reform effort; and d) strong government commitment. IEG agrees with these lessons and would like to underscore the need for the CPS to further engage in policy dialogue through programmatic analytical and advisory services for a client like Mauritius. vi. IEG adds two lessons from this review. First, the absence of clearly specified and verifiable indicators with baselines and targets in the results matrix makes it very difficult to assess or validate achievement of objectives such as in the case of Mauritius. Second, in Mauritius, while the failure of the two large PPP Advisory Service Projects may trigger exit from a particular PPP transaction, the Bank’s comparative advantage in this area suggests that it should continue to leverage its knowledge services to pursue an active dialogue on PPP. 4. Strategic Focus Relevance of the WBG Strategy: Congruence with Country Context and Country Program 1. Mauritius is a small country of about 1.3 million people which evolved from a poor sugar economy at the time of independence in 1968 into a successful upper middle-income country today largely through trade - led development. Growth was accompanied by significant progress in human development. 2. Key underlying factors in the economy's transformation were political stability, sound fiscal and monetary policies, a competitive exchange rate, and a favorable investment climate. The country progressed from heavy reliance on sugar exports in the 1970s to the development of export processing zones (textiles and apparel) which boomed in the 1980s and 1990s. Both sectors benefited from preferential treatment in export markets, i.e. a sugar price premium in the EU market and trade preferences in textiles through the Multi-Fiber Arrangement (MFA). Subsequently the economy diversified further into tourism development as well as Business Process Outsourcing, financial services and information technology. 3. When the Country Partnership Strategy (CPS) was being prepared in 2006 Mauritius was confronted with several adverse external developments: the phasing out of the MFA starting in 2004, the reduction in sugar price subsidies from the EU starting in 2006, and rapid increases in world oil prices. Then, in 2008-09 the country was impacted by the global financial crisis. Yet Mauritius weathered these crises relatively well thanks to continued good economic management: a fiscal and monetary stimulus package was passed during 2009-10, facilitated by using rainy day funds accumulated during earlier "good" years. Even so, GDP growth declined from 5-6 percent during 2007-08 to 3-4 percent during 2009-11, and 3.2 percent in 2012-13. 4. Because good economic growth and rapid progress in human development went hand in hand in the past, both the government plans and the CPS agreed that the lowered growth rate was the country's main challenge. More specifically, the 2006 CPS suggested the following. First, to stimulate the growth of new, more dynamic sectors, the focus was to be on reducing the complexity of industrial regulations and fiscal incentives and increasing labor market flexibility. A second challenge was the need to upgrade services to increase competitiveness, including in the areas of telecommunications, air access, electricity and transport infrastructure. Third, the efficiency of the For Official Use Only CLR Review 3 Independent Evaluation Group education system needed to be increased. A final challenge was increased public sector efficiency, given social and investment spending needs and limited fiscal space. 5. The WBG strategy was clearly well-aligned with the government strategy. WBG support was organized around the government's four pillars of reform: (1) fiscal consolidation and improved public sector efficiency; (2) improving trade competitiveness; (3) improving the investment climate; and (4) democratizing the economy through participation, social inclusion and sustainability. These pillars responded well to the challenges identified above. The main theme of the WBG strategy was to increase the competitiveness of the economy while protecting the vulnerable. 6. The objectives of the CPS remained relevant and aligned with the government's objectives in the 2011 Progress Report (PR) which, in addition, placed special emphasis on the human resources and infrastructure constraints. At the same time, the coalition government that came to power after 2010 slowed down the implementation of the reform agenda. The WBG was slow to recognize this and, hence, the WBG program was no longer as well aligned with the government agenda as in earlier years. Relevance of Design 7. The program design had some good elements, such as the clear focus on the country's primary challenges, the flexibility embedded in the program, and the coordination with other development partners. However, the design of the results matrix itself was highly deficient making it very hard to assess and validate achievement of objectives. 8. The planned objectives under three of the four focus areas (pillars) were mostly well supported by adequate and appropriate policy-based lending and non-lending activities but three of the objectives of the fourth focus area were not, and the long list of objectives proved detrimental to the program. The investment projects envisaged in the PR for transport and education/skills did not materialize either leading to further weaknesses in the program. 9. Some significant changes in the results matrix at the PLR stage were not well explained. Prominent in the results matrix of the CPS were: a deepening of the financial sector, improved port performance, and a reduction in the failure rate in primary education. The latter, in particular, was judged to be a major impediment to economic diversification and growth. All three of these objectives were dropped in the PLR matrix without any explanation. 10. The CPS had recommended leveraging the limited IBRD program through greater involvement of other arms of the Bank Group, indicating various sectors for IFC involvement, such as financial markets, tourism, and infrastructure, without providing the details in the CPS matrix. Bank and IFC cooperation appear to be at a superficial level with disagreements over the reform of the Development Bank of Mauritius (DBM). Even in the areas where IFC was engaged, such as the financial sector, SME sector and improving port performance; its contributions were underrepresented in the results framework. Over the nine-year review period and particularly since the PLR, IFC operated with a results framework that was not designed for IFC initiatives. Selectivity 11. The proposed WBG support was selective in operational terms, focusing primarily on policy improvements through Development Policy Financing (DPFs) and on infrastructure. DPFs provided a framework to include other major development partners in support of a variety of measures to strengthen competitiveness while protecting the vulnerable. The strategy was based on a good understanding of the country's challenges, as discussed above, and included preparation of a number of policy notes and analytical reports to have a longer term impact on institutional development. But thematic selectivity was more difficult to discern, and even after the PLR 21 outcome indicators were retained several of which were out of sync with the government’s political and policy priorities. The strategy would have benefited if the emphasis placed on the critical needs of the infrastructure and education sectors had been adhered to in program implementation. For Official Use Only CLR Review 4 Independent Evaluation Group Alignment 12. The Mauritius CPS and PLR were prepared before the WBG adopted the Corporate Goals of reducing poverty and increasing shared prosperity in a sustainable manner. Mauritius economic history is one of promoting growth through continued economic diversification while ensuring that the benefits are shared equitably. These policy objectives have continued and have received WBG support. Improving the business climate and strengthening competitiveness would generate faster growth and jobs, while better education and skills training would allow the poor to get better jobs with better pay. Thus, the Bank's past strategy was well aligned with the Bank's corporate goals. However, the findings from the Mauritius country case study for IEG’s Cluster Country Program Evaluation on Small States (2016) suggests that in the short run the growth trajectory was not likely to be inclusive. Some of the high growth sectors (ICT, financial services) are skill and knowledge intensive and their growth benefited the better of while the contracting sectors (agriculture, textile) had a larger proportion of unskilled worker who came largely from poorer families. The burden of reducing the gap between rich and poor would fall on social assistance programs. 5. Development Outcome Overview of Achievement by Objective: 13. Following the shared approach, the assessment on the development outcome is based on the updated results matrix at the PLR stage. In view of the lack of quantitative information on outcome measures/ targets, this review will often rate achievement on whether there is evidence from other sources that the objective was achieved and could be attributed to the Bank Group’s interventions. Focus Area 1: Fiscal Consolidation and Improving Public Sector Efficiency 14. Five objectives were pursued, all well aligned with the government priority of reducing the public debt to GDP ratio and supported through a series of Development Policy Operations. 15. The first objective was improved fiscal management by making a Medium-Term Expenditure Framework (MTEF) operational including program-based budgeting. According to IEG’s ICR Review, the DPFs helped the government adopt an MTEF and the IMF’s 2015 Article IV Consultation reports on the operation of the MTEF. The objective was achieved. 16. The second objective was improved budget allocation. Systems were put in place to help achieve this objective including rules to set spending envelopes, more effective tax administration and elimination of the discretionary power of the ministry of finance over tax and duty exemptions. The Bank's DPFs and AAAs helped promote these achievements. The three indicators – allocation of budget according to pre-set ceilings, compilation and publication of tax expenditures in the budget, and elimination of discretionary power of MOF to remit duties and taxes and grant exemptions – were achieved. On balance, this objective was achieved. 17. The third objective sought was enforcement of new procurement rules as measured by audits. The outcome indicator to measure the achievement of this objective was adoption and implementation of a new procurement act. But no evidence is presented on enforcement of the procurement law. The Mauritius SCD indicates that reforms “such as efficient and transparent procurement and public investment management of strategic infrastructure programs are yet to be fully implemented” (para 188). This objective was not achieved. 18. The fourth objective was a reduction in budget transfers from the central government to parastatals. The objective was to be measured by the consolidation of four parastatals in the water sector, which is a process indicator to achieve the stated objective. Some actions were taken. The Cabinet established a Parastatal Reform Steering Committee in 2008, and in 2010 an Office of Public Sector Governance was established to implement state enterprise reform. But there was no information whether there was consolidation of the four parastatals and the intended outcome of reduction in budget transfers could not be verified. This objective was not achieved. For Official Use Only CLR Review 5 Independent Evaluation Group 19. The fifth objective sought was improved systems and procedures that reward performance. Some steps have been taken to improve civil service efficiency, including the introduction of a performance management system and an initiative by the Ministry of Civil Service and Administrative Reform to simplify and consolidate schemes of service leading to a 14 percent reduction in these schemes of service. But the preparation of a human resources strategy, which was the intermediate indicator/milestone identified in the results matrix has not yet been achieved. This objective is assessed as not achieved. 20. In sum, two of five objectives were achieved, while three were not achieved. On balance, Focus Area 1 is rated is rated moderately unsatisfactory. Focus Area 2: Improving Trade Competitiveness 21. Five outcomes were pursued under this focus area, all aligned with the government's overall objective of reducing trade distorting regulations to strengthen competitiveness and, over time, to increase the ratio of export to GDP. The Bank supported this pillar through its DPFs and selected AAAs. 22. The first objective sought was streamlined tariff measures. Duty rates were reduced and some were eliminated, the dispersion in the tariff structure was halved. Tariff reduction measures included cutting top ad valorem rate from 65 to 30 percent, reduction of duty rates from 659 tariff lines and elimination of tariffs from another 345 lines. The number of zero rated tariff lines increased from 74 percent in FY2006 to 87 percent in FY2010. This objective was achieved. 23. The second objective sought was a reduction in airfares and an increase in destinations served. The CLR reports that air access rules were liberalized contributing to an increase in flights serving Mauritius. The DPF series supported analytical work on reduction of non-tariff barriers to reduce air transport costs. But the CLR also reports that the DPF program did not directly contribute to achievement of this objective and that restrictions remain on airline operations and ownership despite the general trend towards liberalization. This objective was not achieved. 24. The third objective sought was improved telecommunications infrastructure. The government took significant ICT policy initiatives, including tariff setting guidelines, ICT enabled business grew substantially, and prices have been reduced. The WBG contributed to the development of the Eastern Africa Submarine Cable System (EASSy), supporting the financing and the preparation and feasibility studies of the project. The cable system was in operation as of 2010. In addition, DPFs in FY12 and FY13, supported improvement in Mauritius’s telecommunications infrastructure, and a National Broadband Policy was approved as well as amendments were made to the ICT Act. The ICR also reports on a consequent decrease in broadband prices and increase in the number of broadband subscriptions. In recent years, reforms such as those to further promote the opening of the licensing regime have slowed down. On balance, the objective is assessed to have been achieved. 25. The fourth objective sought was increased exports. The Bank’s contribution was through DPF support for improving the business environment and deepening trade reforms, including eliminating non-tariff barriers such as import and export permits and increasing transparency for trade transactions. Export data from the World Bank’s World Integrated Trade solution and World Bank and OECD national accounts indicate that exports of goods and services increased between 2008 and 2015 from US $4,569 million to US$5,814 million (in constant 2010 terms). Although the Bank’s contribution to this result is indirect, and the CLR stated that trade had not increased by 2014, this review assesses the objective as achieved. 26. The fifth objective sought was increased transparency in administrative regulations. A trade portal was launched and operationalized in 2013 thereby increasing the transparency and accessibility to regulations for all importers and exporters. This objective was achieved. 27. Four of five objectives were achieved while one objective was not achieved. Focus Area 2 was satisfactory. For Official Use Only CLR Review 6 Independent Evaluation Group Focus Area 3: Improving the Investment Climate 28. Four objectives were pursued under this focus area, in sync with the government's objective of Mauritius becoming one of the top 20 business friendly countries as measured by Doing Business Indicators. The DPFs and AAAs supported these objectives. 29. The first objective sought was a reduction in the cost of doing business, as measured by surveys (land, labor regulations), because the regulatory framework was quite cumbersome. The achievement of this objective was to be measured by two indicators: (i) the creation of a one stop shop business regulation mechanism, and (ii) improve recovery rate of creditors. A Business Facilitation Act was enacted in 2006. The Act made the Registrar of Companies a one-stop shop. The creation of a one-stop business registration mechanism is still in the design phase and not been achieved, additional information suggests that there has been progress in achieving the stated objective. On the second indicator, the recovery rate of creditors has increased from 33.6 cents on the dollar in 2010 to 67.4 cents on the dollar in 2015, according to the Doing Business Report. Mauritius’ ranking has also improved from 49 in 2015, to 42 out of 190 in 2016 on Ease of Doing Business. On balance, this objective was partially achieved. 30. The second objective was to increase flexibility of hiring and firing. There were amendments to the labor laws to include that a maximum of 12-month transitional assistance is available for job changes, and that firing workers became less difficult. The difficulty of the firing index was reduced from 50 at the start of the review period to 36.8 as of December 2010. Also, entry of foreign skilled workers was made easier. This objective was achieved. 31. The third objective was to have a working land market with reduced government intervention. This was achieved as property registration and transfer were made much easier, following amendments to the Transcription and Mortgage Act which came into effect in November 2011, to facilitate property registration. The time taken to register property decreased through the enactment of the amendment and is reported to have dropped from 15 days to 4 days in 2016. The objective was achieved. 32. The final objective was improved traffic flow along the main corridor in compliance with road safety measures. The indicator to measure progress was the implementation of an integrated plan for traffic decongestion and public transport improvement. An infrastructure project was implemented which contributed to reduction of travel time and road accidents along that road but the integrated plan for traffic decongestion was dropped at the borrower’s request. This objective is assessed as being partially achieved. 33. On balance, with two objectives achieved, one partially achieved and one objective not achieved, the rating for Focus Area 3 was moderately satisfactory. Focus Area 4: Democratizing the Economy through Participation, Inclusion and Sustainability 34. Focus Area 4 had seven objectives which supported several government objectives, including skills development, Small and Medium Enterprise (SME) development, empowerment of vulnerable groups, environmental management and HIV/AIDS control. The Bank's support was primarily through DPFs which supported modest reforms in the education sector and AAA. 35. The first objective was a significant expansion of post-secondary education (technical and general). The indicator was potential efficiency gains are identified at all levels. The Bank supported the drafting of a national education strategy to increase output at all levels and raise quality. But no evidence was provided to suggest that the objective was achieved that could be attributed to the Bank. The CLR reports that gross enrollment in tertiary education increased from 34 percent in 2006 to 46 percent in 2012, but the Bank's contribution is not made clear in the CLR and no information is provided on efficiency gains. The objective was not achieved. For Official Use Only CLR Review 7 Independent Evaluation Group 36. The second objective was increased articulation between the education strategy and the growth strategy. A recently developed tertiary education strategy, based on consultation with the Bank, includes explicit links with the needs of the labor market. The objective was achieved. 37. The third objective was elimination of the bias against SMEs in favor of large firms. Two indicators were to measure the achievement of this objective: (i) an SME consultancy services scheme to assist startups and existing SMEs put in place; and (ii) consolidation of institutions providing services to SMEs to improve efficiency. The CLR reports the number of SMEs has increased but lacks information on the scale of the increase. The Mauritius Business Growth Scheme (MBGS) was set up and currently provides business development support and financing to start ups and eligible SMEs on a cost sharing basis. Over 150 such SME’s have benefitted from this scheme since the inception. While this is modest compared to the 94,000 SMEs reported in the 2007 census, the objective as stated was achieved. 38. The fourth objective was for protection programs to reach the needy. Bank AAA helped the government in developing a new proxy means test for social assistance, and a Social Registry was launched to improve the information system on clients of social assistance. The ICR for DPF1 and 2 reports that, at closing, about 30,000 households were registered in the Social Registry. The objective was achieved. 39. The fifth objective was improvements in the environment by increased use of cleaner technologies in the industrial sector. Three indicators were to measure the achievement of this objective: (i) Revision of the National Environment Action Plan (NEAP 2) and implementation started; (ii) Development of a Policy Framework and Action Plan for Management of the Coastal Zone; (iii) Introduction and promotion of the use of cleaner technologies in the industrial sector. None of these were achieved and the Infrastructure Project was restructured in 2014. This objective was not achieved. 40. The sixth objective was adequate wastewater management, with no indicator to measure this objective. The activities related to this outcome were originally part of the Infrastructure Project but was dropped after the 2014 project restructuring. The objective was not achieved 41. The seventh objective was stabilization of the prevalence of HIV/AIDS at 0.3 percent. The achievement of this objective was to be measured by the development of strategy plan for HIV/AIDS (2006-2010). The CLR reports that the Bank supported the strengthening of the National AIDS Secretariat through an IDF Grant. It further notes that an HIV/AIDs strategic plan was developed. However, the Bank’s intervention was limited and contribution to achieving this higher level objective is not plausible. This objective was not achieved. Three of the seven objectives were achieved; while four were not achieved. On balance, Focus Area 4 was unsatisfactory. Overall Assessment and Rating 42. In sum, there was good progress in fiscal management, in reducing the anti-export bias of the trade regime, and in improving the business environment. On the other hand, little progress was made in infrastructure development, while advances towards environmental objectives or improvements in sanitation or health were wanting. Overall, 12 of the objectives were achieved, and one was partially achieved, while eight objectives were not achieved. Consequently, the overall outcome rating is moderately satisfactory. Objectives CLR Rating IEG Rating Focus Area 1: Fiscal Consolidation and Improving Public Moderately Satisfactory Sector Efficiency Unsatisfactory Objectives 1. Improved fiscal management by making the MTEF Achieved Achieved operational 2. Improved budget allocation Achieved Achieved For Official Use Only CLR Review 8 Independent Evaluation Group 3. Enforcement of new procurement rules as measured Achieved Not Achieved by audits 4. Budget transfers from Central Government to Mostly Achieved Not Achieved parastatals is reduced 5. Improved system and procedures that reward Achieved Not Achieved performance Focus Area 2: Improving Trade Competitiveness Satisfactory Satisfactory 6. Streamlined tariff measures Achieved Achieved 7. Reduction in air fares and more destinations served Not achieved Not Achieved 8. Improved telecommunications infrastructure Achieved Achieved 9. Increased exports Achieved Achieved 10. Transparent administrative regulations Achieved Achieved Moderately Focus Area 3: Improving the Investment Climate Satisfactory Satisfactory 11. Reduction in cost of doing business as measured Achieved Achieved by surveys (land, labor regulations) 12. Increase flexibility of hiring and firing Achieved Achieved 13. A working land market with reduced Government Achieved Achieved intervention 14. Improved traffic flow along the main corridor in Partially Achieved Partially Achieved compliance with road safety measures Focus Area 4: Democratizing the economy through Moderately Unsatisfactory participation, inclusion and sustainability Satisfactory 15. Significant expansion of post-secondary education Achieved Not Achieved (technical and general) 16. Increased articulation between the education strategy (in particular at the post-secondary level) and the Mostly Achieved Achieved overall economic growth strategy 17. Elimination of bias (financing, regulatory, skills, etc.) against SMEs as measured by increased number of Achieved Achieved new SMEs registered 18. Protection programs reach the needy as measured Achieved Achieved by household surveys 19. Improvement in the environment by increased use Not achieved Not Achieved of cleaner technologies in the industrial sector 20. Adequate wastewater management system in place Not achieved Not Achieved ensuring improved heath and sanitation 21. Stabilization of the prevalence of HIV/AIDS at 0.3% Not Achieved Not Achieved 6. WBG Performance Lending 43. Actual lending over the FY07-FY13 period was significantly different from the planned CPS and PLR lending. The planned lending for the CPS period was US$322 million, about evenly split between DPFs and investment project financing (IPFs): US$170 million in DPF and US$152 million in investment lending. Actual lending was US$260 million, of which 81 percent or US$260 million was in the form of eight DPFs. The CPS had initially envisaged annual DPFs of $30 million each. After the 2009 financial crisis, the Government sought additional budget support and the Bank responded by designing DPF3 as a $100 million Deferred Drawdown Option (DDO). The DDO was approved in June 2009 and immediately drawn down by the Government who then requested a fourth DPF to support the budget in the second half of 2009, leading to a $50 million DPF in October 2009. Given the exposure limits for Mauritius, the Bank could not offer greater budget support but the African Development Bank decided to offer $700 million in three tranches to help Mauritius weather the crisis, which helped restore market confidence. About US$40 million (for 2 loans focused on improvements For Official Use Only CLR Review 9 Independent Evaluation Group in the investment climate) was cancelled at the request of the government which clearly preferred DPFs: the transaction costs to the government for DPFs are lower than for IPFs. In addition, the several external shocks led the government to seek budget support. However, while both the CPS and the PLR stressed the importance of infrastructure development and projects to strengthen the country's competitiveness, hence their inclusion in the lending proposals, these projects did not materialize. The CLR does not explain whether the government or other donors have taken up this vital function and substituted for the Bank. 44. At the end of the CPS period, the Bank's portfolio in Mauritius was mostly quick-disbursing DPFs, hence there were few projects active at any given time. Outcome ratings for all operations in Mauritius were satisfactory or better: of the projects reviewed by IEG the outcome of four projects was rated highly satisfactory and of one project satisfactory. Two projects were not rated because they were cancelled shortly after approval. The average disbursement ratio for investment projects was also above Africa and World Bank averages, but the dollar amounts are small. 45. There were no IFC investment projects at inception that were active during the review period. During the review period, IFC committed US$108.2 million, through three investments, the biggest of which was to support a commercial bank. One of the three projects has closed after the borrower prepaid the loan, and the other two, including a fund, appear to be implemented as planned. IFC activities related to the Development Bank of Mauritius (DBM) could not be verified from IFC project level data and what was provided in the CLR. Outside the financial sector, activities related to IFC investments in climate change or infrastructure did not lead to projects during the review period. Analytic and Advisory Activities and Services 46. During the period under review the Bank produced considerable economic and sector work and provided a variety of technical assistance largely appreciated by the borrower. Notable examples include the following: In the area of fiscal management the World Bank Treasury provided technical assistance to the Bank of Mauritius and the Ministry of Finance and Economic Development to develop an action plan for improving public debt management, including training. In social assistance matters the Bank provided technical assistance to design and implement reforms. There was complementary effort between the Bank and UNDP aimed at helping the government’s social assistance strategy. The PLR had reported that UNDP was providing support for construction of a Social Registry containing information on beneficiaries of social programs in Mauritius but the CLR did not acknowledge the role of UNDP or other development partners in this area. Analytical work to support implementation of the DPFs covered numerous areas such as "doing business" reforms, the investment climate, social protection, health, and public enterprise reforms. A TA was also provided in FY11 to assess whether Mauritius’ own procurement, environmental assessment and resettlement legislation could be used for investment lending. 47. IFC had two advisory service (AS) projects approved before the review period for US$1.8 million, which were implemented during the review period. It included a large Public Private Partnership (PPP) project on Water Utilities. During the review period, IFC approved one new AS project, a PPP for Ports, amounting to over US$0.9 million of total funds. All three projects have closed with the two large PPP projects rated Mostly Unsuccessful (MU) for Development Effectiveness by IFC. IEG has validated only the Port PPP project and has rated it also as MU. Results Framework 48. The results framework reflected the CPS intention to focus on policy reforms to improve competitiveness and the trade and business environment, which was in keeping with the borrower’s priorities when the CPS was prepared. However, the lack of specificity in formulation of objectives and identification of indicators left much to be desired. Most of the objectives were process-oriented. Outcomes generally referred to "improvements", "reductions", "increases" without ever being concrete. Little attempt was made to establish baselines, targets or measurable indicators. This made the results matrix much more difficult to validate to assess achievement of objectives. 49. First, some of the changes between the CPS matrix and that in the PLR were cosmetic but others were not. Three apparently significant objectives specified in the CPS disappeared in the PLR: For Official Use Only CLR Review 10 Independent Evaluation Group a deepening of the financial sector, improved port performance, and a reduction in the failure rate in primary schools, without any explanation provided in the CLR. 50. Second, even at the level of indicators supporting the 21 objectives, only one had quantified indicators. Indicators for the 20 other objectives relied on words such as "improved", "reduced", "increased", and "streamlined", without baselines or targets, making it impossible to measure results and achievements of the objectives. The Progress Report missed the opportunity to redress this at a later stage when the program was already more evident. 51. Third, in several instances attribution of objectives to WBG intervention remained tenuous. Objectives were specified but expected Bank action to support those objectives was not, such as "reduction in air fares", "improvement in the environment by increased use of cleaner technologies in the industrial sector", "adequate wastewater management", or "stabilization of the prevalence of HIV/AIDS at 0.3%." Partnerships and Development Partner Coordination 52. Coordination with government and other partners has been good, particularly during the early part of the evaluation period. The Bank played a key role in helping the government organize donor support for its reform program. The DPF series was the vehicle to harmonize the policy dialogue. Early on in the series joint missions and reporting helped reduce transaction costs for the government. The Bank's CPS itself was developed jointly with the EU to facilitate harmonization. The original results matrix identified a wide range of “possible strategy outcomes” that would be pursued jointly with the EU. However, as the two institutions programs diverged in response to the 2009 crisis, it became clear that a joint program was no longer feasible. The strategy also recommended establishment of a liaison office in Port Louis to maintain regular dialogue with Government and partners. The Bank increased its on-the-ground presence through the establishment of a country office in Port Louis, increasing the timeliness of economic advice and policy dialogue. Safeguards and Fiduciary Issues 53. During the review period, the Environment Sewerage and Sanitation, a category “A” project, satisfactorily complied with all safeguard policies, especially with the environmental management plan for implementation of the main sewage pipeline, treatment plant, and sea outfall. Compliance with environment and social safeguards in other practices is also satisfactory. In the Transport practice, Involuntary Resettlement safeguard was triggered and complied with in a satisfactory manner through close supervision by Bank’s safeguards specialist. The compensation for land acquisition was paid by the government’s own resources using a separate escrow account to allocate funds to the Ministry, which is the first time such approach was followed and was accepted by the Bank as the proof of compensation for resettlement. 54. One noteworthy feature is the country systems assessment undertaken as a TA in FY11, which concluded the equivalency and acceptability analyses for environmental and social safeguards. Approval by the Government and the Bank was expected to pave the way for developing future investment operations under the country systems pilot. Ownership and Flexibility 55. There was broad commitment by the government and development partners to the reform effort. When the global financial crisis led to more severe fiscal problems than anticipated, the Bank was flexible and increased its budget support. The newly elected government in 2010 also increased the focus on budget support and on maintaining social spending at adequate levels, especially in the light of growing unemployment. However, in the process crucial reform issues for longer term development identified in the CPS and especially in the PLR, i.e. infrastructure bottlenecks and low primary school completion rates, appear to have been lost and the CLR does not report on this. In retrospect, the election of a different and less reform-minded government in 2010 would have warranted the preparation of a new CPS to reflect the new country reality. For Official Use Only CLR Review 11 Independent Evaluation Group WBG Internal Cooperation 56. The internal cooperation between the Bank and the IFC appears to be “at best” at a superficial level. The superficiality was reflected in the results framework. The PR could have been an opportunity to revise the results framework to integrate IFC, but this was not undertaken. IFC operated with a results framework that did not reflect IFC initiatives. Risk Identification and Mitigation 57. The CPS Progress Report identified three main risks. 58. First, a slower than expected recovery of the global economy could, given Mauritius dependence on foreign trade, depress GDP growth and create fiscal stress. This risk was mitigated through the Bank's continuous monitoring and flexible response. Nonetheless, the latest Article IV assessment points to some continued risks. 59. The second risk was a weakening of the reform effort. This risk also materialized especially after the election of a new government with increased focus on maintaining social spending at adequate levels. Progress towards increasing the longer term competitiveness of the economy inevitably slowed down. The decision to drop the two projects to promote private investment (see above) was taken not only because the government believed that more could be achieved through DPFs but also because government commitment to parastatal reform had waned. 60. The third risk was underfunding of the public expenditure program in the light of political demands for increased social spending. Overall Assessment and Rating 61. The CPS was closely aligned with the government program whose overall objective was increasing the competitiveness of the economy while protecting the vulnerable. The Bank strategy was flexible, emphasized AAA and was prepared in close collaboration with other donors. After 2010, the design of the program became less relevant and implementation became more difficult because of weak government ownership of the reforms needed, especially in infrastructure and education, to ensure longer term development. The Bank largely continued with its strategy, although it increased the share of DPF lending, including through a DDO for emergency financing. The Bank missed the opportunity to significantly reduce its objectives at the Progress Report stage and its program relevance decreased significantly over time. The program’s focus and impact was diminished with 21 objectives spread across different thematic areas. A major deficiency was a results matrix which did not allow for measuring outcomes because there were no quantitative baselines or targets. Also, the links between the Bank's actions and outcomes were often tenuous or non-existent. In addition, some major obstacles to long term development identified in the Bank's analytical work, i.e. infrastructure and primary education bottlenecks, were not pursued. 62. The DPFs provided effective budget support in a flexible response to economic and financial crisis. In the process the Bank's planned program of substantial investment lending was not implemented and the negative impact of this on the objective of increasing the competitiveness of the economy is unclear and not discussed in the CLR. On balance, IEG rates Bank performance no better than fair, in agreement with the CLR. 7. Assessment of CLR Completion Report 63. The completion report covers the country context and the areas of WBG involvement quite well. It is appropriately concise. The CLR relied on some additional process indicators as evidence to support the rating in the absence of sufficient indicators at the CPS and PR stage. There are some shortcomings. The CLR was prepared about two years ago, but was never updated resulting in a number of inconsistencies between the narrative and the results matrix in Annex 1. The "Overall Assessment" section rates WBG performance in para 4 as fair (the same as this review) but does not explain why. There are also inconsistencies: e.g. in the area of improved trade competitiveness, “reduction in air fares and more destinations served” is rated Partially Achieved in Table 1 versus Not For Official Use Only CLR Review 12 Independent Evaluation Group Achieved in Annex 1; the number of days to start a business is said to have been reduced from 46 in 2005 to 6 in 2014 (para 7) but Annex 1 states that the reduction was from 46 in 2006 to 29 in 2015. Also, while both the CPS and the PR stressed the importance of infrastructure development and projects to strengthen the country's competitiveness, lending proposals to that effect were dropped, but the CLR does not discuss the possibly negative consequences of these decision. 8. Findings and Lessons 64. The lessons in the CLR emphasize the importance of four factors for program success: a) maintenance of a continuous and open dialogue with government; b) taking into account the political economy of the country is essential; c) a base of solid analytical work to help engage all levels of government as well as the donor community in the reform effort; and d) strong government commitment. IEG agrees with these lessons and would like to underscore the need for the CPS to further engage in policy dialog through programmatic analytical and advisory services for a client like Mauritius. 65. IEG adds two lessons from this review. First, the absence of clearly specified and verifiable indicators with baselines and targets in the results matrix makes it very difficult to assess or validate achievement of objectives such as in the case of Mauritius. Second, in Mauritius, while the failure of the two large PPP Advisory Service Projects may trigger exit from a particular PPP transaction, the Bank’s comparative advantage in this area suggests that it should continue to leverage its knowledge services to pursue an active dialogue on PPP. Annexes CLR Review 13 Independent Evaluation Group Annex Table 1: Summary Achievements of CPS Objectives Annex Table 2: Planned and Actual Lending for Mauritius, FY07-15 Annex Table 3: Analytical and Advisory Work for Mauritius, FY07-15 Annex Table 4: Grants and Trust Funds Active in FY07-15 (in US$ million) Annex Table 5: IEG Project Ratings for Mauritius, FY07-15 Annex Table 6: IEG Project Ratings for Mauritius and Comparators, FY07-15 Annex Table 7: Portfolio Status for Mauritius and Comparators, FY07-15 Annex Table 8: Disbursement Ratio for Mauritius FY07-FY15 Annex Table 9: Net Disbursement and Charges for Mauritius, FY07-15 Annex Table 10: List of IFC Investments in Mauritius Annex Table 11: List of IFC Advisory Services for Mauritius Annex Table 12: Total Net Disbursements of Official Development Assistance and Official Aid for Mauritius Annex Table 13: Economic and Social Indicators for Mauritius, 2007 - 2015 Annexes CLR Review 15 Independent Evaluation Group Annex Table 1: Summary Achievements of CPS Objectives CPS FY07-FY15: Pillar I - Fiscal Consolidation and Actual Results Comments Improving Public Sector (as of current month/year) Efficiency 1. CPS Objective: Improved fiscal management by making the Medium Term Expenditure Framework (MTEF) operational Indicator: There was no The Development Policy DPF operations 1 Source: CLR, ICR, ICRR indicator proposed to measure (P101570, FY07), 2 (P106650, FY08), 3 the achievement of the CPS (P112369, FY09) and 4 (P116608, FY12), The Lessons Learned objective. supported progress to this Objective. As reported mentioned indicators in IEG: HS, the DPFs supported the government in supported through the DPF Baseline: N/A adopting a MTEF to increase predictability of series but were omitted at resources. In addition, 2015 IMF Article IV CLR. Target: N/A Consultation for Mauritius reports on the operation of the METF. On balance, the objective was achieved. 2. CPS Objective: Improved budget allocation Indicator: Allocation of budget Three fiscal rules were adopted during the first Source: CLR, ICR, ICRR according to pre-set ceilings Public Sector Performance DPF 1 (P125694, FY12), as prior actions; p. 14) to set an aggregate Baseline: No spending envelope and strengthening discipline to ensure the allocations to line ministries are Target: Yes (2015) consistent. The Development Policy DPF operations 1 (P101570, FY07), 2 (P106650, FY08), 3 (P112369, FY09) and 4 (P116608, FY12), supported progress to this Objective. Management: HS reports that the Program Based Major Budgeting (PBB) was introduced, as part of the Outcome DPF1 to bring more accountability. Measures A Public Debt Management Act was introduced in 2008 (see Act) and revised in 2012 to ensure a sustainable fiscal path. This Act set a ceiling for total outstanding public sector debt of 60 percent of GDP, with the objective of reducing it to 50 percent of GDP by 2018 (see 2014 IMF Article IV Consultation) As a result, 2010 PEFA score increased to A – compared to C in 2007 – in relation to the indicator “A comprehensive and clear budget circular is issued to ministries and agencies which reflects approved cabinet ceilings prior to distribution to line ministries and agencies” (See 2011 IMF PEFA assessment document). Finally, Mauritius’ Ministry of Finance budget information for 2016-2017, indicates that these ceilings are still used. The target was achieved. Indicator: Compilation and The Development Policy DPF operations 1 publication of tax expenditures (P101570, FY07), 2 (P106650, FY08), 3 in the budget (P112369, FY09) and 4 (P116608, FY12), supported progress to this outcome. As reported in Baseline: No Management: HS, the project supported the Ministry of Finance’s capacity to prepare Target: Yes (2015) comprehensive budget documents, that include Annexes CLR Review 16 Independent Evaluation Group CPS FY07-FY15: Pillar I - Fiscal Consolidation and Actual Results Comments Improving Public Sector (as of current month/year) Efficiency forecasts and link to expenditures, in the frame of the Program Based Budgeting (PBB). In addition, sector strategies, for four different line ministries, were prepared for budget, including expenditure efficiency and linking funding to results. Finally, Mauritius’ Ministry of Finance budget information, for 2016-2017, indicates that tax expenditures are reported in the budget. Achieved. Indicator: Minister of Finance The Development Policy DPF operations 1 Source: CLR relinquishing discretionary (P101570, FY07), 2 (P106650, FY08), 3 power to remit duties and (P112369, FY09) and 4 (P116608, FY12), taxes and grant exemptions supported progress to this outcome. As reported in Management: HS, the discretionary powers of the Baseline: No Ministry of Finance to grant tax and duty exemptions were abolished by amending the Target: Yes (2015) Customs Tariff Act and other legislation. This has made the tax system more transparent and rule based. Achieved. 3. CPS Objective: Enforcement of new procurement rules as measured by audits Indicator: Adoption and The Development Policy DPF operations 1 Source: CLR Implementation of new (P101570, FY07), 2 (P106650, FY08), 3 Procurement Act (P112369, FY09) and 4 (P116608, FY12), supported progress to this outcome. As reported in Baseline: No Management: HS, as part of the prior actions for the DPF2, a Public Procurement Act was enacted Target: Yes (2015) and proclaimed in 2006. It was accompanied by measures related to the appointment of senior officials for the Procurement Policy Office, the Central Procurement Board and the Independent Review Panel, as prescribed under the Act. But there is no information on implementation of the law. Not achieved. 4. CPS Objective: Budget transfers from Central Government to parastatals is reduced Indicator: Consolidation of 4 The Development Policy DPF operations 2 Source: CLR, ICR, ICRR. parastatal bodies in the water (P106650, FY08) and 3 (P112369, FY09) IEG comment: The sector to create a single Water supported progress to this outcome. Although the remaining entities are the Authority Cabinet established Parastatal Reform Steering following: Central Water Committee in 2008 (prior action to DPF 2), no Authority, Wastewater Baseline: No single Water Authority had been created as of management authority, 2016 (see Ministry of Energy and Public Utilities central electricity board and Target: Yes information). Not achieved. Sugar Planters Mechanical Pool Corporation. 5. CPS Objective: Improved system and procedures that reward performance Indicator: A strategy for The Development Policy DPF operations 1 IEG comment: In parallel, human resources is prepared (P101570, FY07), 2 (P106650, FY08), 3 as of January 2016, a (P112369, FY09) and 4 (P116608, FY12), Human Resource Baseline: No supported progress to this outcome. As reported in Management Information Management: HS, some of the prior actions for the System was still in Target: Yes DPF3 were related to the preparation and implementation phase, (see submission of a draft Education and Human information from the Annexes CLR Review 17 Independent Evaluation Group CPS FY07-FY15: Pillar I - Fiscal Consolidation and Actual Results Comments Improving Public Sector (as of current month/year) Efficiency Resources Strategy plan. As reported in the CLR, Ministry of Civil Service and the Ministry of Civil Service and Administrative Administrative Reforms). Reform (MCSAR) was preparing a human resource strategy to modernize the management of the civil service. However, this has been delayed and there is no progress. Not achieved. CPS FY07-FY15: Pillar II - Actual Results Improving Trade Comments (as of current month/year) Competitiveness 6. CPS Objective: Streamlined tariff measures Indicator: Tariff reduction The Development Policy DPF operations 1 program under (P101570, FY07), 2 (P106650, FY08), 3 (P112369, implementation FY09) and 4 (P116608, FY12), supported progress to this Objective. As reported in Management: HS a Baseline: No tariff reduction program was implemented: - As prior actions, tariff reduction measures Target: Yes were taken such as cutting top ad valorem rate from 65 to 30% and reducing average tariffs by 2% - Tariff barriers were reduced significantly. Duty rates were reduced from 659 tariff lines and another 345 lines were set at zero. - The dispersion in the tariff structure has nearly halved from a standard deviation of 15.5 percent to 8.4 percent. - The number of tariff lines with zero rated tariffs increased from 74% in 2005/06 to 87% Major in 2010 Outcome World Bank data for Mauritius indicates that tariff Measures rate (weighted mean, for all products) was 0.6% in 2015. Achieved. 7. CPS Objective: Reduction in air fares and more destinations served Indicator: There was no The Development Policy DPL operations 1 Source: CLR and projects indicator proposed to (P101570, FY07), 2 (P106650, FY08), 3 (P112369, mentioned in 2nd column. measure the achievement of FY09) and 4 (P116608, FY12), contributed to this the CPS objective. Objective through reforms in the non-tariff barriers Neither the CPS nor the (objective 2 of the DPO series). As reported in IEG: CPSPR proposed an Baseline: N/A HS, air transport costs have been reduced by indicator to measure the liberalizing air access, which partially contributed to achievement of the Target: N/A the increased in number of tourist arrivals in the objective. country from 0.78 million in 2005/06 to 1 million in 2011. However, the CLR notes that the Bank program did not directly contribute to the observed reduction. Not achieved. 8. CPS Objective: Improved telecommunications infrastructure Indicator: Establishment of a The WBG contributed to the development of the fiber optic cable under Eastern Africa Submarine Cable System (EASSy), Annexes CLR Review 18 Independent Evaluation Group CPS FY07-FY15: Pillar II - Actual Results Improving Trade Comments (as of current month/year) Competitiveness Eastern Africa Submarine supporting the financing and the preparation and System (EASSy) project. feasibility studies of the project. The cable system was in operation as of 2010 (see WBG’s report on Baseline: No Africa’s ICT Infrastructure). In addition, the Mauritius Private Sector Target: Yes (2015) Competitiveness DPFs 1 (P126903, FY12) and 2 (P132510, FY13), supported improvement in Mauritius’s telecommunications infrastructure. Management: S reports Pillar 3, related to the promotion of information and telecommunication technology (ICT) was rated High; a National Broadband Policy was approved as well as amendments were made to the ICT Act. The ICR also reports on a consequent decrease in broadband prices and increase in the number of broadband subscriptions. Achieved. 9. CPS Objective: Increased exports Indicator: Identification and The Mauritius Private Sector Competitiveness IEG comment: export data removal of non-tariff barriers DPFs 1 (P126903, FY12) and 2 (P132510, FY13) from the World Bank’s supported progress to this Objective. Management: World Integrated Trade Baseline: No S reports the substantial achievement of the Pillar Solution indicates that 1 related to Enterprise Growth and exports of goods and Target: Yes Competitiveness, and that the DPFs supported the services has increased government’s agenda to reduce the barriers to between 2008 and 2015, close a business through the establishment of a from USD 4,569 million to cost effective and efficient regime to allow business USD 5,814 million (constant to exit a market or give the possibility to rehabilitate 2010 USD). Likewise, the distressed businesses without forcing them into export volume index bankruptcy. increased from 151.49 in The Public Sector Performance DPF 1 (P125694, 2008 to 177.72 in 2015 FY12) and DPF 2 (P128140, FY13) also supported (2000=100). progress to this outcome. Management: MS reports However, as reported in the that, the DPF has been important in deepening and CLR, the Bank’s attribution further integrating trade reforms into the policy to this result is difficult to agenda and that building on the DPFs, Mauritius establish. continues to streamline trade regulations and processes by eliminating non-tariff barriers such as import and export permits and increasing transparency for trade transactions. Under Pillar II Streamlining Trade Regulation and Processes, the Cabinet, as of May 2014, decided to reduce the number of products requiring import and export permits by the Agricultural Marketing Board from 21 to 6. In addition, 3 items were delisted from Export Control after December 2013. Achieved. 10. CPS Objective: Transparent administrative regulations Indicator: List administrative The Public Sector Performance DPF 1 (P125694, requirements online via trade FY12) and DPF 2 (P128140, FY13) supported portal at customs progress to this objective. Management: MS reports that a Trade Portal has been Annexes CLR Review 19 Independent Evaluation Group CPS FY07-FY15: Pillar II - Actual Results Improving Trade Comments (as of current month/year) Competitiveness Baseline: No operationalized by the Ministry of Foreign Affairs, Target: Yes (2015) Regional Integration and International Trade, from august 2013 and that the portal has increased transparency and accessibility for importers and exporters. In addition, the Mauritius Single Window System has been enhanced by the development of a National Single Window-OGA Portal that includes online application, processing and approval for permits /authorizations related to import and export. Achieved. CPS FY07-FY15: Pillar III - Actual Results Improving the Investment Comments (as of current month/year) Climate 11. CPS Objective: Reduction in cost of doing business as measured by surveys (land, labor regulations) Indicator: Creation of a one The Development Policy DPF operations 1 Source: CLR stop shop business (P101570, FY07), 2 (P106650, FY08), 3 (P112369, registration mechanism FY09) and 4 (P116608, FY12), supported progress to this Objective. As reported in Management: HS Baseline: No the Government enacted the Business Facilitation Act 2006 which included a wide range of measures Target: Yes to expedite business registration, amending and abrogating several laws. This Act made the Registrar of Companies a one-stop shop. However, as reported in the CLR, the one-stop shop is still under design phase. Partially achieved. Indicator: Improve recovery Data from the Doing Business reports indicates rate of creditors that the recovery rate of creditors has increased Beyond indicating that an from 33.6 cents on the dollar in 2010 to 67.4 cents improvement was Baseline: N/A in 2015. Overall, Mauritius ranking in Doing expected, neither the CPS Major Business in relation to the ease of doing business nor the CPSPR proposed a Outcome Target: N/A increased from 17 (out of 183) to 32 (out of 189 baseline and target for the Measures countries) between 2010 and 2016. Achieved. indicator. 12. CPS Objective: Increase flexibility of hiring and firing Indicator: Amendments in the The Development Policy DPF operations 1 Labor Laws (P101570, FY07), 2 (P106650, FY08), 3 (P112369, FY09) and 4 (P116608, FY12), supported progress Baseline: No to this Objective. As reported in Management: HS, the Employment Rights Act (2008), a “flexi- Target: Yes security” scheme was introduced with the aim of increasing labor market efficiency by strengthening worker protection rather than jobs. To reduce employee resistance to necessary structural changes in the labor market, the scheme provides for a maximum of twelve months of transitional assistance to employees who wish to take opportunity of the scheme to seek job replacements, undergo training and reskilling or start a small business, and these employees Annexes CLR Review 20 Independent Evaluation Group CPS FY07-FY15: Pillar III - Actual Results Improving the Investment Comments (as of current month/year) Climate benefited from financial assistance. As of December 2010, around 3000 benefited from this scheme, of which 80 percent sought job replacement. In addition, the ICR reports that the difficulty of firing index was reduced from 50 to 36.8, as of December 2010. Achieved. 13. CPS Objective: A working land market with reduced Government intervention Indicator: Development and The Development Policy DPF operations 1 adoption of a land (P101570, FY07), 2 (P106650, FY08), 3 (P112369, administration valuation FY09) and 4 (P116608, FY12), supported progress information and management to this Objective. As reported in Management: HS, system (LAVIMS) land administration and management was being modernized with the introduction of a cadaster Baseline: No system and the establishment of transparent and predictable procedures for transfers of ownership Target: Yes (2015) and usage. The Mauritius Private Sector Competitiveness DPFs 1 (P126903, FY12) and 2 (P132510, FY13), also supported this outcome. Management: S reports that the Bank supported the amendment of the Transcription and Mortgage Act in order to prescribe a time limit consistent with business standards to register property. The amendment came into effect in November 2011. The ICRR reports that the time taken to register property decreased from 15 to 2 days through the enactment of the amendment. However, as of 2016, the Doing Business Survey reports that 4days were required to register a property. Achieved. 14. CPS Objective: Improved traffic flow along the main corridor in compliance with road safety measures Indicator: Implementation of The Infrastructure Project (P091828, FY08), an integrated plan for traffic supported progress to this outcome. Management: decongestion and public MU does not report on the achievement on an transport improvement integration plan for traffic decongestion and public transport investment which were dropped at Baseline: No borrower’s request. However, the ICRR reports that the Bank’s infrastructure project contributed to the Target: Yes following achievements, as of December 2014: - Travel time reduced (QM road) from 10 min to 5 min - Number of accidents reduced on QM road from 11 to 1 Partially achieved. Annexes CLR Review 21 Independent Evaluation Group CPS FY07-FY15: Pillar IV - Democratizing the Economy Actual Results Comments through participation, (as of current month/year) inclusion and sustainability 15. CPS Objective: Significant expansion of postsecondary education (technical and general) Indicator: Potential efficiency The Development Policy DPF operations 1 The CLR does not report on gains are identified at all (P101570, FY07), 2 (P106650, FY08), 3 (P112369, whether efficiency gains levels FY09) and 4 (P116608, FY12), supported progress were identified at all levels. to this Objective. As reported in Management: HS, Baseline: No a drafting of a national education strategy, to IEG comment: according to increase primary, secondary, and tertiary output WBG’s indicators, gross Target: Yes and raise quality, was prepared. No additional enrollment ratio in tertiary information is reported on the identification of education increased from efficiency gains. Not achieved. 27.3 percent in 2008 to 38.7 percent in 2014. 16. CPS Objective: Increased articulation between the education strategy (in particular at the post- secondary level) and the overall economic growth strategy Indicator: Development of a The Development Policy DPF operations 1 IEG comment: renewed strategy for the post- (P101570, FY07), 2 (P106650, FY08), 3 (P112369, Management: MS for the secondary education sector FY09) and 4 (P116608, FY12), supported progress Public Sector Performance strongly linked with the overall to this Objective. As reported in Management: HS, DPF 1 (P125694, FY12) economic strategy. a draft a national education strategy, to increase and DPF 2 (P128140, primary, secondary, and tertiary output and raise FY13) also reports that the Baseline: No quality, was prepared, with the aim to expand Government undertook tertiary education. The recently developed Tertiary changes to the pre- Target: Yes Education Strategy (2013-2025, see document) vocational education includes explicit links to the needs of the labor system. Major market as well as the importance of the sector for Outcome innovation and economic growth (Strategic Goal 2 Measures on Improving Quality and Relevance) As reported in the CLR, It is based on the consultation with the Bank and aims to develop Mauritius as an exporter of world-class tertiary education services. Achieved. 17. CPS Objective: Elimination of bias (financing, regulatory, skills, etc.) against SMEs as measured by increased number of new SMEs registered Indicator: An SME The Development Policy DPF operations 1 IEG comment The CLR consultancy services (P101570, FY07), 2 (P106650, FY08), 3 (P112369, reports that, according to schemes to assist start-ups FY09) and 4 (P116608, FY12), supported progress the Mauritius Registry of and existing SMEs put in to this Objective. As reported in Management: HS, Companies, there are place with support from the Bank, the Government has around 5,000 new set up the Mauritius Business Growth Scheme companies incorporated Baseline: No (MBGS) to support the business growth of eligible each year and around firms, on a cost-sharing basis. The ICR reported 2,000 of closures. Although Target: Yes that, by the end of 2011, 58 SMEs had benefited the number cannot be from this scheme. The CLR reports that over 150 knowing precisely, the CLR SMEs have been provided with assistance since reports that the number of the inception of the MBGS but that access of SMEs SMEs has increased. to financial services remains inadequate. Achieved. Indicator: Consolidation of The Mauritius Private Sector Competitiveness This indicator was not in the institutions providing services DPFs 1 (P126903, FY12) and 2 (P132510, FY13) CPSPR. to SMEs to improve efficiency supported progress to this outcome. Management: S reports that, as a prior action, an Inter-Agency Annexes CLR Review 22 Independent Evaluation Group CPS FY07-FY15: Pillar IV - Democratizing the Economy Actual Results Comments through participation, (as of current month/year) inclusion and sustainability Baseline: No Strategic Coordination Committee (IASCC) was established to streamline the numerous Target: Yes overlapping business development services provided by the Government to support SMEs – the first meeting notes from the IASCC date back to January 2013. In addition, the ICR reports that the Development Bank of Mauritius (DBM), was in the process (as of December 2014), of being restructured in light of a new SME finance institution set up under the Banking Act. Achieved. 18. CPS Objective: Protection programs reach the needy as measured by household surveys Indicator: Development and Management: MS for the Public Sector introduction of a targeted Performance DPF 1 (P125694, FY12) and DPF 2 social assistance scheme (P128140, FY13) reports that, as prior actions, new social protections programs were to use the Social Baseline: No Registry of Mauritius for identifying beneficiaries. The Social Registry of Mauritius (SRM) was Target: Yes launched; this integrated management system provides comprehensive information on clients of social assistance programs with the aim of increasing coordination among the many different programs. At closing, the ICR reports that about 30,000 households were registered in the SRM, including beneficiaries from the Housing Scheme, the Casting of Roof Program, the Housing General and Creche Program. Achieved. 19. CPS Objective: Improvement in the environment by increased use of cleaner technologies in the industrial sector Indicator: Revision of the The CLR reports that the activities related to this National Environment Action outcome were originally part of the Infrastructure Plan (NEAP 2) and Project (P091828, FY08), but were dropped after implementation started the 2014 project restructuring. Not achieved. Baseline: No Target: Yes Indicator: Development of a The CLR reports that the activities related to this policy Framework and Action outcome were originally part of the Infrastructure plan for the Management of Project (P091828, FY08), but were dropped after the Coastal zone the 2014 project restructuring. Not achieved. Baseline: No Target: Yes Indicator: Introduction and The CLR reports that the activities related to this promotion of the use of outcome were originally part of the Infrastructure cleaner technologies in the Project (P091828, FY08), but were dropped after industrial sector the 2014 project restructuring. Not achieved. Baseline: No Target: Yes Annexes CLR Review 23 Independent Evaluation Group CPS FY07-FY15: Pillar IV - Democratizing the Economy Actual Results Comments through participation, (as of current month/year) inclusion and sustainability 20. CPS Objective: Adequate wastewater management system in place ensuring improved health and sanitation Indicator: There was no The CLR reports that the activities related to this Neither the CPS nor the indicator proposed to outcome were originally part of the Infrastructure CPSPR proposed an measure the achievement of Project (P091828, FY08), but were dropped after indicator to measure the the CPS objective. the 2014 project restructuring. Not achieved. achievement of the objective. Baseline: N/A Target: N/A 21. CPS Objective: Stabilization of the prevalence of HIV/AIDS at 0.3% Indicator: Development of An HIV/AIDS Strategic Plan was developed for The proposed indicator Strategy plan for HIV/AIDS 2005-09 and National Multi-Sectoral Strategic does not measure the (2006-2010) Frameworks were developed for 2007-2011 and achievement of the again for 2013-2016. Not achieved. objective. Baseline: No The CLR notes that Bank did not contribute to the Target: Yes achievement of the objective beyond supporting the development of a Strategy Plan for HIV/AIDS. Annexes CLR Review 24 Independent Evaluation Group Annex Table 2: Planned and Actual Lending for Mauritius, FY07-15 Project Proposed Approval Closing Proposed Approved Outcome Project name ID FY FY FY Amount Amount Rating Project Planned Under CPS / CPSPR 2007-2015 Env. Urban Transport Inv Phase1 (FY07 2007 12 DROPPED P101570 Development Policy DPFI (FY07) 2007 2007 2008 30 30 IEG: HS P106650 Development Policy DPF2 (FY08) 2008 2008 2009 30 30 IEG: HS P091828 Infrastructure Project 2008 2010 2015 20 50 IEG: MS P112369 Development Policy DPF3 (FYO9) 2009 2009 2012 30 100 IEG: HS Urban Infrastructure 2009 20 DROPPPED P116608 Development Policy Loan DPF5 2012 2010 2012 20 50 IEG: HS Development Policy Loan DPF6 2012 30 DROPPED Infrastructure - 2 2012 50 DROPPED Infrastructure - 3 2013 50 DROPPED Development Policy Loan DPF7 2013 30 DROPPED Total Planned 322 260 Unplanned Projects during the CPS and CPSPR Period IEG: Not P105669 MU-Economic Transition (TA) Project 2009 2013 18 Applicable MU-First Public Sector Performance P125694 DPF 2012 2013 20 IEG: MS P126903 Private Sector Competitiveness DPF 2012 15 IEG: S MU -Second Public Sector P128140 Performance DPF 2013 2014 20 IEG: MS MU Second Private Sector P132510 Competitiveness DPF 2013 15 IEG: S MU-Manufacturing & Servs Dev & IEG: Not P112943 Comp(SME) 2010 2013 20 Rated Total Unplanned 90 On-going Projects during the CPS and CPSPR Approval Closing Approved Period FY FY Amount None Total On-going 0 Source: Mauritius CPS, CPSPR and WB Business Warehouse Table 2a.1, 2a.4 and 2a.7 as of 4/17/17 *LIR: Latest internal rating. MU: Moderately Unsatisfactory. MS: Moderately Satisfactory. S: Satisfactory. HS: Highly Satisfactory. Annexes CLR Review 25 Independent Evaluation Group Annex Table 3: Analytical and Advisory Work for Mauritius, FY07-15 Proj ID Economic and Sector Work Fiscal year Output Type P104439 FSAP Update Mauritius FY07 Financial Sector Assessment Program (FSAP) P105441 FIRST #251: Financial reporting council FY07 "How-To" Guidance P107215 MU-Sectoral Strategic Planning (FY08) FY08 "How-To" Guidance P112768 MU-Competitiveness Update FY10 Economic Updates and Modeling P113152 MU-Social Protection System FY10 Other Social Protection Study P113332 MU-ICA (FY10) FY10 Investment Climate Assessment (ICA) P133271 Defining an Asset Management Strategy FY15 Sector or Thematic Study/Note P133300 Road Safety Management Capacity Review FY14 Sector or Thematic Study/Note P146743 MU Poverty Analysis FY15 Other Poverty Study Proj ID Technical Assistance Fiscal year Output Type P100845 MU-Cabinet Meeting on Reform Program (FY07) FY07 Knowledge-Sharing Forum Proj ID Technical Assistance Fiscal year Output Type P101755 MU-Reg.Multi-disciplinary Ctr TF (FY07) FY07 Institutional Development Plan P110022 MU-Reg. Multidiscip. Cent. of Excellence FY09 Institutional Development Plan P114439 Mauritius - TA on Insolvency Bill FY09 Client Document Review P115687 MU-Safeguard Country Systems FY10 Client Document Review P119677 MU: Forum: Doing Business in Mauritius FY10 Knowledge-Sharing Forum P152193 Financial Sector Dialogue and TA FY15 Not assigned P152966 Mauritius PFM technical support FY15 Not assigned P154289 Tertiary education for jobs and growth FY15 Not assigned Source: WB Business Warehouse Table ESW/TA 8.1.4 as of 11/12/15 Annex Table 4: Grants and Trust Funds Active in FY07-15 (in US$ million) Project Approval Closing Approved Project name TF ID ID FY FY Amount Preparation of a Grid Code, Feed-in-Tariffs & Model P131818 Energy Supply Purchase Agreements for Renewable TF 13174 2013 2015 200,000 Energy Systems Greater than 50kW Building Capacity for a Multisectoral Response to P103158 TF 90547 2008 2011 472,000 HIV/AIDS Total 672,000 Source: Client Connection as of 11/11/15 Annexes CLR Review 26 Independent Evaluation Group Annex Table 5: IEG Project Ratings for Mauritius, FY07-15 Total Exit Proj ID Project name Evaluated IEG Outcome IEG Risk to DO FY ($M) MU-Env Sewerage & Sanitation SATISFACTORY NEGLIGIBLE TO LOW 2007 P001921 (FY98) 10.0 2007 P101570 MU-Development Policy DPF (FY07) 29.8 HIGHLY SATISFACTORY MODERATE 2008 P106650 MU-Dev.Pol.Loan (intermediate) 30.0 HIGHLY SATISFACTORY MODERATE MU-Third Trade and Competitiveness HIGHLY SATISFACTORY MODERATE 2009 P112369 DPF 107.5 MU:Fourth Trade and HIGHLY SATISFACTORY MODERATE 2011 P116608 Competitiveness DPF 50.0 MU-First Public Sector Performance MODERATELY MODERATE 2013 P125694 DPF 20.0 SATISFACTORY 2013 P126903 Private Sector Competitiveness DPF 15.2 SATISFACTORY MODERATE 2013 P105669 MU-Economic Transition (TA) Project 1.6 NOT APPLICABLE NOT APPLICABLE MU-Manufacturing & Servs Dev & NOT RATED NON-EVALUABLE 2013 P112943 Comp(SME) 0.3 MU -Second Public Sector MODERATELY MODERATE 2014 P128140 Performance DPF 20.0 SATISFACTORY MU Second Private Sector Compet. SATISFACTORY MODERATE 2014 P132510 DPF 16.1 MODERATELY SIGNIFICANT 2015 P091828 MU-Infrastructure Project 47.7 SATISFACTORY Total 348.2 Source: BW Key IEG Ratings as of 4/17/17 Annex Table 6: IEG Project Ratings for Mauritius and Comparators, FY07-15 Total RDO % RDO % Total Outcome Outcome Region Evaluated Moderate or Lower Moderate or Lower Evaluated ($M) % Sat ($) % Sat (No) (No) Sat ($) Sat (No) Mauritius 348.2 12 100.0 100.0 85.8 81.8 AFR 35,411.9 705 68.4 64.1 36.2 36.4 World 210,118.4 2,470 82.0 71.7 62.0 51.1 Source: WB AO as of 4/17/17 * With IEG new methodology for evaluating projects, institutional development impact and sustainability are no longer rated separately. Annexes CLR Review 27 Independent Evaluation Group Annex Table 7: Portfolio Status for Mauritius and Comparators, FY07-15 Fiscal year 2007 2008 2009 2010 2011 2012 2013 2014 2015 Total Mauritius # Project 1 4 3 3 3 2 1 2 # Proj At Risk 1 1 % Proj At Risk - - 33.3 - - - - 41.2 Net Comm Amt 18.0 138.0 88.0 85.0 85.0 50.2 0.2 66 Comm At Risk 20.0 20 % Commit at Risk 22.7 30.1 Africa # Project 393 530 582 597 644 627 566 620 643 578 # Proj At Risk 83 111 150 152 133 127 128 138 136 129 % Proj At Risk 21.1 20.9 25.8 25.5 20.7 20.3 22.6 22.3 21.2 22.3 Net Comm Amt 21,093.2 24,041.3 29,334.3 35,438.5 38,884.9 40,416.8 42,649.1 49,142.6 54,586.3 37,287 Comm At Risk 3,926.1 6,042.6 7,322.0 9,703.1 8,269.7 6,504.6 14,310.8 16,548.2 16,000.3 9,847 % Commit at Risk 18.6 25.1 25.0 27.4 21.3 16.1 33.6 33.7 29.3 26.4 World # Project 1,485 1,832 1,925 1,990 2,059 2,029 1,964 2,048 2,022 1,928 # Proj At Risk 243 312 386 410 382 387 414 412 444 377 % Proj At Risk 16.4 17.0 20.1 20.6 18.6 19.1 21.1 20.1 22.0 19.5 Net Comm Amt 100,357.1 110,835.9 135,706.0 162,975.3 171,755.3 173,706.1 176,202.6 192,610.1 201,045.2 158,355 Comm At Risk 15,354.3 18,967.7 20,857.8 28,963.1 23,850.0 24,465.0 40,805.6 40,933.5 45,987.7 28,909 % Commit at Risk 15.3 17.1 15.4 17.8 13.9 14.1 23.2 21.3 22.9 18.3 Source: WB Business Intelligence as of 11/11/15 Annexes CLR Review 28 Independent Evaluation Group Annex Table 8: Disbursement Ratio for Mauritius FY07-FY15 Overall Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 Result Mauritius Disbursement Ratio (%) 39.7 6.2 5.9 18.6 50.6 75.0 36.8 21.7 Inv Disb in FY 1.6 1.0 1.1 5.1 15.0 14.9 10.9 1.3 50.9 Inv Tot Undisb Begin FY 4.0 17.0 85.7 80.6 29.5 14.5 3.6 235.0 AFR Disbursement Ratio (%) 24.3 22.7 23.8 24.0 19.4 21.4 22.5 23.1 24.5 22.7 Inv Disb in FY 2,826.9 3,340.1 3,564.2 4,251.0 4,703.1 5,260.3 5,652.1 6,143.9 6,473.2 42,214.8 Inv Tot Undisb Begin FY 11,630.2 14,734.1 14,954.7 17,704.1 24,298.4 24,595.0 25,175.9 26,540.4 26,463.6 186,096.4 World Disbursement Ratio (%) 22.8 22.2 26.5 26.9 22.4 20.8 20.6 20.8 21.8 22.5 Inv Disb in FY 13,143.7 14,561.7 18,062.5 20,928.8 20,933.4 21,048.2 20,510.4 20,757.0 21,852.7 171,798.4 Inv Tot Undisb Begin FY 57,653.5 65,651.9 68,133.5 77,760.8 93,516.5 101,234.3 99,588.0 99,852.7 100,343.7 763,735.1 * Calculated as IBRD/IDA Disbursements in FY / Opening Undisbursed Amount at FY. Restricted to Lending Instrument Type = Investment. BW disbursement ratio table as of 11/11/15 Annex Table 9: Net Disbursement and Charges for Mauritius, FY07-15 Period Disb. Amt. Repay Amt. Net Amt. Charges Fees Net Transfer Jul 2006 - Jun 2007 31,598,844 8,734,548 22,864,296 2,977,454 7,257 19,879,585 Jul 2007 - Jun 2008 30,000,000 12,318,529 17,681,471 4,671,917 195,295 12,814,259 Jul 2008 - Jun 2009 108,893,149 9,255,338 99,637,811 3,240,810 358,343 96,038,658 Jul 2009 - Jun 2010 1,302,477 7,926,872 (6,624,395) 2,405,821 325,207 (9,355,423) Jul 2010 - Jun 2011 55,005,901 5,694,470 49,311,431 1,817,220 106,284 47,387,928 Jul 2011 - Jun 2012 15,126,910 6,922,602 8,204,308 2,408,955 139,745 5,655,607 Jul 2012 - Jun 2013 50,019,585 8,422,602 41,596,983 2,281,841 51,774 39,263,368 Jul 2013 - Jun 2014 47,043,132 14,326,287 32,716,845 2,814,962 129,421 29,772,462 Jul 2014 - Jun 2015 1,342,498 22,348,832 (21,006,334) 3,445,941 30,301 (24,482,576) Report Total 340,332,496 95,950,080 244,382,415 26,064,920 1,343,627 216,973,868 World Bank Client Connection 11/11/15 Annexes CLR Review 29 Independent Evaluation Group Annex Table 10: List of IFC Investments in Mauritius Investments Committed in FY07-15 (US$, 000) Project ID Cmt FY Project Status Primary Sector Name Greenfield Code Project Size Net Loan Net Equity Net Comm 30958 2012 Active Collective Investment Vehicles G 13,177 13,177 13,177 29518 2011 Active Finance & Insurance G 75,000 75,000 - 75,000 25451 2009 Closed Finance & Insurance G 20,000 20,000 20,000 Sub-Total 108,177 95,000 13,177 108,177 Investments Committed pre-FY07 but active during FY07-15 (U$, 000) Project ID CMT FY Project Status Primary Sector Name Greenfield Code Project Size Net Loan Net Equity Net Comm Sub-Total - - - - TOTAL 108,177 95,000 13,177 108,177 Source: IFC-MIS Extract as of end June 30, 2015 Annex Table 11: List of IFC Advisory Services for Mauritius Advisory Services Approved in FY07-15 Primary Impl Impl Total Funds, Project ID Project Name Project Status Business Start FY End FY US$ Line 26352 Mauritius Ports 2009 2014 CLOSED PPP 947,527 Sub-Total 947,527 Advisory Services Approved pre-FY07 but active during FY07-15 Primary Impl Impl Total Funds, Project ID Project Name Project Status Business Start FY End FY US$ Line 545944 Mauritius Licensing Reform and Impact Assessment 2006 2008 CLOSED IC 21,589 20225 Mauritius Water 2003 2008 CLOSED PPP 1,760,663 Sub-Total 1,782,252 TOTAL 2,729,779 Source: IFC AS Data as of June 30, 2015; regional projects are validated based on details in the CLR Annexes CLR Review 30 Independent Evaluation Group Annex Table 12: Total Net Disbursements of Official Development Assistance and Official Aid for Mauritius Development Partners 2007 2008 2009 2010 2011 2012 2013 2014 Australia 0.03 .. .. 0.01 0.05 0.43 0.47 .. Austria 0.32 0.32 0.31 0.23 0.27 0.39 0.35 .. Belgium 19.14 17.89 12.05 11.73 12.14 14.92 14.96 .. Canada 3.49 4.48 3.24 1.43 1.18 1.38 0.34 .. Czech Republic 0.12 0.2 0.19 0.08 0.09 0.05 0.07 0.01 Denmark 0.61 0.31 0.94 0.89 0.16 .. .. .. Finland 0.6 1.22 1.43 0.9 1.04 0.5 0.65 0.54 France 4.03 -0.84 1.24 0.5 0.52 -0.11 23.71 .. Germany 22.03 24.71 24.66 27.79 41.11 36.36 31.89 .. Ireland 0.21 0.28 0.06 0.05 0.02 .. .. .. Italy 1.62 -2.07 -2.36 -1.85 2.48 -0.54 2.72 .. Japan 2.97 -5.73 -11.76 -5.23 -10.29 -9.37 -9.34 .. Korea 3.35 3.62 2.75 3.83 16.85 23.4 20.62 .. Luxembourg 1.09 2.21 3.73 0.31 0.23 0.17 0.17 0.19 Netherlands 0.49 3.25 1.62 0.49 0.4 0.06 .. .. New Zealand 0.02 0.04 0.09 0.36 0.34 0.36 0.14 .. Norway 2.23 3.04 1.64 3.05 2.9 2.25 2.4 .. Poland 0.08 0.07 0.12 0.07 0.04 0.01 .. .. Portugal .. .. .. .. .. .. 0.01 .. Slovak Republic .. .. 0.04 .. .. 0.04 0.03 .. Spain 71.27 87.89 48.7 55.32 21.98 14.79 8.2 .. Sweden 0.5 0.69 0.56 0.17 0.26 0.18 0.19 .. Switzerland 8.49 8.86 6.42 3.07 2.83 3.04 2.43 .. United Kingdom -1.33 -0.55 -0.16 -0.03 0.22 0.54 0.68 .. United States 42.66 46.36 52.07 23.14 31.08 25.59 24.94 .. DAC Countries, Total 184.02 196.25 147.58 126.31 125.9 114.44 125.63 Adaptation Fund .. .. .. .. 4.65 .. .. .. EU Institutions 34.9 40.41 62.63 24.74 30.68 41.87 26.59 .. Food and Agriculture Organization .. .. .. .. .. .. 0.75 .. GEF 3.35 3.3 8.67 0.99 1 5.38 4.72 .. Global Fund 7.17 4.93 6.01 8.13 8.03 3.87 7.26 6.76 IAEA 0.5 0.42 0.27 0.47 0.41 0.19 0.27 0.31 IBRD .. .. .. .. .. .. .. .. IDA -1.13 -1.13 -1.13 -1.13 -1.13 -1.13 -1.13 .. IDB Sp.Fund -16.1 -19.26 -21.09 -17.58 -16.74 -22.32 -22.72 -21.57 IFAD -1.27 -1.73 -1.47 -0.14 1.67 1.2 2.04 .. IFC .. .. .. .. .. .. .. .. Montreal Protocol 0.44 0.3 0.2 -0.02 .. .. .. .. UNAIDS 0.08 .. 0.06 0.14 0.29 0.31 0.23 .. UNDP 1.07 1.48 1.1 0.87 0.73 0.69 0.62 0.6 UNFPA 0.89 1.15 0.94 1.1 0.97 1.03 1.17 1.04 UNHCR 0.08 2.33 2.43 1.84 2.4 0.93 .. .. UNICEF 0.83 1.08 0.79 0.73 1.02 0.53 0.72 .. UNTA 1.93 0.77 .. .. .. .. .. .. WFP 0.27 0.03 0.55 0.39 0.17 0.14 0.69 0.41 Multilateral, Total 33.01 34.08 59.96 20.53 34.15 32.69 21.21 Hungary .. 0.01 .. .. .. .. 0.03 .. Israel 0.25 0.19 0.26 0.28 0.66 0.4 0.19 0.02 Romania .. .. .. .. .. 0.01 .. .. Russia .. .. .. .. .. 0.23 0.01 .. Thailand .. 0.01 0.05 0.07 0.01 0.03 0.02 0.01 Turkey 0.01 0.07 .. 0.02 0.07 0.07 0.01 .. United Arab Emirates .. .. .. 0.03 .. 0.03 0.03 .. Non-DAC Countries, Total 0.26 0.28 0.31 0.4 0.74 0.77 0.29 Development Partners Total 217.29 230.61 207.85 147.24 160.79 147.9 147.13 Source: OECD Stat, [DAC2a] as of 11/11/15 Annexes CLR Review 31 Independent Evaluation Group Annex Table 13: Economic and Social Indicators for Mauritius, 2007 - 2015 MUS SSA World Series Name 2007 2008 2009 2010 2011 2012 2013 2014 2015 Average 2007-15 Growth and Inflation GDP growth (annual %) 5.9 5.5 3.0 4.1 3.9 3.2 3.2 3.6 .. 4.1 4.5 2.2 GDP per capita growth (annual 5.4 5.1 2.8 3.9 3.7 2.9 3.0 3.4 .. 3.8 1.7 0.9 %) GNI per capita, PPP (current 13,400.0 14,150.0 14,470.0 15,470.0 16,220.0 17,000.0 17,730.0 18,290.0 .. 15,841.3 3,040.6 13,121.1 international $) GNI per capita, Atlas method 8.8 9.7 2.5 2.9 6.5 3.9 3.5 3.2 .. 5.1 6.3 4.3 (current US$) (Millions) Inflation, consumer prices (annual 6,190.0 7,050.0 7,420.0 7,970.0 8,320.0 9,010.0 9,570.0 9,710.0 .. 8,155.0 1,369.2 9,631.7 %) Composition of GDP (%) Agriculture, value added (% of 4.4 4.0 3.8 3.6 3.6 3.5 3.2 3.0 .. 3.6 15.4 3.1 GDP) Industry, value added (% of GDP) 26.2 27.3 27.1 26.2 25.4 24.7 24.3 23.2 .. 25.6 29.4 27.1 Services, etc., value added (% of 69.4 68.7 69.1 70.3 71.0 71.8 72.5 73.8 .. 70.8 55.2 69.8 GDP) Gross fixed capital formation (% 25.1 24.6 26.4 24.9 24.0 23.0 21.2 19.2 .. 23.5 20.4 22.3 of GDP) Gross domestic savings (% of 17.6 14.1 11.9 12.4 13.0 12.6 11.8 11.5 .. 13.1 18.7 22.8 GDP) External Accounts Exports of goods and services (% 57.9 52.9 49.0 52.5 53.4 54.6 54.3 53.7 .. 53.5 31.5 28.8 of GDP) Imports of goods and services (% 67.2 66.1 58.3 63.8 66.4 66.7 66.5 63.1 .. 64.8 33.6 28.7 of GDP) Current account balance (% of -5.6 -10.1 -7.4 -10.3 -13.9 -7.2 -9.9 -10.2 .. -9.3 GDP) External debt stocks (% of GNI) 8.9 6.9 25.8 27.8 84.9 89.0 91.4 .. .. 47.8 Total debt service (% of GNI) 2.0 1.8 1.8 1.6 30.6 27.4 28.4 .. .. 13.4 1.6 Total reserves in months of 3.8 3.1 5.0 2.8 3.8 4.1 4.5 4.9 .. 4.0 5.6 13.3 imports Fiscal Accounts /1 General government revenue (% 19.5 21.0 22.8 21.9 21.4 21.5 21.4 20.6 22.4 21.4 of GDP) General government total 22.8 23.8 26.3 25.1 24.6 23.3 24.9 23.9 27.4 24.7 expenditure (% of GDP) Annexes CLR Review 32 Independent Evaluation Group MUS SSA World Series Name 2007 2008 2009 2010 2011 2012 2013 2014 2015 Average 2007-15 Growth and Inflation General government net -3.3 -2.8 -3.6 -3.2 -3.2 -1.8 -3.5 -3.2 -5.0 -3.3 lending/borrowing (% of GDP) General government gross debt 47.3 44.0 52.1 51.9 52.1 51.5 53.9 56.2 56.0 51.7 (% of GDP) Social Indicators Health Life expectancy at birth, total 72.6 72.6 72.9 73.0 73.3 73.9 74.5 .. .. 73.2 55.2 70.3 (years) Immunization, DPT (% of children 97.0 99.0 99.0 99.0 98.0 98.0 98.0 97.0 .. 98.1 72.4 84.1 ages 12-23 months) Improved sanitation facilities (% 92.3 92.4 92.6 92.7 92.9 93.0 93.2 93.2 93.1 92.8 28.5 65.4 of population with access) Improved water source (% of 99.4 99.5 99.5 99.6 99.7 99.7 99.8 99.8 99.8 99.6 51.9 81.2 population with access) Mortality rate, infant (per 1,000 14.1 13.9 13.6 13.3 13.1 12.8 12.6 12.2 11.8 13.0 64.3 36.3 live births) Education School enrollment, preprimary (% 100.4 100.2 104.4 110.4 113.3 113.7 112.9 .. .. 107.9 17.7 49.6 gross) School enrollment, primary (% 106.7 107.4 106.9 107.2 107.6 108.2 107.8 .. .. 107.4 98.6 108.1 gross) School enrollment, secondary (% 91.4 91.4 92.5 93.2 94.4 95.9 .. .. .. 93.1 39.6 71.0 gross) Population Population, total (Millions) 1,239,630.0 1,244,121.0 1,247,429.0 1,250,400.0 1,252,404.0 1,255,882.0 1,258,653.0 1,260,934.0 .. 1,251,181.6 887,471,065.1 6,966,627,249.8 Population growth (annual %) 0.5 0.4 0.3 0.2 0.2 0.3 0.2 0.2 .. 0.3 2.8 1.2 Urban population (% of total) 41.2 41.0 40.8 40.6 40.4 40.2 40.0 39.8 .. 40.5 35.5 51.7 Source: DDP as of October 14, 2015 *International Monetary Fund, World Economic Outlook Database, October 2015 Fiscal account estimates after 2013