ANNUAL REPORT 2016 ACRONYMS AA Administrative Agreement AfDB African Development Bank AMDTF Analytical Multi Donor Trust Fund BCI Business Confidence Index BE Bank Executed BEEP Business Enabling Environment and Policy BEFSIP Business Environment, Financial Sector and Investment Policy BOC Basis of Commitment BPC Budget Planning and Consolidation Module CAAT Computer Assisted Audit Tools CSC Cold Storage Commission CSOs Civil Society Organizations EDBI Ease of Doing Business Initiative EFO Externally Funded Output EPFMTRG Economic Public Financial Management Technical Review Group EMIS Education Management Information System EU European Union FNC Food and Nutrition Council GMB Grain Marketing Board GMM Grants Management Module ICT Information Communication and Technology ICTRG Investment Climate Technical Review Group IDBZ Infrastructure Development Bank of Zimbabwe IFC International Finance Corporation IFMIS Integrated Financial Management Information System IPRSP Interim Poverty Strategy Report ISN Interim Strategy Note ITRG Infrastructure Technical Review Group M & E Monitoring and Evaluation MEWC Ministry of Environment, Water and Climate MDAs Ministries, Departments and Agencies MLRR Ministry of Lands and Rural Resettlement MLSWPS Ministry of Labour, Social Welfare and Public Service MoAMID Ministry of Agriculture, Mechanization and Irrigation Development MoEPD Ministry of Energy and Power Development MoFED Ministry of Finance and Economic Development MoHCC Ministry of Health and Child Care MoMMD Ministry of Mines and Mining Development 1 MoPSE Ministry of Primary and Secondary Education MoTID Ministry of Transport and Infrastructural Development MSME Ministry of Small and Medium Enterprises and Cooperative Development NCCG National Code for Corporate Governance NHA National Health Accounts NHFS National Health Financing Strategy OAG Office of the Auditor General OECD Organization for Economic Cooperation and Development OPC Office of the President and Cabinet PAD Project Appraisal Document PECG Public Enterprises Corporate Governance PEFA Public Expenditure Financial Accountability PICES Poverty Income Consumption Expenditure Survey PIM Public Investment Management PFM Public Financial Management PFMS Public Financial Management System PIU Project Implementation Unit POC Policy Oversight Committee POTRAZ Postal and Telecommunications Regulatory Authority of Zimbabwe PSC Project Steering Committee PSIP Public Sector Investment Program PST Project Steering Team QER Quality Enhancement Review RBB Results Based Budgeting RBZ Reserve Bank of Zimbabwe RDC Rural District Council RE Recipient Executed RVP Regional Vice President SABER Systems Approach for Better Education Results SADC Southern African Development Community SERA State Enterprise Restructuring Agency SEP State Owned Enterprises and Parastatals SOE State Owned Enterprises SORT Systematic Operations Risk Tracking SPF State and Peace-Building Fund TA Technical Assistance TDIS Teacher Development Information Systems TFSCB Trust Fund for Statistical Capacity Building TPS Teacher Professional Standards 2 TTL Task Team Leader TRG Technical Review Group UNDP United Nations Development Program UNFPA United Nations Population Fund UNICEF United Nations Children’s Fund USAID United States Agency for International Development WASH Water, Sanitation and Hygiene WBG World Bank Group WRS Warehouse Receipt System ZETDC Zimbabwe Electricity Transmission and Distribution Company ZIMASSET Zimbabwe Agenda for Sustainable Socio- Economic Transformation ZIMPOST Zimbabwe Post ZIMRA Zimbabwe Revenue Authority ZIMREF Zimbabwe Reconstruction Fund ZIMSEC Zimbabwe Schools Examination Council ZIMSTAT Zimbabwe Statistical Agency ZINARA Zimbabwe National Road Administration ZINWA Zimbabwe National Water Authority ZPC Zimbabwe Power Company 3 TABLE OF CONTENTS INTRODUCTION.................................................................................................... 5 TRUST FUND OPERATIONS................................................................................... 8 GOVERNANCE..................................................................................................... 10 SUMMARY OF RESULTS AND RISKS....................................................................13 PROGRAM ACTIVITIES (OUTPUTS)................................................................ 16 1. Business Environment, Financial Sector & Investment Policy TA........16 2. Capital Budgets TA...............................................................................21 Component 1: Public Investment Management TA.............................21 Component 2: State Owned Enterprises (SOEs)...................................22 Component 3: Transport and Energy TA..............................................23 3. Public Financial Management Enhancement Project..........................25 Component 1: Financial management and accounting.......................26 Component 2: Enhance effectiveness of internal controls and internal audit................................................................................27 Component 3: Enhance accountability through strengthening of external audit..................................................................................27 Component 4: Strengthening the demand side of transparency and accountability.........................................................28 Component 5: PFMEM Management:.................................................28 3B. Public Procurement Modernization Project........................................29 4A. Results-based Budgeting TA................................................................30 Component 1: Program Budgeting TA.................................................30 Component 2: Health Sector TA...........................................................31 Component 3 Education Sector TA.......................................................32 4B. Poverty Monitoring and Evaluation TA................................................35 5A. National Water Project........................................................................37 Component 1: Growth center water and sanitation improvements....37 Component 2: Technical assistance.....................................................38 Component 3: Project Management...................................................38 5B. Climate Change TA...............................................................................39 ANNEX I: FINANCIAL REPORT.............................................................................41 ANNEX II: ORGANOGRAM..................................................................................44 ANNEX III: ZIMREF PROGRAM RESULTS FRAMEWORK.......................................46 4 INTRODUCTION The Zimbabwe Reconstruction Fund (ZIMREF) is a country-specific umbrella- type Multi-Donor Trust Fund approved by the Board of Executive Directors of the World Bank on 9 May, 2014. The development objective of ZIMREF is: contribute to the strengthening of Zimbabwe’s systems for reconstruction and development with a focus on stabilization and reform, reconstruction, development and poverty alleviation. ZIMREF has remained the key instrument for implementing the World Bank’s Third Interim Strategy Note for Zimbabwe and for supporting the implementation of Zimbabwe Agenda for Sustainable Socio-Economic Transformation (ZIMASSET). At the beginning of 2016, contributing donors comprised of Denmark, European Union, Norway, the State and Peace Building Fund, Sweden, Switzerland and the United Kingdom. Of these donors, Denmark closed operations in Zimbabwe as part of a regional reorganization of their portfolio and exited ZIMREF by June 30, 2016. To date, ZIMREF has raised contributions and programmed activities amounting to just over US$40.4 million. The Fund is expected to run until end of December 2019. ZIMREF supports both Recipient-executed (RE) and Bank-executed (BE) activities. To date, eight (8) activities requiring around US$61.4 million have been approved under the Fund’s four windows: (i) Private Sector Productivity & Competitiveness; (ii) Governance, Efficiency & Effectiveness of Public Expenditure; (iii) Reduced Vulnerability & Enhanced Livelihoods; and (iv) Analytical and Policy and Advisory Work. By 2015, four (4) activities had started implementation with the remaining four (4) beginning implementation in early 2016.   5 Output 1: The Business Environment, Financial Sector and Investment Policy TA Program (BEFSIP) supports implementation of inter alia, Doing Business reforms, building credit and capital markets infrastructure, and reforming investment policies; Output 2: The Capital Budgets Technical Assistance (TA) Program develops modern public investment planning, management and resource mobilization systems, improve state-owned enterprise governance and support development of a pipeline of feasible projects in transport and energy; Output 3A: The Public Financial Management Enhancement Project (PFM) provides for modernization of key elements of the public financial management system including coverage and reporting, internal and external audit, and Parliamentary and civil society oversight; Output 3B: The Public Procurement Modernization Reform Project which aims to support the modernization of public procurement regulatory framework and practices and develop and pilot e-Government procurement; Output 4A: The Results-based Budgeting TA Program supports the introduction of program budgeting, as well as key reforms to strengthen the management of financing and public expenditures in key social sectors. Output 4B: The Poverty Monitoring and Evaluation TA Program aims to improve the monitoring of poverty and shared prosperity outcomes and their integration into national strategy and planning documents. Output 5A: The National Water Project’s main aim is to improve water supply in the small town sector, strengthen the Zimbabwe National Water Authority and the regulatory framework in the water sector. Output 5B: The Climate Change TA Program aims to help develop Zimbabwe’s climate policies, and its pipeline of climate adaptation investments, and mainstreaming of climate changes in investment planning. 6 Figure 1: A Schematic Overview of the High-Level Results Framework for ZIMREF 7 TRUST FUND OPERATIONS After inception ZIMREF received pledges of US$40.4 million and this remained the same during 2016. Out of this, US$39.4 million has been signed through Administrative Agreements and US$27.5 million has been paid into the Fund by the contributing donors. In 2016, a total of US$2.1 million was paid in by the donors. The ZIMREF approved eight projects and programs amounting to about US$61.4 million. These comprise of five Bank-executed Technical Assistance (TA) programs amounting to US$14.4 million and three Recipient-executed projects amounting to US$43.2 million, with the balance earmarked for corporate fees and program management costs. There is still a funding gap of US$21 million for pipeline activities (including second phases of the National Water Project, Public Procurement Modernization Project and the Public Financial Management (PFM) Enhancement Project). Out of the available funding, US$22 million was allocated to the Recipient-executed projects until further resources are mobilized. By the end of 2016, ZIMREF disbursements stood at US$4,9 million reflecting an initially slow place of implementation as recipient-executed projects and large bank-executed TA programs were contracted. By December 31, 2016 all TA and RE activities were at various stages of implementation. Grant agreements for the National Water Project and Public Financial Management Enhancement Project were signed on February 3, 2016 and May 4, 2016 respectively. The National Water Project became effective on June 16, 2016 and PFM Enhancement Project on June 24, 2016. Progress in the implementation of these Recipient-executed activities was fairly slow initially due to delays by the relevant recipients in achieving grant effectiveness conditions. Despite the expected learning curve, project implementation remained slow in the first six months for the Recipient – executed projects. However some Bank - executed programs providing technical assistance and policy advice to improve the business regulatory framework, public sector investment management and State Owned enterprise governance performed well. 8 The ZIMREF Secretariat was staffed during 2016 with a full-time Administrator, Senior Finance Assistant, Program Assistant, and part-time Communications Specialist, M & E Specialist and Gender Specialist. The Secretariat used a number of approaches to oversee and guide the implementation of ZIMREF activities. Of significance was enhanced communication and dissemination of information on the Trust Fund activities through the website. In 2017, the Secretariat will further strengthen coordination among project teams, development partners and contributing donors as well as improve the systematic tracking and reporting on ZIMREF results and budget. The secretariat will continue to mobilize resources to cover the funding gap for the National Water Project, Public Financial Management Enhancement Project and the Public Priocurement and Modernization project. 9 GOVERNANCE ZIMREF has a local two-tier governance structure comprising a Policy Oversight Committee (POC) and Technical Review Groups (TRGs), supported by a Secretariat based in Harare. The POC and TRGs is comprised of representatives from Government of Zimbabwe, development partner contributors and the World Bank. During the reporting period, the Policy Oversight Committee was co-chaired by the Government of Zimbabwe and the European Union (the rotating chair from March 2016). The POC had two (2) meetings during which progress in implementation was reviewed. Approvals and key decisions included: • the ZIMREF secretariat and administration annual budget for 2017; • changes in implementation modality for the Poverty Monitoring and Evaluation (M&E) TA Program from a Bank - executed to a hybrid (Bank and recipient executed). • change in the Basis-Of-Commitment (BOC) from “cash only” to “cash plus promissory notes and future development partner donor contribution receivables”; • change in the ZIMREF reporting schedule (POC meetings - twice a year [March and September]; Status Report - twice yearly for presentation at the POC meetings; Financial Reporting - quarterly; Annual Report - to be published February 28 every succeeding year and TRG Meetings – quarterly; • Revisions to the ZIMREF Operational Guidelines to reflect adjustments to the roles of POC, TRG and Donor Focal Points. Three (3) Technical Review Groups were set up as stipulated in the Operational Guidelines and held meetings during the reporting year. The major roles of the TRGs as highlighted in the guidelines are: to provide technical guidance to the POC; ensure technical quality-at-entry of projects, oversee project implementation; provide support for cross-sectoral and stakeholder coordination; and review and analyse M&E plans and findings. Following the approval and preparation of most projects, the ZIMREF secretariat accentuated the increasing role for TRGs in risk monitoring and project reporting. During 2016, some challenges were experienced in all the three TRGs with respect to their effectiveness in fulfilling objectives. The donor coordination role was not fully achieved due to: (i) the limited participation/availability of other non-ZIMREF 10 donors during the TRG meetings; and (ii) the many ZIMREF issues to be discussed which limited opportunities to advance donor coordination. Given that some projects mirror each other, for example, the support by the African Development Bank (AfDB) in PFM, missed coordination opportunities have created some inefficiencies. Inconsistent attendance to TRG meetings by key TRG members from Government Line Ministries also prevented regular updates in some instances. In future, each RE activity will have a focal person selected to attend TRG meetings but may also delegate the responsibility to another person. Since most of the World Bank Task Team Leaders (TTLs) are not based at the Zimbabwe Country Office, initially some of the TRG meetings were held without TTLs. As TRG meetings are a platform where specific implementation issues can be discussed, absence of TTLs in these meetings limits the quality of these discussions. The Secretariat will put more effort in ensuring that TTLs will fully participate in TRG meetings via VC. At this stage of ZIMREF the key roles of the TRG is to monitor implementation of RE projects and BE programs. As such, the Secretariat will work toward improved attendance and participation of all members during 2017. The Economic and Public Financial Management Technical Review Group (EPFM- TRG) is currently chaired by the European Commission Delegation. During 2016, the TRG met three times to discuss progress in implementation and risk management. In this TRG there was good representation of relevant stakeholders including Government Ministries, donors and UN agencies. The Investment Climate Technical Review Group (IC-TRG) is currently chaired by the Department for Foreign International Development (DfID). The ICTRG met twice in 2016 and assessed implementation progress on BEFSIP only. During 2017, this TRG will monitor rapid implementation using the results framework. The Infrastructure Technical Review Group (I-TRG) only met twice during the year in March and November 2016. This was due to delays in finding a replacement after the departure of the previous donor chair. 11 Highlights from TRG meetings - Reviews and approvals for: o Changes to the implementation modality of Poverty Income Consumption Expenditure Survey (PICES) TA to a Recepient- executed project o Revisions to the Climate Change TA o Annual workplans o Study Tours - Resource mobilization: a funding gap for PICES is now covered by other stakeholders participating in the TRG meeting. - Project status updates. - Government’s role in coordination of ZIMREF projects and ways of improving this role. - Participation of donor focal points. 12 SUMMARY OF RESULTS AND RISKS During 2016, the pace of implementation picked up for five (5) out of the eight (8) ZIMREF outputs including two Recipient-executed projects: Public Procurement Modernization Project and National Water Project. Progress was much slower in the PFM Enhancement Project, the Climate Change TA program and the Transport component of the Capital Budgets TA program on account of unanticipated capacity constraints at the Ministry of Finance and Economic Development, and several processing delays within the World Bank. In the programs that did move ahead, there were some notable achievements and outcomes toward improving the business environment and strengthening public sector capacities. Key deliveries for 2016 include; • preparation of Bills to update the 1951 Companies Act and 12 other laws related to Doing Business regulations, and enactment of Reserve Bank Act Amendment Bill to create a Credit Registry; • reduction in time to get a construction permit from 448 to 238 days; • completion of the 2016 Enterprise Survey including modules on MSME and informal enterprises; • completion of six additional line ministry program-based budgets, and progress on the encoding of the program budgets into the Integrated Financial Management System; • costing of the National Health Strategy 2016-2020 and preparation of the 2014 and 2015 National Health Accounts; • establishment of a database on financial and operational performance and corporate governance of state-owned enterprises, and preparation of a Public Sector Corporate Governance Bill; • preparation of a new Public Procurement and Disposal of Public Assets Bill (gazetted 21 October 2016) and regulations; • completion and consideration of audit reports for 20 district authorities under Office of the Auditor General’s expanded mandate; • capacity building for public servants in a broad range of investment climate and public expenditure management issues range of issues. 13 Key Highlights from 2016 ZIMREF program results framework - Out of a total of 65 ZIMREF indicators, 38 indicators are on track for 2016. Besides indicators that are not on track, there are indicators scheduled to be measured from 2017 onwards due to the nature of the project/programme. - Proposed gender indicators were incorporated in ZIMREF programme results framework. - Routine and systematic monitoring system of indicators in place using M & E tools. - Overall, there is a correlation between the defined objectives of ZIMREF and indicators as well as the achievement of the expected outcomes, however, given the nature of the project, for the reporting period, there are more of outputs achieved compared to outcomes. Some key implementation lessons from 2016 include: • the importance of Government-led donor coordination as donor programs move toward more government-aligned or government- executed activities; • the extent of the learning curve for the Government on implementing/ executing donor-financed activities; • the benefit of a joint Government-development partner governance structure in fostering debate and communication on key development issues; • the need for very close dialogue between the Government and development partners on the evolving political economy and the opportunities or challenges it presents for policy and institutional reforms. Key program level risks: A number of the policy and institutional reforms supported by ZIMREF address outstanding governance challenges in the public sector and as such, can encounter resistance from vested and other interests. During 2016, political and economic risks remained high and worsening; funding, governance/fiduciary and implementation risks were also high but stable; while risks related to climate change (or environmental/social) were low and stable. During 2016, although the political environment in Zimbabwe was characterized by increasing power struggles within and among political parties, and more 14 recently by some civil unrest related to deteriorating economic conditions, the impact on the implementation of ZIMREF programs was fairly limited in part due to their technical nature. However, risks still persist for effective coordination, as is important of the Doing Business agenda, improving financial accountability, and SOE reforms. Macroeconomic performance deteriorated significantly over 2016 on account of both exogenous shocks on commodity prices, currency depreciation in Zimbabwe’s main training partners, and some endogenous policy actions. The shrinking fiscal space has left little room for maneouver and complicated efforts to improve expenditure policies and institutions but at the same time has made these strategic choices even more crucial. Funding risks remained substantial with a gap of US$21 million not yet closed. To mitigate this risk, the Secretariat will continue to increase its resource mobilization efforts in 2017. Governance/fiduciary risks are limited to the Recipient executed projects which follow World Bank operational guidelines. During preparation it was decided to channel the large majority of disbursements through direct payment from the World Bank to contractors, leaving only small accounts to be managed by government entities. Overtime progress on ZIMREF TA for PFM and procurement are expected to help reduce these risks. Implementation risks increased during 2016 as the Government’s performance on Recipient-executed projects revealed a much larger learning curve that was anticipated. ZIMREF will provide additional supervision support as needed and the Government has agreed to a monthly high level review of implementation issues. Climate change risks though large for Zimbabwe continue to have a limited direct impact on ZIMREF programs, with exception of the National Water Project which has taken climate into account in the water systems designs. 15 PROGRAM ACTIVITIES (OUTPUTS) 1. Business Environment, Financial Sector & Investment Policy TA The Business Environment, Financial Sector and Investment Policy (BEFSIP) is a US$3.2 million Bank-executed TA program that was approved for ZIMREF on March 8, 2016. BEFSIP aims to improve the business climate for the private sector, especially for microenterprises, SMEs, and agricultural smallholders by: (i) reducing the time and cost of Doing Business; (ii) introducing more effective and predictable investment and commercial policies; and (iii) strengthening the regulatory framework and financial infrastructure for expanded access to financial services and markets for small and medium enterprises and smallholder producers. The program comprises four components namely: (i) Business Climate; (ii) Investment Policy and Strategy; (iii) Access to Finance; and (iv) Market Institutional Development. The main counterparts include: Office of the President and Cabinet (OPC) leading the Doing Business reforms and investment policy work; Ministry of Finance and Economic Development and Reserve Bank of Zimbabwe (RBZ) on the access to finance work; Ministry of Mines and Mining Development on the mining fiscal framework; the Zimbabwe Investment Authority, Ministry of Small and Medium Enterprise and Co-operatives Development, among others. World Bank Group (WBG) teams from the Finance and Markets, Trade and Competitiveness, Energy and Extractives and Agriculture Global Practices support the program with technical assistance. Progress to date: During 2016, BEFSIP built on the achievements of a predecessor DFID-funded program, the Business Enabling Environment Program Externally Funded Operation (BEEP - EFO), which ended in June 2016. ZIMREF’s support to amending the regulatory framework has prospects for improving Zimbabwe’s rating in the 2018 Doing Business survey. However, the authorities missed implementing key reforms by the measurement deadline of May 2016 for the 2017 results. Nonetheless, Doing Business 2017 Survey showed that the number of days taken to register a business was reduced from 120 days to 91 days in 2016 and the time to get construction permits recorded, a reduction from 448 to 238 days. Component 1: Doing Business Amending the Legislative and Regulatory Framework: ZIMREF provided TA to help amend laws aimed at improving the regulations for Doing Business in Zimbabwe. TA supported preparation of: (i) Movable Property Security Interest Bill to permit creation of a Collateral Registry; (ii) Companies 16 Act Amendment Bill to enhance, amongst others, processes for business entry, business administration and protection of minority investors; (iii) an Insolvency Bill and the Estate Administrators Act Amendment Bill to ensure efficient insolvency proceedings that permit unsalvageable companies to be quickly liquidated and viable firms to be revived, thus preserving jobs; (iv) High Court Act Amendment Bill, Magistrates Court Act Amendment Bill and Commercial Courts Bill to improve expeditious resolution of commercial disputes; and (v) Deeds Act Amendment Bill to allow for electronic management of the Deeds Registry. An additional but related bill that was enacted is the Reserve Bank Act Amendment Bill which permits creation of a Credit Registry at the Reserve Bank of Zimbabwe. With the exception of the Companies Act Amendment Bill, (a foundational law for formal commercial activity requiring extensive stakeholder consultations), all other laws were expedited and received formal approval from Cabinet in 2016. The legislative process of taking the Bills through both Cabinet approval and the Parliamentary process was overseen by a Task Force comprising the OPC chaired by Ministry of Justice, Legal and Parliamentary Affairs. It is expected that the Bills will be gazetted, debated and passed by Parliament before May 31, 2017. In order to operationalize the foregoing laws, ZIMREF supported Government of Zimbabwe in the drafting or amending of twelve (12) regulations. Five (5) of these were published during the reporting period and most of these were handed to the Ministry of Justice, Legal and Parliamentary Affairs pending submission to Parliament. The regulations are listed below: (i) Model Building By Laws (ii) General Notice on the waiver of requirement to advertise for a shop license 2016 (iii) Small Claims (Designation) Notice, 2016 (iv) Small Claims General (Amendment) Rules, 2016 (v) Small Claims (Jurisdiction) Notice, 2016 (vi) Toll Roads (National Road Network) (Amendment) Regulations, 2016 (vii) Fertilizer, Farm Feeds and Remedies (Fees) Regulations, 2016 (viii) Plant, Pests and Diseases (Importation) (Amendment) Regulations, 2016 (ix) Animal Health (Import) (Amendment) Regulations, 2016 (x) Port Health (Amendment) Regulations 2016 (xi) National Biotechnology (Ports of Entry Levy) Notice 2016 (xii) Road Motor Transportation (Amendment) Regulations, 2016 17 Six (6) participants from Zimbabwe attended the Ease of Doing Business Initiative (EDBI) Conference held in Nairobi, Kenya from May 3- 6, 2016 and ten (10) thematic workshops were conducted on different aspects of the legislative and statutory reform agenda for improving the investment climate. Enterprise Surveys: Co-financed with an initial amount from BEEP-EFO, ZIMREF supported the fielding of three enterprise surveys: (i) the standard World Bank Enterprise Survey (with a sample size of 600 formally registered firms with 5 or more employees), selected from Harare, Bulawayo, Manicaland and Midlands; (ii) a survey of micro- enterprises, with a sample size of 360 formally registered firms with 5 or less employees, selected from the four regions; and (iii) a survey of informal firms, with a sample size of 360 informal firms in Harare. Final survey reports will include: (i) the traditional Enterprise Survey Report, (ii) an MSME Survey report, and (iii) Informal Enterprises Report, and are expected to be published in March 2017. These will help to inform the SME policy and RBZ financial inclusion strategy to better target the SMEs. Component 2: Support Investment Strategy and Policy Reform Mining fiscal and regulatory framework: In 2016, ZIMREF supported: • A full review of the draft Mines and Minerals Amendment Bill, Minerals Exploration and Marketing Corporation Bill, and the Pan-African Mining University Bill. The recommendations were discussed at a 2-day workshop led by Minister of Mines and Minerals Development in May 2016. Key recommendations included the need to further streamline regulatory processes and separate roles, strengthen environmental provisions (including for reclamation), introduce a broader range of exploration licenses; reconsider localization of shareholding, and deepen coverage of the local and small scale mining sector. The Mines and Minerals Amendment Bill was gazetted in August 2016 but has been re-routed back to the Attorney General where it is hoped that ongoing advice from the World Bank can help to improve key provisions. • A scoping mission for the modernization of Government’s geological information and cadastral systems fielded in August 2016. Draft terms of reference for scoping study for a new geo data information system were developed and the Ministry of Mines and Mining Development provided comments. The Government is currently mobilizing resources for a digital cadastral system for which the software contract has already been awarded. 18 • A “business-case-for-transparency’ paper and a policy note on a localized mining sector transparency initiative to enhance accountability in the sector. The Bank continues to follow up on earlier work (not ZIMREF- financed) on the mining fiscal framework, under which a unified mining fiscal model was created for ZIMRA, Ministry of Mines and Minerals Development, and Ministry of Finance and Economic Development in 2015. Difficulties in populating the model with financial and operational forecasts from mining firms has delayed progress in this area for some time. Land Policy and Regulatory framework: During 2016, the Bank completed a final draft of the land studies initiated under the AMDTF and discussed with Government during a 2-day workshop in February 2016. The Ministry of Lands and Rural Resettlement provided extensive comments but has formally requested the paper be reserved as a working draft until further notice. During that mission, ZIMREF also hosted a one-day workshop with banking, judicial and land sectors which discussed Land Tenure Review Paper, Land Lease Law and the Land Lease. In March, ZIMREF supported the Permanent Secretary and Surveyor General to attend the Bank’s annual Land and Poverty Conference in Washington DC. A second mission was fielded in November in response to Government’s request for support for the drafting of a new Land Policy; capacity building for the newly installed Zimbabwe Land Commission; further work on enhancing the bankability of 99-year leases; and capacity building for the Zimbabwe Survey Department. The mission worked with MLRR and FAO on the plan for preparing the Land Policy. Component 3: Supporting Financial Sector Legislative Reform This component provides TA for, inter alia, the implementation of: (i) the Financial Inclusion Strategy; (ii) the Financial Literacy Strategy; (iii) Consumer Protection Strategy; (iv) Savings and Credit Cooperatives Reform Bill; (v) National Payments Act; and (vi) SME Finance Strategy and Credit Infrastructure. With the support from ZIMREF, a Consumer Protection Strategy and Financial Literacy Framework for the Financial Sector were finalized by RBZ. A team from the WBG has been constituted and is providing technical assistance to the Reserve Bank of Zimbabwe on the implementation of the National Financial Inclusion Strategy. 19 During 2016, following the procurement of software for the Credit Bureau by the Reserve Bank with its own resources, and enactment of Reserve Bank Amendment Bill which included legal provisions for the new credit registry system (supported by the BEEP-EFO), ZIMREF supported the training of forty-five (45) RBZ staff on Credit Reporting and two (2) people working on the proposed credit registry to attend a global conference on financial sector infrastructure in Kuala Lumpur, Malaysia. ZIMREF continues to provide technical support on the roll out of the credit registry system. Private sector bureaus were also consulted on the formats of the client management information system used by the RBZ. Credit providers will use these formats for periodic submissions to Central Bank starting in January 2017 when the Registry goes on live. Also during 2016, ZIMREF initiated a review of the National Payments Systems Act and other legislation, including benchmarking against SADC national payment systems model law, which is expected to be completed in the first quarter in 2017. Early findings have been shared with the RBZ National Payments Systems including draft “guidelines for authorizing and regulating the issuance and management of retail payments. A review of the National Payments System and other relevant legislation expected by May 2017 will allow for alignment and consistency in line with international good practice. 20 2. Capital Budgets TA Capital Budgets is a US$4.3 million Bank-executed TA program that was approved for ZIMREF on November 2015. The program aims to improve Zimbabwe’s capacity to leverage much needed infrastructure financing by strengthening work on the Public Investment Management (PIM) systems and State-Owned Enterprise governance. The PIM component aims to (i) assist MoFED to develop a public investment management system and cycle, including guidelines, manuals and training for line ministry staff; (ii) provide technical assistance and policy advice to improve the regulatory framework for joint ventures and public private partnerships in key sectors. The SOE reform component aims to: (i) improve overall governance of SOEs through strengthening oversight and corporate governance; and (ii) improving performance in selected enterprises. The program also focuses on two main areas of infrastructure development, namely transport and energy. The Transport pillar provides technical support to develop strategies to improve public sector performance across the four transportation modes. The Energy pillar, which is co- financed from the World Bank operational budget, will support the development of turnaround plans and a financial model for the Zimbabwe power utilities, and the review of Indepent Power Producer (IPP) and renewable energy policies being developed by the Ministry of Energy and Power Development. The main counterparts are the Ministry of Finance and Economic Development (MOFED) and the Office of the President and Cabinet (OPC), SERA, Ministry of Transport and Infrastructural Development, and Ministry of Energy and Power Development. Within the World Bank, this program is supported by the Governance, Energy and Extractives, Transport and ICT, and Food and Agriculture Global Practices. Progress to date: Component 1: Public Investment Management TA During 2016, ZIMREF supported the revision of PIM guidelines originally developed by the PSIP Unit of the Ministry of Finance and Economic Development. The revised guidelines provide good international practice in strengthening the role of MoFED in the PIM cycle and better aligning PIM processes with the Budget calendar. After a final round of consultations in January 2017, the PIM guidelines will be submitted to Cabinet for final approval. Support to better integrate PIM into the budgeting process will be initiated once the PIM guidelines have been finalized and approved. 21 Three “pilot leaders” from MoFED, MoEPD and MoTID have been trained in project appraisal and risk management, and will champion the roll-out of the PIM guidelines and manuals once these are approved. Other complementary activities to be undertaken involve training of staff on PIM and compilation of the PIM database. The process of developing a database was initiated with the PSIP Unit and the Bank. The PIM database will provide the capability for PSIP to monitor each project from design to completion. It is anticipated that the template of the database will be finalized in parallel with the finalisation of the PIM Guidelines, and then the database will begin to be populated. Component 2: State Owned Enterprises (SOEs) Baseline data collection of State-Owned Enterprises and Parastatals (SEPs), focusing on financial and non-financial performance indicators for 2011-2014, was conducted and analyzed over the period January-May 2016. SERA established a database of SEP data for 2011-2014 covering all commercial SEPS and 46 out of 59 non – commercial SEPS. The database provides Government with detailed financial information on most of its portfolio, for the first time in many years. In the process SERA’s capacity to collect and analyze financial and non-financial information has been significantly enhanced. SERA are now in the process of updating the data from SEPs’ 2015 Annual Reports. From February to September 2016, data collection and analysis for a SEP Corporate Governance Benchmarking exercise was conducted. Currently, findings for 39 out of the targeted 40 SEPs have been completed. The analysis assessed compliance with the National Code Corporate Governance (NCCG) and other corporate governance standards (including legal framework; ownership and shareholder protection; Board of Directors; performance management, and financial reporting and controls, among others). The objective was to determine compliance with existing legislation (e.g. the PFM Act and, where applicable, the Companies Act) and the NCCG, and to benchmark SEPs against the OECD guidelines and other good practice from the Bank’s SOE toolkit. Furthermore, a country case study on corporate governance reform for SOEs was completed and shared with the Office of the President and Cabinet. Staff from OPC were trained in the collection of information on corporate governance in SEPs and staff from SERA were trained to collect, interpret, and analyze the financial data from SEPs. Two officials from SERA were also supported to attend the OECD Conference on Corporate Governance in Mexico City from June 4-11, 2016. 22 With ZIMREF support, MoFED and the Office of the President and Cabinet drafted a high quality Public Enterprises Corporate Governance (PECG) Bill. The Bill draws on the National Code for Corporate Governance (NCCG) the OECD Guidelines on Corporate Governance of State-Owned Enterprises, the Public Finance Management Act, and the Companies Act. The Bill will provide for performance contracts for Boards and CEOs, and annual reports on performance by the entity against its strategic plan. The rest of the Bill, which contains important provisions on Board selection, qualifications, duration of tenure, training, performance assessment, asset disclosure, and more transparent reporting of performance and financial outturns, has been largely confirmed by Cabinet. The Bill has been broadly accepted by Cabinet, and includes a centralized unit within OPC to monitor compliance. The Bill is expected to be presented to Parliament by June 2017. In September, the Bank organised a mission to Zimbabwe by experts from South Africa, Chile, and Malaysia (by video link), to inform a discussion both at policy level with the core OPC and MoFED team, and a broader stakeholder forum with CEOs and Chairs of SEPs. As a next step, it was agreed that manuals for improved Board effectiveness and performance management be developed and draw upon the Chilean and Malaysian examples. Component 3: Transport and Energy TA There has been limited progress on the Transport TA during 2016 while the consultancy contracts were mobilized. The Bank team conducted consultations with direct transport sector stakeholders, including the Ministry of Transport and Infrastructural Development, its departments and agencies – Roads Department, Zimbabwe National Road Administration (ZINARA), National Railways of Zimbabwe (NRZ), Civil Aviation Authority of Zimbabwe (CAAZ) as well as MoFED. The outcome was that three studies could be launched, namely: (i) a review of the institutional capacity of the roads sector, (ii) a review of the road tolling policy, and (iii) support towards ongoing aviation subsector reforms. It is unlikely that support for market repositioning of National Railways of Zimbabwe will happen because there are insufficient resources within ZIMREF to address this dimension of NRZ’s business. Technical evaluation has been completed for the procurement of TA support to the unbundling of the Civil Aviation Authority of Zimbabwe. During 2016, the World Bank energy team carried out missions to support preparation of the Performance Improvement Plans and financial model(s)/ recovery plans for Zimbabwe Power Company (ZPC) and Zimbabwe Electricity 23 Transmission and Development Company (ZETDC). A consultant was recruited to prepare the plans and data collection was initiated at the start of October 2016. Consultants were recruited to develop financial models and recovery strategies. In November a mission took stock of progress on data collection and strategy development. It is expected that the Performance Improvement Plans and financial model plans will be complete by February 2017.   24 3. Public Financial Management Enhancement Project This US$20 million Recipient-Executed project was approved by the Policy Oversight Committee for implementation in September 2015 and became effective on June 24, 2016. The project is supported by a Bank-Executed grant of US$0.8 million for supervision over the life of the 4-year project. The five components of the Project aim to improve financial reporting, internal controls, fiscal transparency and accountability in government finances. The project builds on earlier work supported by the Bank that helped to resuscitate Zimbabwe’s Integrated Financial Management Information System (IFMIS) and accounting functions. The design of the project is supported by an earlier unpublished PEFA assessment of 2011, and a recent Use of Country Systems Assessment of 2015, and will support a new PEFA Assessment in 2017. The main counterparts are the Ministry of Finance and Economic Development, Parliament of Zimbabwe, Office of the Auditor General and other line ministries. Within the World Bank, this program is supported by the Governance Global Practice. Progress to date: During the first six months of implementation in 2016, progress on this project has been slower than anticipated. While the pace of policy and technical implementation was slowed down in part by delays in fulfilling the effectiveness conditions1, delayed staffing of the Project Implementation Unit in MoFED meant that project activities could not be implemented on time. The Bank fielded two supervision missions during 2016. Following the supervision mission in November 2016 which assessed the overall implementation progress on each component and identified critical actions, the MoFED committed to an accelerated plan of action to implement the already delayed critical activities. Donor coordination remains critical in the PFM project. Besides ZIMREF, there are other actors or development partners providing support to the PFM system and there is need for greater coordination for interventions to be implemented in a complimentary manner. The actors include UNICEF which is supporting installation of Quantrix budgeting and Proman Billing software; UNDP support to the ICT strategy on network connectivity; and AfDB supporting IFMIS, the external audit and Parliament. 1 Project effectiveness conditions included establishment of the Project Steering Committee, full staffing of the Public Financial Management Reform Unit in the Ministry of Finance and Economic Development, confirmation of the tax exemption status of the project. 25 Component 1: Financial management and accounting Progress on this component was less than expected in keeping to agreed workplan and timelines. The majority of the high impact tasks which will ultimately impact the pace of public financial management reforms were not undertaken or started. These included the roll out of IFMIS to local authorities, the finalization of the budget module, and the interface of IFMIS with the HRMIS of the Salaries Services Bureau. Implementation plans and budgets were revised to reflect changing priorities and emerging needs. Migration of the payroll from the in-house system onto the SAP payroll module was slowed to allow for further consultations between the MOFED and the Ministry of Public Service Labour and Social Welfare. This remains important as the payroll is around 90% of total Government revenue in 2016 and hence without improving commitment control, the wage bill could continue to grow beyond available resources on an annual basis. The roll out of IFMIS to district MDAs and local authorities requires further clarity regarding the business case. Changes were made in selection of pilot local authorities following a Public and Private Partnership agreement concluded between local authorities and a private vendor. The project will, therefore, limit its support to networking and improved connectivity that will make the system functional at the local authorities. Government’s strategic direction regarding ICT investments will require further refinement in relation to the expansion of the IFMIS modules for MDAs, modernization of the IFMIS data centers and strengthening technical capacity, the IFMIS payroll system interface to exchange data on salary payments as well as the IFMIS rollout to districts. During 2016, few activities progressed under this component. The authorities began the process of developing a Common Chart of Accounts which will be used for future budget preparations once the Budget Preparation and Consolidation Module (BPC) is active. To implement the Common Chart of Accounts, the BPC will require additional staff and specialized BPC technical training for all MDAs. Other modules planned for development include the data warehouse and business intelligence modules. Work is underway to renovate and improve the server rooms and systems management units at the main data center. However, other improvements to systems security, engineering systems information security and support of an ICT advisor will be necessary. 26 The Terms of Reference for PEFA were revised using revised 2016 methodology and include a procurement module. Recruitment of consultants is expected to be finalized as soon as the revised work plan and procurement plan are formally approved. The PEFA is expected to be completed in July 2017. Component 2: Enhance effectiveness of internal controls and internal audit During 2016, while the component was in the process of moving on some activities, progress was slow in establishing appropriate internal audit institutional mechanisms for independence and professionalism. For instance, creation of a Central Internal Audit Unit (CIAU) as the controlling national agency for internal audit function did not take place in 2016 as expected. There was also no progress on the creation and activation of Audit Committees across Ministries as prescribed under section 84 of the PFM Act, except within the Ministry of Health and Child Care that used external funding to create an Audit Committee. In addition, the progress of upgrading audit processes with the use of Computer Assisted Audit Tools (CAAT) has been slow. There is need to expedite procurement of CAAT for data extraction and analysis by the OAG team for audit processes. Other outstanding activities under this component include: (i) the creation of Audit charters; (ii) introduction of performance audits; and (ii) scoping of training needs specifically relating to groups of Ministries. While several activities were planned under this component, further work is required on scoping and preparing the Terms of Reference for the activities. Component 3: Enhance accountability through strengthening of external audit: The objective of this component is to strengthen the Office of the Auditor General (OAG) to deliver high quality audit products to all MDAs of Government, Public Entities and Rural and Urban Local Authorities as provided for in the Constitution. Activities planned under this component were reprioritized after project effectiveness and some of the high impact activities originally planned for phase 2 were brought into phase 1. During the reporting period, the OAG collaborated with Private sector audit firms and outsourced some audits of parastatals, local bodies and Ministries. However, in future, standardization on quality assurance is required for private audit firms. A team from the OAG made a study tour to South Africa to benchmark quality processes in outsourcing audits to the private sector. As a follow up, the process of developing standardized checklists to private sector audit firms commenced in November 2016. 27 During 2016, the Office of the Auditor General completed financial statements audit for the year ending December 31, 2015. These statements are available on the OAG website, a major step towards transparency. Progress was also made on other project activities including the audit of 20 embassies and 16 local authorities. Component 4: Strengthening the demand side of transparency and accountability Progress in this component was initially slow with most activities pending initiation. Following a supervision mission in November 2016, the workplan and procurement plan were revised to prioritize implementation of activities with high impact first, including analysis of 2015 Public Accounts by the PAC sub committee. Capacity building for the Public Accounts Committee (PAC), Budget and Finance Committee and the media was conducted in August 2016 and supported by the AfDB. This involved sensitizing members of Parliament on the accounting and legal framework for Local Authorities. Activities planned for 2017 include capacity building of the Public Accounts Committee, Committee on Finance & Economic Development and staff of Parliament in economic literacy and development issues; Analysis of 2015 Audited Public accounts by PAC sub-committees for Parastatals and appropriation accounts. Component 5: PFMEM Management: Progress was slow in the appointment of critical PIU staff to implement the project. As a result, the Project Management Unit was overloaded with activities of other projects and slowed progress in implementing this project. In particular, project procurement moved at a very slow pace because of inadequate staff to accomplish the procurement tasks. The PFM Implementation Manual was completed in May 2016. The Grants Management Module (GMM) of the PFMS has been configured to handle project transactions processing and reporting and staff trained on the use of the financial management system.   28 3B. Public Procurement Modernization Project The Public Procurement Modernization Project is a US$4.0 million hybrid project that was approved by the POC in September 2015. The project aims to support greater transparency, accountability and effectiveness of public procurement. Implementation is to be delivered in two stages, the first of which includes a Bank- executed technical assistance of $0.4 million and a Recipient-executed grant of $1.6 million. This first stage supports regulatory and institutional reforms to help align public procurement legislation and practices to the Zimbabwe’s 2013 Constitution, and to prepare for implementing an e-government procurement pilot. A second Recipient-executed grant of $2.0 million will be prepared primarily to roll out the e-government procurement pilot. The project is implemented by the Office of the President and Cabinet (OPC) in collaboration with the State Procurement Board. Within the World Bank, this program is supported by the Governance Global Practice. Progress to date: In 2016, ZIMREF supported the Office of the President and Cabinet on legislative reforms that included the development of a Public Procurement and Disposal of Public Assets Bill and related regulations, of procurement guidelines and standard bidding documents and of a Procurement Performance Management system. The Bank-executed component fielded a survey to collect baseline information on Public Procurement Management Systems and was concluded in October. The report from this survey is awaiting finalization by the Office of the President. Most of the planned activities are advanced in implementation. On the RE component, the draft Bill was submitted to Cabinet on July 23, 2016 and a law gazette notice was issued on 21 October 2016, after which the bill will undergo public consultations prior to Parliamentary discussion and approval. Government also hired a consultant to support legislative and institutional reforms and contracted a consulting firm to develop the e- procurement strategy. The procurement reform strategy was developed with activities readjusted to include public sensitization of the new Bill, consultations on the new procurement regulations and some equipment purchases. In order to build capacity, forty-three procurement staff drawn from MDAs were trained in procurement management. An additional 353 stakeholders from Ministries and Departments, Agencies/ Parastatals, Town Councils; Private Sector and Civil Society Agencies were trained on the new procurement framework. To further enhance the e-procurement system, there are plans to hire an ICT specialist to support the migration of the existing system. 29 4A. Results-based Budgeting TA The Results Based Budgeting TA is a US$2.1 million Bank-executed program that was approved for ZIMREF in July 2015. RBB aims to support the implementation of Results-Based Budgeting as a means to increase the poverty and equity focus of public spending in Zimbabwe over time. It comprises three subcomponents: (i) Program-based Budgeting aims to build capacity for and support the preparation of program budgets for all line ministries; and specific technical assistance to (ii) the Ministry of Health and Child Care (MoHCC), and (iii) the Ministry of Primary and Secondary Education (MoPSE). The TA to these line ministries is expected to support the formulation of robust expenditure policy decisions within those sectors. The program also supports some demand side accountability with the Parliament. The program builds on earlier work supported by the UK Department of International Development, USAID – Strategic Economic Research and Analysis project, African Development Bank, and the Health Innovation Results Trust Fund. It is supported by an earlier Health Public Expenditure Review prepared by World Bank in 2015, and a new joint MOFED and World Bank Public Expenditure Review under preparation. The main counterparts are the Ministry of Finance and Economic Development, the Ministry of Health and Child Welfare, and the Ministry of Primary and Secondary Education. Within the World Bank, this program is supported by the Macro-Fiscal Management, Health, Nutrition & Population, and Education Global Practices. Progress to date: During 2016, the RBB TA program has made significant progress in the three components. All the three components aim to improve the allocation, transparency and accountability in the use of public resources in Zimbabwe’s line Ministries. Component 1: Program Budgeting TA During 2016, the ZIMREF TA component supported the preparation of Program Budgeting Implementation Manual (completed in October). A series of intensive RBB workshops were held between July and September targeting six new focus Ministries: Agriculture, Higher Education, Justice, Local Government, Gender, Youth and Indigenization. Throughout these trainings, participants designed RBB programs for each ministry, reprogrammed all line item expenditures to these programs and defined outcome and results indicators for each program. Subsequently the IFMIS Department advised how these new codes could be integrated into the new Chart of Accounts. The first three program budgets prepared for the pilot Ministries in 2015 (Health/Education/Public Service) and included in the 2016 National Budget presentation, have been instrumental 30 in intensifying the discussion within Government and with the Bank on public expenditure policies and allocations in those Ministries, in particular coverage of safety net programs. Chapters in the abovementioned joint public expenditure review were prepared (with the Bank’s own budget, and together with Government officials) for Ministries of Health and Child Care, Primary and Secondary Education, Public Service, Labor and Social Welfare and Local Government Public Works and National Housing. Together with the I-PRSP (see page 42), the Program Budgeting TA has already yielded positive important, albeit small, shifts in the poverty focus of the 2017 National Budget. In addition, a study tour to Uruguay and Chile was fielded in March 2016 to learn how these countries have dealt with some of technical and bureaucratic hurdles involved, in particular on prioritizing across budget chapters. In April 2016, an IMF Technical Assistance mission reviewed the implementation of program budgeting. Following this review the Ministry of Finance and Economic Development made the decision to deepen the work for the first nine ministries before expanding to additional ministries. During April and May, IFMIS training was conducted for MoFED and MLSWPS officials on the new Chart of Accounts, followed by hands-on training of procurement and accounting officials responsible for entering data into the IFMIS. In August, a mission was conducted by leading Bank IFMIS-SAP expert to define next steps for implementing program budgeting and for monitoring program resources in the IFMIS system. By February 2017, the program will begin monitoring expenditures in program based format for the first three pilot ministries. There are plans to train members of Parliament, define PFMIS codes, and monitor expenditures using these new codes. A decision will be made by September 2017 on expanding the number of ministries implementing program budgeting, based on progress made by the first nine ministries. Component 2: Health Sector TA This US$0.67 million technical assistance program seeks to improve evidence- based planning and integration of empirical measurement for the health sector after 2015. The Health Sector TA was approved by Bank management in August 2015. This specialized technical support to the GOZ will enable: (i) generation of robust evidence to inform policy, planning and management decision making; and (ii) development of key health sector strategy and policy documents. The work envisages technical assistance in four distinct but interrelated areas: National Health Accounts (NHA) 2015 and NHA institutionalization, national health financing policy, development of the National Health Strategy for 2016-20, including a framework for Universal Health Coverage and the design of a health insurance pilot for Harare. 31 In 2016, ZIMREF also supported the development of the 2016-20 National Health Financing Strategy (NHFS), with a clear tracking framework for coordinating health financing and coordination has begun in collaboration with UNICEF and WHO. In addition, the Fiscal Space Analysis related to the development of the NHFS has been completed. The Bank will continue to provide support to work on prioritizing and costing the Health Strategy. There were some delays experienced including capacity issues and the enormity of data collection required during implementation that led to the final costing being delivered in September 2016. The final costing was presented at a high level event to MoHCC, MoFED and development partners. The costing included three scenarios with varying coverage targets and high impact interventions. During 2016, ZIMREF also supported MoHCC in the development of the National Health Financing Policy (NHFP). The development of the NHF was a highly consultative process that involved a wide range of stakeholders, including Parliamentarians and private sector representatives. The HFP was drafted and adopted by the Government. The document awaits official launch and dissemination. The launch is expected to be in Q1 of 2017. Further, Bank TA was provided in the preparation for 2014 National Health Accounts (NHA). Analysis of household survey data with MoHCC and ZIMSTAT and complementary data sets has been completed and a draft report is expected to be circulated in the first quarter of 2017. For the 2015 National Health Accounts, household survey results and health expenditure data are now ready for import into the production tool. However, due to some quality issues on other surveys and the lack of resource mapping data on 2015 donor health expenditures, the NHA 2015 cannot be generated. Going forward, the MoHCC and ZIMSTAT are working to address these issues during which work on the Health Financing Policy has been deferred to the first quarter of 2017 to enable the Government to focus on the National Health Strategy. Also in 2016, the background literature review for the Urban Areas Health Insurance Study Design was undertaken and work has started on a policy options paper on prepayment for health-care in urban Zimbabwe. On this basis, it is envisaged that the design of pilot urban insurance scheme will commence in the second quarter 2017. Component 3 Education Sector TA This US$0.69 million technical assistance program aims to support the Government’s efforts to improve education outcomes and spending efficiency. The intended outcomes are to increase knowledge, strengthen capacity, and update practices in 32 specific policy areas aimed to address gaps in education outcomes. The program comprises three subcomponents on Teacher Development and Management, Student Assessment and ICTs in Education. These areas were developed following extensive discussion with the Ministry of Primary and Secondary Education, and some changes in priorities encountered during 2016. Technical assistance was provided to the Ministry of Primary and Secondary Education (MoPSE) during 2015 on mechanisms to professionalize the teaching profession in Zimbabwe, the ZIMREF TA supported preparatory work toward the establishment of the Teaching Profession Council (TPC) and the improvement of Math teaching practices. In May 2016, members of the Working Group on the TPC travelled to the UK and Ireland to interface with and learn from some of the world’s oldest and most effective councils. Based on this experience and local interactions with other professional governing bodies, e.g. Nurses Council of Zimbabwe and the Law Society, a comprehensive report is being developed with ZIMREF support, that will among other areas discuss the benefits of a TPC for Zimbabwe as well as proffer different alternatives on the structure, legal status and functions of the TPC. This report is expected to be complete by early 2017. In support of improving Math pedagogy in Zimbabwe, ZIMREF sponsored a local National Mathematics Symposium which brought together all Provincial and District-level focal points on Math teaching, ZIMSEC, teacher training colleges and Mathematics textbook publishers, to take stock of trends, weaknesses and strengths of teaching and learning Math and recommend improvements for the implementation of the new curriculum in 2017. Following on the Symposium, 154 Mathematics District Math Panelist were trained in modern instructional strategies. The next steps are to develop a training manual/program for Math teachers at Primary and Secondary level in line with the new curriculum. As part of the new curriculum, MoPSE intends to introduce a continuous student assessment system. Initially ZIMREF TA was to benchmark Zimbabwe student assessment regime using the Systems Approach for Better Education Results (SABER) but the Government has since reprogrammed this activity to support the ongoing integration of continuous classroom assessment the current summative assessment systems, which will be initiated in January 2017 through technical support to the Zimbabwe Schools Examinations Council (ZIMSEC). Also during 2016, the ZIMREF TA supported two missions to help MoPSE develop a National ICT in Education Policy. A first draft of the policy has been delivered, consulted, and a revised version was shared with the authorities in November 2016. The MOPSE has since started the formal and legal processes to adopt the policy which is expected to become official by March 2017. 33 2017 will focus on the finalization and adoption of the ICT in Education Policy including technical support in the development of an implementation plan, costing and potential financing mechanisms for the Policy. The Education TA will also focus on finalization of the TPC framework for Zimbabwe including possible support towards drafting of a draft Teaching Council Bill. Support to ZIMSEC in regard to continuous assessment as provided for under new curriculum will also be up scaled in 2017 with an international consultant joining the Education team to support the ZIMSEC in this regard. Considering that the TA is Bank Executed, there are no significant risks that are foreseen in 2017.   34 4B. Poverty Monitoring and Evaluation TA The Poverty Monitoring and Evaluation TA is a US$2.5 million Bank – executed program that was approved for ZIMREF on March 23, 2015. The program aims to support the Government’s efforts to strengthen the poverty and equity focus of public spending. The activity aims to increase the availability and analysis of high quality data on poverty and welfare in the country, strengthen the national development plan and improve monitoring and evaluation of policy and public spending decisions. The program aims to finance implementation of the next edition of the Poverty, Income, Consumption and Expenditure Survey (PICES) in 2016. The program has benefited from the lessons and experience of previous UNDP-funded support to ZIMSTAT to fund the PICES 2012 Survey, and to support ZIMSTAT more broadly on different lines of statistics, including the 2012-2015 Agriculture and Livestock Survey (supported by another Bank Trust Fund). The program also benefits from the World Bank’s participation in the PICES Project Steering Committee, alongside UNDP, UNICEF, UNFPA, and USAID-SERA, where space for cross-fertilization of ideas and experience sharing on support to statistical development in Zimbabwe. The main counterparts are the Office of the President and Cabinet for work on ZIMASSET and the Zimbabwe Statistical Agency (ZIMSTAT). Within the World Bank, this program is supported by the Poverty and the Social Development Global Practices. Progress to date: During 2016, ZIMREF provided support to ZIMSTAT to complete the technical work and publication work of the Zimbabwe Poverty Map based on the 2012 PICES survey data, support to MOFED to prepare the Interim Poverty Reduction Strategy Paper (IPRSP), and preparation of the 2016/17 PICES survey. The Government support to the establishment of an M&E framework was cancelled on account of commitments from other development partners, and the resources were channeled towards the IPRSP which was completed in September 2016. ZIMREF TA to the preparation of the I-PRSP was provided in the form of national consultants and logistics to support document preparation and field consultations, as well as some technical peer review. Support to 2016/17 PICES has been somewhat delayed pending consensus with Government on the issue of access to anonymized data. Following a Government team study tour to Namibia and South Africa in November, Government agreed to take concrete steps towards adopting international best practices of Open Data. The two countries have promoted open data access and at the same time regulated privacy protection and safeguarded survey and census data confidentiality while protecting issues on national security. By December 2016, an amendment of section 35 17 (Chapter 10:29) of the Census and Statistics Act was underway. The amendment will allow for access to anonymized micro data by line ministries, departments and agencies, researchers inside and outside government, development partners and non-governmental bodies and the broader public in some cases. In addition, ZIMSTAT agreed to share summary statistics of the 2010/11 PICES survey sample that presents the survey’s performance in terms of the precision of its estimates. Additional funds required to implement the PICES were mobilized from UNICEF and UNDP. Data collection on PICES is expected to commence in January 2017. Detailed discussions were also held with the ZIMSTAT sampling team to share as sample statistics for household consumption, at the National, Provincial and District levels. The questionnaire was an improvement, from previous survey tools making it suitable for collecting poverty indicators. Notably, the Government has also agreed to the addition of a module on household agricultural productivity to the PICES which the Bank is supporting with complementary resources from the Trust Fund for Statistical Capacity Building (TFSCB). A first meeting of the “Household Agricultural Productivity Survey Module Working Group” was held in November 2016 to discuss the objectives and topics of the extra survey module. This survey module aims to produce a unique integrated database on household welfare, other social outcomes and household agricultural production practices using state-of-the-art data collection techniques. Farm households will be visited twice for data collection: once after planting and again after harvesting. This module is to be administered to a subsample of around 3000 households of the PICES survey. Participation will include representatives from ZIMSTAT, various departments in the Ministry of Agriculture, Mechanization and Irrigation Development (MAMID) and the Food and Nutrition Council (FNC). The program requires that ZIMSTAT share the subsample of the PICES module on household agricultural productivity.   36 5A. National Water Project The National Water Project is a US$20 million Recipient-executed project that was approved for ZIMREF on September 24, 2015. The project will be accompanied by a Bank-executed grant to finance World Bank supervision over the life of the 4-year project of $0.8 million. It aims to improve access to and quality of water and sanitation services in selected rural growth centers, improve water resources planning and support the reform of the water sector nationally. The project has three components, notably (i) growth center water and sanitation infrastructure improvements, (ii) technical assistance for the development of a water resources master plan, establishment of a water service regulator, support to local authorities, and institutional strengthening; and (iii) project management to support the Project Implementation Unit. The project focuses on seven small town growth centers: Guruve, Gutu, Lupane, Madziwa, Mataga, Nembudziya, and Zimunya, representing one center from each ZINWA catchment. The design of the project was supported under the Analytical Multi-Donor Trust Fund to prepare an assessment of 50 small town water systems, select the geographic focus of this project, and prepare detailed engineering designs. The main counterparts are the Ministry of Environment Water and Climate (MEWC), the Zimbabwe National Water Authority, the Ministry of Agriculture, Mechanization and Irrigation Development, Ministry of Local Government Public Works and National Housing and Ministry of Rural Development, Promotion and Preservation of Cultural Heritage. Within the World Bank, this program is supported by the Water and Environment & Climate Change Global Practices. Progress to date: Progress has been slow for some components, due to delays in achieving effectiveness, and in some completing procurement processes according to Bank regulations. Component 1: Growth center water and sanitation improvements To align with available resources, the infrastructure component of the project was split into two implementation lots. Lot 1 includes Guruve, Lupane and Zimunya, for which bidding and works contracting is advanced, and groundbreaking is expected to take place early in 2017. The second phase for undertaking rehabilitation and expansion of WASH infrastructure of Madziwa, Mataga, Gutu and Nembudziya was put on hold pending the mobilization of additional resources. Sufficient expressions of interest were received from several non- ZIMREF development partners, but have been delayed pending resolution of some procedural issues. 37 Component 2: Technical assistance In the technical assistance component, bid evaluations for consultancies to develop the Water Resources Master Plan, conduct a base line study, and carry out a sanitation assessment are complete. Negotiations with the selected consulting firm to conduct the baseline study were finalized and a contract signed on December 2, 2016. The baseline will establish the supply-side status of water and sanitation services in the seven targeted growth centers. Complimentary activities on establishing the sector regulator were contracted, while TORs for the development of Service Agreements between the local governments and ZINWA were developed together by the PIU and Ministry of Rural Development, Promotion and Preservation of National Cultural Heritage. These TORs will be endorsed at a stakeholder workshop in early 2017. A Technical Advisory Committee made up of the main counterpart ministries, departments and the PIU was created to support the development of the Water Resources Master Plan. Technical evaluations were completed and award of the contract will be concluded by February 2017. The Master Plan is expected to be finalized in 2018. Component 3: Project Management The first implementation support mission was undertaken in July 2016, and a Project Coordination Workshop to help project teams familiarize themselves with Bank procedures was held in September 2016. The Project Implementation Unit hired a procurement specialist and this is expected to expedite procurement activities in 2017.   38 5B. Climate Change TA The Climate Change TA is a US$1.5 million Bank-executed program that was approved for ZIMREF by the POC on 10 September 2015 and by the TRG on March 1, 2016. The technical assistance program aims to strengthen the capacity of the Government to integrate climate change considerations into the planning, design and implementation of development activities in agriculture and sustainable land management, forest landscapes and the energy sector. The focus of the TA is on filling critical knowledge gaps in these sectors and turning existing knowledge into concrete investment plans that can be financed by both climate and development finance mechanisms, particularly with instruments such as the Green Climate fund. It builds on earlier work undertaken on the impact of climate change in water, agriculture and forestry sectors in support of Zimbabwe’s preparation for the COP21 meeting. The main counterpart is the Ministry of Environment, Water and Climate. Within the World Bank, this program is supported by the Environment and Climate Change and Food and Agriculture Global Practices. Progress to date: Initial progress on the approval and initiation of this activity was slower than anticipated with the revised concept note approved by Bank management only in October 2016. Following approval, however, a roadmap was agreed with the inter- ministerial working group on how the TA would support the overall framework for climate change and key activities were launched. During 2016 the agriculture, forestry and energy components of the work were launched with the selection of three consultant firms. The forestry component will focus on improving basic understanding of climate change/forestry issues, providing inputs into the Forestry Policy, and identifying potential investments in adaptation and mitigation as well as to identify financing possibilities. The agriculture outputs will focus on developing recommendations around updating agro-ecological zones, assessing climate changes impacts on irrigation and livestock. Both agriculture and forestry components will also develop investment options for mainstreaming climate change. The energy component will focus on identifying critical policies and investments to increase the resilience of power sector infrastructure and to develop guidelines and tools to incorporate climate change considerations in hydropower planning systems. Achievements in 2016 include: 39 ● Leveraging of additional funds in the amount of US$250,000 to build capacity to mobilize climate finance, ● Provision of training to Government stakeholders (MEWC, MAMID, Energy, IDBZ) through a one day workshop on Green Climate Fund mechanisms and discussions around options for climate finance In 2017 the program will: ● Conduct series of consultation workshop with forestry, agriculture/ environment and energy sector stakeholders to review approaches, solicit feedback and plan proposed deliverables. ● Deliver guidelines and climate resilient investment plans focusing on sustainable land management and forestry. Develop at least two climate finance proposals and build capacity of key stakeholders. 40 ANNEX I: FINANCIAL REPORT Financial Performance as at 31 December 2016 Pledges and contributions Since the establishment of the Trust Fund in 2014, a total of US$40.4 million was pledged by seven donors and the State and Peace Building Trust Fund. By December 31, 2016, US$27,5m was received and transferred into the ZIMREF Trust Fund. Contributions received from Norway (approximately US$4.1 million), Sweden (US$5 million) Switzerland (US$1.7 million), State and Peace Building Fund (US$5 million), UK (US$5.3 million); Denmark (US$1 million) and EU (US$5.4 million). Of the amount contributed by UK, US$2.1 million was received in 2016. The table below shows what was pledged and the cumulative receipts as at 31 December 2016. Income received Total cumulative investment income as at December 31, 2016 was US$231,216.66. Allocations, disbursements and available balances Of the US$27.5 million received, US$18,8 million was allocated across the eight projects and to different activities. The remaining balance is in the main fund awaiting further allocations for planned activities on a need basis. Of the allocated amount, By December 2016, US$4.8 million ( or 17% of funds received) 41 was disbursed and US$1.3 million committed, leaving an available balance of US$12.7 million Allocations and disbursements All activities missed the disbursement projections of 2016. The slow disbursement was as a result of mainly two Recipient-executed (NWP and PFM) activities which took long to be effective. The National Water Project only disbursed US$100,000 (1%) of the allocated US$5,3 million while PFM project disbursed US$193,000 (2%) of the US$5,2 million of the grant amount. 42 ZIMREF Trust Funds Financial ReporƟng summary as at 31 December 2016 ContribuƟons Pledged Received Balance Currency Pledge Denmark 913,369 913,369 - DKK5.7m EU 11,332,140 5,332,140 6,000,000 EU9.9m Germany 1,000,000 - 1,000,000 $1m Norway 4,128,163 4,128,163 - NOK18m State and Peace Building Fund 5,000,000 5,000,000 - $5m Sweden 5,026,300 5,026,300 SEK43m Switzerland 3,500,000 1,719,603 1,369,603 CHF3.5m UK-DFID 11,580,410 5,580,410 6,400,000 £6m Total ContribuƟons 42,480,382 27,299,985 15,180,397 Invest Income Received 242,046 Total income 42,480,382 27,542,031 15,180,397 Approved acƟviƟes Grant Amt Receipt Disbursement Commitment Available Balance Bank executed Output 1a: BEFSIP TA 3,200,000 490,000 220,180 232,188 37,632 Output 1b: BEFSIP TA Investment Climate 675,000 675,000 384,500 34,897 255,603 Output 2: Capital Budget: SOE/PIM 2,650,000 1,120,000 679,090 306,429 134,481 Output 2: Capital Budget: Transport 1,600,000 282,500 38,173 - 244,327 Output 3a: PFM Enhancement (BE) 800,000 235,000 143,771 - 91,229 Output 3b: Public Procurement Mod (BE) 400,000 400,000 131,312 244,463 24,225 Output 4b: Poverty Analysis 3,000,000 532,356 367,107 106,421 58,828 Output 4a: RBB - Program BudgeƟng 720,000 555,853 411,474 31,101 113,278 Output 4a: RBB - EducaƟon 690,000 522,777 371,745 61,719 89,313 Output 4a: RBB - Health 675,000 520,000 394,827 68,062 57,111 Output 5a: NaƟonal Water Devt (BE) 800,000 350,000 209,764 15,420 124,816 Output 5b: Climate Change TA 1,500,000 500,000 30,561 217,461 251,978 Total BE acƟviƟes 16,710,000 6,183,486 3,382,504 1,318,161 1,482,821 Recipient executed Grant Amt Allocated Disbursement Commitment Available Balance Output 3a: PFM Enhancement (RE, Phase 2) 10,000,000 5,000,000 193,414 4,806,586 Output 3b: Public Enhancement (RE, Phase 2) 1,600,000 1,600,000 367,333 1,232,667 Output 5a: NaƟonal Water Devt (RE, Phase 2) 10,000,000 5,000,000 100,000 4,900,000 Total AcƟviƟes 38,310,000 17,783,486 4,043,251 1,318,161 12,422,074 § for BE acƟviƟes: disbursed and/or commiƩ ed, for RE: only disbursed. Fees and Program Management Costs Grant Amt Receipt Disbursement Commitment Available Balance Program Mgmt: Staff Time 1,212,275 200,000 148,113 - 51,887 Program Mgmt: AdministraƟon 1,212,275 250,000 180,701 28,674 40,625 Corporate Fee 808,183 546,000 404,576 - 141,424 Total Fees and Program Management Cost 3,232,733 996,000 733,390 28,674 233,935 Pipeline Proposed 2016 Workplan Public Procurement (RE, Phase 2) 2,000,000 - NaƟonal Water Devt (RE, Phase 2) 10,000,000 - PFM Enhancement (RE, Phase 2) 10,000,000 - Total Pipeline 22,000,000 - To date $3.7m (including programe fees) has been disbursed which is 14% of the received contribuƟons The commitments are $806k, which means the disbursements and commitments our raƟo is 18% All the RE acƟviƟes are now effecƟve we expect that this will increase the disbursement raƟos in the next few months 43 ANNEX II: ORGANOGRAM Name of Project/TA Name of TTL and other contact people Program National Water Project • Chloe Viola, cviola@worldbank.org (TTL) • Zvikomborero Hoko, zhoko@worldbank.org (local contact) Public Procurement • Quamrul Hasan; Modernization Project (TTL), • John Sikazwe csikazwe@worldbank.org, • Blessing Karadzandima, bkaradzandima@ worldbank.org (local contact) Public Financial • Srinivas Gurazada Management • sgurazada@worldbank.org (TTL) Enhancement Project • MacDonald Nyazvigo, mnyazvigo@worldbank. org (local contact) Results-Based Budgeting • Johannes Herderschee, jherderschee@ TA Program worldbank.org (TTL, Results-Based Budgeting) • Ronald Mutasa, rmutasa@worldbank.org (TTL, Health) • Thanh Thi Mai Mthanh1@worldbank.org [TTL, Education] • Tapfuma Jongwe, tjongwe@worldbank.org (local contact, education) Climate Change TA • Pablo Pablo Cesar Benitez pbenitez@worldbank. Program org/ Raffaelo Cervigni, rcervigni@worldbank.org (TTLs) • Janet Bvumbe-Chiweshe; jbvumbe@worldbank. org (local contact) 44 Name of Project/TA Name of TTL and other contact people Program Capital Budgets TA • Ana Bellver abellver@worldbank.org (TTL) Program • Henri Fortin, hfortin@worldbank.org (TTL, PIM & SOEs) • Tuan Minh Le, tle@worldbank.org (TTL, PIM & SOEs) • Jay-Hyung Kim, jkim5@worldbank.org (TTL, PIM & SOEs) • Justin Runji, jrunji@worldbank.org (TTL, Transport); • Mirlan Aldayarov, maldayarov@worldbank.org (TTL, Energy); • Macdonald Nyazvigo mnyazvigo@worldbank.org (local contact, PIM, SOEs); • Peter Rundell peter.rundell@yahoo.co.uk (local contact, Capital Budgets overall). Business Environment, • Crispen Mawadza, cmawadza@worldbank.org Financial Sector and (TTL, FM), Investment Promotion TA • Kobina Daniel, kdaniel@ifc.org (TTL, Investment Program Climate) • Gregory Myers, Gregory-wilson-myers@ worldbank.org (TTL, Lead Land Specialist) • Melissa Brown, mbrown@worldbank.org (TTL, Agriculture) • Norman Mukwakwami, nmukwakwami@ worldbank.org (local contact, Mining) Poverty Monitoring • Rob Swinkels, rswinkels@worldbank.org (TTL) and ZIMASSET M&E TA Program 45 46 ANNEX III: ZIMREF PROGRAM RESULTS FRAMEWORK HIGH-LEVEL OUTCOME 1: Improved Business Climate, especially for MSMEs and Smallholder Farmers Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon UpdaƟng financial and Overall DTF is 47.08 percent. Zimbabwe’s economy is now 2016: 48.17% NOT ON TRACK. investment rules and dominated by MSMEs but HLO-2: Overall procedures will be sufficient public sector systems sƟll distance to the 2017: 52% to halt/reverse some of the need to adapt to serving this fronƟer on the DTF improved in three areas: Annual Doing decline in private segment. Doing Business doing business 2018: 58% dealing with construcƟon 2015: 47% Business investment, even if raƟng focuses on an average index (a permits went up by (9.73 Surveys macroeconomic policies SME. Reducing Ɵme, cost and measure of percentage points, resolving worsen. risk of doing business will industry insolvency (1.02 percentage revitalize private investment efficiency). 2019: 60% points) and registering property Vested interests are (domesƟc and foreign) and (0.82 percentage points). effecƟvely co- opted into the employment and expand the process and allow regulatory revenue base. Successful 2016: -30 BCI not yet out, to be released HLO-3: Index of changes reforms also need to be 2015: CZI Business in February 2017. percepƟon of 2017: -15 Regulatory changes are evaluated against the -37.2 Confidence the investment effecƟvely communicated to percepƟon of the ulƟmate 2018: -5 Index climate in all stakeholders and applied beneficiaries. Zimbabwe 2019: +5 by service providers. Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon Intermediate Outcome 1.1: Reduced Ɵme and cost of doing business Enhancing the ease of doing Bank TA was delivered for the business will aƩ ract new 2016: 4 draŌing of 12 Laws which were entrants into business gazeƩ ed on 28 November 2016. especially SMEs thereby 1.1.1 All relevant ON TRACK Office of the boosƟng employment, pro- business policies / 2017: 8 President and poor growth and social regulaƟons/laws Reserve Bank Amendment Act Cabinet, Clerk stability. Existent business for implemenƟng enacted to set legal framework of the legislaƟon and regulaƟons are 2015 Doing 2015: 0 for Credit Registry. 2018: 10 Parliament, not amendable to the fast Business Reform ON TRACK Office of registraƟon of companies, Memo • Government’s reform AƩ orney accessing credit, enforcing amended/enacte thrust is sustained in the General contracts, resolving d or updated. evolving poliƟcal economy; insolvency and leveraging a 2019: 13 broader set of assets for • Adequate Government collateral security. capacity to speedily The Ɵme to register a 1.1.2 Number of 2015: 90 days 2016: 60 days implement legislaƟve 91 days are required to register business is an outcome of the days taken to Annual Doing reforms; a business, this is due to the 2017: 30 days interacƟon of a cluster of register a Business Surveys Companies’ Act not yet legislaƟons and regulaƟons, business 2018: 15 days • Openness to technical enacted. 47 48 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon hence its reducƟon indicates a 2019: 10 days assistance when needed. general improvement in the ReducƟon in number of days business environment. expected once the Companies Act is enacted. NOT ON TRACK Electronic payment systems 1.1.3 % increase 2015: 0% 2016: 0% 355.6 % increase in the use of are an important part of a in the use of 2017: 5% online payments due to RBZ, Mobile modern financial system and online payments 2018: 10% liquidity crunch. money Zimbabwe is lagging behind, 2019: 15% ON TRACK companies notwithstanding good mobile telephone penetraƟon 1.1.4 Number of 2015: 0 2016: 0 Commercial Courts not yet in commercial cases 2017: 120 place because the judiciary that are handled 2018: 250 amendments have not gone Court records Specialized commercial by the new 2019: 400 through. courts are an innovaƟon in commercial Not yet done the Zimbabwean jusƟce courts system meant to speed up 1.1.5 Number of 2015: 0 2016: 0 None, results to be expected in the resoluƟon of commercial judges of the 2017: 0 2018. No trainings as yet since disputes commercial court 2018: 3 Judicial Service Commercial Courts are not yet trained in 2019: 3 Commission established commercial Not yet done jurisprudence. Intermediate Outcome 1.2: More EffecƟve and Predictable Investment and Commercial Policies Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon 2016: 45 Fieldwork is completed for the The real test of the 1.2.1 % of 3 Enterprise Surveys: (i) the effecƟveness of de jure respondents who 2017: 50 TradiƟonal changes to business laws and say that Enterprise 2015: 40 2018: 55 Enterprise (ii) an MSME and (iii) regulaƟons lies in their investment and Surveys (2011, Informal Enterprises Surveys. implementaƟon and commercial 2016, 2019) Reports to be completed in Q1 percepƟon by the business policies are 2019: 60 of 2017. public. improving ON TRACK 1.2.2 % increase 2016: 10 This is to be determined by Finscope Women face idiosyncraƟc of female-owned 2017: 25 compleƟon of Enterprise 2015: 57% Surveys; constraints and are oŌen the or managed Surveys. (2011, Enterprise 2018: 35 Enterprise least served by formal credit businesses with Not yet done Survey) Surveys (2016, markets access to formal 2019: 50 2019) financing. Intermediate Outcome 1.3: Regulatory Framework that promotes SME and smallholder access to finance and markets 1.3.1 The 2015: The WRS 2016: N/A InspecƟon of No system in place yet. IntroducƟon of a Warehouse Warehouse Act of 2007 not 2017: Movable official Not yet done Receipt System (WRS), Credit Receipt System operaƟonalized Assets Act documents Bureau and Collateral Registry designed and ; no credit passed. from the would facilitate the deepening adopted (NO-0, bureau existed 2018: Credit ministry of and inclusiveness of credit YES=1/4); the & requisite Bureau agriculture markets. Credit Bureau changes to the operaƟonal. (WRS) and RBZ 49 50 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon designed and RBZ Act were 2019: WRS (credit bureau, operaƟonalized not completed; operaƟonal. collateral (NO=0, YES=1/4); No collateral registry). and Collateral registry existed. Registry designed and operaƟonalized (NO=0, YES=1/4). Maximum Score = 1. 2016: 45 69 percent of adults in 2016 1.3.3 Percentage The broader macroeconomic now have bank or mobile 2017: 62 RBZ Online The RBZ has set a goal of 90% of adults with a environment improves for money accounts. 2015: 32 Economic financial inclusion by 2019 bank or mobile 2018: 75 the beƩ er to complement ON TRACK BulleƟn Report money account the doing business reforms 2019: 85 1.3.4 Number of 2016: 5,000 The Credit Registry database records stored on has not been launched yet. A central credit registry is a 2017: 250,000 RBZ Central the central credit 2015: 0 The poliƟcal economy Not yet done key insƟtuƟon to resolve Credit Registry registry at the 2018: 1,200,000 overcomes possible informaƟon asymmetries and Reserve Bank 2019: 3,000,000 resistance to a credit improve the funcƟoning of 1.3.5 Number of 2016: 2,000 bureau. This is to be determined by the credit markets. Credit Bureau new business 2015: 0 launching of the Credit Registry 2017: 5,000 records loans made by 2018: 10,000 database, which is not yet live. HIGH-LEVEL OUTCOME 2: Improved Capacity to Leverage Infrastructure Financing (Capital Budgets TA Program, $4.3 million) financial Not yet done insƟtuƟons based Targets Achievement against planned on the Baselines Sources and 2019: (incl. 20,000 targets IntervenƟon logic Indicators informaƟon (incl. reference means of AssumpƟons reference inherent in the year) verificaƟon Baselines year) Targets Sources and Achievement against planned credit bureau. IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons • Strengthening of internal targets Intermediate Outcome 2.1: Modern and effecƟve public investment planning in place year) year) verificaƟon audit and other 2016: DraŌ PIM commitment controls is Guidelines sufficient to correct some Revised draŌ PIM Guidelines discussed with expenditure policy reflecƟng comments were Government deficiencies. submiƩ ed to Government in 2017: PIM • Government commitment October 2016. Mobilizing greater financing Guidelines to fiscal consolidaƟon and • A sequel PIM and investment for approved & adjustment is maintained, Review (2018), infrastructure requires published even in the run-up to the 2015: Specific using the 2012 stronger public investment 2.1.1 Modern 2018: Sector 2018 elecƟon. weaknesses PIM Review for management: improved Public Investment Manuals & • Trust fund resource idenƟfied in the comparison. planning, available pre- Management templates mobilizaƟon is successful 2012 PIM • Findings of the investment financing for (PIM) framework approved in to plug the existent Review (World Strategic project preparaƟon; stable adopted; energy and funding gap for the PFM Bank) OpƟons Papers and effecƟve regulatory transport; And project. for GMB, CSC, policies; and robust public at least two • SaƟsfactory public IDBZ uƟliƟes/SOEs with strong project procurement law is public oversight. proposals enacted without appraised substanƟal interference through the from vested interests. new framework • Resources for training are 2019: N/A sufficient to bring the majority of MDAs to 51 2.1.2 PIM 2015:No 2016: N/A Not yet done. 52 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon Capacity building training of 2017: Local PIM capacity on new public and Training government training for 30 procurement framework. Program officials on PIM selected executed; government officials completed. PIM training for ‘train the trainers’ for several selected officials in Canada Queen’s University PIM Program completed 2018: PIM training for sector experts completed 2019:N/A 2.1.3 Modern 2015: No PIM 2016: N/A Not yet done. Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon PIM database and Database and 2017: Develop Management Management PIM Database System System system Developed and completed Implemented; 2018: Pilot test and manage PIM Database system 2019: N/A Intermediate Outcome 2.2: Improved governance and performance of parastatal enterprises Strengthening corporate 2.1.2 2016: SOE InspecƟon of 39 out of targeted 40 SEPs governance for Zimbabwe’s Total score on the Benchmarking documentaƟo have been completed for the State Enterprises and Corporate exercise n from the CG benchmarking exercise. 2015: No wriƩ en Parastatals (SEPs), at one Ɵme Governance (CG) completed OPC, guidelines on accounƟng for 40% of GDP, in Reform Scale: CG 2017: Parliament, Data from 87% of SEPs SOEs line with internaƟonal best Benchmarking Corporate AƩ orney collected and organised in a pracƟces will provide a fillip exercise Governance Bill General’s database for economic growth, poverty completed (NO=0, enacted ON TRACK 53 54 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon reducƟon and employment. YES=1/4); CG Bill 2018: CG Office; enacted (YES=0, regulaƟons, • Expert Review NO=1/4); CG manuals and of the new CG Manuals and guidelines in Act by World Guidelines place, At least Bank TA developed (NO=0, 2 SEPs piloƟng YES=1/4); At least the new 2 SEPs pilot the framework new CG 2019: 40% of Framework SOEs in (NO=0, YES=1/4). compliance Maximum score = with CG Law 1. 2.1.3 Number of More women holding key women versus 2015: TBA 2016: TBA management posts in SEP men in key 2017: TBA boards management 2018: TBA posts in SEP 2019: TBA boards HIGH-LEVEL OUTCOME 3: Improved AllocaƟon, Transparency & Accountability in the Use of Public Resources (Public Procurement ModernizaƟon Project, $1.6 million RE Project plus $0.4 million BE TA Program; Public Financial Management Enhancement Project, $20 million RE Project plus $0.8 million BE component) Baselines Sources and Achievements against planned Targets IntervenƟon logic Indicators (incl. reference means of AssumpƟons targets (incl. reference year) year) verificaƟon Intermediate Outcome 3.1: Improved coverage and quality of public financial controls, accounƟng and reporƟng • PEFA 2011, The draŌ annual financial 2016: 4.0 2017; PEFA statements for financial year 2019; ending Dec 31, 2016 will be due 3.1.1 Number • Use of in March 2017. The target is 2015: TBA, from ModernizaƟon and expansion of months (aŌer Country likely to be achieved because findings of PEFA 2017: 3.6 of the public financial closure of Systems the monthly and quarterly 2011, 2016; and management system will financial year) Assessment, consolidated financial Use of Country enhance transparency and taken to release 2015 (World statements have been Systems 2018: 3.3 efficiency of Government consolidated Bank) produced, regularly on Ɵme. Assessment expenditures annual financial • Annual Not yet done. (2015) statements review of the Accountant 2019: 3.0 General’s Reports Bringing all Government 3.1.2 Coverage 2015: 60% 2016: n/a Only the Grant Management expenditure under the by the IFMIS of 2017: 80% Quarterly Module of the SAP has been 55 56 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon fiduciary framework of the all expenses by 2018: 88% World Bank installed and is being piloted for Integrated Financial MDAs at district 2019: 95% Fiduciary Ministry of Health and the PFM Management InformaƟon levels as a % of Reports; Enhancement Project. System is the industry central Review of NOT ON TRACK. standard for ensuring full government MOFED reports accountability for public expenditures expenditures, a forƟori given 2016: n/a Expansion to MDAs including the very limited fiscal space. Quarterly District Councils is at the Expanding the reach of IFMIS 3.1.3 Number of 2017: 30% World Bank planning stage. to include districts and local MDAs operaƟng 2015:0 Fiduciary NOT ON TRACK. authoriƟes will enhance 2018: 45% on the IFMIS Reports; overall efficiency of resource MOFED reports 2019: 60% use. 3.1.4 Number of 2016: 2 Roll out of the IFMIS to the district councils 2017: 10 district councils is now planned uƟlizing local 2018: 20 for 2017. Review of government 2015: 0 Not yet done.. MOFED reports IFMIS for 2019: 30 management and reporƟng Intermediate Outcome 3.2: Greater Quality and ScruƟny of internal and external audit Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon 2016: 60 Four reports were considered Parliament of by Parliament in November 3.2.1 Number 2017: 60 Zimbabwe 2016. of audited Reports; financial 2018: 140 Auditor The Office of the Auditor statements or General’s General submiƩ ed 3 volumes reports 2019: 160 2015: 32 Reports of Audit Reports as follows: presented to - 29 appropriaƟon accounts The AƩ orney General’s office Parliament - 80 miscellaneous funds is very important in the PFM - 84 State Enterprises and system and can only be Parastatals effecƟve if its - 47 Local AuthoriƟes recommendaƟons and ON TRACK findings are acted upon by 3.2.2 Number 2016: 6 Six months taken to submit Parliament, another of months 2017: 6 financial statements in 2016. important element of the PFM Parliament of taken to submit 2018: 6 ON TRACK. system. Zimbabwe the 3 2019: 6 Reports; consolidated 2015: 3 Audit audited General’s financial Reports statements to Parliament 3.2.3 Number 2016: 35 Parliamentary Only 3 audit reports were 2015: 32 debated in Parliament during of audit reports 2017: 40 reports 57 58 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon debated by 2018: 40 2016. Parliament 2019: 40 NOT ON TRACK. The quick resoluƟon of 2016: 50 55% of Audit observaƟons in audit observaƟons is the 3.2.4 % of audit 2017: 60 2015 resolved. Auditor raison d’être and observaƟons ON TRACK. 2015: 40 2018: 70 Generals consolidates the standing of from preceding 2019: 90 Reports the AƩ orney General’s year resolved office in the PFM system 3.2.5 Number 2016: 10 NOT ON TRACK. of MDAs 2017: 20 Auditor covered by 2015: 10 2018: 25 General’s internal audit 2019: 30 reports The coverage of the audit reports funcƟons to all income 3.2.6 % of 2016: 20% The Auditor General’s office sources and lower levels of Internally 2017: 60% audited all seven donor funded Government is essenƟal to Generated 2018: 90% projects implemented by safeguarding public Auditor Funds (IGFs) Central Government resources 2015: TBA General’s reported in ON TRACK. Reports audited 2019: 90% financial statements The promoƟon of private- 3.2.7 Number 2016: 162 Auditor 156 sector parƟcipaƟon in of private- 2015: 155 2017: 169 General’s - 65 State Enterprises and public-sector audiƟng sector-audited 2018: 175 Reports Parastatals Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon leverages criƟcal audit public agencies - 91 Local AuthoriƟes in capacity and strengthens 2016 2019: 182 capacity for the overall audit funcƟon in countries NOT ON TRACK. Intermediate Outcome 3.3: Greater transparency, accountability and effecƟveness of public procurement 3.3.1 Revised 2016: 0 Public Procurement and draŌ 2017: 1 Disposal of Public Assets Bill procurement 2018: 1 gazeƩ ed 26 October 2016. Parliament law (bill) 2015: 0 ON TRACK. records submiƩ ed to 2019: 1 parliament (NO=0, YES=1) Strengthening the public 3.3.2 E- 2016: 0 A four months contract (signed procurement system procurement 2017: 1 November 2016) to develop E- Office of the enhances transparency and strategy is 2018: 1 Procurement Strategy was 2015: 0 President and efficiency of public adopted by issued to a ConsulƟng Firm. Cabinet (OPC) expenditures Government 2019: 1 ON TRACK. (NO=0, YES=1) 3.3.3 E- 2016: 0 AcƟvity not yet done, awaiƟng procurement 2017: 1 State finalisaƟon of the E- system 2018: 1 Procurement Procurement 2015: 0 requirements Board (SPB) Strategy by the ConsulƟng Firm. defined and 2019: 1 reports Not yet done. bidding 59 60 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon documents developed (NO=0, YES=1) 3.3.4 CumulaƟve 2016: 30 Procurement management units number of 2017: 60 in MDAs were trained and procurement 2018: 60 equipped on how to conduct management procurement. units in MDAs 2015: 0 OPC reports ON TRACK. trained and 2019: 60 equipped to conduct procurement 3.3.5 2016: 100 353 stakeholders were trained CumulaƟve 2017: 1000 on new procurement number of 2018: 1000 framework. stakeholders ON TRACK. 2015: 0 SPB reports trained on the new 2019: 1000 procurement framework 3.3.6 2016: 0 SPB, OPC The Procurement Performance Procurement 2017: 1 reports Monitoring Framework was 2015: 0 submiƩ ed to OPC. performance 2018: 1 monitoring 2019: 1 ON TRACK. Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon system is established The framework is to be (NO=0, YES=1) operaƟonalised in the E- Procurement Guidelines. 3.3.7 Standard 2016: 0 SPB, OPC Development of the standard Catalogue for 2017: 1 reports catalogue for common common 2018: 1 procurement of goods and procurement of services, awaits finalisaƟon of goods and 2015: 0 the E- Procurement Strategy. services is Not yet done. developed and 2019: 1 adopted (NO=0, YES=1) The development of E- 3.3.8 E- 2016:0 Procurement Guidelines, await procurement 2017:1 2015:0 the finalisaƟon of the E- Guidelines 2018:1 Procurement Strategy. developed 2019:1 Not yet done. 3.3.9 % of Procurement Law women 2016:TBA gender neutral in engagement in 2015:TBA issues to do with the preparaƟon 2017:TBA equity and of the transparency 61 Baselines Targets Sources and Achievement against planned 62 IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon Procurement Law to provide Law 2018:TBA groundwork for the empowerment of women 2019:TBA HIGH-LEVEL OUTCOME 4: Improved AllocaƟon, Transparency & Accountability in the Use of Public Resources (Poverty Monitoring and ZIMASSET M&E Technical Assistance Program, $3.0 million BE TA Program; and the Results -based BudgeƟng TA Program, $2.1 million) Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon Intermediate Outcome 4.1: ImplementaƟon of results -based budgeƟng and planning Increasing the results focus 4.1.1 2015: No 2016: 3 ministries NaƟonal Budget 2017 NaƟonal Budget is of public expenditures will CumulaƟve ministries Statements, presented to Parliament in maximize the social welfare number of MOFED Reports; Program-Based BudgeƟng contribuƟon of Government Project format for 9 ministries. ministries expenditure in the face of a Monitoring ON TRACK. severely constrained fiscal adopƟng Reports 2017: 9 ministries space. program-based 2018: All ministries budgeƟng and The ministries have planning 2019: All ministries capacity for meeƟng the high demands The HFP was draŌed, adopted for data inherent in by the Government and 2016: HFP in place results-based launched in January 2017. NaƟonal Health budgeƟng ON TRACK 4.1.2 Existence of Financing Policy; 2015: No Health HEALTH TA Health Financing HFP Financing Policy 2017: HFP in place Policy DisseminaƟon Report 2018: HFP in place 2019: HFP in place PoliƟcal stability is 63 64 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon maintained in the The development of a NaƟonal country. There is a Health Financing Strategy rebound in the (NHFS) with a clear tracking 4.1.3 Existence of economic framework for coordinaƟng a NaƟonal Health environment, health financing and Financing Strategy NaƟonal health enabling some coordinaƟon has begun in with a clear 2016: No NaƟonal accounts reports; improvements in the collaboraƟon with UNICEF and tracking 2015: No NaƟonal HFS in place Household fiscal space and WHO. framework for Health Financing health sustaining health coordinaƟng Strategy expenditure service delivery Fiscal Space Analysis related to health financing survey the development of the HFS has and coordinaƟon been completed. ON TRACK 2017: HFS in place 2018: HFS in place 2019: HFS in place 2016: No NHA Analysis of survey data and report in place complementary data sets has NaƟonal Health 4.1.4 Existence of 2017: NHA report in been completed and a draŌ 2015: No NaƟonal Accounts Report; 2015 NaƟonal place report will be ready for Health Accounts HFS The lack of poliƟcal Health Accounts 2018: NHA report in circulaƟon in first quarter 2017 Report DisseminaƟon will to make Report place ON TRACK Report anonymized micro- 2019: NHA report in place data available to Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon researchers for more Awaits results from NHA 2015 4.1.5 % of 2016: TBA in-depth domesƟc financing socioeconomic for Health (Gvt, 2017: TBA 2015 NaƟonal analyses is resolved Private, Health Accounts; in line with United 2015:TBA Household) 2018/19 NaƟonal NaƟonal staƟsƟcal relaƟve to The 2018: TBA Health Accounts standards. Total Health Expenditure (THE) 2019: TBA 4.1.6 % of 2016: TBA Awaits results from NHA 2015 household 2015 NaƟonal expenditure 2017: TBA Health Accounts; 2015:TBA relaƟve to Total 2018: TBA 2018/19 NaƟonal Health Health Accounts Expenditure 2019: TBA 4.1.7 Framework 2015: No naƟonal 2016: Teacher MOPSE Reports Working Group was established EDUCATION TA for the framework for Professional Comprehensive and has carried out consultaƟve establishment of a teacher Council (TPC) Report on the process including a Bank funded The overall objecƟve of this body to support professionalizaƟon Working Group establishment of study tour in May 2016. TA is to support the the in place established a TPC for 65 66 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon st Government’s efforts to professionalisa on Proposed New 2017: Zimbabwe 1 draO of comprehensive improve educa on outcomes of the teaching curriculum Comprehensive Inves ng in this TA report has been developed and by increasing knowledge, profession framework Report on proposed will prepare the will now be taken to teachers strengthening capacity, and including a Dra recommends the Teaching Council ground for broader around the country for lobbying upda ng prac ces in teacher Teaching Council need for a Teacher for Zimbabwe MOPSE-WB and buy-in purposes. management and Bill professional body 2017: DraO partnership post re- ON TRACK development, Math Teaching Council engagement. pedagogy, con nuous Act in place and student assessment and ICT ready for The MoPSE is fully use in Educa on so as to Parliament open to Technical address gaps in learning Assistance and is 2018: Teaching outcomes. willing to work with Professional the WB team in Council established order to achieve 4.1.8 # of MoPSE 2015:New 2016: District Math NaAonal Math the objecAves of All District Math Panelists (both District Math curriculum Panelists trained conference this TA. Primary and Secondary) from panelists with framework during NaAonal report the country’s 72 Districts were improved Math demands new Math Conference Training Manual PoliAcal stability is trained in inquiry based pedagogy skills pedagogical skills 2017: Training MoPSE internal maintained thereby pedagogical skills in May 2016. and approaches to Manual for Math Reports allowing smooth ON TRACK 4.1.9 Training the teaching and teachers developed Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon Manual for Math learning of Math flow of TA acƟviƟes teachers and Science developed in line with new 2016: NaƟonal curriculum Math Conference: Limited innovaƟve pedagogical skills on the part of Math teachers to effecƟvely facilitate the teaching and learning of Math under new curriculum 67 68 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon 2015: No naƟonal 2016: ICT in Final draŌ of the NaƟonal ICT in ICT in EducaƟon EducaƟon Policy EducaƟon Policy developed and Policy Framework team is currently going through 4.1.10 NaƟonal 2015: New established official Government adopƟon ICT in EducaƟon Curriculum processes. Policy developed 2016: DraŌ ICT in framework and adopted to EducaƟon Policy integrates the use Launch of the policy has been guide the effecƟve developed of ICT into day to earmarked for March 2017. and efficient use NaƟonal ICT in day teaching and NOT ON TRACK of ICT to support 2017: ICT in EducaƟon Policy learning across teaching and EducaƟon Policy MoPSE Reports subjects learning, planning, adopted and in 2016: EducaƟon management and place Sector Strategic administraƟon, Plan prioriƟzes the 2017: ICT in and at all levels of development of EducaƟon the MOPSE ICT in EducaƟon ImplementaƟon Policy plan and budget developed 4.1.11 Existence of 2015: ConƟnuous 2016: WB-ZIMSEC No progress recorded as the a Teacher training assessment was only partnership ZIMSEC reports Ministry had evolving prioriƟes program/manual applicable to established and MoPSE Reports in regard to this area. on conƟnuous pracƟcal/tech-voc formalised Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon classroom subjects 2016: ConƟnuous Furthermore two separate assessment in line 2015: Proposed new Assessment internaƟonal consultants that with the new curriculum Training Manual for the team had idenƟfied all curriculum framework Teachers developed pulled out of the TA and this has recommends the contributed to further delays. use of conƟnuous assessment in all ZIMSEC conƟnues commiƩ ed to learning areas working with WB and efforts are 2017: Pilot training 2015: Limited underway to engage new of teachers using knowledge on the consultants to work with them. developed manual part of teachers in NOT ON TRACK regard to conƟnuous assessment Intermediate Outcome 4.2: Improved poverty monitoring and evaluaƟon 69 Baselines Targets Sources and Achievement against planned 70 IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon • PICES Survey Statutory RegulaƟon to open implementaƟo access to micro-data draŌed n and and commented on. Following a disseminaƟon recent study tour, the reports; Government has decided to • VerificaƟon of amend the StaƟsƟcal Law existence of a instead. protocol at ZIMSTAT 2016/17 PICES survey will start HLO-8: The facilitaƟng in early 2017 with ZIMREF, 2016/17 PICES public access to UNDP, UNICEF and AfDB Survey is anonymized funding. Enhancing access to high- conducted (NO=0; PICES data. quality poverty data, in turn YES=1/4), DraŌ quesƟonnaire for the to support a stronger focus analyzed and 2016/17 PICES Survey is in on poverty monitoring, will report produced 2016: PICES Survey place. contribute toward enhancing (NO=0; YES=1/4), starts and access to 2015: Score=0 the efficiency of public disseminated microdata granted. Sample frame for 2016/17 expenditure for the (NO=0; YES=1/4) S=1/4 PICES has been agreed on: 30 achievement of the globally and poverty 000 households. agreed sustainable microdata is made development goals (SDGs). available (NO=0; A Household Agricultural YES=1/4). ProducƟvity Survey Module Maximum score = Working Group meeƟng was 1. held to discuss the objecƟves and topics of the extra survey module to be administered to a sub sample of around 3000 households of the PICES survey. ON TRACK. Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon 2017: PICES Survey completed & report produced. S=1/2 2018: PICES Survey disseminated. S=3/4 2019: Score=1 71 72 HIGH-LEVEL OUTCOME 5: Improved Resilience in one key basic service and an important area of vulnerability (NaƟonal Water Development Project, $20 million RE Project plus $0.8 million BE component; Climate Change TA Program, $1.6 million BE) Baselines Achievements against targets Targets Sources and (incl. IntervenƟon logic Indicators (incl. reference means of AssumpƟons reference year) verificaƟon year) Intermediate Outcome 5.1: Improved access to, and sustainability of small town water supply 2016: 0 Bids for Works contract for Lot 1 (Lupane, Zimunya and Guruve) 2017: 3 5.1.1 Number of closed on December 2nd 2016. small-town water 2018: 5 Bid evaluaƟons to be completed Project monitoring supply systems 2015:0 by year end. reports rehabilitated and upgraded 2019: 7 Contract negoƟaƟons to be Water-service completed by January 2017. agreements ON TRACK. 5.1.2 % of people with 2015: TBA 2016: Baseline between ZINWA Contractor to conduct the Baseline WASH and local town access to safe drinking from ongoing completed Baseline WASH Survey has been Survey; councils governing water in seven (7) Baseline 2017: 53% idenƟfied, contract is being ZINWA Project the supply and Improved access to safe small towns (out of a WASH negoƟated. 2018: 60% monitoring reports purchase of drinking water and sanitaƟon targeted 52,000 Survey. An NOT ON TRACK. Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon services is integral to the SDGs people) earlier treated bulk water and indeed a key indicator of esƟmate are signed without local government capacity to (2008/2009) 2019: 69% delay; deliver public services. The puts the small-town WASH sector is figure at 46% There is no relaƟvely under-served 2015: TBA 2016: TBA (= resistance to the The number of people with compared to the larger towns from the baseline, TBA) targeted increases access to sanitaƟon services in and ciƟes where the African ongoing Local clinic records in water tariffs to the three small towns targeted 5.1.3 CumulaƟve 2017: 36,000 Development Bank and other Baseline (which should also guarantee for waste-water rehabilitaƟon is number of people partners have made WASH 2018: 48,000 be supported by sustainability of to be informed by progress on with access to significant investments since Survey. A the Baseline WASH the WASH the construcƟon site (5.1.1) and sanitaƟon services in the 2008 cholera outbreak. 2008/2009 Survey, 2016). investments; the baseline study (5.1.2). the three small towns The seven towns were Baseline Also, progress Not yet done targeted for waste- selected for housing a WASH Survey 2019: 52,000 reports from There is no delay water rehabilitaƟon. disproporƟonate share of the confirmed ZINWA to the planned poor, including new areas and the figure to procurement of satellite seƩ lements that be 30% goods and services were not served by naƟonal 5.1.4 Progress in 2015: Project monitoring due to weaknesses The Bank has reviewed the WASH infrastructure at all. developing NaƟonal Water 2016: Progress = 0 reports; in the naƟonal bid evaluaƟon reports for the Water Resources Resources Documentary procurement development of the NaƟonal Master Plan (NO=0, Management 2017: Progress = 0 evidence from the system. Water Resources Master Plan YES=1); and adopƟon Strategy MWEC and sent back comments to 73 74 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon of Plan (NO=0, YES=1) (1990s); 2018: NaƟonal The poliƟcal ZINWA. River System Water Resources economy of ON TRACK Development Master Plan naƟonal water Plans/Catchm developed sector regulaƟon ent Outline (Progress=1) does not hinder Plans (mid- 2019: NaƟonal agreement on the 2000s). Water Development planned NaƟonal Progress = 0 Master Plan Water Resources adopted (Progress = Master Plan. 1) Resource 2016: 0 mobilizaƟon is None, number to be expected in 5.1.5 New number of successful to plug 2017: 31,000 2017. people with access to 2015:0 the exisƟng 2018: 42,000 Not yet done clean water funding gap of 2019: 48,000 5.1.6 Number of new 2016: 0 US$10 million. None, number to be expected in piped household 2017: 2,600 ZINWA Progress 2017. water connecƟons 2015: 0 2018: 3,700 Reports Not yet done resulƟng from the 2019: 4,700 project intervenƟon 5.1.7 Number of 2016: 0 None, number to be expected in rehabilitated piped 2017: 6,391 2017. 2015: 0 household water 2018: 7,050 Not yet done connecƟons 2019: 7,774 Baselines Targets Sources and Achievement against planned IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon 2016: 3,500 Training plan on wáter and 5.1.8 Number of 2017: 7,000 sanitaƟon has been approved. people trained on 2015: 0 2018: 10,500 NOT ON TRACK water and sanitaƟon 2019: 14,000 2016: 0 This acƟvity is to be informed by 5.1.9 % of ciƟzen 2017: 60 the Baseline Survey WASH. complaints addressed 2015: 0 2018: 70 Not yet done.. saƟsfactorily 2019: 80 5.1.10 New number of 2016: 0 None, number to be expected in sanitaƟon plans 2017: 0 2018. 2015: 0 prepared for growth 2018: 7 Not yet done.. centers 2019: 7 5.1.11 Number of 2016: 0 ToRs for the development of Water Service 2017: 0 service agreements templates 2015: 0 Agreements prepared 2018: 7 developed. for growth centers 2019: 7 ON TRACK. 5.1.12 % of members 2016:TBA Existence of water of water groups 2017:TBA bodies with 2015:TBA /boards and uƟliƟes 2018:TBA women who are women 2019:TBA representaƟves Intermediate Outcome 5.2: Improved capacity to integrate climate into development planning 75 Baselines Targets Sources and Achievement against planned 76 IntervenƟon logic Indicators (incl. reference (incl. reference means of AssumpƟons targets year) year) verificaƟon Strengthened capacity of the 5.2.1 Guidelines for 2016: TA program PoliƟcal will and TA program was approved by Government of Zimbabwe to integraƟng climate approved and 3 inter-agency POC. (i) integrate climate change resilience into six (6) technical reports cooperaƟon within 2015: No consideraƟons into the sectors commissioned Government on Three technical reports guidelines planning, design and infrastructure/policies 2017: All technical Climate Change TA Climate Change are commissioned with TORs agreed and implementaƟon of : water, energy, agro- reports monitoring reports sustained; with the Government for: investment development projects in ecological zoning, commissioned plan in place. certain sectors and (ii) turning livestock, irrigaƟon, Baselines Targets and stakeholder Sources and There is threshold Achievement 1. Forestry against planned IntervenƟon exisƟng logic into knowledge Indicators and forestry. (incl. reference (incl. reference workshops means of AssumpƟons capacity within targets 2. Agriculture and irrigaƟon concrete investment plans year) year) completed verificaƟon Government to (including aspects of climate that can be financed by both 5.2.2 Investment plan 2018: All four propel the TA finance) climate and development for climate change guidelines prepared process forward; 3. Water finance mechanisms is resilience focusing in and issued. imperaƟve for building one sector Fiscal space within Water Energy Workplan Prepared climate change resilience Investment Plan Government ON TRACK. Supported in one improves over the sector course of the fiscal year to sustain the One Project design of domesƟc idenƟfied and financing proposal mechanisms for developed/submiƩ e climate change d for accessing internaƟonal climate finance resources http://www.worldbank.org/en/programs/zimbabwe-reconstruction-fund