Cambodia – JCPPR CY2012 88684 KINGDOM OF CAMBODIA 2012 JOINT COUNTRY PORTFOLIO PERFORMANCE REVIEW MINISTRY OF ECONOMY AND FINANCE ASIAN DEVELOPMENT BANK WORLD BANK JAPAN INTERNATIONAL COOPERATION AGENCY BACKGROUND PAPER May 2013 Version for Public Disclosure| i Cambodia – JCPPR CY2012 ABBREVIATIONS AND ACRONYMS ADB Asian Development Bank CAR Council for Administration Reform CY Calendar Year DFGG Demand for Good Governance Project DIC Department of Investment and Cooperation DMS Debt Management Strategy DP Development Partner DPP Department of Public Procurement EA/IA Executing and Implementing Agencies FMM Financial Management Manual GDP Gross Domestic Product GGF Good Governance Framework IDA International Development Association IMF International Monetary Fund JCPPR Joint Country Portfolio Performance Review JFPR Japanese Fund for Poverty Reduction JICA Japan International Cooperation Agency KICPAA Kampuchea Institute of Certified Public Accountants and Auditors M&E Monitoring and Evaluation MDTF Multi Donor Trust Fund MEF Ministry of Economy and Finance MOI Ministry of Interior MOU Memorandum of Understanding NAA National Audit Authority ODA Official Development Assistance POC Priority Operating Costs PDMS Portfolio Database Management System PDO Project Development Objectives PFMRP Public Financial Management Reform Program PM Procurement Manual PMTF Procurement Monitoring and Tracking Forms PMU Project Management Unit PPF Project Preparation Facility PRC Procurement Review Committee PRF Project Readiness Filters QPPR Quarterly Portfolio Performance Review RGC Royal Government of Cambodia RMF Results Management Framework RMP Risk Management Plan SCS Steering Committee Secretariat SOP Standard Operating Procedures TA Technical Assistance TOR Terms of Reference TOT Training of Trainers TF Trust Fund WB World Bank Version for Public Disclosure| ii Cambodia – JCPPR CY2012 Table of Contents Introduction .................................................................................................................................................. 1 Lessons from Previous JCPPR / Future Considerations .............................................................................. 1 Overview of Joint Portfolio ......................................................................................................................... 2 A. Implementation Environment.......................................................................................................... 2 B. Loans, Credits and Grants ................................................................................................................ 3 C. Technical Assistance Grants and Trust Funds .................................................................................. 4 Joint Portfolio performance ......................................................................................................................... 5 A. Performance of Investment Loans, Credits and Grants ................................................................... 5 B. Implementation Update from 2011 Action Plan ............................................................................. 8 C. Key Systemic Portfolio Bottlenecks................................................................................................ 16 Conclusions ................................................................................................................................................ 20 Annex 1: Project Preparation Actions ........................................................................................................ 21 Annex 2: WB M&E Findings and Constraints .......................................................................................... 22 Annex 3: ADB/WB/JICA Portfolio CY2012............................................................................................. 23 Annex 4: 2013 Joint Action Plan to Improve Portfolio Performance ....................................................... 32 Annex 5: 2012 Portfolio Results Management Framework ...................................................................... 38 Version for Public Disclosure| iii Cambodia – JCPPR CY2012 INTRODUCTION 1. This joint Background Paper has been prepared by the World Bank (WB), the Asian Development Bank (ADB), and the Japan International Cooperation Agency (JICA) for reference purposes during the annual Joint Country Portfolio Performance Review (JCPPR), which was conducted by the Ministry of Economy and Finance (MEF) of the Royal Government of Cambodia (RGC) and the three development partners (DPs) on April 2 and 3, 2013. The JCPPR simultaneously reviewed the performance of all programs and projects funded by the three DPs for the calendar year (CY) 2012, which coincides with the financial year of both RGC and ADB. The portfolio data presented herein for WB and JICA have been adjusted to match the calendar year. 2. The JCPPR will update the Results Management Framework (RMF) for overall portfolio performance. A component of RMF, the Joint Action Plan, was reviewed by MEF and the DPs. The Joint Action Plan and RMF updates are included in Annex 4 and Annex 5. 3. The format of the JCPPR follows that of recent years. MEF and the DPs held technical discussions with program and project executing agencies (EA) and implementing agencies (IA) to discuss overall sector performance and individual program/project progress, and identify common issues that affect both. One or more working sessions was then conducted among MEF and the DPs to finalize the Action Plan and review the RMF. Together with a draft Memorandum of Understanding (MOU), these documents will be discussed at a plenary wrap-up meeting of all stakeholders. The process is expected to be concluded by May 2013. LESSONS FROM PREVIOUS JCPPR / FUTURE CONSIDERATIONS 4. Positive lessons learned from the JCPPRs of recent years include:  Strong leadership by MEF. Senior officials of the Department of Investment and Cooperation (DIC) continue their strong ownership of the JCPPR process and staff of the ADB, WB and Bilateral divisions have been proactive in preparation and implementation of consultation meetings with EAs/IAs and analysis of the findings.  Joint participation of DPs. As well as ADB and WB, which have similar internal procedures and have joined in the JCPPR process for the last six years, this is the third year that JICA has joined the process. JICA appreciates the collaboration of the DIC and its leading role in coordinating Official Development Assistance (ODA) in Cambodia.  Broadening the number of participating DPs. Given the significant role of other DPs in Cambodia’s development, such as China and Korea in the area of infrastructure development, JICA encourages RGC to involve those donors in this joint framework.  Realism and candour by participants. Frankness by all JCPPR participants has continued in respect of discussing all issues openly and finding solutions.  Focused Action Plan. The simplified Action Plan produced from the JCPPR, introduced in 2010, has been found to be more manageable. 5. Suggestions for consideration for the next JCPPR CY2013 include:  Monitoring of actions specified in the Action Plan. DPs will jointly monitor and review the progress of agreed upon actions and coordinate with MEF at least on a semi-annual basis. Page | 1 Cambodia – JCPPR CY2012  Examine JCPPR processes of neighbouring countries. JCPPR experiences, lessons learned and good practices from neighboring countries may provide valuable inputs to the Cambodia JCPPR process and should be encouraged.  Streamline the JCPPR Background Paper. The DPs and MEF articulated the desire for the JCPPR background paper to keep the reader’s focus on main issues by reducing report text and focusing only on key tables and figures in the body of the paper. Additional tables and graphs that support portfolio data analysis and sector indicators should be referenced in the annex 3. Updates and developments from the action plan could also be more clearly noted.  Modify content and logistics of JCPPR Meetings. Based on the JCPPR consultation meetings held in April 2013, changes to further improve next years’ JCPPR meetings were suggested. In terms of content, MEF, DPs, and IAs/EAs suggested: setting strategic directions (e.g., National Development Strategic Development Plan, debt strategy, sector strategies) which would provide useful context for discussions; sharing good practice, allotting time to update progress from the last joint action plan; and engaging programming and technical sides for new projects. Details are outlined in the joint action plan in annex 4. OVERVIEW OF JOINT PORTFOLIO A. Implementation Environment 6. Cambodia achieved strong economic growth in 2012 with 7.2% GDP. This was supported by moderate growth in agriculture of 4.3%, despite sporadic drought and flood, growth in manufacturing of 9.2%, and growth in the service sector of 8.1%1. However, exports slowed to 10.5% down from 34% in the previous year due to lower demand in the US and the EU2. Inflation, according to the IMF, was 3.5% thanks to stable domestic food and gasoline price, and is expected to grow slightly to 4% in 20133. Cambodia’s external debt reached 29% of GDP in 2012, up from 28% in 20114. 7. Other developments of importance during 2012 relating to the portfolio implementation environment include the following:  Phasing out of Priority Operating Costs (POC) and entering into a post-POC transition period.  Issuance of sub-decree on Standard Operating Procedures (SOP), which comprises the SOP Manual, Procurement Manual and Financial Management Manual for externally assisted projects. The SOP has sharpened important principles such as the “one project – one manager� principle; mandated submission of procurement tracking forms and; incorporated risk management plans, such as Good Governance Framework with requirements to monitor them during implementation. Further needed steps include operationalization of SOP and capacity building for project administration, procurement, and financial management.  The 2011-2018 Public Debt Management Strategy (DMS), aims to help Cambodia maintain its long term sustainable debt management at a low risk rating. With the DMS, a debt ceiling may limit the number of loans signed by RGC and DPs in any given year. An implication will be that new projects under processing will require better preparation and readiness for implementation. 1 Ministry of Economy and Finance 2 East Asia and Pacific Economic Update, World Bank 3 Cambodia Staff Report 2012, IMF 4 East Asia and Pacific Economic Update, World Bank Page | 2 Cambodia – JCPPR CY2012 8. All of these developments have been discussed among the MEF and DPs during 2012 in terms of their impact on portfolio performance. It is proposed that those discussions are updated during the JCPPR and reflected in the MOU. B. Loans, Credits and Grants 9. The number of active projects and programs funded by loans, credits and grants for CY2012 is shown in Table 1. Table 1: Active Projects and Programs CY2012 No. Of Total Disbursed Target Cumulative Funding Source Projects / Commitment in During Disbursement in Disb. to end Programs CY2012(US$m) CY2012(US$m) CY2012(US$m)5 CY2012(US$m) WB Total (all investment lending) 13 408.93 91.06 91.64 274.11 Comprising: IDA funds 11 229.50 45.09 64.34 131.10 Trust funds 7* 179.43 45.97 27.30 143.01 ADB Total (all lending) 35** 920.57 94.23 100.79 252.74 Comprising: Investment lending 30 823.51 79.49 85.57 227.63 Program loans 5 97.06 14.74 15.00 25.11 JICA Total Loans 17 677.14 36.34 - 84.18 Comprising: Loans 7 360.50 36.34 - 84.18 Grants 10 316.64 - - - Totals 65 2006.64 221.63 192.43 611.03 *Including five co financing trust funds. **ADB Financed project/program that consists of more than one loan and grant components is counted as one project only. 10. The sector distribution of committed funds from ADB, WB and JICA is shown in Figure 1, Figure 2, and Figure 3 respectively. ADB Commitments CY2012 WB Commitments CY2012 (US$ million) (US$ million) Human Development, 102.9 Infrastructure, Public Sector 115.8 Infrastructure, Human Management, 358.1 105.4 Development, 196.5 Agri/Rural Development, 311.8 Agri/Rural Development, 47.5 Public Sector Management, 49.2 Figure 1 Figure 2 5 Based on CDCF pledge Page | 3 Cambodia – JCPPR CY2012 JICA Commitments CY2012 (US$ million) Public Sector Management, 27.6 Agri/Rural Development, 54.1 Infrastructure, 276.5 Figure 3 C. Technical Assistance Grants and Trust Funds 11. A list of projects funded by ADB’s Technical Assistance (TA) facilities or WB’s Trust Fund (TF) window in CY2012 is in Annex 1 and a summary is shown in Table 2. Table 2: Active TA and TF Funded Projects in CY2012 Cumulative Total Disbursed in Disbursement to end No. of Funding Source Commitment CY2012 (US$ CY2012 Projects (US$ m) m) US$ m % WB TF (recipient executed)6 8 10.129 2.467 7.307 72% WB TF (Bank executed) 25 23.296 4.166 13.612 58% ADB Advisory TA 15 27.575 2.824 7.31 27% ADB JFPR TA 3 5.400 0.823 3.58 66% ADB Project Preparation TA 11 10.250 2.854 6.13 60% Totals 62 76.65 13.13 37.94 49% 12. Details of the TAs and TFs may be found in the annex and a graphical comparison of the TA/TF portfolios for the last four calendar years is presented in Figure 4. TA/TF Commitments & Cumulative Disbursements (WB recipient executed TF and ADB Advisory & JFPR TA) 35 30 25 US$ million 20 15 10 5 0 2009 2010 2011 2012 Year ADB Commitment ADB Disbursement WB Commitment WB Disbursement Figure 4 6 This includes only micro and small TFs (below $50,000; $5,000,000 respectively); it excludes large TFs that support sectoral projects and programs which are captured under Table 1. Page | 4 Cambodia – JCPPR CY2012 JOINT PORTFOLIO PERFORMANCE A. Performance of Investment Loans, Credits and Grants 13. The highlights are outlined below, with trends of the key performance indicators discussed in more detail in the following paragraphs:  Number of active projects: Year-on-year change (CY2011 to CY2012) of active projects varied widely among DPs: o ADB active projects slightly decreased by 5.4% (a decrease by 2 projects from 37 to 35 projects). Most new projects are in the transport, agriculture/natural resources and the education sectors. It is expected that urban and water supply projects will increase in the coming years. o WB active projects decreased by 38% (a decrease of 7 projects). o JICA active projects decreased by 13% (a decrease of 1 project).  Value of commitments: The value of DP portfolios similarly changed in CY2012, reflecting portfolio maturity and number of active and new projects. o The value of the ADB portfolio grew by US$260 million, totalling US$920.3 million by December 2012 over the average of past 5 years (2007-2011). o The value of the WB portfolio decreased by US$75.9 million, totalling US$408.93 million. No new projects commenced in CY2012. o The value of JICA loan commitments remained steady, totalling US$360.5 million, compared to US$362.4 in 2011.  Disbursements: o The ADB CY2012 investment project portfolio disbursement ratio fell dramatically from 22.5% to 13.5%. o The disbursement ratio for the WB and JICA, on the other hand, improved significantly from 32.9% to 43.9% and 7.5% to 13.5% respectively in CY2012. o For each DP, the trends in disbursement ratio for investment lending in CY2011 continued along the same trajectory for CY2012.  Average age: o The average age of the WB portfolio has been increasing yearly since CY2008, reaching 5.1 years in CY2012. o The average age of ADB-funded projects since CY2006 has ranged from 4.9 to 5.3 years for the last 5 years. It slightly increased to 5.4 year in CY2012. o The average age of JICA’s portfolio has remained steady over the past 3 years, with an average of 4.1 years in CY2012, comparable with that of ADB and WB.  Project risk: o The number of projects at risk has decreased from 3 in 2011 to 1 in 2012 of ADB portfolio. o The number of projects at risk has remained the same in the WB portfolio for the past 2 years, at 6. Size of Portfolio Page | 5 Cambodia – JCPPR CY2012 14. The number of investment projects for the last four years and value of commitments for the last four years are shown on Figure 5 and Figure 6 respectively. Number of Active Investment Projects Committed Investment Funds ADB Funded WB Funded JICA Funded ADB Funded WB Funded JICA Funded 40 1,000 35 900 Number of Active Projects 800 30 700 25 600 US$ m 20 500 15 400 300 10 200 5 100 0 0 2009 2010 2011 2012 2009 2010 2011 2012 Year Year Figure 5 Figure 6 15. The total ADB commitment (including programs) from 2011 to 2012 increased to approximately US$920.57 million (US$823.51 million excluding programs), the highest commitment level since 2005. In contrast, the value of the WB portfolio fell by US$76 million due to no new projects coming on-stream and the closure of several projects. This WB investment level roughly matches that of CY2008. The value of the JICA portfolio remained steady in CY2012. The value of the Japanese yen against the US dollar7 did not have impact as it did in CY2011. Disbursement Ratio 16. The trends in the disbursement ratio and quantum of disbursed funds for the last eight years are shown in Figure 7 and Figure 8 respectively. The disbursement ratio is defined by WB as the total disbursements in the year divided by the opening undisbursed amount for that year, and is restricted to investment lending. The disbursement ratio target for investment project support is ≥20% corresponding to average project duration of five years and balanced average age of the portfolio. For each DP, the trends in disbursement ratio for investment lending in CY2011 continued along the same trajectory in CY2012. 7 The JICA portfolio is valued in yen and converted to US dollars at historic cost. Page | 6 Cambodia – JCPPR CY2012 Trends in Disbursement Ratio for Investment Lending WB ADB JICA 50% 45% 40% Disbursement Ratio 35% 30% 25% 20% 15% 10% 5% 0% 2005 2006 2007 2008 2009 2010 2011 2012 Year Figure 7 Trends in Disbursement of Funds for Investment Lending WB Actual WB Forecast ADB Actual ADB Forecast JICA Actual 140.0 120.0 Disbursement (US$ m) 100.0 80.0 60.0 40.0 20.0 0.0 2005 2006 2007 2008 2009 2010 2011 2012 Year Figure 8 17. The WB portfolio disbursement ratio, jumped significantly from 20.8% in 2010 to 32.9% in 2011 to 43.9% in 2012, due to most projects having matured and the portfolio being largely unaffected by procurement delays during slow start-up. Actual WB funds disbursed decreased slightly after five consecutive years of increase, down from US$91.5 million in 2011 to US$91.1 million in 2012. The JICA portfolio disbursement had a notable increase, by about US$15.5 million in 2012 (70% increase over CY2011) due mainly to the Greater Mekong Power Network Project and the North Water Supply Project. 18. The ADB disbursement ratio decreased from 22.5% in 2011 to 13.5% in 2012 because of the increase in the portfolio amount to $920.567 million. On the one hand several new projects were added to the portfolio, while on the other hand, several projects were set to close and therefore in both cases disbursements were minimal, if not at all. On average, ADB’s portfolio of younger/new projects, which require start-up time for large contract award and disbursements, caused a significant decrease in the disbursement ratio. 19. One of the reasons for JICA’s decreased disbursement ratio is that their disbursement method is mostly through transfer procedure which is in line with project progress. JICA and MEF continue to Page | 7 Cambodia – JCPPR CY2012 assess the reasons for the decreased disbursement ratio along with mitigation measures to improve portfolio performance. Average Age of Projects 20. The average age of projects is measured from Board approval to the end of the year under review, or to a project’s closing date if earlier. The trend in average age of projects is shown in Figure 9. For ADB-funded projects, the average age increased from 5.0 years in 2011 to 5.4 in 2012, mainly because of the increased portfolio size as a result of approval of new projects in 2011 and 2012. The average age of WB-funded projects has increased slightly from 5.0 years in 2011 to 5.1 years in 2012, reflecting the maturing of the portfolio and the absence of new projects in 2011 and 2012. For JICA- funded projects, the average also decreased slightly to 4.1 years from 4.2 years for 2012. Board Approval to Effectiveness 21. Figure 0 shows the trend in the average lag time between Board approval and effectiveness for the three portfolios. The lag has ranged over the last seven years between 4.9 and 5.4 months for the ADB portfolio, between 5.6 and 6.9 months for the WB portfolio and between 4.2 and 6.1 months for the JICA loan portfolio. 22. Since 2009, the lag time for the ADB portfolio has steadily improved, leading to an average time of 5.2 months in CY2012, the shortest duration for the ADB portfolio in the past eight years. The average lag time for the WB portfolio and the JICA portfolio both increased in CY2012, from to 6.4 to 6.6 months and 4.5 to 5.0 months, respectively. Average Age of Investment Projects Average Time from Board to Effectiveness for Investment Projects ADB Funded WB Funded JICA Funded 6.0 ADB Funded WB Funded JICA Funded 8.0 5.0 7.0 4.0 6.0 Age in Years 5.0 Months 3.0 4.0 2.0 3.0 2.0 1.0 1.0 0.0 0.0 2005 2006 2007 2008 2009 2010 2011 2012 2005 2006 2007 2008 2009 2010 2011 2012 Year Year Figure 9 Figure 10 B. Implementation Update from 2011 Action Plan 23. The follow section provides a summary update to the 2011 JCPPR Action Plan to improve portfolio performance. Table 4 captures progress to date. Select key developments, based on the action item heading topics, are then outlined. Page | 8 Cambodia – JCPPR CY2012 Table 4: Implementation Update - 2011 JCPPR Action Plan IMPLEMENTATION Agency Responsible progress made Ongoing some No Progress Completed Remarks OUTPUTS INPUTS REQUIRED / ACTIONS NEEDED Alignment of key A meeting will be hosted by MEF with ADB/JICA/WB to present RMF elements progress in the establishment of the PDMS and its integration of the MEF RESULTS x with MEF’s RMF. MANAGEMENT 1 Portfolio Database FRAMEWORK PDMS can produce portfolio data allowing MEF to better monitor Management MEF x System (PDMS). domestic, externally funded and government guaranteed operations Sub-decree on SOP had been is was issued in May 2012 RGC x Following promulgation of the sub-decree, a SOP workshop was held in November- December 2012 need to raise awareness of DPs and MEF & x EAs/IAs and and train EA/IAs on critical elements of the manuals and ADB their application, and funding for this. Updated SOP Awareness workshop on SOP, PM and FMM was carried out by DIC x ADB / WB / (including PM and with the support of ADB/WB/JICA. DPs will also raise awareness of IMPLEMENTATION 2 JICA FMM) to assist the SOPs among DP staff EAs/IAs. FM training was carried out by DIC with the support of x ADB/WB/JICA. SOP and PM training will be carried out by DIC with the support of Consultant x ADB/WB/JICA. DPs will also raise awareness of the SOPs among DP recruitment staff completed JICA will take necessary steps to accommodate JICA loan portfolio to JICA x the requirement of SOPs. Improved EA/IA EAs / IAs / Done through MONITORING and x skills for evaluating EAs/IAs will refine and implement their action plan on M&E as part of ADB / WB / QPPR and DP EVALUATION 3 project outcomes their normal implementation process. JICA with review (M&E) and achievement of MEF missions Page | 9 Cambodia – JCPPR CY2012 development A series of follow-up workshops, more relevant to line ministries, will x objectives. WB / ADB be organized to support the EAs/IAs with focus on sector M&E training with MEF and Government M&E indicators. Strategy MEF has prepared a two-phased capacity building plan. Phase 1 covers: completed; (i) accelerated procurement training in SOPs; (ii) interim certification MEF x implementati program and; (iii) T-O-T. on ongoing Funding Reduced x obtained Procurement Time ADB will review and seek to mobilize funding through the JFPR TA ADB through leading to faster 4 JFPR project Capacity implementation and MEF/DIC will facilitate a meeting with relevant entities (DPs, DPP and building disbursement. DIC PFMRP SCS) to agree on the details of the plan x paper completed FM training completed, Training commenced. MEF x x PM to follow PROCUREMENT June 2013 Seminar/workshop to strengthen EA/IAs capacities to procure, recruit MEF / ADB x Strengthened and monitor contracts / WB / JICA 5 capacity to EAs/IAs DPs will continue to offer portfolio-wide and project-specific MEF / ADB x procurement and consulting services workshops to EAs/IAs. / WB / JICA Private sector contractors, suppliers and consultants to improve their awareness of the RGC’s and DPs’ procurement/consulting guidelines, WB / ADB x Improved Quality sanctions for breaching them and 6 Competitiveness of Further workshops for private sector contractors, suppliers and Bids. consultants. MEF x MEF with support (ADB/ WB / JICA and possibly AFD & Korea) Improved PMTF Procurement MEF to keep track of the use of procurement monitoring and tracking x mandatory as 7 MEF Tracking to identify forms (PMTF). of 22 Nov and address 2012 Page | 10 Cambodia – JCPPR CY2012 bottlenecks. The analysis of the procurement monitoring and tracking form has been integrated into the DIC’s new PDMS and will be piloted throughout MEF x 2012. JICA will take necessary steps to accommodate JICA loan portfolio to x JICA the requirement of SOPs. Discussion with the private audit firms on DPs and MEF’s expectations MEF / ADB x for high standard audit reports for donor-financed projects. / WB / JICA FINANCIAL Timely submission A further workshop for audit firms will be conducted to discuss the MANAGEMENT 8 of audit reports of ADB / WB / general findings and run through KICPAA’s plans for the ongoing (FM) high quality KICPAA / quality control monitoring program. Based on pilot testing of the toolkit, x DIC / NAA a determination of which audit firms qualify as “acceptable auditors� for inputs ADB/WB financed projects will be made. PRFs specified in the SOP; will be reviewed by Based on the revised SOP, MEF will remind relevant EAs/IAs on an x MEF DPs to annual basis of the PRF through an official letter. determine any changes, if any; MEF to issue Distribution and official letter awareness raising ADB / WB / START- UP DELAYS 9 of Project PRF workshops organized to familiarize all processing project teams JICA Readiness Filters x with these requirements. supported (PRFs) by MEF JICA will take necessary steps to accommodate JICA loan portfolio to JICA the requirement of SOPs. x MEF attended most if not MEF will continue to be present at each wrap-up meeting to ensure MEF all; will PRFs have been followed. x apply for all projects in 2013 Page | 11 Cambodia – JCPPR CY2012 MEF will review its project pipeline and indicate to DPs which projects are suitable for pilot Project Design Facility loans (or similar advance loans for detailed designs) The DP processing team will review the MEF/DP PDF progress of each of the PRF and outline the progress and actions needed discussed for to be successfully completed in the MOU. x possible support to PPP Accelerated POC scheme will be evaluated and completed. CAR x PRIORITY approval of 10 Development Partners will send a letter to the RGC requesting a CAR / DIC / x OPERATING COSTS Priority Operating Costs meeting to discuss further progress in compensation reform MEF / DPs According to the revised SOP, GGF is more integrated into the business process of the project. Leadership of the project directors and x management is critical to the effective use of GGFs. Improved MoI / Understanding of A series of training sessions for EAs/IAs on social accountability DFGG with GOOD GGF by EA/IA to focusing on three elements: disclosure, complaints handling, and civil x 11 support GOVERNANCE promote more society involvement are required. The first three workshop will be from MEF / effective conducted by MOI to share experiences from DFGG WB / ADB implementation. Quarterly portfolio reviews will continue to assess the implementation and effectiveness of GGFs as well as risk management plans and MEF x mitigation measures. Projects which EAs / IAs involve more EAs/IAs and DPs increase use of the project steering committees for and ADB / x than one EA COORDINATION Improved sector better coordination among ministries and DPs. WB / JICA will require a AND coordination steering 12 PROGRAMMATIC among committee APPROACH stakeholders. The monitoring meetings of each DP with MEF and EAs/IAs (e.g. Quarterly Portfolio Performance Review (WB/ADB), Loan Project WB / ADB / x Monitoring Meeting (JICA) etc. and JCPPR is the basis to further JICA improve the coordination among MEF and EAs/IAs and DPs. Page | 12 Cambodia – JCPPR CY2012 Results Management Framework 24. To identify systemic issues and bottlenecks, the portfolio Results Management Framework (RMF) was adopted after the JCPPR of CY2010 to analyse portfolio performance against specific indicators. CY2010 was the baseline for the selected indicators and the second section of the RMF is an Action Plan to summarize key actions required where indicators are falling short of targets. 25. JICA reports progress, with some of their indicators now well aligned to this data. Implementation 26. The SOP has been in place since 2005. It was under revision in 2011 and was updated in May 2012. In May 2012, the RGC issued a sub-decree on Standard Operating Procedures (SOPs) which included guidelines on project management, procurement and financial management which apply to externally-funded projects in order to:  better harmonize procedural gaps between the Government and Development Partners,  ensure EA compliance with the implementation of the SOPs, and  increase the quality of the overall ODA portfolio. 27. The SOP includes an updated Procurement Manual (PM) and an updated Financial Management Manual (FMM). The three manuals have been finalized and issued for use by all RGC line ministries and agencies. Operationalization of the SOP is thus underway. 28. The DPs are supportive of the updated SOP and point out that it addresses many past concerns. Training and capacity building on the SOP will be crucial moving forward. 29. The MEF is holding EAs/IAs accountable for correct implementation of the SOP, a very positive signal towards increased quality of MEF’s portfolio of DP-funded projects. As an initial step to operationalize the SOP, MEF conducted several awareness workshops in November and December 2012 attended by Government/EA staff and DPs. 30. An intensive training of trainers on PM and FMM and a further mainstreaming of SOP to EA and PMU staff is planned in early 2013. Funding is covered under the newly approved JFPR- funded TA 8188-CAM: Country Systems in Procurement and Financial Management, managed by ADB/CARM. As the SOP will be applied only to externally-funded projects, MEF reiterated that all loan agreements will be required to make reference to SOP and indicate that SOP will apply. Otherwise, procedures (particularly procurement) will follow the Government Procurement Law. 31. The WB and MEF also draw attention to the importance of FMM integration with the government system using the new Government chart of accounts. The government plans to introduce its Financial Management Information Systems (FMIS) by 2015. FMIS is currently in bidding, in the first stage for short listing. The FMIS Treasury System Phase I will support processing of budget credit allocations, payments, receipts, cash management, budgetary and internal control, accounting and reporting. FMIS will have capabilities to support future, broader functionality for procurement, budget formulation, inventory, and asset management, throughout the whole of Government. Monitoring and Evaluation (M&E) 32. WB & ADB jointly mobilized consultants to organized M&E workshops for EAs and IAs for ADB-WB & JICA-financed projects in December 2011 but progress was delayed in 2012 due to the current status of some sector follow-up actions and limited capacity of some EAs/IAs in this area. 33. Please reference the Key Systemic Portfolio Bottlenecks section of this background paper for more details. Page | 13 Cambodia – JCPPR CY2012 Procurement 34. In 2012 JICA began discussing with MEF issuing Express of Interests (OIs) to shorten the overall selection process. This has resulted in reduced delays and greater agreement among selected candidates. 35. Improved Quality and Competitiveness of Bids. In July 2012 ADB held a workshop in Siem Reap and a Project Implementation Seminar for PMUs to build capacity and improve project implementation. 36. Advance Procurement. To reduce procurement time, advance procurement has been tried but has not yet proved fruitful due to staffing readiness. 37. Procurement Tracking Forms. The revised SOP mandates the submission of tracking forms be required prior to any Procurement Review Committee (PRC) meeting. This has become mandatory from 22 May 2012 but all EAs and IAs are not fully aware of the requirements. As the awareness and training programs on procurement monitoring commences in 3rd Quarter of 2013, greater compliance is expected. More effective and even use of these forms will enable MEF, ADB and WB to better pinpoint and analyze the bottlenecks and MEF is enforcing this requirement. 38. There is greater enforcement at the PRC by MEF. All relevant parties must complete the procurement tracking forms and submit the form in advance in order for MEF to attend. MEF underscores that previously this was not being implemented and MEF is enforcing the use of PMTF and requiring IAs/EAs to use tracking forms in advance of the Procurement Review Committees. 39. JICA has been using the tracking form for approximately 4 months. JICA began discussing the procurement and tracking form with MEF in November 2012 and started using the form in December 2012. 40. ADB is interested to compare data to see if there is consistency between the PMTF and ADB’s internal system. The ADB notes there has been much improvement with online e -Operations which among others, tracks down portfolio and financial data, consultant recruitment, and procurement activities. Information is now better integrated. Several issues, however, remain in terms of accessibility and navigability. Financial Management External Audits 41. There are currently four audit firms deemed as ‘acceptable audit firms’ by the WB and ADB in Cambodia (PWC, KPMG, E&Y and BDO). BDO was added to the list last year after completion of an auditor acceptability review of four audit firms conducted by a consultant jointly funded by the WB and ADB. This acceptability review was completed as part of KICPAA’s quality assurance review process (the review in essence served two purposes - capacity building for KICPAA and auditor acceptability for the Banks). The four firms (BDO and 3 local firms) were selected following an external audit workshop for external auditors which explained the WB and ADB’s expectations of the project external audits. A further workshop was held after the completion of the acceptability review to give auditors an overview of the results. In general terms, the review found that it would be difficult for local audit firms to meet the expected audit quality criteria. Start Up Delays 42. Start up delays remain a key issue for portfolios. Please reference Key Systemic Portfolio Bottlenecks section of this background paper. Page | 14 Cambodia – JCPPR CY2012 Good Governance 43. The approach to design of the Risk Management Plans (RMPs) like Good Governance Frameworks (GGFs) should be shifted from that of a compliance tool to a management tool, more integrated into the business processes of the project. Particular attention should be paid to assessment of risks to operations at preparation stage, with a particular focus on risk to achieving the project development objectives and the agreed results. Based on the risk assessment, risk mitigation measures need to be defined. RMFs will henceforth be closely aligned to these risk mitigation measures and developed into a risk management tool to be used during project implementation. However capacity of EAs/IAs must be built in the implementation of the RMPs before any expansion of the RMPs is warranted. 44. The RMPs/GGFs are available in the Khmer language using simple and practical terminology that can be easily understood by implementers. 45. In CY2012 the World Bank held two GGF workshops on compliance; the second event by Ministry of Interior in March included successful discussions on disclosure. Capacity building for the GGF has been slow, however, and trainings rescheduled for CY2013. A concept note has already been developed for training on the role of civil society. 46. Quarterly portfolio reviews have continued to assess the implementation and effectiveness of GGFs as well as risk management plans and mitigation measures. WB & MEF jointly discussed this at the review in October 2012. 47. WB-supported project specific workshops on compliance handling have been conducted. The Ministry of Interior hosted a second generation event in March 2012 through the Demand for Good Governance that was very well attended. The Ministry has provided strong cooperation and support. Training on the role of civil society is scheduled by end of May 2013. 48. Within the DFGG project, support for the Arbitration Council has yielded strong indicators of success. 49. The WB underscores that the GGF needs to be applied more equally, tracked at the portfolio level, and require task team leader and project manager engagement in terms of compliance review, reporting, performance level monitoring and management level support for missions. Safeguards 50. DPs have been actively engaging to address environmental and social risks and note improvement compared to the past. Safeguards are important for Cambodia due to the large number and focus on infrastructure and agriculture projects. 51. Most of the existing projects supported by DPs do not involve significant environmental or social risks. 52. The 2011 JCPPR MOU mentions on-going efforts by the RGC to address environmental and social management safeguards, as reflected in the development of the legal and administrative framework to be finalized. Progress of the legal and administrative framework is in progress and the first draft is expected to be finalized in 2014. 53. The WB is currently upgrading its safeguard policy. Page | 15 Cambodia – JCPPR CY2012 C. Key Systemic Portfolio Bottlenecks While many of the key portfolio bottlenecks issues in CY2012 are the same as identified in CY2011, several constraints have been removed and new constraints have been added. Consultations with the DPs and MEF leading up to the JCPPR consultative workshop have resulted in a prioritization of bottleneck issues to easily identify areas of greatest concern. Project Preparation and Readiness (High Priority) 54. Full project readiness is the ideal condition under which project feasibility, detailed design, strong EA engagement, resettlement action plans and procurement up to the contract award for first year packages, and establishment of EA/IA implementation teams, have all been achieved before project approval. Accurate determination of project costs and lending requirements will be achieved, the project can start immediately after effectiveness, and there is a high probability that outputs will be achieved on time and within budget. Project Readiness Filters (PRF) 55. ADB’s experience in CY2012 is that Project Readiness Filters are still unevenly applied and need to be more strictly enforced. . 56. To address this, SOP Awareness Workshop, which was held in the last quarter of 2012, included sessions on Project Readiness Filters. The upcoming SOP training programs (for 120 Government Staff between 2013 and mid 2014) under the TA 8188-CAM: Country Systems in Procurement and Financial Management will include detailed modules on PRFs. This will be done in conjunction with the operationalization of advance actions to avoid implementation start-up delays. Improvement in compliance will require DPs to conduct the awareness and application of PRF requirements during preparation of their respective projects. 57. JICA began using project readiness filters for two projects in CY2012. The filter form had to be adjusted slightly to fit with JICA procedures; JICA risk indicators are different than that of the WB or ADB. JICA would like to receive feedback from DPs for greater future use of the PRF. Ensuring Reasonableness and Reliability of Cost Estimates 58. The accuracy of the cost-estimates during bid preparation process remains very important. The JCPPR 2010 recommended looking into possibility of defining established cost indicators for preparing cost estimates. No major progress has been reported so far in this area as of CY2012. Project Start Up (High Priority) 59. Delay in starting project implementation after effectiveness remains a concern. The DPs have identified the main problem as the time taken to undertake critical procurement processes. A measure of this impact is the time from Board approval to mobilization of the project implementation consultant firm. 60. For CY2012, ADB and JICA identify project start up delays as a recurring issue facing new projects that is negatively impacting portfolio performance. For the WB, no new projects commenced in CY2012. In many cases, ADB and JICA note that it takes 1.5 to 2 years from signing to recruit consultants and award 10% of the loan amount. Thus, there is an increasing pressure to undertake advance actions prior to loan effectiveness such as early consultant recruitment, providing project management consultants to assist with start-up work while awaiting recruitment of implementing consultants/firms, and establishing/mobilizing the project management unit. Page | 16 Cambodia – JCPPR CY2012 61. DPs suggest that project start up delays could be reduced by improving the quality of project and operationalizing SOP advance actions. In particular, consultant recruitment, the TOR and RFPs should be finalised at project preparation stage by the DP team and agreed by EAs. Strictly applying project readiness filters for new projects under processing will help to enable quick implementation start up. 62. DPs also suggest that to address project start-up delays from a medium-term perspective, the focus should not be on reliance of external consultants but on government capacity and country systems. There needs to be dedicated government staff in the EAs/IAs to justify the planned training/capacity building provided to EA/IA staff. However in the current situation, given the limited capacity of EAs, DP preparation teams should provide the necessary guidance and assistance to EAs. 63. The agreed actions to smooth the transition from project preparation to implementation date from the JCPPR of 2011, are provided in Annex 1: Project Preparation Actions. Complaint Mechanism Procedure / Committee (Medium Priority) 64. With regards to the procurement process, a well functioning and agreed upon mechanism to discuss complaints and issues can bring significant benefits to all parties. The Procurement Manual specifies complaint mechanism procedures. However there is a need to ensure enforcement of the procedures and that accountability and ownership should rest with the client. The makeup of the complaints committee would need to be given careful consideration. Procurement Review Committee (PRC) - Line Ministry Delegation (High Priority) 65. While some past constraints related to the functioning of the Procurement Review Committees (PRC) have been addressed, the issue of delegation of authority by line ministries is a key issue. The Procurement Manual, mandated by a Sub Decree, under Article 3 of the Procurement Law, has clearly specified the requirements, responsibilities and accountability of the PRC. Once PRC approves, no further approvals are necessary. When there is no consensus on the decision or when the PRC members are absent, EA representatives must seek approval from higher officials not present at the PRC, delays in decision making results. 66. There is a need for capacity building for the Bid Evaluation Committee (BEC) and to avoid conflict of interest that one person cannot sit on both committees. This is specified in the Procurement Manual, and intensive training will be conducted for participants, who will, at the end of the training demonstrate that they can carry out evaluation of bids. Quality of Audits (High Priority) 67. The need for strong external auditing is a major issue for the DPs. Quality of audit reports and level of expertise of auditors needs to be strengthened. The pool of acceptable audit firms is relatively small. The WB and the ADB are committed to continue to support the development of audit capacity in Cambodia and will consult with MEF on running further workshops for external audit firms. 68. Based on the past experience, important point is the issue around the contract management/due diligence review, ensuring that: (i) key staff proposed in the proposal of a winning consultant contract was actually employed to carry out the assignment; (ii) the TOR provides sufficient guidance on key areas and issues to be audited; and (iii) technical evaluation criteria are sufficient to meet the standard level of quality of outputs expected. Page | 17 Cambodia – JCPPR CY2012 Limited / Weak Capacity Issues (High Priority) 69. Limited or weak capacity, particularly in the areas of operationalizing SOP, procurement, and financial management, places portfolios at risk. Operationalizing the SOP 70. Operationalization of SOP and capacity building for project administration, procurement, and financial management is supported and ranked a high priority by both DPs and MEF. Procurement 71. The updated Procurement Manual is viewed favourably by the DPs and addresses many of the issues that have been raised over the past five years. The extent to which IAs/EAs are following the updated manual, however, was raised by DPs and MEF. Conducting trainings and workshops to build awareness, to operationalize the procurement manual, and to build procurement expertise more broadly is supported by all parties. 72. IAs/EAs note that the updated PM applies primarily to new projects and since the majority of the current DP portfolio projects follow the previous PM, it is too early to be applying the new manuals. The WB has not had new projects to begin using the updated procurement manual. However MEF indicated that the PM applies as of the date of promulgation and that with intensive training compliance will be much improved. 73. Training and capacity building on the updated manual nonetheless remains crucial. Continued capacity building efforts are underway through JFPR-funded TA 8188-CAM: Country Systems in Procurement and Financial Management. Of the approximately 45 staff EAs/IAs to be selected in CY2013, 15 TOTs have already started the training program for financial management, 10 TOTs have already been identified for procurement management, preparation of which will commence in June 2013. The curriculum has been approved. JICA also intends to provide trainings to EAs in Q3 2013. 74. By Q4 2013, 60 staff will have been trained on procurement and 60 staff will have been trained on FMM (120 total). In 2014, an additional 120 more staff for PM and FMM will be trained. For gender mainstreaming, this provides a good opportunity to encourage and nominate candidates for female TOTs. 75. ADB and WB will jointly deliver a procurement training session to bidders in mid-June 2013. 76. Capacity building of the PRC is also supported by DPs and MEF. Training will help address irregularities that seem to have escaped the attention of PRCs when evaluating proposals, such as cases found of deficient national consultant CVs as part of bids from international firms, where national consultants had not consented to the use of their CV in the proposal. Financial Management 77. DPs seek greater financial management awareness raising among EAs and clear communication and reference to the Financial Management Manual (FMM), emphasizing the importance of strong financial controls in terms of the control environment and ensuring that funds are spent for the purposes intended and capacity building activities are being implemented. 78. Soft Expenditure. Soft expenditures are expenditures related to fuel, per diems, accommodation, travel, training, workshops, stationery and maintenance continue to be problematic areas. To meet the requirements of flexibility and at the same time, accountability in the use of funds, Page | 18 Cambodia – JCPPR CY2012 it is imperative that the guidelines are further specified in the PAM/PIM with reference to the FMM to provide the proper guidance to EAs/IAs. Good Governance Framework (High Priority) 79. As noted in the previous section, the approach to design of the GGF should be shifted from that of a compliance tool to a management tool, more integrated into the business processes of the project. 80. Particular attention should be paid to assessment of risks to operations at preparation stage, with a particular focus on risk to achieving the project development objectives and the agreed results. Based on the risk assessment, risk mitigation measures need to be defined. RMPs/GGFs will henceforth be closely aligned to these risk mitigation measures and developed into a risk management tool to be used during project implementation. DPs are ready and willing to discuss how to make them more relevant, more effective and easier to implement 81. There is strong engagement on a project basis but additional support and workshop training are needed to help familiarize IAs. The social accountability elements of GGF require particular attention, and the DFGG project will provide for training in this area to EAs/IAs. 82. The WB underscores that the GGF needs to be applied more equally, tracked at the portfolio level, and require task team leader and project manager engagement in terms of compliance review, reporting, performance level monitoring and management level support for missions. 83. MEF states that all the elements of the GGF are included in the SOP and the SOP is consistent with RGC law. Monitoring and Evaluation (Medium Priority) 84. Insufficient M&E capacity in EAs/IAs has been raised for some years and remains an area for improvement. Following reviews by both the ADB and WB of their project results frameworks and supporting monitoring and evaluation arrangements, efforts are needed to improve the capacities of EA/IAs to assess project and development objectives. 85. In 2011 a stock-taking of the WB portfolio’s M&E arrangements revealed findings and constraints and challenges common across the portfolio to the effective assessment of development outcomes. The findings remain relevant for CY2012 and are outlined in Annex 2: WB M&E Findings and Constraints. 86. EAs/IAs note that M&E is arranged by the TA, not the line ministry. Given that the consultant selection is performed by the Bank and typically approvals are made by the consultant TA, the sense of ownership among EAs/IAs is lower. Gender 87. In 2012, ADB formulated two Gender and Development Cooperation Fund grants (totalling $202,000) to develop public private partnerships at the Siem Reap Women’s Development Center with the Ministry of Women’s Affairs and to promote women’s access to rural road construction and maintenance jobs with the Ministry of Rural Development. In addition ADB continued to support the implementation of 12 ongoing project gender action plans, working with project implementation teams in 11 ministries. Out of the 9 new projects approved in 2012, 6 projects were categorized with effective gender mainstreaming, and one carries a gender theme. The proportion of projects in Cambodia with gender mainstreaming at 78% is therefore significantly higher than Strategy 2020’s institutional target of 50% for ADF countries. Other gender highlights include receiving a Community of Practice award for gender equity results under the Rural Road Improvement Project, Page | 19 Cambodia – JCPPR CY2012 and hosting a CARM NGO round table on gender in July 2012 where about 30 civil society groups discussed ADB’s approach to gender mainstreaming in projects and programs. CONCLUSIONS 88. This Background Paper is intended to provide background data for the consultation stage of the JCPPR. It will be modified and refined during the JCPPR process, taking account of comments from all stakeholders, and will subsequently inform the preparation of the Action Plan to be developed by MEF and the DPs. In due course, the conclusions will be found in the Memorandum of Understanding and attachments, signed by the three parties at the conclusion of the JCPPR. Page | 20 Cambodia – JCPPR CY2012 ANNEX 1: PROJECT PREPARATION ACTIONS The agreed actions to smooth the transition from project preparation to implementation date from the JCPPR of 2009, signed in June 2010. They are reiterated below:  Project preparation teams from both EAs and DPs must increase their effort to ensure compliance with the agreed project readiness filters before loan/credit/grant negotiations.  Preliminary design of sub-projects to feasibility level should be included in the TOR of project preparation consultants and be completed as a condition of negotiations.  Operationalization of advance actions – although encouraged, project management units are still unable to carry out advance actions. More guidance on the operationalization of advance actions is needed (perhaps a consultative workshop on the topic is needed)  EAs/IAs should ensure continuity from the project design phase by keeping project preparation teams (including consultants where used) in place until effectiveness to carry out pre- implementation duties, such as advanced action on procurement (including recruitment of the long term project implementation consultants), and preparation of first-year bidding documents. This will require a clear division of roles and responsibilities in project implementing teams and an appropriate budget commitment by the EA/IA, which can be supported by ADB Project Design Facility, which is similar to WB’s PPF facility. The continuous availability of the DPs project preparation teams during project start up is also critically important.  EAs/IAs should invite bids for first year goods and works contracts as early as possible during project preparation so as to enable bids to be received by the time of project negotiations, bid evaluation to be completed by the time of DP Board approval of the loan/credit/grant, and the contract to be awarded immediately upon effectiveness of the project. Version for Public Disclosure Page | 21 Cambodia – JCPPR CY2012 ANNEX 2: WB M&E FINDINGS AND CONSTRAINTS In 2011 a stock-taking of the WB portfolio’s M&E arrangements revealed findings and constraints found: � Newer documentation requirements (e.g., results framework and accompanying arrangements for results monitoring table) have yielded increased M&E related information, including some baseline data and target values, planned use of data, data collection instruments, frequency of reporting and responsibility. � The PDOs of more recently-approved projects are more focused on outcomes for which the project can be held accountable. The most common omission in the PDO statement is the explicit identification of the specific target group(s), beneficiaries and institutions (although these may be described in the accompanying text) and expected change as a result of the project. The number (and type) of project beneficiaries in some projects are thus not systematically measured or reported. � Review of the Cambodia portfolio confirms the finding of broadly similar assessments in other regions: that a more focused, relevant set of indicators and targets results in more complete and accurate data collection. � While indicators in general increasingly measure outcomes (e.g., access to and use of public services), capacity-building indicators remain relatively underdeveloped. The focus on inputs (e.g, numbers trained) should be extended to include the results of capacity-building activities (e.g., application of new skills). � Many projects include support for the implementation of M&E activities. The design of M&E arrangements frequently, however, do not adequately reflect the capacity of implementing agencies to operationalize M&E arrangements, nor do they take into account the availability and quality of existing data sources which can compromise their effectiveness. � A variety of institutional arrangements for M&E are employed (using a combination of existing agency staff, dedicated project staff, local and international consultants – all of whom report to government officials). The most effective institutional arrangements make strategic use of consultants (e.g., to design and conduct baseline surveys, develop databases). � Project management demand for, ownership of, reporting on, and use of monitoring and evaluation data varies across agencies, and is highest in those projects linked to sectoral programs (e.g., public financial management, health, education), where impact evaluations can provide lessons for sustainability under government funding after a loan/credit/grant closes. Alignment with sectoral indicators and targets is also associated with better quality M&E systems. � A constraint affecting all projects, including those with more effective monitoring and evaluation systems, is the analysis and use of M&E data. Version for Public Disclosure Page | 22 Cambodia – JCPPR CY2012 Background Paper ANNEX 3: ADB/WB/JICA PORTFOLIO CY2012 1. Loans, Credits and Grants as of December 31, 2012 WB INVESTMENT PROJECT Months Net Credit / Disbursed in Disbursed to Disbursed to No. Credit / Loan / Closing to Loan / Grant Project Name Effective Date CY12 end CY2012 end CY2012 Grant Number Date Closing Amount (US$) (US$) (%) Date (US$) 1 MDTF Education Sector Support Scale Up Action Program ESSSUAP 13-Jun-08 31-Dec-12 Closed 57,400,000 15,910,000 57,400,000 100% RETF092097 (FTI) 2 IDA-44700 Second Health Sector Support Project HSSP2 19-Jan-09 30-Jun-14 18.2 30,000,000 4,750,000 16,350,000 55% 3 MDTF Second Health Sector Support (MDTF co-financing) HSSP2- 14-Jan-09 30-Jun-14 18.2 86,090,000 24,930,000 62,210,000 72% RETF093574 Project MDTF 4 IDA-47960 & Higher Education Quality & Capacity Improvement HEQCIP 30-Dec-10 31-Dec-15 36.5 23,000,000 1,520,000 2,950,000 13% H6070 Project 5 IDA-H1650 Trade Facilitation & Competitiveness Project TFCP 12-Dec-05 31-Jul-12 Closed 10,000,000 2,180,000 9,850,000 99% 6 IDA-H2410 Public Financial Management & Accountability Project PFMAP 14-May-07 15-Mar-14 14.6 14,000,000 4,320,000 13,450,000 96% 7 Public Financial Management & Accountability Project PFMAP- TF054547 30-Jun-05 11-Apr-12 Closed 12,840,000 0 10,090,000 79% MDTF 8 MDTF Trade Development Support Program TDSP 9-Mar-09 31-Jan-14 27.3 12,350,000 2,890,000 5,290,000 43% RETF093573 9 IDA-H3610 Avian & Human Influenza Control (IDA) AHICEPP 6-Aug-08 30-Jun-13 6.0 6,000,000 1,080,000 4,850,000 81% 10 Avian & Human Influenza Control (EU) AHICEPP TF058146 15-Feb-08 30-Jun-13 6.0 2,000,000 310,000 1,280,000 64% -TF-EU 11 Avian & Human Influenza Control (GOJ) and AHICEPP TF056832 15-Feb-08 30-Jun-13 6.0 3,000,000 850,000 1,770,000 59% Preparedness Emergency Project -TF-GOJ 12 IDA-44410 & Land Allocation for Social & Economic Development LASED 11-Sep-08 30-Jun-13 6.0 11,500,000 3,000,000 7,200,000 63% H3860 Project 13 IDA-H4410 Demand for Good Governance Project DFGG 24-Jun-09 14-Mar-14 14.6 20,000,000 5,130,000 13,730,000 69% 14 IDA-4839 & Agribusiness Access to Finance Project AAFP 5-May-11 31-Dec-18 73.0 5,000,000 200,000 3,200,000 64% H6340 15 IDA-38400 Rural Electrification & Transmission (IDA) RETP 29-Mar-05 31-Jan-12 Closed 40,000,000 5,160,000 35,580,000 89% 16 Rural Electrification & Transmission (GEF) RETP- RETF053036 29-Mar-05 31-Jan-12 Closed 5,750,000 1,080,000 4,970,000 86% GEF 17 IDA-44420 Road Asset Management Project RAMP 19-Dec-08 30-Sep-13 9.1 30,000,000 11,570,000 16,580,000 55% 18 IDA-48180 & Ketsana Emergency Reconstruction & Rehabilitation KERRP 14-Dec-10 31-Jul-14 19.2 40,000,000 6,180,000 7,360,000 18% H6130 Project SUB-TOTALS 408,930,000 91,060,000 274,110,000 67% Version for Public Disclosure Page | 23 Cambodia – JCPPR CY2012 Background Paper WB TECHNICAL ASSISTANCE FUNDS AND TRUST FUNDS – RECIPIENT EXECUTED No TF No. Usage Project Name Donor/ Effective Date Closing Months Net Credit / Disbursed in Disbursed to Disbursed to Source Date to Loan / Grant CY12 end CY2012 end CY2012 Closing Amount (US$) (US$) (%) Date (US$) 1 TF091833 OP Strengthening Good Governance in Land JSDF 13-Jun-08 13-Jun-13 5.29 469,218 78,952 457,342 97% Distribution 2 TF091836 OP Strengthening Civil Society-Government JSDF 13-Jun-08 13-Jun-13 5.29 415,267 54,878 242,075 58% Partnership to Deliver Land Tenure Security 3 TF091839 OP Community Empowerment through Access to JSDF 13-Jun-08 13-Jun-13 5.29 1,483,603 162,808 655,017 44% Land 4 TF056832 CO Avian and Human Influenza Control and PHRD 15-Feb-08 30-Jun-13 5.84 3,000,000 850,000 2,610,078 87% Preparedness Emergency Project (N.B. – also captured in investment projects above) 5 TF058146 CO Avian and Human Influenza Control and AHIF 15-Feb-08 30-Jun-13 5.84 2,000,000 310,000 1,587,711 79% Preparedness Emergency Project (N.B. – also captured in investment projects above) 6 TF097459 TA Strategic Program for Climate Resilience MUL 01-Aug-10 30-Apr-13 4.00 1,500,000 504,558 746,966 50% 7 TF099090 TA Business Incubation (ASP 8 & 9) Finland 19-Apr-11 30-Jun-13 5.84 921,225 501,904 701,904 76% 8 TF092899 PP Mekong Integrated Water Resources GOJ 26-Dec-08 15-Feb-12 Closed 340,000 3,173 305,644 90% Management Project SUB-TOTALS 10,129,313 2,466,273 7,306,737 72% WB TFs - BANK EXECUTED 1 TF091922 TA Poverty Reduction & Governance Analysis & DFID 01-Apr-08 31-May-13 4.87 2,406,810 264,144 2,129,998 88% Coordination Support (PRAGACS) 2 TF091834 OP Strengthening Good Governance in Land JSDF 13-Jun-08 13-Jun-13 5.29 24,965 7,163 19,167 77% Distribution 3 TF091837 OP Strengthening Civil Society-Government JSDF 13-Jun-08 13-Jun-13 5.29 20,761 7,781 20,045 97% Partnership to Deliver Land Tenure Security 4 TF091840 OP Community Empowerment through Access to JSDF 13-Jun-08 13-Jun-13 5.29 29,971 13041 22980 77% Land 5 TF093560 TA TDSP Facilitation and Advisory Services MUL 24-Dec-08 31-Mar- 14.68 2,547,000 821,378 2,102,164 83% 14 6 TF093561 TA Trade Development Trust Fund Supervision MUL 24-Dec-08 31-Mar- 14.68 417,150 55,113 211,348 51% 14 7 TF094040 TA MDTF for the Public Financial Management MUL 01-Jan-09 15-Jul-12 Closed 1,808,366 306,819 1,808,366 100% Reform Program Version for Public Disclosure Page | 24 Cambodia – JCPPR CY2012 Background Paper No TF No. Usage Project Name Donor/ Effectiveness Closing Months Net Credit / Disbursed in Disbursed to Disbursed to Source Date Date to Loan / Grant CY12 end CY2012 end CY2012 Closing Amount (US$) (US$) (%) Date (US$) 8 TF093562 TA MDTF Health Sector Support Program MUL 16-Jan-09 30-Jun-14 17.61 5,461,690 1,178,728 2,975,830 54% 9 TF093906 TA W1- GPF MUL 05-Feb-09 31-Oct-13 9.81 1,500,000 112,645 1,231,425 82% 10 TF095181 TA SP Technical Assistance AusAID 24-Aug-09 15-Dec-13 11.26 1,263,007 259,887 1,083,606 86% 11 TF095822 TA Smallholder Agriculture Technical Assistance AusAID 17-Nov-09 31-Aug-12 11.26 797,200 187,615 473,869 59% 12 TF097968 TA Cambodia PPCR MUL 01-Jul-10 31-Dec-12 Closed 271,450 43,635 158,957 59% 13 TF098218 TA Strengthening of Flood and Drought Early GFDRR 15-Oct-10 30-Sep-12 Closed 100,000 51,525 71,613 72% Warning Systems for Cambodia (Australia Non- Track II Core) TA 14 TF099149 TA Strengthening Research and Policy Advice for the Korea 01-Dec-10 30-Nov-12 Closed 250,000 58,794 58794 24% Supreme National Economic Council (SNEC) 15 TF098902 TA Water and Sanitation Sector Work AusAID 28-Jan-11 30-Jun-13 5.84 250,000 99,752 245,847 98% 16 TF010077 TA Crisis Preparedness Project (# 10113) MUL 01-Jul-11 30-Apr-13 3.87 349,604 0 12,174 3% 17 TF093712 PP Smallholder Agriculture and Social Protection MUL 01-Dec-08 31-Aug-12 Closed 175,000 44,352 163,361 93% Support Operation 18 TF012747 TA Trust Fund For The Public Financial Management Japan 20-Jun-12 14-Jul-16 41.65 3,273,921 268,669 268,669 8% Reform Program In Cambodia 19 TF096968 TA Business Incubation (ASP 8 & 9) Finland 17-May-10 31-Dec-13 11.77 480,000 35,329 31,971 7% 20 TF098330 TA CAM/60 –SMPP Sanitation Marketing SS-DPSP MUL 15-Nov-10 31-Oct-13 9.8 410,000 40,032 38,979 10% 21 TF098388 TA 'CAM/58 - Strengthen Domestic PSP SS-DPSP MUL 15-Nov-10 31-Oct-13 9.8 390,000 31,065 28,974 8% 22 TF010071 TA 'Cambodia #10114 Improving Accounting and MUL 29-Jun-11 31-Dec-13 11.7 235,730 0 0 0% Audit Practice 23 TF010284 TA 'Cambodia #10138 Comprehensive Review and MUL 24-Jul-11 31-Dec-13 11.6 304,030 0 0 0% Strengthening of Legal Framework in Financial Sector. 24 TF095245 TA Cambodia: Impact Evaluation of Primary MUL 26-Dec-08 15-Feb-12 Closed 340,000 129,632 305,644 90% Scholarship Pilot 25 TF095369 TA Cambodia: Impact evaluation of Early Childhood MUL 21-Sep-09 31-Aug-12 Closed 190,000 148,927 148,927 78% Development activities SUB-TOTALS 23,296,655 4,166,026 13,612,708 58% Version for Public Disclosure Page | 25 Cambodia – JCPPR CY2012 Background Paper ADB PORTFOLIO CY 2012 Rev/Actual Credit/ Loan/ Approval Effectiveness Closing Months to Net Net Effective Disbursed Disbursed to No. Project Name Closing % Cum. Disb. Grant Number Date Date Date Closing Date Amount Amount in CY2012 End CY2012 Date GMS biodiversity conservation 1 0241-CAM 10.Dec.10 23.Mar.11 30.Sep.19 30.Sep.19 82.1 19.000 19.000 0.622 2.522 13.27% corridors project Cambodia flooding 2011: humanitarian 2 0268-CAM 02.Nov.11 04.Nov.11 04.May.12 04.Dec.12 Closed 3.000 3.000 - 3.000 100.00% assistance pr 3 2035-CAM Northwest irrigation sector project 09.Dec.03 02.Feb.05 31.Dec.10 30.Sep.12 Closed 19.147 19.147 0.258 19.143 99.98% Tonle sap lowlands rural development 2376-CAM 05.Dec.07 05.Nov.08 30.Jun.15 30.Jun.15 30.3 9.942 9.942 2.242 4.093 41.17% project 4 Tonle sap lowlands rural development 0092-CAM 05.Dec.07 05.Nov.08 30.Jun.15 30.Jun.15 30.3 9.900 9.900 1.817 6.381 64.45% project 2455-CAM Emergency food assistance project 02.Oct.08 14.Oct.08 30.Sep.11 30.Sep.12 Closed 11.685 11.685 0.066 11.685 100.00% 5 0116-CAM Emergency food assistance project 02.Oct.08 14.Oct.08 30.Sep.11 30.Jun.15 30.3 17.500 17.500 0.533 16.764 95.80% Emergency food assistance project- 0302-CAM 11.Sep.12 12.Oct.12 30.Jun.15 30.Jun.15 30.3 24.500 24.500 2.475 2.475 10.10% additional financing Tonle sap poverty reduction and 2599-CAM 08.Dec.09 31.Mar.10 28.Feb.18 28.Feb.18 62.8 3.278 3.278 0.150 0.150 4.58% smallholder dev project Tonle sap poverty reduction and 0186-CAM 08.Dec.09 31.Mar.10 28.Feb.18 28.Feb.18 62.8 27.300 27.300 1.810 3.184 11.66% smallholder development project Tonle sap poverty reduction and 0191-CAM 08.Dec.09 03.Dec.10 15.Mar.14 15.Mar.14 14.6 5.750 5.750 0.423 0.423 7.35% 6 smallholders development Part admin-tonle sap poverty 0192-CAM reduction & smallholder development 08.Dec.09 15.Feb.10 28.Feb.18 28.Feb.18 62.8 6.690 6.690 - - 0.00% project 8243- Tonle sap poverty reduction and 17.Dec.09 15.Feb.10 28.Feb.18 28.Feb.18 62.8 6.533 6.533 - 0.113 1.73% CAM(IFAL) smallholder dev project Water resources management sector 2672-CAM 23.Sep.10 03.Jun.11 30.Jun.18 30.Jun.18 66.9 10.145 10.145 0.907 0.907 8.94% development program Water resources management sector 0220-CAM 23.Sep.10 03.Jun.11 30.Jun.18 30.Jun.18 66.9 2.800 2.800 0.100 0.100 3.57% development program 7 Water resources management sector 2673-CAM 23.Sep.10 03.Jun.11 30.Jun.13 30.Jun.13 6.0 20.522 20.522 - 10.372 50.54% development program 8253- Water resources management sector 21.Sep.10 03.Jun.11 15.Sep.15 15.Sep.15 32.9 12.000 12.000 - - 0.00% CAM(OFID) development program Version for Public Disclosure Page | 26 Cambodia – JCPPR CY2012 Background Paper Rev/Actual Credit/ Loan/ Approval Effective Closing Months to Net Net Effective Disbursed Disbursed to Project Name Closing % Cum. Disb. No. Grant Number Date Date Date Closing Date Amount Amount in CY2012 End CY2012 Date GMS flood and drought risk 2970-CAM 12.Dec.12 30.Sep.19 30.Sep.19 82.1 34.834 - - - 0.00% management and mitigation 8 GMS flood and drought risk 0330-CAM 12.Dec.12 30.Sep.19 30.Sep.19 82.1 5.800 - - - 0.00% management and mitigation Building community cap for poverty 9 9114-CAM 19.Dec.07 31.Jan.08 30.Jan.11 12.Jul.12 Closed 1.500 1.500 -0.007 1.261 84.09% reduction initiatives in 10 0090-CAM Enhancing education quality project 23.Nov.07 15.Sep.08 31.Oct.14 31.Oct.14 22.3 27.100 27.100 3.592 16.316 60.21% Strengthening technical & vocational 11 0178-CAM 13.Nov.09 26.Feb.10 31.Jul.15 31.Jul.15 31.4 24.500 24.500 5.150 8.912 36.37% education & training Third education sector development 2888-CAM 13.Sep.12 21.Mar.13 31.Dec.13 31.Dec.13 12.1 12.096 - - - 0.00% program 12 Third education sector development 2889-CAM 13.Sep.12 21.Mar.13 30.Jun.18 30.Jun.18 66.9 18.143 - - - 0.00% program Piloting the post-harvest technology & 13 9133-CAM 20.Apr.09 02.Jul.09 02.Jul.12 31.Oct.12 Closed 2.000 2.000 0.466 1.924 96.19% skills bridging programs second power transmission and 14 2261-CAM 04.Oct.06 29.Jan.08 31.Dec.10 31.Dec.13 12.1 20.771 20.771 5.838 7.897 38.02% distribution project Medium-voltage sub-transmission 15 2979-CAM 14.Dec.12 31.Dec.17 31.Dec.17 60.8 44.680 - - - 0.00% expansion sector project Third financial sector program- 16 2815-CAM 29.Nov.11 08.Feb.12 31.May.12 31.May.12 Closed 14.740 14.740 14.740 14.740 100.00% subprogram 1 GMS regional communicable diseases 17 0025-CAM 21.Nov.05 07.Mar.06 30.Jun.10 17.Oct.12 Closed 9.000 9.000 -0.000 8.769 97.44% control Second GMS regional communicable 18 0231-CAM 22.Nov.10 22.Mar.11 30.Jun.16 30.Jun.16 42.5 10.000 10.000 1.774 2.962 29.62% diseases control Trade facilitation: improved sanitary & 19 2873-CAM 26.Jun.12 08.Oct.12 28.Feb.18 28.Feb.18 62.8 10.991 10.991 - - 0.00% phytosanitary handling GMS Public financial management for rural 20 0133-CAM 04.Dec.08 22.Dec.08 30.Sep.12 30.Sep.13 9.1 4.100 4.100 1.060 3.098 75.57% development Sanitary & phytosanitary standards 21 0136-CAM 05.Dec.08 22.Dec.08 30.Sep.12 19.Feb.13 Closed 2.000 2.000 0.523 1.845 92.23% management system Public financial management for rural 22 0222-CAM 30.Sep.10 08.Apr.11 30.Sep.13 30.Sep.14 21.2 5.000 5.000 0.761 0.836 16.73% development project cap dev to support the promoting 23 0224-CAM 30.Sep.10 11.Jan.11 30.Sep.14 30.Sep.14 21.2 5.000 5.000 0.931 1.195 23.90% economic diversifications Version for Public Disclosure Page | 27 Cambodia – JCPPR CY2012 Background Paper Rev/Actual Months to Net Effective Disbursed Disbursed to Credit/ Loan/ Approval Effective Closing Net Amount No. Project Name Closing Closing Amount in CY2012 End CY2012 % Cum. Disb. Grant Number Date Date Date (US$) Date Date (US$) (US$) (US$) Decentralized public service & financial 2886-CAM management sector development 13.Sep.12 21.Mar.13 31.Mar.13 31.Mar.13 3.0 24.240 - - - 0.00% program - subprog1 24 Decentralized public service & financial 2887-CAM management sector development 13.Sep.12 21.Mar.13 30.Jun.16 30.Jun.16 42.5 13.642 - - - 0.00% program - subprog1 promoting economic diversification 25 2904-CAM 27.Sep.12 12.Apr.13 31.Mar.13 31.Mar.13 3.0 25.464 - - - 0.00% program-subpr3 GMS: rehabilitation of the railway in 2288-CAM 13.Dec.06 30.Jan.08 30.Jun.10 30.Sep.13 9.1 43.646 43.646 6.129 33.824 77.50% Cambodia project 26 8228- GMS: rehabilitation of the railway in 10.Jan.07 20.Feb.08 30.Jun.10 30.Sep.13 9.1 13.000 13.000 1.027 9.023 69.41% CAM(OFID) Cambodia 2373-CAM GMS southern coastal corridor project 28.Nov.07 12.Aug.08 31.Dec.12 31.Dec.14 24.3 7.043 7.043 1.041 1.574 22.35% 27 GMS southern coastal corridor project 0096-CAM 28.Nov.07 11.Dec.07 31.Dec.12 31.Dec.12 Closed 8.000 8.000 1.848 3.060 38.25% (Cambodia) 2406-CAM Road asset management project 21.Jan.08 18.Dec.08 31.Dec.13 31.Dec.13 12.1 5.803 5.803 1.558 3.853 66.40% 28 0104-CAM Road asset management project 21.Jan.08 24.Apr.08 31.Dec.13 31.Dec.13 12.1 4.800 4.800 1.957 3.643 75.90% 8242- Road asset management project 11.Mar.09 22.Sep.09 31.Dec.13 31.Dec.13 12.1 7.000 7.000 0.322 0.597 8.52% CAM(OFID) GMS: Cambodia northwest provincial 29 2539-CAM 24.Aug.09 25.Nov.09 30.Jun.14 30.Jun.14 18.2 16.168 16.168 1.928 2.655 16.42% road improvement project GMS: rehabilitation of the railway in 2602-CAM 15.Dec.09 21.Apr.10 30.Sep.13 30.Sep.13 9.1 40.733 40.733 5.537 9.901 24.31% Cambodia (supplementary) 30 GMS: rehabilitation of the railway in 0187-CAM 15.Dec.09 05.Jan.11 30.Sep.13 30.Sep.13 9.1 22.460 22.460 8.913 10.563 47.03% Cambodia project 31 2670-CAM Rural roads improvement project 23.Sep.10 06.Jan.11 30.Jun.16 30.Jun.16 42.5 35.554 35.554 4.907 6.899 19.40% 2839-CAM Provincial roads improvement project 16.Dec.11 02.Aug.12 30.Sep.17 30.Sep.17 57.8 50.731 50.731 - - 0.00% 32 0278-CAM Provincial roads improvement project 16.Dec.11 02.Aug.12 30.Sep.17 30.Sep.17 57.8 7.000 7.000 - - 0.00% 8254- Provincial roads improvement project 02.Nov.11 02.Aug.12 30.Sep.17 30.Sep.17 57.8 10.000 10.000 - - 0.00% CAM(STCF) Flood damage emergency 2852-CAM 27.Mar.12 14.May.12 30.Sep.15 30.Sep.15 33.4 54.265 54.265 9.798 9.798 18.06% reconstruction project 33 Flood damage emergency 0285-CAM reconstruction project 27.Mar.12 14.May.12 30.Sep.15 30.Sep.15 33.4 5.250 5.250 1.614 1.614 30.75% Version for Public Disclosure Page | 28 Cambodia – JCPPR CY2012 Background Paper Rev/Actual Months to Effective Net Disbursed Disbursed to Credit/ Loan/ Approval Effective Closing Net Amount No Project Name Closing Closing Amount in CY2012 End CY2012 % Cum. Disb. Grant Number Date Date Date (US$) Date Date (US$) (US$) (US$) Second rural water supply and 34 0156-CAM 15.Sep.09 27.Nov.09 31.Dec.15 31.Dec.15 36.5 21.000 21.000 1.419 4.669 22.23% sanitation project GMS southern economic corridor 2983-CAM 10.Dec.12 08.Apr.13 30.Jun.19 30.Jun.19 79.0 36.921 - - - 0.00% towns dev project GMS southern economic corridor 35 0334-CAM 10.Dec.12 08.Apr.13 30.Jun.19 30.Jun.19 79.0 1.500 - - - 0.00% towns development project GMS southern economic corridor 0335-CAM 10.Dec.12 08.Apr.13 30.Jun.19 30.Jun.19 79.0 4.400 - - - 0.00% towns development project 35 58 CAM (35 Projects ) 920.567 698.847 94.227 252.740 27.45% ADB TAs – ADVISORY AND CAPACITY DEVELOPMENT Completion Date TA Disbursement (US$) No. TA No. Project Name TA Type Approval Date Signing Date Amount % Cum. Original Revised (US$) Cum. Disb Disb Strengthening institutional capacity for emergency response 1 7145 ADTA 02 OCT 2008 09 OCT 2008 30 SEP 2010 30 JUN 2015 1,500.00 1,321.92 88.13% to food crisis & improving food security Capacity development for national economic policy analysis CDTA 12 JAN 2009 12 FEB 2009 31 DEC 2011 31 DEC 2012 500.00 456.23 91.25% 2 7226 & development management, phase III CDTA 12 JAN 2009 12 FEB 2009 31 DEC 2011 31 DEC 2012 150.00 115.29 76.86% CDTA 01 JUL 2009 27 JUL 2009 31 AUG 2012 31 AUG 2013 500.00 31.91 6.38% Tonle sap technology demonstrations for productivity 3 7305 CDTA 01 JUL 2009 27 JUL 2009 31 AUG 2012 31 AUG 2013 2,700.00 1,582.37 58.61% enhancement CDTA 01 JUL 2009 27 JUL 2009 31 AUG 2012 31 AUG 2013 250.00 0 - 4 7366 Capacity development for income restoration programs CDTA 01 OCT 2009 17 DEC 2009 31 OCT 2011 30 DEC 2012 500.00 498.70 99.74% 5 7790 Enhance project readiness & effectiveness CDTA 18 MAR 2011 - 31 DEC 2012 31 MAY 2013 225.00 196.24 87.22% Advance actions for the flood damage emergency 6 8051 CDTA 20 JAN 2012 - 30 SEP 2012 31 MAR 2013 225.00 172.28 76.57% reconstruction project Strengthening development partner coordination in 7 8155 CDTA 30 AUG 2012 - 31 DEC 2013 - 175.00 0 - Cambodia Capacity building for the Cambodian national petroleum 8 7757 CDTA 16 DEC 2010 01 FEB 2011 31 MAR 2013 - 400.00 292.07 73.02% authority CDTA 23 SEP 2010 08 JUN 2011 30 SEP 2015 - 4,550.00 540.80 11.89% Supporting policy & intuitional reforms & capacity 9 7610 CDTA 23 SEP 2010 08 JUN 2011 30 SEP 2015 - 3,750.00 441.47 11.77% development in the water sector CDTA 23 SEP 2010 08 JUN 2011 30 SEP 2015 - 1,000.00 121.40 12.14% 10 8179 Mainstreaming climate resilience into development planning CDTA 01 OCT 2012 31 OCT 2012 31 DEC 2017 - 7,000.00 0 - Version for Public Disclosure Page | 29 Cambodia – JCPPR CY2012 Background Paper Completion Date TA Disbursement (US$) No. TA No. Project Name TA Type Approval Date Signing Date Amount Cum. % Cum. Original Revised (US$) Disb. Disb Implementation of subprogram 4 of the financial sector CDTA 18 DEC 2009 05 FEB 2010 31 DEC 2011 31 DEC 2012 750.00 550.75 73.43% 11 7472 program II CDTA 18 DEC 2009 05 FEB 2010 31 DEC 2011 31 DEC 2012 500.00 401.34 80.27% CDTA 29 NOV 2011 30 DEC 2011 14 JUL 2013 - 300.00 75.83 25.28% Implementing subprogram 2 of the third financial sector 12 7934 program CDTA 29 NOV 2011 30 DEC 2011 14 JUL 2013 - 800.00 216.71 27.09% Decentralized public service & financial management sector 13 8159 CDTA 13 SEP 2012 - 31 OCT 2014 - 800.00 0 - development program 14 7460 Outcome monitoring and procurement review CDTA 15 DEC 2009 08 FEB 2010 31 DEC 2012 30 SEP 2013 500.00 161.41 32.28% Supporting strengthening & institutional reform – 15 8005 CDTA 16 DEC 2011 02 FEB 2012 16 DEC 2012 21 MAY 2013 500.00 136.08 27.22% department of land transport 15 SUBTOTAL CDTA TAs 27,575.00 7,312.83 26.52% ADB TAs – PROJECT PREPARATION Strengthening knowledge solutions for the Cambodia-ADB 1 8011 PATA 05 DEC 2011 - 30 JUN 2013 - 225.00 44.51 19.78% partners 2 8013 Support for public private partnerships in Cambodia PATA 16 DEC 2011 - 31 DEC 2012 30 JUN 2013 225.00 3.60 1.60% 3 7675 Rural electrification project PPTA 29 NOV 2010 31 JAN 2011 31 DEC 2011 31 DEC 2012 1,300.00 624.21 48.02% PPTA 16 OCT 2006 21 NOV 2006 30 APR 2008 31 DEC 2012 300.00 296.12 98.71% 4 4848 Water resources management (sector) project PPTA 16 OCT 2006 21 NOV 2006 30 APR 2008 31 DEC 2012 600.00 0.25 0.04% PPTA 16 OCT 2006 21 NOV 2006 30 APR 2008 31 DEC 2012 1,000.00 956.43 95.64% Climate resilient rice commercialization sector development PPTA 03 NOV 2011 18 NOV 2011 30 AUG 2013 - 500.00 402.96 80.59% 5 7904 program PPTA 03 NOV 2011 18 NOV 2011 30 AUG 2013 - 1,000.00 744.70 74.47% 6 7657 Third education sector development program (ESDP III) PPTA 23 NOV 2010 17 DEC 2010 31 JUL 2011 28 FEB 2013 700.00 654.47 93.50% Developing an institutional framework for decentralization 7 7373 PATA 29 OCT 2009 11 JAN 2010 31 OCT 2011 31 DEC 2012 1,200.00 1,028.42 85.70% reforms 8 7836 Promoting economic diversification subprogram 3 PPTA 18 JUL 2011 16 AUG 2011 31 DEC 2012 - 700.00 502.67 71.81% 9 7665 Provincial roads improvement project PPTA 29 NOV 2010 28 DEC 2010 30 SEP 2012 - 1,000.00 874.66 87.47% Integrated urban environmental management in the Tonle 10 7986 PPTA 13 DEC 2011 17 JAN 2012 31 OCT 2012 30 OCT 2013 700.00 0 - Sap basin 11 8125 Urban water supply and sanitation project PPTA 02 AUG 2012 17 AUG 2012 31 DEC 2013 - 800.00 0 - 11 SUBTOTAL PPTAs 10,250.00 6,133.01 59.83% Version for Public Disclosure Page | 30 Cambodia – JCPPR CY2012 Background Paper JICA PORTFOLIO CY 2012 Credit/L Net Disbursed to Disbursed to oan/Gra Project Name Effective Closing Month to Credit/Loan/Gra Disbursed in No. end CY2012 end CY2012 nt Date Date Closing Date nt Amount CY2012 (US$) (US$) (US$) Number (US$) 1 CP-P11 West Tonle Sap Irrigation and Drainage WTSIDRIP 1-Dec-11 1-Dec-19 84.2 53,800,002 0 0 Rehabilitation and Improvement Project 0.00% 2 CP-P5 Greater Mekong Telecommunication Project GMTP 10-Apr-06 10-Apr-16 39.9 37,950,000 13,530,000 1,420,000 3.74% 3 CP-P7 Greater Mekong Power Network Project GMPNP 21-Jun-07 21-Jun-13 5.7 32,980,000 6,190,000 16,500,000 50.03% 4 CP-P8 Sihanoukville Port SEZ Development Project 2 SPSEZDP2 16-Jul-08 16-Jul-14 18.7 45,740,000 15,870,000 23,500,000 51.38% 5 CP-P9 Niroth Water Supply Project NWSP 17-Jul-09 17-Jul-14 18.8 44,010,000 740,000 29,620,000 67.30% 6 CP-P10 Sihanoukville Port Multipurpose Project SPMP 10-Dec-09 12-Oct-16 46.0 89,900,000 0 1,290,000 1.43% 7 CP-P12 Siem Reap Water Supply Expansion Project 24-Jul-12 24-Jul-21 104.2 90,260,000 0 0 0.00% SUBTOTAL 394,640,002 36,340,000 72,340,000 18.3% Version for Public Disclosure Page | 31 Cambodia – JCPPR CY2012 Background Paper ANNEX 4: 2013 JOINT ACTION PLAN TO IMPROVE PORTFOLIO PERFORMANCE INPUTS REQUIRED / ACTIONS AGENCY NEXT STEPS / TARGET CATEGORY OUTPUTS NEEDED RESPONSIBLE DATES Build awareness of PRFs for new projects for project officers and EAs (in conjunction with AAs) via PRF workshops. As a follow up to the JCPPR workshop will (i) ADB, WB, JICA, support PRFs and AAs for all new projects, and MEF, IAs / EAs (ii) raise awareness for all EAs/IAs. Workshop June 2013 ADB will coordinate Increase use of Project Readiness Filters with MEF and (PRFs) partners. PROJECT DESIGN Operationalize and increase use of Advance Actions (AAs). JICA intends to start using Project AAs. Readiness Filters (PRF) Reduce delays in project Review, assess and provide feedback on the & implementation. progress of PRFs and AAs at next portfolio MEF, ADB, WB, Advance Next QPPR and JCPPR meetings review meetings. JICA. Actions (AAs) Reduce processing time for the ratification of loan, grant, and technical assistance documents that require legal opinion by involving Ministry of Justice (MOJ) in the preparation process. ADB, WB, JICA, Ongoing MOJ, MEF Task Teams to provide MOJ notification during preparation stage. Reduce unnecessary complexity during project preparation. ADB, WB, JICA Ensure project design is aligned with government capacity. Version for Public Disclosure Page | 32 Cambodia – JCPPR CY2012 Background Paper Develop a practicable project preparation framework (i.e. simplified process, harmonized requirements, select qualified staff, and set clear time frame for each project preparation). Conduct training awareness sessions for MOI’s GGF procurement monitoring EAs/IAs on social accountability focusing on MoI/DFGG with workshop (funded through the Capacity building for active three elements: disclosure, complaints handling support from MEF, DFGG IDA) tentatively scheduled implementation of GGF mechanism, and the role of civil society WB, ADB and JICA. for June 2013. procurement monitoring; and enhance use of GGF after training. Good Governance Track and report on GGF as part of mission GGF is monitored and Frameworks findings Task Teams Ongoing tracked for compliance (GGF) Continue to assess the implementation and GGF project level tracking effectiveness of GGFs and risk management Bilateral portfolio reviews WB, ADB, JICA, performed bi-laterally (quarterly for plans and mitigation measures at portfolio are conducted and MEF WB and ADB, every 2 months for reviews. JICA) Costs should be updated with the progress of technical design and current market prices. Reasonableness and EAs/IAs Cost Estimates reliability of cost estimates The updated amounts should be included in the Ongoing improved. procurement plan and procurement tracking WB/ADB/JICA forms. Version for Public Disclosure Page | 33 Cambodia – JCPPR CY2012 Background Paper INPUTS REQUIRED / ACTIONS AGENCY NEXT STEPS / TARGET CATEGORY OUTPUTS NEEDED RESPONSIBLE DATES Improved quality of audit WB and ADB will consult with MEF to run WB, ADB, and MEF FMM workshop in Sept 2013; reports further workshops for external audit firms. Discuss DPs and MEF’s expectations for high Workshop geared towards EAs and DPs, EAs, MEF, will include private sector standard audit reports for DP-financed projects Level of expertise of auditors private sector with private audit firms strengthened ADB, WB, Support KICPAA’s ongoing audit quality KICPAA, DIC, NAA Ongoing assurance monitoring program. inputs Ensure that future selection of financial External auditing firm(s) be carried out in accordance FIDUCIARY RISK Auditing with appropriate procurement methods. Ensure proper contract management/due Timing and methodology of diligence review: (a) key staff proposed in the proposal of a winning consultant contract was DPs, private sector selection of audit firms actually employed to carry out the assignment; auditors improved and (b) the TOR provides sufficient guidance on key areas and issues to be audited. Provide appropriate technical evaluation criteria for bidding documents for selection of audit firm(s). To meet the requirements of flexibility and at the same time, accountability in the use of The FMM workshop could be a good Soft IAs / EAs have clarity funds, it is imperative that the guidelines are MEF, IAs/EAs forum to discuss and provide further Expenditures regarding soft expenditures further specified in the PAM/PIM with guidance on soft expenditures. reference to the FMM to provide the proper guidance to EAs/IAs. Version for Public Disclosure Page | 34 Cambodia – JCPPR CY2012 Background Paper INPUTS REQUIRED / ACTIONS AGENCY NEXT STEPS / TARGET CATEGORY OUTPUTS NEEDED RESPONSIBLE DATES Capacity strengthening to line ministries for Capacity strengthened in application of SOP (PM, FMM and operationalizing the SOP. procedures). - Conduct intensive TOTs on SOP, PM & 45 government staff (20 for FMM. SOP, 15 for FMM, 10 for - Expand the training to EAs/IAs from PM) selected to participate in November onward. TOT from July to September Standard - Develop an interim certification program FMM consultant will have materials 2013. Operating for SOP, PM and FMM from end of 2013 for DP review by end of April 2013 Procedures to mid 2014. (SOP) WB to partner substantially with ADB in PM consultants will have materials By Q4 2013, 60 staff trained training design and implementation using in- for DPs review by end of June 2013 on procurement and 60 staff CAPACITY BUILDING house financial management and procurement trained on FMM (120 total). Carried out by DIC teams. In parallel, ADB, WB & JICA will run PM consultant contracting is in with the support of quarterly procurement clinic and workshops for process; training on PM to take In 2014, 120 more staff for ADB/WB/JICA. their respective EAs/IAs. The first session will PM & FMM trained. place Q3 2013 be in June 2013. JICA to provide trainings to EAs in Intensive TOT on financial management for further mainstreaming of PM and EA/PMU Q3 2013 staff. Operationalization of the Provide guidance and support to PMUs/EAs FMM and internal auditors through periodic clinics or Financial workshops on financial management, and Management external auditors could be resource persons. Regularly submitted EAs/IAs will regularly submit disbursement disbursement monitoring & monitoring and tracking forms tracking forms Organize a series of follow-up workshops, Improved EA/IA skills for more relevant to line ministries, will continue EAs / IAs / WB / evaluating project outcomes to support the EAs/IAs with focus on sector M&E ADB / JICA with Tailored 2-day workshops and achievement of M&E training and governance M&E indicators, MEF development objectives. in line with the results framework in the five- year NSDP. Version for Public Disclosure Page | 35 Cambodia – JCPPR CY2012 Background Paper INPUTS REQUIRED / ACTIONS AGENCY NEXT STEPS / TARGET CATEGORY OUTPUTS NEEDED RESPONSIBLE DATES Introduction of strategic directions (e.g. debt strategy, sector strategies, and sustainability The preparation should start in Strategic directions MEF, DPs analysis) to provide useful context for January 2014. discussions. Share good practices – what is going well, Recommendati Good practice lessons learned. DPs, IAs/EAs ons - Content Update progress from last action plan; how Semi-annually review the joint Joint action plan progress well have actions been implemented. DPs portfolio action plan. Engage programming and technical side for New projects new projects DPs NEXT JCPPR Increase participation and contribution of IAs/EAs. Lots of participants but a limited number spoke during the consultation Breakout sessions DPs, MEF, IAs/EAs meetings; breakout sessions could foster greater interaction and participation Host a 2-day event with a wrap-up session at Duration DPs, MEF, IAs/EAs the final day. Suggestion: Recommendati Day 1 ons - Logistics Morning: Problem identification sessions with views from IAs/EAs and government. Afternoon: Breakout groups with different mix of people; highly interactive; guidelines for Agenda / Structure DPs, MEF, IAs/EAs outputs. Day 2 Morning: Reporting from breakout groups on day 1. Afternoon: summary and closing session Version for Public Disclosure Page | 36 Cambodia – JCPPR CY2012 Background Paper Start earlier; DPs could perform more individual analysis before the Consultant brought on. MEF’s invitation letter should be sent to DPs EAs/IAs at least 5 days in advance. Preparatory work MEF/DIC Formulate a Working Group consisting of MEF/DIC and DP teams to review the next JCPPR process and structure. Version for Public Disclosure Page | 37 Cambodia – JCPPR CY2012 Background Paper ANNEX 5: 2012 PORTFOLIO RESULTS MANAGEMENT FRAMEWORK DESIGN RESULTS PERFORMANCE DATA SOURCES BASELINE COMMENTS AND PERSPECTIVE TARGET AT 31 DECEMBER INDICATORS & REPORTING (DEC-2010) ASSUMPTIONS AND GOAL 2012 (CY2012) Portfolio aligns with Country economic RGC economic growth CAS/CPS Regular consultations among RGC development growth performance. targets are met. updates. RGC and DPs on alignment objectives and conforms to Annual and balance of the two CAS/CPS. programming portfolios. missions. Individual PDO 80% of PDOs of active Regular M&E, ADB: ADB:  31 PDOs of 35 active Current = 100%; Current: 88.6% projects were on track. projects are rated QPPR, JCPPR, Completion = 89%. Completion: = 66.7%  2 out of 3 PCRs were rated satisfactory and 90% MTR, PCR successfully. are rated satisfactory by project completion WB: WB:  9 PDOs of 11 active projects Current = 79.9% Current = 81.8% were rated S/MS. Completion = Completion = 66.7%  2 PDOs of 3 completed 71.6% projects were rated S/MS as of the end CY12. Portfolio is Efficient and timely By 2012, all project EA/IA/DP project - ADB: PRF and Advance MEF and DPs to implement the implemented in project start up preparation teams to preparation teams. Actions are implemented for agreed JCPPR09 Action Plan timely, efficient and ensure compliance with EA/IA/MEF/DPs all new projects. including allocation of transparent manner agreed project readiness reports. sufficient budgets for project with regular filters as a condition of preparation. monitoring and negotiations. evaluation Version for Public Disclosure Page | 38 Cambodia – JCPPR CY2012 Background Paper DESIGN RESULTS PERFORMANCE DATA SOURCES BASELINE COMMENTS AND PERSPECTIVE TARGET AT 31 DECEMBER INDICATORS & REPORTING (DEC-2010) ASSUMPTIONS AND GOAL 2012 (CY2012) By 2012, bidding EA/IA/DP project ADB: 0% ADB: 0% (N/A for CY12) documents for all preparation teams. WB: 0% WB: 0% (N/A for CY12) contracts to be awarded EA/IA/MEF/DPs within the first 18 reports. months of project lamentation prepared, approved and issued not later than negotiations. Time from Board to New projects ≤ 3 EA/IA/DP project RGC/DP project ADB: 4.3 months ADB’s new 9 projects in 2012 effectiveness months by 2012. preparation teams. preparation teams. took average 4.3 months from WB= (no new projects) EA/IA/MEF/DPs Board to Effectiveness. reports. ADB and WB to eliminate Average decreases to ≤ JCPPR ADB: 7.2 months ADB: average 5.7 months conditions of effectiveness in 5 months by 2013. WB: 6.9 months WB: 6.4 months (N/A for favour of compliance with project readiness filters. CY12) For new ADB projects, Procurement ADB: 17 months ADB: Two new projects Advance action on recruitment time from Board tracking forms. (WB has not used this took average 1.4 months taken as per JCPPR09 Action approval to MEF-DIC indicator). from Board to mobilization. Plan. mobilization of project reporting, QPPR, implementation JCPPR. consultants ≤ 15 months by 2012. Version for Public Disclosure Page | 39 Cambodia – JCPPR CY2012 Background Paper DESIGN RESULTS PERFORMANCE DATA SOURCES BASELINE COMMENTS AND PERSPECTIVE TARGET AT 31 DECEMBER INDICATORS & REPORTING (DEC-2010) ASSUMPTIONS AND GOAL 2012 (CY2012) Time to establish M&E All new projects EA/IA quarterly ADB: 2/8 (25%) ADB: 100% All new projects prepare/ baseline data. (except sub-projects) progress reports. WB: ½ (50%) generate baseline data. WB: N/A for CY12 (no new have established QPPR projects) baselines for key JCPPR DPs to continue support of performance indicators M&E capacity building. at appraisal by 2013. Implementation IP of 80% of ongoing ADB and WB ADB: 100% ADB: 88.6% EAs/IAs, MEF and DPs to progress (IP) rating ADB and WB projects quarterly project WB: 79.9% WB: 100% (IP ratings of all continue candor in addressing rated as satisfactory or performance causes of delays as soon as they active projects were rated better by 2012. monitoring reports. become apparent. S/MS) IP of 80% of completed ADB and WB ADB: 89% ADB: 66.7% ADB and WB projects PCRs. WB: 71.6% WB: 100% (IP ratings of rated as satisfactory or all completed project were better by 2013. rated S/MS) Percentage of projects Percentage ≤ 10% by ADB and WB ADB: 4.0% ADB: 0% with either DO or IP end 2011. semi-annual WB: 28.3% rated as less than WB: 0% supervision mission satisfactory for 6 consecutive months. reports. Percentage of Percentage ≥ 50% by JCPPR ADB: 22% ADB: 8.6% investment project 2013. WB: 0% closing on time. WB: 0% (no project was closed on time) Version for Public Disclosure Page | 40 Cambodia – JCPPR CY2012 Background Paper DESIGN RESULTS PERFORMANCE DATA SOURCES BASELINE COMMENTS AND PERSPECTIVE TARGET AT 31 DECEMBER INDICATORS & REPORTING (DEC-2010) ASSUMPTIONS AND GOAL 2012 (CY2012) Withdrawal application ADB and WB to ADB and WB ADB: Average 2 weeks processing time. maintain average records withdrawal WB: Rreplenishment of processing time for application withdrawal applications is 7 replenishments of processing. days imprest/special accounts based on SOEs, at ≤ 10 days from 2011. Disbursement ratio Disbursement ratio for QPPR, JCPPR ADB: 23% ADB: 13.5% EAs/IAs will plan, allocate and investment projects WB: 20.8% reallocate available resources WB: 43.9 % remains ≥ 20% for all regularly, in close consultations future years. with MEF. Disbursement Starting in 2012, QPPR, JCPPR ADB: 20.7% ADB: 10.0% EAs will regularly monitor the forecasting. disbursement funds for WB: 32.4% impact of price escalation on all WB: 2.4% investment projects are large civil works contracts and within ± 10% of notify MEF and DPs of the forecasts every year. effect on project implementation and disbursements. Version for Public Disclosure Page | 41 Cambodia – JCPPR CY2012 Background Paper DESIGN RESULTS PERFORMANCE DATA SOURCES BASELINE COMMENTS AND PERSPECTIVE TARGET AT 31 DECEMBER INDICATORS & REPORTING (DEC-2010) ASSUMPTIONS AND GOAL 2012 (CY2012) Procurement tracking All EAs/IAs to EA/IA with MEF Coordinated EAs/IAs not consistently MEF will analyze procurement complete and submit summary report to monitoring not yet in submitting procurement and tracking forms data to identify procurement tracking DPs, DPs place. tacking forms but progress bottlenecks in procurement and forms to MEF at least supervision report to EAs/IAs and DPs. semi-annually from mission, AM/MOU 2011. The procurement tracking form should be updated by the IAs regularly (recommended at least weekly) to ensure accurate information and some data will not be missed though it is DP response time to Except for contacts MEF and DP Coordinated ADB: Less than 10 mandatory to submit to MEF EAs/IAs no objection worth > US$1 million, monitoring of monitoring not yet in working days. requests and DP on the quarterly basis, ADB and WB procurement place. WB: >90% of the response and to PRC every time of response time ≤ 10 tracking forms time is less than 7 working submission of evaluation report working days from days. for a recommendation for 2011. award of a contract. Annual value of Calendar year contract EA/IA with MEF ADB: 46% ADB: 10% contracts awarded for all award achievements are summary report to (WB has not used this . projects indicator) within ± 10% of DPs. projections from 2012. AM/MOU of DP supervision missions. Version for Public Disclosure Page | 42 Cambodia – JCPPR CY2012 Background Paper DESIGN RESULTS PERFORMANCE DATA SOURCES BASELINE COMMENTS AND PERSPECTIVE TARGET AT 31 DECEMBER INDICATORS & REPORTING (DEC-2010) ASSUMPTIONS AND GOAL 2012 (CY2012) Number of cases of Zero by 2012 DP/MEF ADB: 0 ADB: 0 Further procurement training to misprocurement. procurement WB: be conducted on a regular basis. WB:0 monitoring teams. (no misprocurement reported DP prior and post in CY12) reviews. AM/MOU of DP supervision missions. Version for Public Disclosure Page | 43