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TANZANIA 
 
 
COUNTRY PORTFOLIO PERFORMANCE REVIEW 
 
 
ANNEX I 
 
 
PROGRESS ON THE 2000 CPPR AGREED ACTION PLAN 
 
 
 
April 3-4, 2003 
 
 
 
 
 
 
 
The Government of Tanzania 
 
The World Bank 
 
 
 
27939 
vol. 2 
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(1) Annual Work Plans (AWPs) and Counterpart Funds 
No. Recommendations 
Specific 
Actions 
Responsible 
Party 
Status 
Comments 
1. 
Agree on format for  AWPs 
and prepare AWP for each 
project annually 
1. 
Develop an agreed common 
format for AWPs. 
 
2. 
CO to support preparation and 
target 50% completion of AWPs 
by April 2001. 
 
 
3. 
GoT to issue budget guidelines by 
January 2001. 
 
Ministry of 
Finance and 
World Bank 
 
Ministry of 
Finance and 
World Bank 
 
 
 
 
 
Ministry of 
Finance 
 Done 
 
 
 
Done 
 
 
 
 
 
 
 
Done 
 
 
 
 
AWPs now  prepared for all projects. 
 
 
 
 
 
 
Budget guidelines are issued by 
February  
2. 
Establish a pilot counterpart 
fund basket 
1. 
Establish a basket fund for 
counterpart fund requirements on a 
pilot basis to minimize cash-flow 
constraints imposed by the cash-
budgeting system. 
Ministry of 
Finance 
Not 
implemented 
Pilot basket fund not established. 
However, there is improvement in 
timely and adequacy of counterpart 
funding (with a few exceptions) 
especially in FY03.  
 
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(2) Implementation Lessons Learned 
No. Recommendations 
Specific 
Actions 
Responsible 
Party 
Status 
Comments 
1. Execute 
implementation 
lessons learned  
1. Sensitize 
stakeholders 
and review/redesign 
PIPs if necessary. 
 
 
 
2. 
Improve knowledge of 
IDA guidelines, 
especially 
procurement and 
LACI.  
 
 
3. 
Adopt IFMS in all 
donor supported 
projects for reporting 
and improved 
governance. 
Line MDAs, 
MOF, World 
Bank 
 
 
 
 
World Bank 
 
 
 
 
 
 
 
Line MDAs 
Done and 
Ongoing 
 
 
 
 
 
Ongoing 
 
 
 
 
 
 
 
Partially 
Done 
Through workshops and seminars (e.g., Project Launch 
Workshops); some PIPs redesigned; media events; PIPs 
reviewed and redesigned where necessary; some projects 
(e.g., IRP II) have been restructured following 
recommendations of Mid-term Reviews. 
 
Done through workshops on quality assurance, procurement, 
financial management, and disbursement; informal 
interactions between CO staff and project coordinators, 
accountants, and procurement officers. LACI has been 
scrapped.  
 
 
IFMS has been adopted in all Bank-supported projects; some 
donor-assisted projects now use IFMS. 
 
 
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(3) Monitoring and Evaluation (M&E) 
 
No. Recommendations 
Specific 
Actions 
Responsible 
Party 
Status 
Comments 
1. 
Define roles and 
responsibilities for 
M&E 
1. 
Define roles and 
responsibilities for M&E 
and strengthen capacity 
in MOF and line 
ministries to fulfill this 
role. 
 
2. 
Jointly formulate IDA 
supervision mission 
objectives and TORs. 
 
 
3. 
Enhance M&E dialogue 
and frequency between 
DC and PC through the 
use of new technology 
(VC, Email). 
 
4. Coordinate 
missions 
by 
providing tentative 
mission calendar. 
MOF, Sector 
Ministries, 
Departments and 
Agencies 
 
 
 
 
World Bank, Line 
Ministries, 
Departments and 
Agencies 
 
 
World Bank, Line 
Ministries, 
Departments and 
Agencies 
 
 
 
 
World Bank 
Capacity in MOF has not been 
strengthened; more 
strengthening still needed in 
line ministries. A lot more still 
needs to be done in this area. 
 
 
Done 
 
 
 
 
 
Done 
 
 
 
 
 
 
 
Done 
Continuing deficiencies in the 
quality of M&E. Projects for 
which M&E system is in place 
include TASAF, PSRP, HRDP, 
TARP II, HSDP,RWSP, TAP, 
RMFS 
 
In most cases, Bank and project 
staff jointly formulate supervision 
mission objectives and TORs. 
 
Increased use of VCs and emails.  
 
 
 
 
 
 
Tentative calendars of missions 
are provided  to Project 
Coordinators and line Ministries, 
Departments and Agencies. 
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(4) Role of Country Office in Portfolio Management 
No. Recommendations 
Specific 
Actions 
Responsible 
Party 
Status 
Comments 
1. 
Enhance Role of Country 
Office in Portfolio 
Management  
1. 
CO to provide back-up for 
core functions 
(Procurement, financial 
management and 
disbursement). 
 
2. 
Increased formal and 
informal training including 
preparation for LACI. 
 
3. Improve 
information 
dissemination including 
connectivity to Bank 
databases. 
World Bank 
 
 
 
 
 
 
Line 
Ministries/World  
Bank 
 
 
 
World Bank 
Done 
 
 
 
 
 
 
Ongoing 
 
 
 
 
 
Done and 
ongoing 
Procurement and Financial Management 
Specialists based in the CO. An increasing 
number of TTLs now based in the CO. 
 
 
 
Project staff attend various workshops and  
seminars; some have attended formal courses 
(including degree programs) funded through 
projects. LACI is no longer in use. 
 
There is increased use of modern information 
technology such as videoconferencing and emails 
between project staff, Co and Washington-based 
staff.. 
 
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