Document of The World Bank FOR OFFICIAL USE ONLY Report No: ICR00005908 IMPLEMENTATION COMPLETION AND RESULTS REPORT L8406-JM ON A LOAN IN THE AMOUNT OF US$35 MILLION TO THE GOVERNMENT OF JAMAICA FOR A STRATEGIC PUBLIC SECTOR TRANSFORMATION PROJECT June 29, 2022 Governance Global Practice Latin America And Caribbean Region CURRENCY EQUIVALENTS (Exchange Rate Effective May 19, 2022) Currency Unit = JMD JMD 155= US$1 FISCAL YEAR April 1 – March 31 Regional Vice President: Carlos Felipe Jaramillo Country Director: Lilia Burunciuc Regional Director: Robert R. Taliercio Practice Manager: Adrian Fozzard Task Team Leader(s): C. Bernard Myers ICR Main Contributor: Emir Sfaxi, Nikeisha Russell and C. Bernard Myers ABBREVIATIONS AND ACRONYMS AGD Accountant General’s Department AuGD Auditor General’s Department BSJ Bureau of Standards Jamaica CARICOM Caribbean Community CEM Country Economic Memorandum CPF Country Partnership Framework CPS Country Partnership Strategy CROSQ CARICOM Regional Organization for Standards and Quality DFID Department for International Development (UK) DLI Disbursement Linked Indicator EFF Extended Fund Facility FS Financial Secretary GOJ Government of Jamaica GDP Gross Domestic Product ICR Implementation Completion Report ICT Information and Communications Technology IDB Inter-American Development Bank IFIs International Financial Institutions IMF International Monetary Fund IPF Investment Project Financing IRI Intermediate Results Indicator JCA Jamaica Customs Agency LCU Local Currency Units MDA Ministries, Departments, and Agencies MOFPS Ministry of Finance and the Public Service MTEF Medium Term Expenditure Framework NCRA National Compliance and Regulatory Authority NLA National Land Agency NTM Non-Tariff Measure PAD Project Appraisal Document PC Project Coordinator PDO Project Development Objective PEFA Public Expenditure and Financial Accountability PFM Public Financial Management PIM Public Investment Management PIMC Public Investment Management Committee PIMS Public Investment Management System PIMIS Public Investment Management Information System PIMSEC Public Investment Management Secretariat PIOJ Planning Institute of Jamaica PIU Project Implementation Unit PSIP Public Sector Investment Program PSM Public Sector Management PSSLD Public Sector Senior Leadership Development RETF Recipient Executed Trust Fund RBB Results Based Budgeting SEMCAR Supporting Economic Management in the Caribbean SOP Standard Operating Procedure TA Technical Assistance TAJ Tax Administration of Jamaica TBT Technical Barriers to Trade TF Trust Fund TFA Trade Facilitation Agreement TOC Theory of Change WCO World Customs Organization WTO World Trade Organization TABLE OF CONTENTS DATA SHEET .......................................................................................................................... 1 I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ....................................................... 5 A. CONTEXT AT APPRAISAL .........................................................................................................5 B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE) .......................................9 II. OUTCOME .................................................................................................................... 12 A. RELEVANCE OF PDOs ............................................................................................................ 12 B. ACHIEVEMENT OF PDOs (EFFICACY) ...................................................................................... 12 C. EFFICIENCY ........................................................................................................................... 15 E. OTHER OUTCOMES AND IMPACTS (IF ANY) ............................................................................ 17 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................ 18 A. KEY FACTORS DURING PREPARATION ................................................................................... 18 B. KEY FACTORS DURING IMPLEMENTATION ............................................................................. 18 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 20 A. QUALITY OF MONITORING AND EVALUATION (M&E) ............................................................ 20 B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE ..................................................... 21 C. BANK PERFORMANCE ........................................................................................................... 22 D. RISK TO DEVELOPMENT OUTCOME ....................................................................................... 23 V. LESSONS AND RECOMMENDATIONS ............................................................................. 23 ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ........................................................... 25 ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION ......................... 39 ANNEX 3. PROJECT COST BY COMPONENT ........................................................................... 42 ANNEX 4. ACHIEVEMENT OF INDICATORS RELATED TO OUTCOMES ...................................... 43 ANNEX 5. CHANGES TO THE RESULTS FRAMEWORK ............................................................. 46 ANNEX 6. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ... 53 ANNEX 7. SUPPORTING DOCUMENTS (IF ANY) ..................................................................... 55 The World Bank Jamaica Strategic Public Sector Transformation (P146688) DATA SHEET BASIC INFORMATION Product Information Project ID Project Name P146688 Jamaica Strategic Public Sector Transformation Country Financing Instrument Jamaica Investment Project Financing Original EA Category Revised EA Category Organizations Borrower Implementing Agency Government of Jamaica Ministry of Finance and the Public Service Project Development Objective (PDO) Original PDO The Project Development Objective (PDO) is to strengthen public resource management and support selected public sector institutions in facilitating a more enabling environment for private sector growth. Page 1 The World Bank Jamaica Strategic Public Sector Transformation (P146688) FINANCING Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) World Bank Financing 35,000,000 35,000,000 35,000,000 IBRD-84060 1,597,815 1,387,466 1,527,897 TF-A1633 Total 36,597,815 36,387,466 36,527,897 Non-World Bank Financing 0 0 0 Total 0 0 0 Total Project Cost 36,597,815 36,387,466 36,527,897 KEY DATES Approval Effectiveness MTR Review Original Closing Actual Closing 07-Jul-2014 27-Oct-2014 24-May-2018 31-Jan-2020 31-Dec-2021 RESTRUCTURING AND/OR ADDITIONAL FINANCING Date(s) Amount Disbursed (US$M) Key Revisions 30-Sep-2016 5.93 Change in Loan Closing Date(s) Other Change(s) 30-Jun-2017 6.79 Change in Results Framework Change in Components and Cost Reallocation between Disbursement Categories Change in Disbursements Arrangements Change in Institutional Arrangements Change in Procurement 28-Jun-2019 18.99 Change in Results Framework Change in Loan Closing Date(s) KEY RATINGS Outcome Bank Performance M&E Quality Moderately Satisfactory Moderately Satisfactory Substantial Page 2 The World Bank Jamaica Strategic Public Sector Transformation (P146688) RATINGS OF PROJECT PERFORMANCE IN ISRs Actual No. Date ISR Archived DO Rating IP Rating Disbursements (US$M) 01 21-Jan-2015 Satisfactory Satisfactory 0 02 01-Oct-2015 Moderately Satisfactory Moderately Satisfactory 1.41 03 04-May-2016 Moderately Satisfactory Moderately Satisfactory 2.79 04 09-Dec-2016 Moderately Satisfactory Moderately Satisfactory 5.93 05 13-Jun-2017 Moderately Satisfactory Moderately Satisfactory 6.77 06 19-Dec-2017 Moderately Satisfactory Moderately Satisfactory 9.79 Moderately 07 28-Jun-2018 Moderately Unsatisfactory 10.39 Unsatisfactory Moderately 08 15-Jan-2019 Moderately Satisfactory 15.45 Unsatisfactory 09 28-Jun-2019 Moderately Satisfactory Moderately Satisfactory 18.99 10 07-Dec-2019 Moderately Satisfactory Moderately Satisfactory 21.99 11 09-Jun-2020 Moderately Satisfactory Moderately Satisfactory 27.39 12 09-Dec-2020 Moderately Satisfactory Moderately Satisfactory 30.29 13 07-Jun-2021 Moderately Satisfactory Satisfactory 33.36 14 17-Dec-2021 Moderately Satisfactory Satisfactory 36.44 SECTORS AND THEMES Sectors Major Sector/Sector (%) Public Administration 76 Central Government (Central Agencies) 76 Page 3 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Information and Communications Technologies 24 Public Administration - Information and 24 Communications Technologies Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Economic Policy 25 Fiscal Policy 5 Tax policy 5 Trade 20 Trade Facilitation 20 Public Sector Management 76 Public Finance Management 25 Public Expenditure Management 20 Domestic Revenue Administration 5 Public Administration 51 Administrative and Civil Service Reform 5 Transparency, Accountability and Good 46 Governance ADM STAFF Role At Approval At ICR Regional Vice President: Jorge Familiar Calderon Carlos Felipe Jaramillo Country Director: Sophie Sirtaine Lilia Burunciuc Director: J. Humberto Lopez Robert R. Taliercio Practice Manager: Arturo Herrera Gutierrez Adrian Fozzard Task Team Leader(s): Kathy Lalazarian C. Bernard Myers ICR Contributing Author: C. Bernard Myers Page 4 The World Bank Jamaica Strategic Public Sector Transformation (P146688) I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES A. CONTEXT AT APPRAISAL Country Context 1. Jamaica is a small upper middle-income country with a long history of slow growth and high debt. It was one of the slowest growing developing countries in the world in the three decades leading up to 2014, with average annual gross domestic product (GDP) growth of only 1 percent; including in the 10 years leading up to project preparation. At appraisal, the country’s public debt had climbed to an estimated 139 percent of GDP for the fiscal year ending March 2014. Weak macroeconomic discipline and poor policy choices had undermined competitiveness and led to economic stagnation. Private sector participation in the economy was hampered by low productivity and high regulatory burden. Jamaica’s already high unemployment rate was worsening – going from 10.8 percent in 2006/07 to 13.4 percent by January 2014. In addition, Jamaica, like other Caribbean countries, suffered from periodic natural disasters that exacted heavy tolls on Jamaican households and the economy. 2. In April 2013, the Government of Jamaica (GOJ) reached an agreement with the International Financial Institutions (IFIs) on a comprehensive package of assistance to confront its economic challenges, and support debt sustainability and fiscal consolidation. To support the program, the World Bank and the Inter-American Development Bank (IDB) each indicated support of US$510 million to Jamaica for the same period. Under the program, the three organizations coordinated support to a common set of structural reforms designed to stabilize the economy, reduce debt, and create the conditions for growth and resilience. The GOJ’s Medium Term Economic Program, which proposed significant macro and fiscal adjustment, formed the basis for the IMF program. The World Bank committed US$35 million to the GOJ’s public sector transformation program in 2014. Subsequently, in 2017, the IDB committed a further US$160 million to support public sector reforms. Sectoral Context 3. At the time of project design, public institutions in Jamaica tasked with economic management were characterized by cumbersome administrative processes, limited technical and analytical capacity, and the underutilization of Information Communication Technology (ICT). Government programs often required more coordination than could be maintained and public investment projects were not well prepared. Decision makers lacked information on policy implementation and the impact of programs for the poor. There were weaknesses in basic financial management and reporting. The private sector often saw public institutions and the regulatory regime as a barrier to growth rather than a support. 4. The World Bank approved Jamaica Strategic Public Sector Transformation Project was designed to support GOJ public sector reforms and complement the efforts of other development partners (notably the IMF and IDB) . The project focused on supporting the GOJ with: (a) public financial management (PFM) system reforms, (b) operationalizing fiscal rules that reinforced fiscal discipline; and (c) establishing systems to make public institutions more accountable. The operation built on analytical work financed by the Supporting Economic Management in the Caribbean (SEMCAR) program, a Department for International Development (DFID) grant financing technical assistance on PFM reforms, and a Public Expenditure and Financial Accountability’s (PEFA) assessment was completed in 2013 (not publicly released). 5. Rationale for Bank support. The project contributed to the Bank’s Country Partnership Strategy (CPS) for 2014- 2017, which was aligned with Jamaica’s Vision 2030 development plan. The CPS focused on creating the conditions for growth and prosperity for all Jamaicans and was concentrated in three strategic areas: (i) public sector modernization; Page 5 The World Bank Jamaica Strategic Public Sector Transformation (P146688) (ii) an enabling environment for private sector growth and (iii) social and climate resilience. The Strategic Public Sector Transformation Project contributed to thematic areas (i) and (ii). Theory of Change (Results Chain) 6. The Project Appraisal Document (PAD) did not present an explicit Theory of Change (ToC), because this was not required at the time. However, the Project’s underlying results chain from project activities to intermediate and development outcomes is apparent through the narrative and description of the project design and is visualized in Figure 1. The Project’s six components are divided into two thematic areas linked to the two outcomes expected under the PDO: strengthened public resource management; and facilitating an enabling environment for private sector growth. Components one to four reinforced fiscal discipline and revenue enhancement, covering areas from public investment, budgeting, change management, and property tax. These four components were designed to help strengthen public resource management (Outcome 1). Component five supported public sector institutions to remove barriers that impede trade facilitation, to facilitate a more enabling environment for private sector growth (Outcome 2). Component six was dedicated to project management and supported the entire investment project (not depicted in Figure 1). Figure 1 Theory of change Project Development Objectives (PDOs) 7. The Project Development Objective (PDO) was “to strengthen public resource management and support selected public sector institutions in facilitating a more enabling environment for private sector growth.” Page 6 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Key Expected Outcomes and Outcome Indicators 8. The PDO can be unpacked into two outcomes as shown in Table 1 below. The table also shows the PDO indicators associated with these outcomes at appraisal. Table 1 Project Development Objectives outcomes Outcomes PDO Indicators (at appraisal) Outcome 1: Strengthen public resource The PSIP incorporates public investment projects with estimated five-year management operating and maintenance costs fully linked to long term development goals and medium-term priority areas. Percentage of MDAs with budgets that are costed and associated with the results of the programs outlined in the business plans of MDAs. Outcome 2: Support selected public Supporting trade facilitation by integrating clearance processes of selected border sector institutions in facilitating a more agencies, resulting in a transparent, cost efficient and faster international trade enabling environment for private environment as measured by LPI-C. sector growth Components 9. At appraisal the project comprised six components, as presented in Table 2 below. Out of the total funding, US$35 million was expected from the loan. Approximately US$2.63 million from grant resources was programmed to support components 1 and 2.1 Table 2 Components at appraisal Components at appraisal Cost (US$M) Strengthening Public Investment Management System (PIMS) 12.80 Strengthening Budget Preparation Process and Result Based Budgeting 3.73 Adaptive Public Sector Approaches 9.17 Strengthening Property Tax Compliance and Administration 2.80 Fostering Industrial Growth and Trade Facilitation 8.43 Project Management 0.70 TOTAL 37.63 10. Component 1: Strengthening the Public Investment Management System (PIMS): This component supported improvements in public investment management. Six priority activities were selected in alignment with the Public Financial Management Action Plan and the PEFA’s priorities for public investment management: (i) design and implementation of a PIMS to include an information technology platform; (ii) design and implementation of a Public Investment Management training program; (iii) legislative review and dissemination to integrate the PIMS with GOJ’s administrative systems; (iv) strengthen public investment monitoring through citizen participation; (v) design and execution of a fund for pre-investment financial and economic analysis and post-investment evaluations of GOJ’s public investments; and (vi) technical assistance for the implementation of the Public Financial Management Action Plan. 1 The financing table on page 2 of this report does not accurately capture this co-financing. At appraisal, the DFID co-financing was estimated at US$2.63 million, which when added to the loan of US$35.00 million comprised a total financing of US$37.63 million. During implementation US$1.59 million was allocated to a Recipient Executed Trust Fund (TF0A1633) and US$0.94 to a Bank Executed Trust Fund (TF019073). Thus, the total financing available to the recipient after appraisal was US$35.00 million from the loan and US$1.59 million from the grant, or a total of US$36.59 million. Page 7 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 11. Component 2: Strengthening the Budget Preparation Process and Results Based Budgeting. This component supported the GOJ’s transition from annual expenditure planning to a medium-term results-based expenditure framework. Six activities supported the transition: (i) update the budget manual; (ii) institutionalize baseline forward estimates; (iii) develop and implement better resource allocation procedures, incorporate procurement planning and link procurement plans to the budget process, set medium-term expenditure ceilings for Ministries Agencies and Departments (MDAs), and improve alignment of recurrent budgets with public investment expenditures; review the budget office’s human resources requirements; (iv) capacity building on results-based budgeting; (v) obtain accurate employee numbers and compensation costs for budget preparation and execution in select MDAs; and (vi) establish a participatory budget process including citizens, NGO’s, universities, and business representatives. 12. Component 3: Adaptive Public Sector Approaches to Promote Fiscal Sustainability: This component focused on change management and just-in-time technical assistance. It supported the change management process for implementation of the PIMS, the budget preparation process and results-based budgeting, property tax compliance and industrial growth through trade facilitation. The just-in-time Technical Assistance (TA) supported activities not included in the Project’s design to address public sector reform implementation gaps through: (i) analysis of the governance and accountability framework; (ii) assistance in achieving public sector reforms as per the Operations Manual; and (iii) analysis of the Government’s trade facilitation capacity and mechanisms to streamline the process. 13. Component 4: Strengthening Property Tax Compliance and Administration: This component supported improvements in property tax compliance and updating the fiscal cadaster through five activities: (i) simplifying property tax payment procedures and expanding payment channels; (ii) designing and implementing a strategy for property tax compliance and collection of arrears; (iii) improving the land parcel identifications system; (iv) updating the fiscal cadaster; and (v) updating the property tax management system. 14. Component 5: Fostering Industrial Growth and Trade Facilitation. This component was structured in two parts to support strategic public sector institutions essential to enabling private sector growth: focusing on the Jamaica Customs Agency (JCA) and other border agencies and the Bureau of Standards Jamaica (BSJ). Part (a) supported development and implementation of a National Quality Infrastructure and restructuring the BSJ to enhance trade facilitation and industry growth as well as protect the health and safety of the Jamaican people. Part (b) supported improved performance of selected border agencies through adoption of international good practices promoted by the World Trade Organization (WTO) and strengthened JCA’s capacity to operate efficiently and effectively. The component financed investments to strengthen select entities to support trade facilitation. 15. Component 6: Project Management: This component supported Project Management: (i) Project Implementation Unit (PIU) staff costs; (ii) project audits; (iii) fiduciary compliance under the Project; (iv) monitoring and evaluating project activities; (v) capacity building activities and operating costs. 16. The project was restructured three times during implementation. The project was first restructured in 2016 to extend the deadline for GOJ to access the funds provided by the DFID grant. The slow pace of implementation and changes in government priorities led to the second, major, restructuring in 2017, when activities related to property tax and customs were dropped, and a new component aimed at modernizing the Accountant General’s Department was introduced using Disbursement Linked Indicators. The third restructuring in 2019 extended the closing date and readjusted the results framework indicators. Page 8 The World Bank Jamaica Strategic Public Sector Transformation (P146688) B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE) Revised PDOs and Outcome Targets 17. The PDO was not revised in any of the three project restructurings. However, as shown in annex 5, the outcome targets were changed. During the second restructuring, the three initial PDO indicators were marked for deletion and replaced with two new streamlined PDO indicators to better measure project outcomes. The final restructuring introduced a third PDO indicator and slightly increased the target values of the two others. Revised PDO Indicators 18. The 2017 and 2019 restructurings introduced changes to PDO indicators. Table 3 below shows the PDO indicators associated to outcomes at appraisal and after restructuring. Table 3 PDO indicators revision Outcomes PDO Indicators (at appraisal) PDO indicators (following the 2017 and 2019 restructuring) Outcome 1: Strengthen public The PSIP incorporates public investment projects Improved investment project resource management with estimated five-year operating and monitoring maintenance costs fully linked to long term development goals and medium-term priority areas Percentage of MDAs with budgets that are costed Percentage of MDAs that prepare and associated with the results of the programs their budgets according to the outlined in the business plans of MDAs updated program definitions Outcome 2: Support selected Supporting trade facilitation by integrating Percentage increase in quality related public sector institutions in clearance processes of selected border agencies, services provided directly to public facilitating a more enabling resulting in a transparent, cost efficient and faster and private sector environment for private sector international trade environment as measured by growth LPI-C Revised Components 19. In the 2017 restructuring, one component was dropped, a new component was introduced, and a third was revised. Table 4 below summarizes the revised components and corresponding budget reallocation from the loan. Component 3 was revised and expanded to further support GOJ‘s transformatio n agenda in meeting two high profile objectives: (i) reduction in the number of unaudited financial statements; and (ii) rationalization of Public Bodies (PB) through merger, closure or integration into line ministries. Under Component 4, activities related to Property Tax Compliance and Administration were dropped due to changed needs. A new activity took its place to support the Accountant General’s Department (AGD) and better align with government priorities and institutional readiness. 20. The new component, which aimed to transform the AGD into a modern treasury with timely financial and accounting reports, introduced Disbursement Linked Indicators (DLI) to help accelerate implementation. Disbursements were linked to the achievement of the indicator “Increased percentage of financial and accounting reports produced by the AGD”. Qualifying expenditures agreed upon under the eligible expenditures program (EEPs) were employee salaries and operating expenses under the AGD’s Program 131: Fiscal Policy and Management, which covered management of government resources, accounting for revenue and accounting and financial reporting in keeping with the Financial Administration and Audit Act. Page 9 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Table 4 Project’s components revision Components Cost Components Cost Action at appraisal (US$M) 2017 restructuring (US$M) Strengthening Public Investment Strengthening Public Investment 11.2 Revised 8.00 Management System (PIMS) Management System (PIMS) Strengthening Budget Preparation Process Strengthening Budget Preparation Process 2.7 Revised 2.70 and Result Based Budgeting and Result Based Budgeting Adaptive Public Sector Approaches 9.1 Revised Adaptive Public Sector Approaches 12.10 Strengthening Property Tax Compliance 2.80 Deleted Dropped 0 Fostering Industrial Growth and Trade Fostering Industrial Growth and Trade 8.43 Revised 5.00 Facilitation Facilitation Project Management 0.70 Revised Project Management 1.13 Modernizing the Accountant General’s New 6.00 Department (AGD) TOTAL 34.93 34.93 Other Changes 21. Institutional arrangements. The deletion of Component 4 (Property Tax) and Sub-Component 5b (Customs and Other Border Agencies) in 2017 resulted in the removal of the Jamaica Customs Agency (JCA), Tax Administration (TAJ) and the National Land Agency (NLA) as implementing agencies. The AGD was added as an implementing agency for the new component on modernizing the AGD. 22. Closing Date. The Project was restructured on June 28, 2019, to extend the closing date from January 31, 2020, to December 31, 2021. The authorities requested additional months to complete pending procurements and advance activities in Components 1, 3, and 5 already under implementation. The additional time was required to complete the following: procure and deploy the Public Investment Management Information System (PIMIS); reduce the number of backlogged unaudited financial statements; support the rationalization of public bodies; complete the laboratory upgrades at the BSJ; and support parliamentary approval of the National Compliance and Regulatory Authority (NCRA) legislation. 23. Implementation arrangements. The PIU was substantially strengthened from 2017 onwards. The PIU required additional staff to support the implementation of project activities more efficiently, improve monitoring and evaluation, and better support fiduciary requirements, as these areas were not sufficiently resourced at the time of design and approval. The Bank granted approval for the project to adopt the Procurement Regulations for IPF Borrowers under the World Bank’s new Procurement Framework 2017 in order to reduce the procurement bottlenecks caused by using both the Bank’s and GOJ’s procurement procedures. 24. Reallocation of loan proceeds between expenditure categories. The 2017 restructuring reallocated US$9.43 million of loan proceeds among components. As a result of eliminating activities within Components 4 (US$2.8 million) and 5b (US$3.43 million), reduced financing needs for Component 1 (US$11.2 to 8 million), funds were reallocated across three components. The new activity to support the AGD (within Component 4) was allocated US$6 million, the adaptive approaches / just-in-time technical assistance (Component 3b) was allocated an additional US$3 million, and project management in Component 6 was allocated an additional US$0.43million. 25. Disbursement arrangements. The new AGD component adopted the DLI approach, with US$6 million to be disbursed in incremental amounts over three years based on verified achievements. Page 10 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 26. Results framework. The PDO remained the same throughout project implementation. However, changes were made to selected PDO indicators in 2016, 2017 and 2019. The PDO indicator related to Jamaica Customs Agency (JCA) activities was replaced with an indicator on Bureau of Standards of Jamaica (BSJ) services. The PDO indicator related to public investment management was converted to an Intermediate Result Indicator (IRI). The PDO indicator measuring the progress of results-based budgeting reforms was revised. Two new IRIs were added for the modernization of AGD. Four indicators related to property tax and customs components were deleted. A number of IRIs were revised to provide clearer and more measurable targets. Rationale for Changes and Their Implication on the Original Theory of Change 27. The first restructuring, approved in 2016, had no impact on the TOC. Its purpose was to extend the closing date of the UK Department for International Development co-financing Trust Fund (TF) from December 31, 2016, to August 31, 2017. Although the co-financing grant became effective in October 2014, activation of the Recipient Executed Trust Fund (RETF) was delayed by more than a year due to prolonged deliberations between the Bank and the GOJ on implementation arrangements and resource allocation. 28. The second restructuring in 2017 updated the project components to better reflect the GOJ’s priorities considering new opportunities, slow disbursements, and the need to strengthen the PIU’s implementation capacity . The Customs Administration no longer required Bank financing for the activities originally foreseen in the project (Subcomponent 5b) and so this activity was dropped. Support for strengthening property tax administration (Component 4) was dropped because the GOJ decided to finance these activities by other means. GOJ officials proposed alternative activities important to the Government’s public sector transformation reform that were aligned with the PDO. The transformation of the AGD office into a modern Treasury was a significant enough reform to merit its own component. The use of a DLI for the new component sought to facilitate implementation by simplifying procurement requirements for the borrower. The expanded Adaptive Public Sector Strategies component supported the introduction of a Human Resources Shared Services model for back-office functions performed by the Ministry of Finance and the Public Service (MOFPS), and the rationalization of Public Bodies that had been an impediment to fiscal transparency and effective policy coordination. The restructuring scaled back financing for Strengthening PIMS component when it found that the proposed information system had been over-priced at appraisal. The restructuring did not significantly change the TOC despite the number of changes made. 29. The third restructuring was completed in 2019 to extend the project’s closing date and refine results indicators, with no impact on the TOC. Project disbursement was only 40 percent in January 2019, with only 13 months to project closure and several activities still pending implementation. GOJ requested an extension of the project with no cancellation of funds. While the components on Strengthening the Budget Preparation Process, Result Based Budgeting, Fostering Industrial Growth, and Trade Facilitation were on track to achieve their objectives, the PIU and Bank agreed that components on Strengthening PIMS, Adaptive Public Sector Approaches, and Modernizing the AGD required additional time to complete critical activities. The additional year would allow the authorities to relaunch procurement of the PIMIS (Component 1), which, drawing on lessons learned from the previous year’s failed procurement using both Bank and national procedures, simplified procurement by applying only Bank procurement rules, refining the request to the market, and adjusting the procurement approach. Additional time would allow the Auditor General’s Department (AuGD’s) to reduce the backlog in unaudited financial statements and support the complex task of merging, closing, and reintegrating public bodies into line ministries. The additional time would align the completion dates of activities currently beyond the project closing, and to give more time for the legal framework to be amended, so that changes made operationally could be formalized in law. Targets of selected PDO indicators and IRIs were slightly increased following the third restructuring. Page 11 The World Bank Jamaica Strategic Public Sector Transformation (P146688) II. OUTCOME A. RELEVANCE OF PDOs Assessment of Relevance of PDOs and Rating Rating: Substantial 30. The PDO was highly relevant to the Bank’s engagement in Jamaica. The PDO was well-aligned with CPS F14- FY17 objectives focused on: public sector modernization to enhance the Government’s capacity and effectiveness; and private sector-led growth by improving the business climate and fostering investment in high-potential sectors. The PDO was also aligned with GOJ’s Vision 2030, which outlined long-term national development priorities, and GOJ’s Public Sector Transformation Plan. The project continued previous Bank engagement in the SEMCAR program and PEFA assessment that conducted in 2013. At project closing the Bank did not have an updated Country Partnership Framework (CPF) with Jamaica, the Systematic Country Diagnostic in preparation continues to emphasize debt reduction, creation of fiscal space for long-term investment and addressing the impediments to private sector growth. It is expected that these issues will figure prominently in the subsequent CPF. Moreover, most of the PDO indicators were revised and targets adjusted during implementation to ensure their continued relevance. Therefore, the ICR found that the relevance of the PDO is substantial. 31. The PDO is aligned with the fourth pillar of the WBG COVID-19 Response Approach Paper,2 focused on strengthening policies, institutions, and investments for rebuilding better. The project is relevant considering the vulnerability of Jamaica to climate change and hurricanes, and health crises such as the ongoing COVID-19 pandemic. The pandemic has underscored the importance of government service delivery and agility in managing resources to navigate and respond to crises. B. ACHIEVEMENT OF PDOs (EFFICACY) Assessment of Achievement of Each Objective/Outcome 32. For purposes of this assessment, the PDO is subdivided into two outcomes, which are assessed separately. While most of the resources allocated at appraisal were assigned to activities supporting the first PDO outcome, the PAD did not indicate the relative importance of the two objectives. Therefore, the ICR considers that equal importance and weight are given to each of the objectives. PDO Outcome 1: Strengthen public resource management Rating: Substantial 33. The project almost fully achieved its objective of strengthening public resource management. Annex 4 lists the baseline end targets and achievement for the indicators associated with PDO Outcome 1. Both PDO indicators were achieved, and all but two of the twelve intermediate results indicators were fully met. The real impact of the project on public resource management can be seen across four broad area: public investment management, budget planning, rationalization and streamlining of public institutions, and treasury management. 34. Macroeconomic data presents a striking picture of how Jamaica’s fiscal sustainability and public resource management have been transformed since the start of the project. Sustained primary surpluses above 6.5 percent of 2Saving Lives, Scaling-up Impact and Getting Back on Track, World Bank Group COVID-19 Crisis Response Approach Paper https://documents1.worldbank.org/curated/en/136631594937150795/pdf/World-Bank-Group-COVID-19-Crisis-Response- Approach-Paper-Saving-Lives-Scaling-up-Impact-and-Getting-Back-on-Track.pdf Page 12 The World Bank Jamaica Strategic Public Sector Transformation (P146688) GDP and prudent liability management led to a remarkable 55 percentage points decline in public debt to approximately 90 percent of GDP in 2019.3 Only a few other countries experienced such significant declines in the same period. Fitch raised Jamaica's sovereign credit rating from B to BB, the highest in more than a decade, while sovereign bond spreads in Jamaica were at historic lows, outperforming emerging market averages.4 Furthermore, capital spending increased from a low of 1.5 percent of GDP in FY 2014/15 to 3.3 percent in FY 2020/21, the last year before the pandemic. While these outcomes are a result of prudent fiscal policies, the fiscal policies were facilitated by the modernization of public institutions, implementation of new PFM regulations and guidelines, introduction of information technology, and enhancement of staff capacity. Jamaica created its own Transformation Implementation Unit to drive selected reforms and benefited from complementary support from other development partners, including the IMF and IDB. By leveraging the Government’s own reform initiatives and using the Project’s Steering Committee structure to convene senior officials, the project was a major contributor to the improvements that have been observed. The project activities contributing to these outcomes are outlined below. 35. Public investment management has been transformed through new regulations, capacity building for staff, and new IT platforms. Project proposals that were previously approved on the basis of little more than a one-page project concept, are now subject to strict guidelines on project appraisal, as mandated by amendments to the Financial Administration and Audit Act. Newly instituted pre-investment and evaluation funding supports pre-investment financial and economic analysis, as well as post-investment evaluations. A technically staffed and empowered Public Investment Management Secretariat (PIMSEC) provides recommendations to a Cabinet subcommittee, the Public Investment Management Committee (PIMC), that can reject project proposals that do not meet the standards in the PIMS Operational Guidelines and updated in the Draft 2018 PIMS Handbook Guidelines. PIMSEC also works directly with MDAs to improve the quality of their project submissions and confirm alignment with ministry objectives. Because projects enter the Public Sector Investment Program better prepared, there are fewer implementation delays and the proportion of unused funds allocated for public investment has been cut from 10 percent to under 5 percent. The development of the end-to-end project management software (PIMIS) represented three percent of total project financing executed in the last 12 months. PIMIS development and rollout to MDAs was not completed before loan closure. However, this intermediate-result indictor is likely to be fulfilled before the end of 2022, as GOJ is financing work through to completion. In the meantime, GOJ benefits from a centralized project monitoring database that was financed by the project. 36. Reforms to budget planning have helped enforce fiscal discipline, enhanced the strategic allocation of resources, and introduced a results orientation. Previously, the budget process did not mandate MDAs to anticipate the impact of current decisions on future budgets. Today, the MOFPS includes three-year forward estimates in its annual budget submission. The Public Sector Investment Program incorporates projects’ estimated five-year operating and maintenance costs linked to long term development goals. This helps identify fiscal risks and maintain fiscal discipline. Previously, MDAs created new programs and new funding requests without having to demonstrate their alignment with the MDA’s core mandate and objectives. The Medium-Term Results Based-Budgeting system incorporates lessons from international good practice requiring alignment between ministry objectives and ministry budgets. MOFPS has also introduced a results-based framework to the budgeting system to encourage MDAs to link resources with policy outcomes. These reforms impact both recurrent and investment spending. 37. Institutional reforms have helped rationalize institutions, improve efficiency in MOFPS’ internal operations and strengthen accountability. The project helped the GOJ rationalize 44 out of its target 58 quasi-autonomous Public 3 Systematic Country Diagnostic, Concept Note. World Bank, October 2021. 4 Ibid. Page 13 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Bodies through mergers, divestments, closures of public bodies, and reintegration of some public bodies into parent ministries. The rationalization program enabled reallocation of public resources to the GOJ consolidated fund and the Government has regained fiscal and policy oversight for the reintegrated PBs. The MOFPS itself was strengthened with the reorganization and mergers of selected divisions to make internal processes more efficient, improve analyses and fiscal policy formulation, and improve accountability. For example, the Revenue Appeals Division significantly reduced tax appeal case turnaround time (with 90 percent of appeals expected to be completed within 180 days, as opposed to only 1 percent in 2017/18.). The Auditor General’s Department completed backlogged external audits for 33 entities, dating as far back as 2004, thus improving accountability. New shared services platforms were introduced to reduce transaction time in human resource administration and legal case management. With the enactment of the ICT Authority Act of 2019, a whole of government ICT governance framework is now in place with the enactment of the ICT Authority Act of 2019, and a new ICT Authority will enable interoperability, centralization of data centers and streamline ICT investments across MDAs. 38. The project helped establish basic treasury management functions. Previously, the AGD lacked information on the number of cash accounts held by MDAs, the Government’s consolidated cash position, and the expected cash inflows from different sources. Reconciliation of government accounts was slow and inhibited by the lack of appropriate information systems. The AGD established the Government Accounting and Reporting Division, implemented the web- enabled Government Financial Management System and the Revenue Management Module to improve its financial reporting capabilities. Policymakers now have access to near real-time information on budget execution. The AGD can now provide a fully reconciled account of government expenditure immediately at year-end rather than only a draft estimate as was the case previously. In the months ahead, the AGD will issue its first statements based in IPSAS standards, an achievement that could be directly attributed to the project. Investment in information systems, restructuring the department, and training staff have been critical to modernizing the AGD and thus enhancing fiscal accountability and transparency. PDO Outcome 2: To support selected public sector institutions in facilitating a more enabling environment for private sector growth Rating: High 39. The Project exceeded its objective for supporting public sector institutions in facilitating a more enabling environment for private sector growth. Annex 4 shows how the project exceeded the target values for both the PDO indicator and the intermediate results indicator. The project transformed key public institutions mandated to support the private sector, notably the BSJ, and helped position Jamaica on a path to achieving World Trade Organization (WTO) compliance. Jamaica’s exports increased from J$278 billion in 2014 to J$317 billion in 2020, from 31.3 percent of GDP in 2014 to 37.9 percent in 2020. While the project’s activities may have contributed in some measure to this trend, it is not possible to quantify that contribution. 40. The project reduced technical barriers to trade by restructuring the Bureau of Standards Jamaica (BSJ) to remove its regulatory functions and repurpose it exclusively as a service organization. With upgraded laboratories, BSJ focuses on trade facilitation, offering testing, calibration, and other metrology services to the public and private sectors in Jamaica and the Caribbean region. At project closing, services offered by the BSJ had increased by over 723 percent (from a low base), enabling companies to better compete in export markets (Annex 7 includes a list of the categories of services offered by the BSJ). Today, products tested and certified by BSJ do not require re-testing and re-certification at ports of entry. BSJ senior management explicitly credits the project for the transformation: “The organization realized direct benefits in the form of infrastructure upgrade, state of the art laboratory equipment, knowledge expansion through staff training and consultancy guidance. This has resulted in the BSJ becoming a transformed organization, with Page 14 The World Bank Jamaica Strategic Public Sector Transformation (P146688) infrastructural improvements, operational efficiency, and improved staff proficiency to carry out its mandate as a facilitator of business development and trade.” 41. The National Compliance and Regulatory Authority (NCRA) has assumed the regulatory functions discontinued by the BSJ. Since NCRA’s establishment inspections at ports of entry has reduced to 33 percent. A National Enquiry point (NEP) has been established in the BSJ in accordance with the WTO Technical Barriers to Trade Agreement. The NEP acts as a focal point where local producers, and other WTO Members can request and obtain information and documentation on a member's technical regulations, standards, and conformity assessment procedures. The Jamaica National Agency for Accreditation (JANAAC) is at an advanced stage for receiving full United States Food and Drug Administration certification. When fully certified, JANAAC will become the only certified third-party accreditation body in the Caribbean to conduct food safety testing assessments and issue accreditation of food testing laboratories for foods entering the USA. 42. Quality standards have risen across the public sector through the rigorous process of ISO 9001 certification. As part of Jamaica’s National Quality Policy eighteen MDAs are now ISO 9001 certified. The certification has strengthened the entities processes and procedures to better serve the public and private sectors. Among the entities certified are those that directly facilitate the private sector; the National Export-Import Bank of Jamaica; Companies Office of Jamaica; Jamaica Intellectual Property Office; National Environment and Planning Agency; Tax Administration Jamaica - Constant Spring Revenue Services Centre; and the Urban Development Corporation. Justification of Overall Efficacy Rating Rating: Substantial 43. Overall efficacy of the Project is rated as Substantial. All three PDO indicators and ten of the twelve intermediate results indicators were achieved by loan closure. For those not met, the project created the momentum that led GOJ to set aside their own budgetary resources to continue funding through to completion of the activities. The project’s impact extends beyond the indicators in the results framework. The project has contributed – even if attribution is impossible to quantify – to significant improvements in public financial management practices that had positive impacts on fiscal performance. Similarly, the project helped Jamaican exporters meet international quality standards without having to submit to quality controls at the port-of-entry. These improvements in trade facilitation coincide with a significant increase in Jamaican exports in the project period, though it is not possible to draw a causal relationship. C. EFFICIENCY Assessment of Efficiency and Rating Rating: Modest 44. Early project implementation was slower than planned but, ultimately, funds were fully disbursed by closing. GOJ’s decision to use RETF resources before IBRD loan proceeds contributed to delays in project implementation: nineteen months after project approval the IBRD disbursement rate was 4 percent while the RETF’s was 28 percent. The late initiation of the RETF and procurement delays contributed to the project’s planned timeframe extending from five to seven years. Implementation accelerated following the actions taken in line with MTR recommendations, specifically those related to strengthening the PIU and changing the project’s procurement approach. Following the MTR, the project adhered more closely to its disbursement projections and was fully disbursed at closing, with 100 percent expended within the grace period. 45. The PAD did not undertake an economic assessment of project impacts and it has not been possible to undertake an economic analysis at project closing. Some of the economic benefits identified at appraisal were not Page 15 The World Bank Jamaica Strategic Public Sector Transformation (P146688) realized due to restructurings and changes in priorities. For example, at appraisal the project considered the tax revenue increase resulting from the component dedicated to strengthening property tax compliance. However, the project has generated significant benefits to administrative efficiency, even if some of these cannot be quantified in monetary terms or attributed exclusively to the project. These include: • The rationalization of 44 public bodies generated an estimated fiscal savings for the GOJ totaling J$3.7 billion (US$23.9 million), of which J$1.2 billion were net fiscal savings from reduced budget allocations and the remainder savings from disposal of physical property and other assets. • Budget reforms supported improvements in fiscal sustainability, alignment of resources with policy objectives, and more economically informed decision-making. • Just-in-Time activities, such as the introduction of HR Shared Services and the improved HR functionality allows public servants to work with increased efficiency in processing HR client requests. For example, a job letter can now be obtained in a day in comparison to 3-4 weeks before the intervention. Staff time devoted to processing standard administrative actions has been substantially reduced. • The 18 MDAs that benefited from ISO 9001 certification have improved their business processes, as required by the certification process. Many of these MDAs such as the National Export Bank of Jamaica, the Passport, Immigration and Citizenship Agency, the Land Titling Division, and the Jamaica Intellectual Property Office all provide services directly to citizens and businesses, who in turn benefit from improved business processes. • Information technology and improved business processes have enabled AGD to produce financial statements more efficiently, saving staff time previously lost to manual processes, and led to improvements in cash management have allowed GOJ to use its daily cash balances more efficiently, reducing borrowing costs. • Improvements in PIM have increased the standard of project preparation, strengthened policy alignment of the project portfolio, and improved project implementation, which should over time contribute to efficiency gains in public investment. • Improvements in BSJ infrastructure, operations, and services have reduced the costs for exporters by eliminating the requirement for re-testing and re-certification at ports of entry. The NCRA establishment has generated cost savings for importers by reducing the number of inspections at ports of entry and facilitating access to information on technical regulations, standards, and test procedures. Page 16 The World Bank Jamaica Strategic Public Sector Transformation (P146688) D. JUSTIFICATION OF OVERALL OUTCOME RATING Rating: Moderately Satisfactory 46. The overall rating for the project is Moderately Satisfactory. This rating is based on assessments of PDO relevance, average efficacy of the two PDO objectives, and efficiency. Table 5 - Calculation of the Overall Project Outcome Rating OUTCOME Relevance Substantial Overall Project Efficacy Substantial Outcome 1 Substantial Outcome 2 High Efficiency Modest Overall Outcome Rating Moderately Satisfactory E. OTHER OUTCOMES AND IMPACTS (IF ANY) Gender 47. The project contributed to strengthening the capacity and career advancement of female public sector workers. Three public sector workers were promoted from the Public Sector Senior Leadership Development Training Program (PSSLD), including one female promoted to director level. The PSSLD was supported under the Project’s just-in- time component. Table 6 below shows some of the training and employment opportunities under the Project disaggregated by gender. Table 6 – Selected capacity building activities 5 Training/employment opportunities Men Women Total % Women TOR writing workshop 65 119 184 65 Individual consultants for all components 142 175 317 55 Public Sector Senior Leadership Development Training 15 35 50 70 Program Cohort 1 - 2016 and Cohort 2 - 2020 Institutional Strengthening 48. Project outputs and outcomes were realized by strengthening institutions. Project contributions to the development of institutions include: The institutionalization of the functions of PIMSEC into the Public Investment Appraisal Branch (PIAB) within MOFPS facilitating the procedures for the preparation, appraisal, and approval of all public investment projects; establishment of the National Compliance and Regulatory Authority (NCRA); establishment of the ICT Authority and approved organization structure; and reorganization and equipping of the Accountant General’s Department (AGD). ISO-9001 certification strengthened systems and processes in eighteen MDAs Shared services platforms for human resources and legal services strengthened institutional capacity to manage these functions across all MDAs. 5 Source: Project Implementation Unit monitoring and evaluation data Page 17 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 49. Change management activities under the Just-in-Time component strengthened technical and management capacity across MDAs. Change management plans and training activities contributed to building the capacity of personnel responsible for internal and external auditing, legal affairs of government, IT government systems, treasury management, public investment management and budget preparation for Medium Term Results Based Budgeting. Mobilizing Private Sector Financing 50. Not applicable Poverty Reduction and Shared Prosperity 51. The project design did not directly target poverty reduction. However, improvements in the alignment of the national budget with government policies and priorities, the use of forward baseline estimates, and improvements in public investment management will enable the GOJ to better plan and implement poverty reduction programs. Other Unintended Outcomes and Impacts 52. The project facilitated the development of the Jamaica Investment Map.6 The Investment Map is an online database of public investment projects across Jamaica. Citizens and businesses can monitor where and how GOJ has invested in public infrastructure, thereby increasing transparency and enabling the private sector to integrate the government’s economic activities into their own planning. The Investment Map was an IDB initiative, but the source data for the geospatial display comes from the database developed under Component 1 of the project. 53. The use of Quality Systems Implementation Technicians (QSITS) to work alongside ISO 9001 consultants was an innovative approach to prepare MDAs for certification. It resulted in the approximately 20 QSITs obtaining training and experience in the implementation of the standard. As a result, a significant number of this group are now in line to receive certification as ISO 9001 implementers. III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME A. KEY FACTORS DURING PREPARATION 54. Complementarity with Government and development partner initiatives. The project was designed to support the GOJ’s Public Sector Transformation Reform. The Bank prepared the project in close coordination with the IMF and its EFF fiscal consolidation framework, the IDB’s Public Sector Reform program, SEMCAR and DFID grants. The RETF was fully integrated into the project, adopting the PDO and results framework of the Project and specifically co-financing Components 1 and 2. This assured complementarity of actions and reduced the donor coordination burden on GOJ officials. 55. Well-defined implementation arrangements. A high-level steering committee, chaired by the Financial Secretary, was set up as the decision making body for the project to facilitate government-wide support for the reforms. This helped ensure awareness of reform activities external to the project. A Project Implementation Unit was established with technical coordinators assigned to each component. B. KEY FACTORS DURING IMPLEMENTATION 56. Flexibility in design to respond quickly. The project included a “just-in-time” component to support activities that could not be anticipated at the time of project design but would emerge as project implementation unfolded. This 6 https://publicinvestmentmap.gov.jm/about/investmentmap Page 18 The World Bank Jamaica Strategic Public Sector Transformation (P146688) allowed the GOJ to apply project resources to emergent problems, change management activities, capacity building, and any other technical assistance that supported project objectives. For example, the component supported capacity building through the PSSLD and technical assistance to facilitiate the enactment of the ICT Authority Act. 57. Number and complexity of procurement activities. Most of the project funds were allocated to discrete technical assistance or advisory services for institutional strengthening and public resource management. The average budget allocation for the procurement was relatively small, as they were primarily advisory services. Each of these activities required customized terms of reference. This increased the volume of procurement activity and coordination and contract management challenges that may have contributed to slow disbursements. 58. Requirements to comply with two sets of procurement procedures. During the initial period of project implementation, the PIU was required to comply with both World Bank and GOJ’s procurement procedures. This led to delays in procurement and contracting. Following the mid-term review, GOJ authorized for the project to use only the World Bank Procurement Process for Bank-financed loans. This substantially shortened the procurement timeline and helped to accelerate project implementation. 59. Inadequate results framework. After project implementation had begun, ISRs noted that the results framework was inadequate, as the three PDO indicators no longer adequately reflected the reform efforts, and PDO indicator 3 no longer aligned with government priorities for the project. The results framework was revised in the 2017 restructuring. 60. In-country coordination with other DPs. The overlap between DP programs and the disbursement challenges each faced within their projects caused a risk of competition among DPs for senior GOJ officials’ attention and the accompanying counter-part funds. Many of the coordination challenges were resolved with the Bank Task Team Leader’s relocation to Jamaica, so that interactions with GOJ officials and DPs could be more frequent, timely, and informal. 61. Proactive technical advice integrated into project supervision. The Bank proactively revised the project’s activities, introducing measureable indicators in line with GOJ’s priorities and balancing expected outcomes with those of other development partners. These revisions accelerated project implementation and motivated the implementing MDAs. The Bank team included strong technical experts in project supervision activities, who often worked hand-in-hand with the GOJ counterparts to anticipate and resolve implementation challenges. For Compoment 5, in particular, the technical experts were engaged from the start, and later deployed for Component 1. The Bank’s fiduciary teams were easily accessible to provide support and guidance to PIU staff. 62. GOJ capacity for steering and implementing. The high-level steering committee chaired by the Financial Secretary secured senior management attention for project activities and visibility across related donor activities. The strengthening of the PIU midway through implementation enabled the PIU to effectively use Bank systems (such as STEP), to implement other systems such as SAGE, and for its component leads to effectively engage stakeholders and senior government officials on project activities. The PIU’s procurement and financial management functions effectively complied with Banks requirements, and component leads could provide real-time updates on project activities and indicators. 63. Limited fiscal space under IMF agreement and delays in obtaining grant resources. Delays in the initiation of the DFID co-financing led to setbacks in project implementation and low disbursement. Given the tight monetary constraints experienced by the GOJ under the IMF adjustment program, TF resources – once available for use -- were given priority over IBRD loan resources to implement Components 1 and 2. This contributed to low disbursement rates in the first two years of the project. 64. COVID-19 Pandemic. The GOJ implemented strict COVID-19 measures, including full lockdowns and work from home orders during 2020. The PIU was proactive in ensuring that project implementation, monitoring and supervision Page 19 The World Bank Jamaica Strategic Public Sector Transformation (P146688) continued using virtual modalities. Nonetheless, some activities slowed due to COVID 19. For example, travel restrictions delayed the final installation of BSJ lab equipment, and the USFDA delayed their certification inspection visit to JANAAC. The project’s budget allocation was reduced by 30 percent during the FY20/21 First Supplementary Estimates of Expenditures. When feasible, virtual platforms were utilized, and the PIU amended the procurement plan in line with the budget reduction. Rationalization of public bodies was substantially slowed because experts were not able to access paper records that were located in offices. Similarly, the work-from-home orders hindered AuGD’s auditing of financial statements. IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME A. QUALITY OF MONITORING AND EVALUATION (M&E) M&E Design Rating: Modest 65. Several PDO level and intermediate indicators lacked clarity and were broadly stated, others were too complex and the calculation method lacked sufficient detail, making them hard to measure. Data collection was problematic and the calculation of the indicators was cumbersome for both PDO level indicators (PSIP does not include information on projects' estimated five-year operating costs; percentage of MDAs that prepare their budgets according to the updated program definitions) and intermediate indicators (for example: % deviation between MTEF projections and annual budget; percentage of updated fiscal cadaster in selected strategic jurisdictions; quarterly public investment project monitoring reports are automatically produced by the updated and centralized public investment database). The lack of financial and economic indicators at appraisal prevented the preparation of an economic analysis at appraisal. 66. The initial design reflected the high level of ambition at appraisal and assumed that information systems would be put in place during implementation to gather the information needed for monitoring. The project’s initial design planned to tackle, inter alia, public investment management, customs, and results-based budgeting, with associated PDO level indicators for each. The project aimed to have a highly customized PIM information system fully operational and deployed by the project’s third year. The customs component ended up being dropped, along with its indicator. The PIMIS was still not deployed by the project closing, despite project extensions; its indicator was downgraded to intermediate, and the PDO indicator measuring the progress of results-based budgeting reforms was revised. The initial M&E design did not capture the full picture of the project’s implementation progress. Most of the results framework indicators were revised during the second restructuring, making them more realistic and easier to measure. However, there was some disconnect in the results chain with all PDO-level indicators fully achieved, even though two of the twelve intermediate results were not fully achieved. M&E Implementation Rating: Substantial 67. While data collection for the indicators identified at appraisal was not straightforward, data collection improved following the second restructuring. The Bank team overseeing the restructuring in partnership with the PIU modified several PDO level indicators and intermediate indicators, removing and/or replacing them to add more clarity while recommending the reinforcement of the PIU to improve data collection frequency and quality. The DLI for Component 4 introduced in restructuring proved to effective for incentivizing implementation. The PIU subsequently adopted an advanced project management and M&E tool, engaged an M&E specialist to support analysis and reporting, and received comprehensive training through 2021. Page 20 The World Bank Jamaica Strategic Public Sector Transformation (P146688) M&E Utilization Rating: High 68. M&E information was efficiently used to inform decision making and restructure the project. The Bank team was proactive in monitoring implementation progress and introducing mid-course adjustments based on ongoing interactions with counterparts. The M&E was further optimized with the second restructuring. The MTR mission took place following the second restructuring and recommended the adoption of a road map for project success. The road map advised the reinforcement of the PIU in M&E and procurement, as well as the recruitment of key experts. The M&E tool was consistently used by the PIU to monitor project progress and provide progress data to the Bank team as input for the Implementation Support Reports. An effective verification protocol facilitated efficient disbursements and maintained momentum for achieving DLI targets. Information from the M&E system was used to inform changes in budget allocations across components and to replace components. The M&E system helped the Bank team to identify the capacity challenges that the PIU faced and addressed them by reinforcing the implementing team with consultants and experts. Justification of Overall Rating of Quality of M&E Rating: Substantial 69. The Bank team was able to review the M&E framework and utilized it to inform decision making and course- correct the project. Despite limitations in the initial results framework, the redesign of the M&E framework enabled the definition of relevant indicators that reflected project development outcomes. Following each of the three restructurings most of the indicators were recalibrated as needed to ensure adequate ambition. B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE 70. Environmental and Social Safeguards. The project was classified as a Category C – likely to have minimal or no advance environmental impacts - during the environmental assessment. No environmental or social issues materialized during implementation. 71. Procurement. Most of the project’s contracts had been executed at project closure, the disbursement ratio reached 100 percent of the loan proceeds, and less than 5 percent of loan proceeds remained to be expended. Some key project contracts – including the contract for the PIMIS system – would not be fully executed by project closing date, and some pending activities and deliverables will be completed by the suppliers/consultants within calendar year 2022. Those activities executed by project closure will be financed out of the loan proceeds, the remaining activities/deliverables will be financed by GOJ from its own funds. A Procurement Post Review (PPR) carried out in November 2021 found the contracts reviewed in line with WB Procurement Regulations and the Loan Agreement, though a few minor inconsistencies were identified. While the remaining loan proceeds were fully expended during the grace period, those project contracts not fully executed by project closure did not affect achievement of the PDOs. Project procurement performance was rated Satisfactory. 72. Financial Management. The financial management ISRs for the project were consistently “Satisfactory” during implementation. Interim Financial Reports (IFR) during the first two years of implementation experienced challenges with timeliness and accuracy, however significant improvements were noted towards the end of 2016, and remained at the acceptable level thereafter to project close, with the reports received being accurate and submitted on a timely basis. The project implemented a computerized accounting system in April 2020 which further improved efficiencies in reconciliations and reporting, as well as payment processing and electronic funds transfers. An exemption was granted Page 21 The World Bank Jamaica Strategic Public Sector Transformation (P146688) for the first external audit for the 6 months to March 31, 2015. The reports for periods ended March 31, 2016 - 2018 were conducted by the AuGD Jamaica on a timely basis and included an unqualified audit opinion. Following the decision in May 2018 that the project would finance AuGD capacity-building activities as of the financial year ended March 31, 2019, audits were conducted by a private audit firm due to the conflict of interest that would arise by AuGD continuing to serve as project auditor. All audited statements had an unqualified audit opinion and the final audit report for April 1, 2021 – April 30, 2022, is due September 30, 2022. Loan proceeds were fully disbursed in September 2021 at the end of the April 30, 2022, application deadline, the funds were 100 percent utilized. C. BANK PERFORMANCE Quality at Entry 73. The project was consistent with the Bank’s development priorities as reflected in the CPS and closely aligned to Jamaica’s public sector transformation agenda to restore fiscal sustainability. The design drew on lessons learned from previous operations in Jamaica, the region, and IEG’s Public Sector Reform: What Works and Why? An IEG evaluation of World Bank Support. The project was aligned with the Bank’s Public Sector Management (PSM) approach for 2011-2020. The project design and implementation arrangements reduced the burden on GOJ by coordinating with other development partners, notably IMF, IDB, and DFID. While the project scope was ambitious, it was believed that the close integration of DP programs would enable GOJ to achieve the project development outcomes within the required time. The Just-in-Time component of the project was innovative and helped GOJ respond to unanticipated needs, seize new opportunities, and shore up other components that needed help. 74. Ultimately, however, project design was flawed because the scope and requirements of some major activities was not sufficiently well-understood at preparation. For example, the information system envisaged in Component 1 to manage public investment projects was over-resourced and ultimately was not compatible with what was available in the market. After an initial failed procurement, the Bank along with the PIU revised the scope of the TORs, and it used restructuring to shift project resources out of that component to others. Similarly, for Component 4 the institutions in charge of property tax were not sufficiently engaged in the project preparation process to reflect accurately the scope and the nature of the challenges faced, and Component 4 had to be dropped. The resources needed for project management resources under Component 6 were under-estimated and did not take adequate account of the intensity of TA procurements and the supervision required of so many discrete TA activities, causing the PIU to be under- resourced. Quality of Supervision 75. The project benefited from regular supervision support from the Bank teams, with technical leaders overseeing each component. The Bank conducted 14 implementation support missions during the project’s lifecycle – even during the COVID-19 pandemic -- with technical leads working hand-in-hand with counterparts. Progress in Components 1 and 5 was facilitated by strong technical inputs from the Bank supervision team. The TTL that supported the second restructuring (the major one) relocated to Jamaica and in doing so, significantly enhanced the Bank’s ability to build critical client relationships and sustain senior management support. The WB team had key project members that monitored progress and provided extensive support, contributing to ensuring smooth implementation. Despite the Project’s transition through five TTLs. The PIU reported an excellent relationship with the Bank and highly appreciated the team’s expertise and responsiveness. 76. The Bank team was proactive in restructuring the project and adjusting activities under the project components. The project was restructured three times to extend trust fund funding, realign components and their Page 22 The World Bank Jamaica Strategic Public Sector Transformation (P146688) budgets, and extend the project end date. The team overcame deficiencies in the original project design and costing of activities by proactively restructuring the project and identifying new activities better aligned to client needs and capacities. Justification of Overall Rating of Bank Performance 77. The overall performance is rated as Moderately Satisfactory. The project was designed to support Jamaica’s public sector transformation at a critical time and provided the funding, while leveraging World Bank expertise and building on lessons learned from past operations. Bank supervision was proactive throughout implementation in responding to GOJ’s request to restructure the project, enabling the project to achieve most of its objectives. However, project design could have been more focused and intentional at the outset in its scope and less optimistic in how quickly Jamaican authorities could implement complex institutional reforms across such a broad range of PFM domains, and it could have better anticipated resource requirements for management of the required procurement. D. RISK TO DEVELOPMENT OUTCOME 78. The risk to development outcome is rated Low. While GOJ has already implemented the most difficult reforms and there are no significant risks to development outcomes. However, some of the reforms initiated under the project have yet to be completed. First, core PIMIS modules have yet to be put in operation for MDAs to use, as the PIU continues to fine-tune development and customization of the various modules contracted with the software vendor. Rollout of the five modules is expected by end of 2022, whereafter Jamaica will have access to a system more comprehensive than most developing countries. Second, the legislation needed to formally establish the NCRA -- and facilitate compliance with WTO Agreement on Technical Barriers -- has not been enacted. However, a draft was reviewed twice by the Attorney General and there is high-level government commitment to support its enactment by Parliament. Third, Jamaica’s digital development in the long-term is important to reinforce and sustain the PDO outcomes related to both public resource management and private sector development. However, launch of the new ICT Authority is still pending decisions on the grading structure for staff positions. The legislation and definition of functions and roles were approved, but recruitment for key positions is on hold. Overall, GOJ has signaled its commitment to continue the project to September 2023 by budgeting US$2.35 million from the State budget for fiscal year 2022-2023. V. LESSONS AND RECOMMENDATIONS 79. A well-resourced PIU is essential. Project implementation suffered initially due to the low capacity of the PIU leading to delays in the preparation of ToRs, which in turn resulted in procurement and contracting delays, poor coordination of project activities and shortcomings in M&E. With improved capacity, including the addition of technical leads for the components, coordination across implementing MDAs improved, implementation accelerated, and disbursement increased. Future project designs should consider integrating adequate technical, fiduciary and M&E staff at project start-up when implementation tends to be most challenging. PIU staffing can subsequently be streamlined once implementation is underway and PIU procedures and systems are well established. 80. Results-based financing is effective in accelerating implementation. The DLI was an effective disbursement modality that encouraged the AGD to focus on results/targets t under their control. With close support from the Bank’s technical lead, the DLI was met ahead of project closure, leading to a more modernized treasury. Future public administration projects should consider including results-based disbursement modality in project design. 81. Building awareness of market offerings for IT software applications is important before starting a tender process. The first PIMIS procurement failed partly due to limited technical knowledge of market offerings and misalignment of GOJ’s expectations of what a commercial-off-the-shelf (COTS) system could offer. Strengthening the Page 23 The World Bank Jamaica Strategic Public Sector Transformation (P146688) PIU’s technical capacity through knowledge exchanges with relevant technical staff in advance of the procurement process enabled a successful second procurement attempt. Future projects with large IT software applications should build market consultations into the process of system design before launching procurement processes. 82. A just-in-time component offers critical project flexibility even though it may limit the specification of results indicators. Given the complexity of the governance reforms that were to be undertaken – and the simultaneous engagement of other DPs – the project benefited from incorporating flexibility to respond to evolving opportunities and capacity gaps identified by the PIU. However, this flexibility makes it difficult to define an M&E framework ahead of time. Therefore, when we assess project outcomes, it is important to look beyond those indicators that are reflected in the results framework. Additionally, criteria for the utilization of the just-in-time should be agreed by all stakeholders up front to avoid any impression that the just-in time activities circumvent the annual budget process. 83. A strong, empowered Steering Committee can help facilitate project resourcing even during times of macroeconomic instability. Fiscal tightening resulting from the COVID 19 pandemic put project implementation at risk. The budget allocation for the project was reduced by approximately 30 percent in the first Supplementary Estimates of Expenditure FY20/21. The reduced budget put at risk a number of project activities pending contract award, as well as activities in pre-procurement phases. The project’s steering committee was impactful in securing additional budget in subsequent Supplementary Estimates of Expenditure. E. Page 24 The World Bank Jamaica Strategic Public Sector Transformation (P146688) ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS A. RESULTS INDICATORS A.1 PDO Indicators Objective/Outcome: Strengthen public resource management Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Percentage of MDAs that Percentage 0.00 100.00 100.00 prepare their budgets according to the updated 01-Sep-2014 31-Dec-2021 25-Oct-2021 program definitions Comments (achievements against targets): Target achieved. The number of MDAs that prepare their budgets according to the updated program definitions is now 54 out of 54. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Improved investment project Text The total cost and (a) There is a medium (a) There is a high (a) There is a high monitoring physical progress of level of compliance level of compliance level of compliance major investment with standard with standard with standard projects are procedures and rules procedures and rules procedures and rules monitored by the for project for project for project Page 25 The World Bank Jamaica Strategic Public Sector Transformation (P146688) implementing implementation that implementation that implementation that government unit. have been put in place have been put in place have been put in Information on and (b) Information on and (b) Information on place; and (b) implementation of the implementation of the implementation of Information on the major investment some major major investment implementation of projects is prepared investment projects is projects is published major investment annually. published in the in the budget projects is published budget documents or documents or other in the budget other reports annually reports annually. documents or other reports annually. 28-Jun-2019 25-Nov-2019 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): Target achieved. The Projects Branch within the Ministry of Finance and the Public Service monitors the costs and physical progress of public investment projects. Project monitoring is supported by a Projects Database (PIP-D). The annual Public Investment Performance Report reviews major public investment projects. All public investments are published annually in the national budget and are publicly available via the web-based Investment Map. Objective/Outcome: Support selected public sector insitutions in facilitating private sector growth Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Percentage increase in Percentage 82.00 15.00 170.00 723.00 quality related services provided directly to public 10-Aug-2017 30-Aug-2019 31-Dec-2021 25-Oct-2021 and private sector Comments (achievements against targets): Page 26 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Target achieved. The baseline number (3,350) transmitted to the Bank during the project restructuring in 2017 was incorrect . The baseline has been revised to reflect the correct numbers: 5,175 services. With the correct baseline, the percentage incr ease is as follows: In 2017 83% ((9,489-5175)/5175); In 2018 181% ((14,526-5175)/5175); In 2019 166% ((13,767-517 5)/5175); In 2020 652% ((38,895-5175)/5175; In 2021, 723% ((42606-5175)/5175). A.2 Intermediate Results Indicators Component: Strengthening Public Investment Management System (PIMS) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion The Public Sector Investment Text PSIP does not include 100% of projects in 100% of investment Program (PSIP) incorporates information on PSIP incorporate proposals submitted Capital A and B public projects' estimated public investment for PSIP include investment projects with five-year operating projects with estimated 5-year estimated five-year costs estimated five-year O&M costs operating and maintenance operating and costs, linked to long term maintenance costs development goals fully linked to long term development goals and medium- term priority areas 01-Sep-2014 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): Target acheived. Page 27 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion The updated and centralized Yes/No No Yes Yes Yes public investment database covers all Capital A and 01-Sep-2014 25-Nov-2019 31-Dec-2021 25-Oct-2021 Capital B Comments (achievements against targets): Target achieved. The Projects Database is continuously updated. The Database has been extended to Public Bodies (PBs); data collection from the Public Bodies is delayed due to data discrepancies at six PBs efforts are ongoing to collect the data. Note: Capital A and Capital B has been rebranded as Capital C. All capital projects in the estimates of expenditures are logged into the projects database. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Roll-out of the PIMIS to Percentage 0.00 0.00 60.00 0.00 Ministries, Departments and Agencies 28-Jun-2019 25-Nov-2019 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): The implementation of the PIMIS commenced in January 2021. The Government has committed to completing the development of the PIMIS. Component: Strengthening Budget Preparation Process and Result Based Budgeting Indicator Name Unit of Measure Baseline Original Target Formally Revised Actual Achieved at Page 28 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Target Completion Annual Budgets submitted Yes/No No Yes Yes Yes and approved before the fiscal year starts 01-Sep-2014 31-Aug-2019 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): Target achieved. The FY21/22 budget was tabled and approved before April 1, 2021. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion A citizen’s budget is prepared Yes/No No Yes Yes Yes 01-Sep-2014 25-Nov-2019 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): Target achieved. The Citizen's Guide to the Budget was published for FY2019/2020 , FY2020/2021 and FY2021/2022. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion MDA budgets submitted to Percentage 0.00 93.00 95.00 100.00 the MoFPS set out objectives, policies, strategic 01-Sep-2014 25-Nov-2019 31-Dec-2021 25-Oct-2021 outcomes and performance targets of each Ministerial department in line with the Page 29 The World Bank Jamaica Strategic Public Sector Transformation (P146688) respective business plan Comments (achievements against targets): Target achieved. 54 of 54 MDAs submitted budgets to the MOFPS with business plans for the FY21/22 budget. Component: Adaptive Public Sector Approaches Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Change Management Action Number 0.00 3.00 6.00 7.00 Plans for Components 01-Sep-2014 31-Aug-2019 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): Target achieved. List includes: (1) Strategic Review and Change Management Plan for the former Ministry of Industry Investment and Commerce, (2) Change Management Plan for the Ministry of Finance and the Public Service, (3) Change Management and Risk Mitigation Plan for the Bureau Standards of Jamaica, (4) Change Management Plan for the implementation of Medium Term Results based budgeting, (5) A Strategic Review and Change Management Plan for the Ministry of National Security (6) Change Management for the Centralization of Legal Services, (7) Change and Communications Management Plan for ICT Authority. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Reduction in unaudited Number 163.00 163.00 33.00 19.00 Page 30 The World Bank Jamaica Strategic Public Sector Transformation (P146688) annual financial statements 28-Jun-2019 25-Nov-2019 31-Dec-2021 25-Oct-2021 of the public sector entities Comments (achievements against targets): The 14 remaining audited financial statements were finalized as of March 31, 2022. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of public bodies Number 23.00 37.00 58.00 44.00 rationalized through mergers, closures, 28-Jun-2019 25-Nov-2019 31-Dec-2021 25-Oct-2021 divestment and re- integration into parent Ministries Comments (achievements against targets): Since 2017, 44 Public Bodies (self-financing public bodies and statutory authorities) have been rationalized (either merged, closed, or reintegrated into line ministries). Component: Modernizing the Accountant General's Department (AGD) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Increased number of Text 5 reports out of 18 are 10 reports out of 18 15 out of 18 additional 15 reports out of 18 financial and accounting produced are produced financial and are produced Page 31 The World Bank Jamaica Strategic Public Sector Transformation (P146688) reports produced by the (cumulative) (56%) accounting reports are (cumulative) (83%) Accountant General’s produced (cumulative) Department (AGD) 15-May-2017 25-Nov-2019 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): Target achieved. This Disbursement Linked Indicator (DLI) was achieved May 2020. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Improved cash forecasting Text No model used to New model adopted Model used to Excel-based model model developed for generate monthly that provides generate daily cash developed and being detailed revenue and cash forecast and information on the forecast and balances used to generate daily expenditure items covered balances daily cash forecast and cash forecast and by the TSA to generate daily balances. balances. cash forecast and balances 15-May-2017 25-Nov-2019 31-Dec-2021 25-Oct-2021 Comments (achievements against targets): Target achieved with recommendations for continuous improvement. Excel spreadsheet model being used to provide information on daily cash forecast. The actuals are updated daily and tracked in the web- enabled FinMan system. AGD is currently focused on improving the accuracy of the model and containing the variance within +/- 5 percentage points. This will be done by improving the quality of the input data used to generate the model. The Revenue Management Module was rolled out and is helping to finetune the estimates produced by the excel based model. Component: Fostering Industrial Growth and Trade Facilitation Page 32 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Decrease in National Percentage 100.00 48.00 70.00 33.00 Compliance and Regulatory Agency (NCRA) inspections at 24-Jul-2015 25-Nov-2019 31-Dec-2021 25-Oct-2021 the ports of entry (types of inspections) Comments (achievements against targets): Target achieved. Details on the calculations are below: 2014/15: 4,850 (new baseline date established for July 2015) 2015/16: 4,241 (measured in previous ISR of Dec. 2017) - 87% of 4,850 2016/17: 3,126 (measured June 2018) - 64% of 4850 2017/18: 3,035 (measured Nov. 2018) -63% of 4850 2018/19: 2,312 (measured May 2019) -48% of 4850 2019/2020: 2856 (measured May 2020) - 59% of 4850 2020/2021: 1600 (measured May 2021) - 33% of 4850 Page 33 The World Bank Jamaica Strategic Public Sector Transformation (P146688) B. KEY OUTPUTS BY COMPONENT Objective/Outcome 1 PDO 1: Percentage of MDAs that prepare their budgets according to the updated Outcome Indicators program definitions PDO 2: Improved investment project monitoring 1. Annual budgets submitted and approved before the fiscal year starts 2. A citizen’s budget is prepared and published 3. MDA budgets submitted to the MoFPS set out objectives, policies, strategic outcomes and performance targets of each ministerial department in line with the respective business plan 4. Change Management Action Plans for developed for components 5. Reduction in unaudited annual financial statements of public sector entities 6. Number of public bodies rationalized through mergers, closures, divestments and re-integration into parent Ministries Intermediate Results Indicators 7. Increased number of financial and accounting reports produced by the Accountant General’s Department 8. Improved cash forecasting model developed for detailed revenue and expenditure items covered by the Treasury Single Account to generate daily cash forecast and balances 9. The Public Sector Investment Program incorporates Capital A and B public investment projects with estimated five-year operating and maintenance costs linked to long term development goals 10. The updated and centralized public investment database covers all Capital A and Capital B 11. Roll-out of the PIMIS to Ministries, Departments and Agencies Component 1 1. The Public Investment Management Committee was established, and its first Key Outputs by Component meeting convened in May 2015 (Linked to the achievement of the Objective/Outcome 1) 2. Institutionalization of the Public Investment Appraisal Branch 3. Public Investment Management System (PIMS) Guidelines Cabinet approved in 2016 Page 34 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 4. PIMS Handbook Guideline prepared 5. Public Investment Performance Report 6. Change Readiness Assessment completed 7. Joint Venture Policy Paper prepared with guidelines for the treatment of unsolicited proposals (completed in 2020/2021F/Y) 8. Over 100 of public sector workers benefited from specialized training in proposal development 9. Pre-investment and Evaluation Fund operationalized 10. PIMS Curriculum developed Component 2 1. Draft Integrated Results Based Management policy prepared 2. The Budget Manual was updated in 2015 3. Designed and implemented the use of a forward estimate tool 4. Supported further development within the Budget Preparation and Management System for the integration of warrants and inter-system interfaces 5. All MDAs budget programs were rationalized to better reflect ministry mandates and national outcomes. 6. Strategic Review of the Public Expenditure Division commenced 7. Citizen’s Guide to the Budget published 2018/19, 2019/20, 2020/21 and 2021/22 8. Jamaica’s National Action Plan for the Open Government Partnership developed 9. MDAs and Budget Office staff trained in creating forward estimates; developing key performance indicators and trained as Trainers Component 3 1. Change Management Plans developed to guide entity transformation 2. ICT Authority Act passed 3. ICT Business model prepared for eGovernment 4. Public Sector Leadership Framework manual prepared 5. Legal Services Unit integrated with the Attorney General's Chambers (AGC) 6. AGC supported with software tool for team collaboration, case files access and revamped web presence 7. Public Bodies rationalized Page 35 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 8. Competency Framework for Human Resource Shared Services developed 9. Support provided for HR Shared Services as it implements MyHR+ within all MDAs 10. Creation of a Case Management and Knowledge Base System and Online Chat System. In addition, a Call Management and Telephony solution implemented for HR Shared Services 11. 30 Administrative staff in HQ and LSUs trained in Paralegal Studies by Justice Training Institute 12. Electronic Documentation Processes implemented for MOF, AGD, JCA, TAJ and SHRM. Requirements were prepared, system development and configuration, user acceptance testing and production rollout. These processes include: Agency Process Name AGD AGD Treasury Deposit Unit (TDU) AGD AGD Loan Enhancement TAJ TAJ E-Library TAJ TAJ RMS TAJ TAJ Driver’s License TAJ TAJ Stamp Duty TAJ TAJ Mail Management MOFP MOFP Scholarships Assistance Unit (SAU) Grants MOFP MOFP SAU Bonding JCA JCA Legal Services MOFP Consolidated Mail Management MOFP MOFP ECM Web Portal (Modules for SAU Grants, SAU Bonding, RAD, MOFP Mail Management) 13. Technical Competency Framework prepared for FAD and IAD as well as a business process management re-engineering 14. Thirty Job Descriptions prepared for FAD’s new structure. Page 36 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 15. New organization structures developed to support MOF's transformation program - FID, PAI, RPD, Corp Serv, PXPC, FAD and RAD 16. The Internal Audit units for the AGD and MOFPS merged 17. Restructuring of the Corporate Services Division (Customer Service and Risk Management) 18. Restructured the Finance & Accounts Division (Public Debt Branch) 19. Branches of the SHRMD Restructured (HR Policy and Benefits Administration) 20. Restructured of FID & merger of RPD & PAI completed 21. Tax Policy restructured 22. Approximately 25 trained and certified change practitioners 23. Trained 45 certified change coaches 24. MDAs trained in Fraud Prevention and Quality Assurance Improvement 25. RFP developed for an Integrated Financial Management Information System 26. Operational guidelines developed for the office of the Governor General 27. Banking Sector Policy recommendations developed Component 4 1. The web-enabled Government Financial Management System was fully rolled- out to central government entities, 2. The Revenue Management Module was developed 3. Government Accounting and Reporting Division was established 4. Several GOJ commercial bank accounts closed Objective/Outcome 2 PDO3. Percentage increase in quality related services provided directly to public Outcome Indicators and private sector Percentage decrease in National Compliance and Regulatory Agency (NCRA) Intermediate Results Indicators inspections at the ports of entry (types of inspections) Component 5 Key Outputs by Component (Linked to the achievement of the Objective/Outcome 2) 1. National Quality Policy approved by Cabinet 2. National Quality Policy Council established Page 37 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 3. Support to JANAAC for USFDA certification as Third-Party Accreditation Body 4. Installed new Laboratory Environmental Control Systems for five (5) National Metrology Laboratories at BSJ with UPS and Stand-by generators for maintaining service. (2 of these labs serve as Regional Reference Labs). 5. Upgraded BSJ's lab testing capabilities to include: ● Gas Chromatography, ● Analytical Polarimeter ● Oxidation Stability Tester ● Metallographic Microscope and Accessories ● 8 ½ Digit Multimeter ● Civil Engineering Testing Equipment 6. Upgraded BSJ’s Metrology Lab capabilities to include: • Time and Frequency metrology equipment • Mass Comparators • Thermometry Bridge • Infrared Thermometer calibrators • Humidity Generator and calibrator • Dead Weight Tester 7. Mobile heavy-duty scale verification and calibration equipment delivered and setup 8. Motor vehicle tire inspection equipment delivered and setup 9. Transition plan developed for system of Technical Regulations and Standards 10. Technical Regulations Code of Practice developed and Training executed 11. Technical Regulations Unit established in the BSJ 12. Four (4) NCRA staff professionally certified in International Regulatory Affairs and 3 BSJ staff certified in the testing of Civil Engineering materials 13. 19 MDAs assisted in gaining ISO 9001 certification Page 38 The World Bank Jamaica Strategic Public Sector Transformation (P146688) ` ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION A. TASK TEAM MEMBERS Name Role Preparation Kathy Lalazarian Task Team Leader Yingwei Wu Procurement Specialist Kerry Natelege Crawford Financial Management Specialist Jose Vicente Zevallos Social Specialist Michael J. Darr Social Specialist Prosper Nindorera Procurement Specialist Adam Shayne Lead Counsel Victor Manuel Ordonez Conde Senior Finance Officer May Cabilas Olalia Senior Operations Officer Enrique Fanta Ivanovic Senior Public Sector Specialist Jose Eduardo Gutierrez Ossio Senior Public Sector Specialist Diego R. Dorado Hernandez Sr Public Sector Mgmt. Spec. Daniel Alvarez Estrada Sr Public Sector Mgmt. Spec. Rohan Longmore Economist Marcelo Buitron Junior Professional Associate Murat Vardal Public Sector Specialist Richard Anthony Sutherland Junior Professional Associate Supervision/ICR C. Bernard Myers Task Team Leader Vinicius Lima Moura Procurement Specialist Luciano Wuerzius Procurement Specialist Arun Manuja Financial Management Specialist Deborah Grace Watson Financial Management Specialist Gibwa A. Kajubi Social Specialist Lelia Sampaio Werner Team Member Robert Hale Montgomery Environmental Specialist Edward Nemeroff Team Member Diana Carolina Annandsingh Rattia Team Member Nikeisha Anthonett Russell Team Member Mohamed Emir Sfaxi Team Member Page 39 The World Bank Jamaica Strategic Public Sector Transformation (P146688) David Zucchini Task Team Leader Joanna Watkins Task Team Leader Leah April Team Member Luciano Wuerzlus Procurement Specialist Prosper Nindorera Procurement Specialist Francisco Rodriquez Procurement Specialist Yingwei Wu Procurement Specialist Kerry Natelege Crawford Financial Management Specialist Shonell Robinson Financial Management Specialist Adam Shayne Team Member Ana Lilia Lizette Romo Sanchez Team Member Angela Nieves Marques Porto Team Member Bertha Mburugu Team Member Daniel Alvarez Estrada Team Member Diego R. Dorado Hernandez Team Member Eduardo Andres Estrada Team Member Enrique Guillermo Fanta Ivanovic Team Member Gabriela Grinsteins Team Member Harmawan Rubino Sugana Team Member Jose Eduardo Gutierrez Ossio Team Member Jose Vicente Zevallos Social Specialist Josef Trommer Team Member Kathy Lalazarian Task Team Member Marcelo Buitron Team Member May Cabilas Olalia Team Member Richard Sutherland Team Member Victor Manuel Ordonez Conde Team Member B. STAFF TIME AND COST Staff Time and Cost Stage of Project Cycle No. of staff weeks US$ (including travel and consultant costs) Preparation FY14 40.699 238,412.04 FY15 24.970 124,098.61 FY16 0 1,312.74 Page 40 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Total 65.67 363,823.39 Supervision/ICR FY15 31.454 164,006.29 FY16 106.759 567,518.12 FY17 72.412 343,834.21 FY18 20.775 155,419.09 FY19 20.346 113,029.59 FY20 37.748 229,396.95 FY21 20.326 128,269.66 FY22 35.068 223,897.37 Total 344.89 1,925,371.28 Page 41 The World Bank Jamaica Strategic Public Sector Transformation (P146688) ANNEX 3. PROJECT COST BY COMPONENT Amount at Approval Actual at Project Percentage of Approval Components (US$M) Closing (US$M) (%) Strengthening Public Investment Management 12.8 4.9 38 System (PIMS) Strengthening Budget Preparation Process and 3.7 2.1 56 Result Based Budgeting Adaptive Public Sector 9.2 13.3 146 Approaches Fostering Industrial Growth 8.4 6.0 90 and Trade Facilitation Project Management 0.8 1.1 331 Modernizing the Accountant 2.8 6.0 214 General's Department (AGD) Total 37.6 36.5 97 Page 42 The World Bank Jamaica Strategic Public Sector Transformation (P146688) ANNEX 4. Achievement of indicators related to outcomes Achievement of indicators related to outcome 1 Indicator Actual Indicator name Baseline End Target Status type Achieved # Percentage of MDAs that prepare Fully their budgets according to the PDO 0% 100% 100% achieved 1 updated program definitions Annual Budgets submitted and Fully approved before the fiscal year IRI No Yes Yes achieved 2 starts A citizen’s budget is prepared and Fully IRI No Yes Yes 3 published achieved MDA budgets submitted to the MoFPS set out objectives, policies, strategic outcomes and IRI 0 95% 100% Exceeded performance targets of each Ministerial department in line 4 with the respective business plan Number Change Management IRI 0 6 7 Exceeded 5 Action Plans for Components Reduction in unaudited annual Partially financial statements of public IRI 163 33 19 achieved sector entities 7 Number of public bodies rationalized through mergers, Partially IRI 23 58 44 closures, divestments and re- achieved 8 integration into parent Ministries Increased number of financial and accounting reports produced by Fully IRI / DLI 5 15 15 the Accountant General’s achieved 9 Department Improved cash forecasting model developed for detailed revenue Fully and expenditure items covered by IRI No yes yes achieved the TSA to generate daily cash 10 forecast and balances Page 43 The World Bank Jamaica Strategic Public Sector Transformation (P146688) (a) There is a (a) There is a high level of high level of The total cost compliance compliance and physical with standard with standard progress of procedures and procedures and major rules for project rules for project investment implementation implementation projects are that have been that have been monitored by put in place and put in place and Improved investment project the (b) Information (b) Information Fully PDO monitoring implementing on the on the achieved government implementation implementation unit. of major of major Information on investment investment implementation projects is projects is of major published in published in investment the budget the budget projects is documents or documents or prepared other reports other reports 11 annually annually annually 100% of 100% of projects in PSIP projects in PSIP incorporate incorporate public public investment investment The Public Sector Investment PSIP does not projects with projects with Program (PSIP) incorporates include estimated five- estimated five- Capital A and B public investment information on year operating year operating Fully projects with estimated five-year IRI projects' and and estimated five- maintenance maintenance achieved operating and maintenance costs linked to long term development year operating costs fully costs fully goals costs linked to long linked to long term term development development goals and goals and medium-term medium-term 12 priority areas priority areas The updated and centralized public investment database Fully IRI No Yes Yes covers all Capital A and Capital B achieved 13 (Yes/No) Roll-out of the PIMIS to Not Ministries, Departments and IRI 0.0 60.0 0.0 achieved 14 Agencies Page 44 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Achievement of indicators related to Outcome 2 Indicator End Actual Indicator name Baseline Status # type Target Achieved PDO3. Percentage increase in quality related services PDO 82% 170% 723% Exceeded 1 provided directly to public and private sector Decrease in National Compliance and Regulatory Agency (NCRA) inspections at the ports of entry (types IRI 100% 70% 33% Exceeded 2 of inspections) (Percentage) Page 45 The World Bank Jamaica Strategic Public Sector Transformation (P146688) ANNEX 5. Changes to the Results Framework Cumulative Target Values Results Indicator Baseline YR1 YR2 YR3 YR4 YR5 End Target Project Development Objective Indicators: PSIP incorporates public Investment PSIP does not PIM Guidelines 50% of investment 80% of investment 100% of 100% of Projects in Projects with estimated Include information Issued on new Proposals submitted proposals Investment Projects PSIP incorporate five-year operating on Rules for PSIP include submitted for PSIP Proposals public investment and maintenance Projects'estimated Estimate 5 year O&M include 5 year submitted for PSIP Projects with costs fully linked to five-year operating and fully estimate and 50% include estimated five year long term development costs. Linked to longterm of Projects include 5 year estimate operating and goals and medium- Development plans PSIP O&M and 75% O&M maintenance term priority areas and 25% of rojectsin costs fully linked to captured in the PSIP incorporate 5 long term develop- new webbased PIMS. year O&M ment goals and medium-term priority areas as captured in the new webbased PIMS Percentage of MDA 0% 25% 50% 75% 100% 0% with budgets that are costed and associated with the results of the programs outlined in the business plans of MDAs. Page 46 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Supporting trade 2014 LPI Customs facilitation by Score: 2.88 Improve LPI customs Improved LPI Improved LPI + time Improved LPI+ time Integrating clearance 2.88 From baseline +establish baseline release indicator release indicator. processes of for time releases Selected border agencies, resulting in a transparent, cost efficient and faster international trade environment as measured by LPI – Customs Aspect Percentage of MDAs 0% that prepare their 40% 70% 90% budgets according to the updated program definitions (Percentage) Improved investment The total cost and project monitoring physical progress of (Text) major investment a) There is a high level projects are of compliance with monitored by the standard procedures implementing and rules for project government unit. implementation that Information on have been put in place implementation of and (b) Information on major investment the implementation of projects is prepared major investment annually projects is published Page 47 The World Bank Jamaica Strategic Public Sector Transformation (P146688) in the budget documents or other reports annually Percentage increase in 15% quality related services 10% provided directly to 0 (Baseline number 5% public and private of services: 3,350) sector (Percentage) Intermediate Results Indicators: Component 1 The Public Sector Investment Program PSIP does not 75% of investment 90% of investment 100% of projects in (PSIP) incorporates include information proposals proposals PSIP incorporate Capital A and B public on projects' submitted for PSIP submitted for PSIP public investment investment projects estimated five-year include estimated include estimated projects with with estimated five- operating costs 5-year O&M costs 5-year O&M costs estimated five-year year operating and and 50% of projects and 75% of projects operating and maintenance costs include PSIP O&M include PSIP O&M maintenance costs linked to long term costs costs fully linked to long development goals term development (Text) goals and medium- term priority areas The updated and centralized Public investment No No No Yes Yes Yes Yes database is Operational and used by all Program managers Page 48 The World Bank Jamaica Strategic Public Sector Transformation (P146688) through a web-based system all Capital A and Capital B (Yes/No) Quarterly public investment Project monitoring No No No Yes Yes Yes Yes reports are automatically produced by the updated and centralized public investment database Roll-out of the PIMIS to Ministries, Departments and 0.00 60 Agencies (Percentage) Component 2 Annual Budgets No No Yes Yes Yes Yes Yes submitted and approved before the fiscal year starts % deviation between 7.5% 7.5% 7.5% 7.0% 6.0% 5.0% MTEF Projections and annualbudget MDA budgets FAA 25% of 50% of 75% of 100% of submitted to 0 Act MDAs MDAs MDAs MDAs Amended submitted their submitted their submitted their submitted their Page 49 The World Bank Jamaica Strategic Public Sector Transformation (P146688) the MoFP sets out budget budget budget budget objectives, policies, strategic 25% 75% 95% outcomes and performance targets of each Ministerial department in line with the respective business plan (Percentage) Formal participatory budgeting is an established practice No No Yes Yes Yes Yes Yes A citizen’s budget is prepared and published (Yes/No) Component 3 Change Management Action Plans for 0 0 0 01 02 023 036 Components Reduction in unaudited 163 33 annual financial statements of public sector entities (Number) Number of public 23 58 bodies rationalized Page 50 The World Bank Jamaica Strategic Public Sector Transformation (P146688) through mergers, closures, divestments and re-integration into parent Ministries (Number) Component 4 Percentage of 0 0 0 25 50 100 updated fiscal cadastre in selected strategic jurisdictions 1 additional 4 additional 5 additional financial Increased number of 5 reports out of 18 financial and financial and and accounting financial and are produced accounting report is accounting reports reports are produced accounting reports produced are produced (cumulative: 15/18 or produced by the (cumulative: 6/18 (cumulative: 10/18 83%) Accountant General’s or 33%) or 56%) Department (AGD) 15 out of 18 additional (Text) (DLI) financial and accounting reports are produced (cumulative) Model used to Model used to Model used to generate daily cash Improved cash No model used to generate daily cash generate daily cash forecast and balances forecasting model generate monthly forecast and forecast and developed for detailed cash forecast and balances balances revenue and balances expenditure items covered by the TSA to generate daily cash Page 51 The World Bank Jamaica Strategic Public Sector Transformation (P146688) forecast and balances (Text) Component 5: BSJ Standard Operating No No No Yes Yes Yes Procedures for Implementing technical regulations is in place Border agencies SOPs 0 0 25 50 75 100 for import, Border agencies SOPs for import, export, and transit of goods are integrated and operational Border agencies fees 0 0 50 75 100 100 and charges for import, export, or transit have been reviewed and rationalized Decrease in National 100% (Baseline 95% 90% 80% 70% Compliance and number of Regulatory Agency inspections: 4,850) (NCRA) inspections at the ports of entry (types of inspections) (Percentage Page 52 The World Bank Jamaica Strategic Public Sector Transformation (P146688) ANNEX 6. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS From: Othneil Hemans, Project Manager, Ministry of Finance and the Public Service Sent: Tuesday, 28 June 2022 11:57 am To: Barbara Scott, Deputy Director General, External Cooperation Management and Project Development, Planning Institute of Jamaica Subject: SPSTP PIU Response to Bank final draft ICR Dear Miss Scott On behalf of the Project Management Unit for the Strategic Public Sector Transformation Project and to the extent that we represent the views of the Ministry of Finance and the Public Service I take this opportunity to make the following comments. The Project was a fortunate beneficiary of a highly collaborative implementation undertaking between the authorized representatives of the Government of Jamaica and the World Bank. We can proudly represent that the Project Development Objective (divided into two parts) was achieved. Through the work accomplished we were able to strengthen public resource management and support selected public sector institutions in facilitating a more enabling environment for private sector growth. The project was ground breaking in many respects and celebrates a number of achievements, all of which could not be completely represented within the limited text allowed for in the Implementation Completion Report. During the project’s tenure, Jamaica displayed measurable improvement in fiscal sustainability and public resource management. The project was designed as part of the country’s economic reform programme and through steady implementation of targeted activities that resulted in the realization of project outputs and immediate outcomes, we can state that the project was a major contributor to the improvements observed. As partners the Bank and GOJ did not shy away from robust review of the project’s trajectory. This allowed for early acceptance of certain design flaws in the project and a concerted, successful effort to make needed adjustments that allowed for improvement in disbursement, more focused contribution to the institutional needs and a deeper recognition of the iterative nature of transformation within the public sector. The project undertook some novel initiatives (project database, investment map, design and procurement of PIMIS, PIMS Curriculum, elimination of dual procurement procedures, batched public sector institution ISO certification etc) that will become best practice over time, in Jamaica and serve as a reference points for our regional partners. These initiatives will continue to be sustained by the GOJ to produce sustainable lasting impact aligned with the development course of the country. The PIU worked with the Bank team to produce the ICR Report. We have reviewed the draft document as presented by the Bank per letter dated June 20, 2022. The document contains some factual and technical error the suggested corrections for which are in the attached document. Once the identified matter are Page 53 The World Bank Jamaica Strategic Public Sector Transformation (P146688) addressed, the PIU would have no objection to the publication of the report. The ICR highlighted, to the extent possible, the benefits that have been achieved by the implementing partners. The report includes some key lessons learnt that will be useful to improve future GOJ projects. We wish to express our appreciation to all the individuals, teams and entities that supported the successful implementation of the project and we hope that good practice developed by the project will be adopted, and further developed for the continuous improvement and transformation of the GOJ public investment landscape. Regards Othneil Hemans LLB MSc Project Manager Strategic Public Sector Transformation Project Ministry of Finance and the Public Service Page 54 The World Bank Jamaica Strategic Public Sector Transformation (P146688) ANNEX 7. SUPPORTING DOCUMENTS (IF ANY) Categories Non-Regulatory of Services offered by BSJ Non-Regulatory Services (Quality and Performance Verification for Businesses, non-regulatory public bodies, individuals, IP developers etc) Chemical Analysis 1 Tests on food and materials for food 2 Tests on materials for use in personal hygiene products 3 Tests on building materials generally 4 Tests on metals and metallic products 5 Tests on raw materials and product formulations 6 Tests on novel products Microbiological 7 Tests on foods 8 Tests on packaging for foods 9 Tests on personal hygiene products 10 Tests on materials for use in foods Physical 11 Tests on novel building elements 12 Tests on aggregates 13 Tests on concrete composites 14 Tests on novel electrical goods 15 Tests on electrical appliances and components 16 Tests on automotive batteries 17 Tests on LPG and other Gas operated equipment 18 Tests on LPG cylinders (metal and composites) 19 Tests for energy efficiency of refrigerators, freezers and air window conditioning units. 20 Strength testing of fabrics and Personal Protective Equipment 21 Hardness and toughness testing of materials 22 Testing of furniture and furniture elements 23 Testing of packaging 24 Assessment of labels 25 Can-seam analysis 26 Type approval of electrical appliances 27 Type approval of LPG appliances 28 Type approval of inverters for solar power electricity Metrology 29 Type approval of water meters Page 55 The World Bank Jamaica Strategic Public Sector Transformation (P146688) 30 Type approval of electricity meters. 31 Traceable calibration of liquid flow meters 32 Traceable calibration of measuring devices for small volumes 33 Traceable calibration of measuring devices for bulk volumes 34 Traceable calibration of small masses 35 Traceable calibration of large masses 36 Traceable calibration of mass measuring devices 37 Traceable calibration of thermometers (including Infrared thermometers) 38 Traceable calibration of Thermometry standards 39 Traceable calibration of temperature measuring/indicating instruments 40 Traceable calibration of Dimensional standards 41 Traceable calibration of length measuring devices 42 Traceable calibration of pressure standards 43 Traceable calibration of pressure gauges 44 Traceable calibration of torque standards 45 Traceable calibration of torque wrenches 46 Traceable calibration of force measuring devices 47 Calibration of strength testing devices Certification (NCBJ) 48 Certification of Quality Management Systems (ISO 9001) 49 Certification of Agricultural Products (CAP) 50 Certification per National Certification Mark 51 Certification per Jamaica Made Mark Programme 52 Certification per Organic Certification Programme 53 HACCP Recognition Training 54 Training in ISO 9001 55 Training in ISO 14001 56 Training in ISO 22001 57 Training in HACCP 58 Training in Jamaican Standards and applicable regulations 59 Training in Risk Management 60 Training in Business Continuity Management 61 Training in Occupational Health and Safety Management General 62 Assessments for Intellectual Property 63 T – Bars for the petroleum trade 64 Assessments related to Consumer Complaints Page 56 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Project components at appraisal Compenents Cost (US$M) 1. Strengthening Public Investment Management 12.8 System (PIMS) 2. Strengthening Budget Preparation Process and Result 3.73 Based Budgeting 3. Adaptive Public Sector Approaches 9.17 4. Strengthening Property Tax Compliance and 2.8 Administration 5. Fostering Industrial Growth and Trade Facilitation 8.43 6. Project Management 0.7 TOTAL 37.63 Revised indicators The updated and centralized public investment database covers all Capital A and Capital B Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Value No No Yes Revised Date 01-Sep-2014 15-May-2017 31-Aug-2019 The Public Sector Investment Program (PSIP) incorporates Capital A and B public investment projects with estimated five-year operating and maintenance costs linked to long term development goals Unit of Measure: Text Indicator Type: Custom Page 57 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Baseline Actual (Current) End Target Action The project branch at Ministry of Finance is only partially using the 100% of projects in public investment PSIP incorporate database for the public investment preparation of the PSIP does not include projects with Public Sector Investment information on estimated five-year Plan (PSIP) due to the Value projects' estimated operating and New fact that the database is five-year operating maintenance costs still a work in progress costs fully linked to long and reports needed for term development the preparation of the goals and medium- PSIP will be part of a term priority areas system upgrade to be implemented in the second quarter of 2017. Date 01-Sep-2014 15-May-2017 31-Aug-2019 Quarterly public investment Project monitoring reports are automatically produced by the updated and centralized public investment database Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Marked for Value No No Yes Deletion Date 01-Sep-2014 15-May-2017 31-Aug-2019 Page 58 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Annual Budgets submitted and approved before the fiscal year starts Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Value No No Yes Revised Date 01-Sep-2014 15-May-2017 31-Aug-2019 Component 2- % deviation between MTEF projections and annual budget Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Marked for Value 7.50 5.40 5.00 Deletion Date 01-Sep-2014 15-May-2017 31-Aug-2019 MDA budgets submitted to the MoFPS set out objectives, policies, strategic outcomes and performance targets of each Ministerial department in line with the respective business plan Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Page 59 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Value 0.00 14.80 95.00 Revised Date 01-Sep-2014 15-May-2017 31-Aug-2019 A citizen’s budget is prepared Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Value No No Yes Revised Date 01-Sep-2014 15-May-2017 31-Aug-2019 Change Management Action Plans for Components Unit of Measure: Number Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 2.00 3.00 Revised Date 01-Sep-2014 15-May-2017 31-Aug-2019 Component 4- Percentage of updated fiscal cadastre in selected strategic jurisdictions Unit of Measure: Percentage Indicator Type: Custom Page 60 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Baseline Actual (Current) End Target Action Marked for Value 0.00 0.00 100.00 Deletion Date 01-Sep-2014 15-May-2017 31-Aug-2019 Component 5: BSJ Standard Operating Procedures for implementing technical regulations is in place Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Marked for Value No No Yes Deletion Date 01-Sep-2014 15-May-2017 31-Aug-2019 Component 5- Border agencies SOPs for import, export, and transit of goods are integrated and operational Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Marked for Value 0.00 0.00 100.00 Deletion Date 01-Sep-2014 15-May-2017 31-Aug-2019 Page 61 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Component 5- Border agencies fees and charges for import, export, or transit have been reviewed and rationalized Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Marked for Value 0.00 0.00 100.00 Deletion Date 01-Sep-2014 15-May-2017 31-Aug-2019 Decrease in National Compliance and Regulatory Agency (NCRA) inspections at the ports of entry (types of inspections) Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Value 100.00 100.00 80.00 New Date 15-May-2017 15-May-2017 31-Aug-2019 Increased number of financial and accounting reports produced by the Accountant General’s Department (AGD) Unit of Measure: Text Indicator Type: Custom Page 62 The World Bank Jamaica Strategic Public Sector Transformation (P146688) Baseline Actual (Current) End Target Action 5 additional financial 5 reports out of 18 are 5 reports out of 18 are and accounting Value New produced produced reports are produced (cumulative: 15/18) Date 15-May-2017 15-May-2017 31-Aug-2019 Improved cash forecasting model developed for detailed revenue and expenditure items covered by the TSA to generate daily cash forecast and balances Unit of Measure: Text Indicator Type: Custom Baseline Actual (Current) End Target Action Model used to Model used to generate Model used to Value generate monthly cash monthly cash forecast generate daily cash New forecast and balances and balances forecast and balances Date 15-May-2017 15-May-2017 31-Aug-2019 Page 63