AIDE-MEMOIRE Tanzania - Second phase of The Productive Social Safety Net Project (PSSN II- P169165) Joint Review and Implementation Support Mission January 29-February 9, 2024 A. Introduction and Acknowledgements 1. The Joint Review and Implementation Support Mission of the Second Phase of the Productive Social Safety Net Project (PSSN II) was conducted from January 29 to February 9, 2024. The Mission1 was conducted jointly by the World Bank, the Embassy of Sweden, the Embassy of Norway, the Irish Government, the Swiss Embassy, the European Union, the Embassy of Canada, the Foreign, Commonwealth and Development Office (FCDO), UN Agencies (UNICEF and the World Food Program,), as well as the Government of the United Republic of Tanzania. The objective of the mission was to review the progress to date of this phase of the project, including the strategy for exiting households with improved social economic status from the program over the following months. The mission also assessed progress towards the expansion of public works in the third year of implementation under PSSN II and livelihood enhancement activities. 2. The team would like to acknowledge the invaluable guidance provided by Permanent Secretary, Ministry of Finance, Dr. Natu E. Mwamba; Commissioner of External Finance, Ministry of Finance, Mr. Rished Bade; and the Principal Secretary, Second Vice President’s Office Zanzibar, Dr. Islam Seif Salum, as well as the members of TASAF’s National Steering Committee (NSC) led by the Chairperson Mr. Peter Ilomo. The team would like to thank Mr. Shedrack S. Mziray, Acting Executive Director for the Tanzania Social Action Fund (TASAF – PSSN’s implementing unit), and TASAF’s Management Unit (TMU), including Project Area Authorities (PAAs)2 and coordinators from all over the country. The mission would also like to thank staff from the Kilimanjaro, Mbeya, Kagera, and Iringa Regions, led by the Regional Commissioners, for their hospitality and for organizing extremely informative field visits. The agenda of the mission is provided in Annex 6. This Aide Memoire summarizes findings and agreements of the mission, which have been reviewed and approved by the Government of the United Republic of Tanzania (GoURT) during a closing meeting on February 9, 2024, chaired by the Ministry of Finance. 3. All DPs and the Government of Tanzania confirmed their understanding and agreement with this Aide-Memoire. This Aide-Memoire will be disclosed publicly. B. Context 4. In August 2012, the first phase of the PSSN project (PSSN I thereafter) was launched. This project supported the implementation of a national social assistance program and aimed at creating the building blocks of a permanent and broader social protection system. The key elements of PSSN are: (i) a Conditional Cash Transfer (CCT) program, providing financial support to poor and vulnerable households in Tanzania conditional on their use of health and education services; (ii) public works for PSSN households with labor capacity; and (iii) livelihood enhancement activities. 1The mission was led by Claudia Zambra Taibo (Task Team Leader) and the World Bank team included: Tumainiel Ngowi (Extended Term Consultant), Vida Ndilanha Nkya (Senior Financial Management Specialist), Josephine Kokuhabukilwa Njunwas (Consultant), Raymond Joseph Mbishi (Senior Procurement Specialist), Aquiline Peter Safari (Procurement Specialist), Roselyn Kaihula (Social Development Specialist), Edina Kokusima Kashangaki (Environmental Specialist), Catherine Michael Mrosso (Consultant), Yvonne Jane Mwenewanda (Team Assistant), Paulina Mrosso (Consultant), Wout Soer (Consultant), and Stanley Magesa (Consultant). 2 PAA is a generic term for local Government authorities/Zanzibar Administrative Authority or District, Town, Municipal and City Councils used by TASAF. For the purposes of PSSN, the United Republic of Tanzania is divided in 186 PAAs. 1 5. Following the successful implementation of PSSN I, the second phase of the PSSN project (PSSN II thereafter) was approved by the World Bank’s Board of Directors on September 12, 2019, and became effective on December 13, 2019. An Additional Financing (AF), in the amount of US$207.5 million, was approved by the World Bank’s Board of Executive Directors on June 20, 2023.3 The AF is helping to fill the financing gap identified at the outset of PSSN II, and included a restructuring of the project to accommodate the revised scope and changes to the implementation arrangements, updates to the project’s costs and results framework, and a reallocation of funds among components.4 The AF also extended the closing date by two years from September 30, 2023, to September 30, 2025. The IDA loan disbursement rate of the original credit and the AF combined is 77.46% as of February 7, 2024. C. Key Project Data and Ratings Main Project Data Original Project Amount – PSSN II (IDA Credit No. 6489) USD450 million Additional Financing (IDA Credit 7361-TZ, IDA Credit 7362-TZ and DFATD Grant TF073946 - USD 207.5 million TZ) Total Disbursement – PSSN II USD495.9 million Closing Date Sept. 30, 2025 Main Project Ratings Previous Rating Proposed Rating Progress towards achievement of Project Development Objectives Moderately Satisfactory Moderately Satisfactory Overall Implementation Progress Moderately Satisfactory Moderately Satisfactory 1. Consolidation of Integrated Social Safety Net Interventions for Moderately Satisfactory Moderately Satisfactory extremely poor and food insecure households 2. Institutional Strengthening: Satisfactory Satisfactory Project Management Satisfactory Satisfactory Procurement Satisfactory Satisfactory Financial Management Satisfactory Satisfactory D. Key messages 6. The Thematic Working Groups (TWGs), which are set up at the central level within TASAF, met throughout the mission to review the progress made in the last semester (July- December 2023) and to identify implementation priority areas and recommendations for the coming semester (January-June 2024) and beyond. The seven (7) TWGs are: (i) CCT, Targeting, recertification, conditionalities; (ii) Public Works (PWs), Safeguards and Climate Change; (iii) Livelihoods; (iv) Strengthening institutional capacity and integrated delivery systems; (v) Fiduciary issues; (vi) Cross Cutting Issues; and (vii) E-payments. The mission’s key findings and conclusions of each TWG are summarized in Annex 1. 7. TASAF made notable progress in catching up on late payments to beneficiaries since the last mission. To achieve this, it was necessary for TASAF to make two rounds of double payments, effectively clearing all past due payments for cash transfers and public works. Specifically, one double payment was executed in August 2023, covering the March/April and May/June 2023 payment windows, which included a large number of public works wages from the 2022/2023 cycle ending in March/April 2023. A second double payment was made in December 2023, covering the July/August and September/October payment windows. TASAF presented an overview of its back-end processes for generating payments, both cash and e-payment, a process which was seen by the mission as excessively cumbersome and long with a duration of around 45 days. The mission agreed on the importance of having a system that delivers payments reliably and on time to beneficiaries, so that they can incorporate payments into their general household budgeting and planning. The mission agreed 3The AF includes US$200 million from IDA and a US$7.49 million contribution from Canada. 4 The remaining financing for PSSN II comes from the following development partners, including but not limited to: Sweden, the European Union, Norway, Switzerland, Irish Aid, the United Kingdom’s Foreign, Commonwealth and Development Office. 2 that TASAF will review its current processes for generating payments to see where and how this process can be shortened and streamlined to help avoid any more future payment delays. 8. A national recertification process for beneficiary households was completed in December 2023, but households have yet to exit the program. 5 As stipulated in the AF, up to 400,000 households would exit the program during the final two years of project implementation. Recertification was done on the basis of a Proxy Means Test (PMT) questionnaire, comparable to the one applied for the selection of beneficiaries, that is used to assess a household’s socio-economic condition. It was agreed that those households which show sufficient improvement in terms of poverty reduction would exit the program. Out of the 267,275 beneficiaries that were recertified in the 51 PAAs (in March 2023), TASAF identified around 78,000 households to exit the program. Data analysis is still ongoing for the remaining 135 PAAs to determine how many households are no longer eligible for the program. To date, and despite having identified those households whose socio-economic status has improved, no exits have materialized in the 51 or any other PAAs as the government has not yet approved the proposed exit strategy. The mission agreed that TASAF would complete the data analysis for the remaining 135 PAAs by the end of February 2024, to provide a clearer picture of how many households now exceed the eligibility threshold and are thus eligible for exit. 9. The mission determined that implementation costs for the remainder of this financial year (through June 2024) will be significantly higher than those which were approved in the Annual Work Plan and Budget for FY 2023/2024. The Annual Work Plan and Budget was based on the same assumptions that were described in the AF, specifically the exit of 200,000 beneficiary households in FY2023/2024, and a reduction in the public works caseload to 500,000 beneficiaries. Since the caseload remained unchanged as previously explained, activity budgets are expected to be higher than planned, particularly for cash transfers and public works. Annex 3 includes the new projected costs for the period of January through June 2024. In public works (PW), for example, despite previous agreements to adjust the overall number of beneficiaries downward in FY2023/2024, the mission observed that the necessary adjustments could not be made on time. This resulted in a situation that, for the duration of the ongoing PW implementation cycle, there will be around 627,000 beneficiaries in the program, which is significantly higher than the planned 500,000 households. The mission reviewed the new projected costs for all project activities carefully and assessed them against the Project Development Objective (PDO) and results indicator targets, and determined that without a reduction in the caseload, there are no other feasible adjustments that would help to bring down costs. The mission agreed that TASAF will make a request to the National Steering Committee to adjust the annual budget in line with the revised expenditure forecast and carefully plan the 2024/2025 implementation cycle in such a way that overall expenditures do not exceed the remaining available resource envelope for the program. 10. Budget planning for the next financial year will require significant adjustments for some activities, notably a further downward revision in the number of households that can participate in activities like public works in the final implementation cycle. Relatedly, the mission reviewed the preliminary planning and budgets for FY2024/2025 to determine whether IDA credit allocations in each of the expense categories are adequately aligned with these plans. A preliminary assessment suggests that the project may need to be restructured. The mission agreed that by the end of February 2024, TASAF will prepare more realistic plans and the Annual Work Plan and Budget for FY2024/2025, which will be used to assess the need for a project restructuring to move IDA funds across categories, and to plan activities more accurately through to the end of the project. 5 The recertification was done in those villages that have been in the program for longest, i.e. since PSSN I, which are often referred to as the 70% villages. The 30% villages were brought into the program during PSSN II, and beneficiaries in those locations were not recertified due to their shorter participation in the program. 3 11. Since households did not exit the program as originally envisaged, the project is facing significant cost overruns that will inevitably lead to an earlier project closure. Since the last mission, TASAF and development partners have held several meetings to assess the budgetary implications of continuing to maintain the current caseload of beneficiaries, and to estimate when available resources will be depleted. On December 11, 2023, a high-level meeting between Heads of Mission of PSSN II donors and other key partners, with participation from the Ministry of Finance and State House, presented different project scenarios, based on whether and how the government decides to proceed with the exit of beneficiaries from the program. These scenarios were updated during the mission and are included in Annex 4. Most TWG discussions made note of the current situation of the project and voiced the need for greater clarity on the government’s approach to exiting households from the program, since it will impact not only the plan and budget for the remainder of the project, but the beneficiaries themselves. After reviewing the different budget scenarios and the current state of the budget, the mission concurred that the entirety of PSSN II financing (from all sources) will most likely be disbursed by the end of the first quarter of 2025. With the current financial envelope, under no scenario will the project be able to continue until September 2025 as originally planned. 12. The mission noted several risks related to an earlier project closing date. PSSN II development partners, including the World Bank, voiced a lack of additional funds to fill the newly created financing gap of PSSN II.6 The IDA envelope in Tanzania remains fully committed for the next financial year (2024/25), making it highly unlikely that a follow-on project could materialize before the 2025/26 financial year. As such, without increased contributions by government in the PSSN program from national budget resources, benefits will dry up in accordance with the scenarios presented and all beneficiaries will cease to receive support. There has been some research done on the impact of interrupted payments in the Tanzanian context, specifically in 2019 when payments were interrupted for several months between PSSN I and PSSN II, and findings suggest that this was highly detrimental to many beneficiary households in terms of their consumption and investments in human capital for young children. This poses a risk to the poverty reduction achievements of the program, and to the human capital gains generated, which could be diluted or lost with another interruption in payments. Furthermore, since TASAF remains a Project Implementation Unit, with most of its financing stemming from donor contributions, there is a risk that the agency would be dissolved or significantly downsized when PSSN II funds are depleted. This would significantly slow down the launch of any potential follow- on project. 13. Approval by Cabinet in November 2023 of the National Social Protection Policy goes further in consolidating PSSN as an indispensable poverty reduction program for the United Republic of Tanzania. The Prime Minister’s Office Labor, Youth, Employment, and Persons with Disability (Department of Social Protection) presented an overview of the key pillars and objectives of the policy to the mission. The need for a medium-term expenditure framework, for both the policy and PSSN specifically, remains. The PMO noted that progress is underway to launch the development of said framework. The mission agreed that it would be important for this process to include multiple stakeholders, to ensure that policies and programs are moving in the same general direction. 14. The mission acknowledges the important achievements during the July to December 2023 period. The mission agreed that the project, despite having to close early, remains on track to achieve its development objective. The progress towards the achievement of Project Development Indicators and overall implementation continues to be assessed as moderately satisfactory. The full narrative on the mission findings and agreements for each TWG discussion can be found in Annex 1. 6 Annex 4 presents different operational scenarios and their respective financing gaps. 4 Annex 1: Mission findings and agreements Component 1: Productive Household Support (Benefits and Services) 15. Since the launch of PSSN II, twenty rounds of CCT payments to beneficiary households have been carried out7. Since the last mission, two (2) rounds of double payments were processed and disbursed in August and December 2023, for the March/April and May/June windows, and the July/August and September/October windows, respectively. Cash transfer payments during this period amounted to TZS 169 billion (USD $67.4 million equivalent), and were disbursed to 1.33 million beneficiary households, with an average transfer size of TZS 126,695 (US$50.67 equivalent) per household. Payments were delayed for all payment windows for multiple reasons, but primarily as a result of the recertification process which was happening in parallel. Although only one double payment had been discussed in the previous mission, it was subsequently agreed with TASAF to disburse another double payment in December 2023 to clear all arrears and put the program back on schedule. The last payment included CCT, PW, and productive grant (PG) payments, as well as payments to households with a member with a disability. Another payment window was launched on February 5, 2024, for the November/December payment window, and is currently underway. The mission agreed that TASAF would ensure that the next payment is disbursed in March 2024, which would put them solidly back on schedule. The mission also noted that because of the uncertainties about the duration of the current financing for PSSN II, it would be advisable to keep payments on track for the remainder of the project and avoid any further double payments. 16. Monitoring of co-responsibilities is progressing well. TASAF continues to monitor and enforce health and education-related conditionalities which households must comply with to receive support from the program. To date, compliance continues to be high, close to 100%. However, as noted earlier, field visits reveal that some households struggle to comply with the education and health conditionalities due to distance to service points (classrooms or clinics), availability of the services provided or, at certain times of the year, the rains. It was also noted during the mission that compliance monitoring remains challenging. To address this, TASAF is working on building system interoperability with the education sector to better enable them to track school attendance of beneficiary children. 17. The recertification of households in all PAAs was completed in December 2023. A second phase of recertification was conducted in 72 PAAs in August 2023 that involved 312,880 households. The data cleaning for the 72 PAAs is complete, however there are some few areas that need further investigation due to apparent data inconsistencies. The third phase of the recertification was carried out in December 2023, and comprised 295,115 households in 63 PAAs. The data analysis is in progress for both rounds, and TASAF agreed to complete the analysis by end-February 2024. 18. Implementation of the Public Works component has progressed well during the review period. Following the mission in July 2023, a post review of sub-projects implemented during the 2022/2023 implementation cycle was carried out in Zanzibar by the Sector Expert Team (SET). A key 7 The first PSSN II payment to beneficiaries was carried out during the second half September 2020; a total of 783,203 households which had passed validation by early September 2020 were paid and households received a double payment as a one-off measure related to the COVID-19 emergency. As such, the September 2020 payment window accounted for two PSSN II payments. The November/December 2020 payment was carried out in February 2021, while the January/February 2021 payment was carried out between April 12 and 23, 2021. The March/April 2021 payment was carried out between June 28 and July 9, 2021. A further and sixth payment, for the May/June 2021 period, was carried out between September 20, 2021, and October 1, 2021. An extraordinary double payment, for the July/August and September/October 2021 periods, was carried out between December 27, 2021, and January 21, 2022. This payment was also the first payment for households in the villages not covered by PSSN I, and covered almost 1.29 million households, for over 4,8 million people in the country. Six further payments were carried out during 2022, at 2 months intervals as per the program design. In 2023, payments were made in March 2023 for the November/December 2022 payment window, June 2023 for the January/February payment window, a double payment in August 2023 for the March/April and May/June windows, and another double payment in December 2023 for the July/August and September/October windows. 5 recommendation of the SET team was to complete sector drawings for Targeted Infrastructure projects. The drawings have been completed and were submitted to the TASAF Management Unit for comments. 19. The technical review process of the PW subproject application packages for the 2023/2024 implementation cycle was completed. A total of 10,442 subprojects are currently under implementation. Of these, 675 subprojects started with delays in January 2024 due to unfavorable weather conditions. As a result, the implementation of subprojects in the 2023/2024 implementation cycle is likely to continue until May 2024. During this implementation season the dominant type of subproject is road works (both construction and rehabilitation) as well as different types of water projects (i.e., construction of shallow wells, water ponds and charco dams). Other types of subprojects include forestry, agriculture, infrastructure, and environmental subprojects. 20. The backlog of payments related to implemented subprojects in financial year 2022- 2023 has been addressed. TASAF informed the mission that payments related to work done in the period September 2022 to February 2023 have now been completed. All outstanding wage claims have been reviewed and paid in two installments during the “July-August” and the “September-October” payment windows effected in December 2023. The mission expressed concerns about the delays in payments to the PW participants and underlined that this should not become a recurrent issue. TASAF confirmed that the problems observed with payments in the July-December 2023 period were a one- time problem and would not be happening again. The mission was informed that an internal rapid response team has been formed to overcome any future problems/challenges with payments in a timely manner. TASAF informed the mission that payments related to the 2023-2024 PW implementation cycle will commence in the “November-December” payment window, which was launched during the mission. 21. Options for PW implementation in financial year 2024-2025: In preparation for PW activities in the next financial year, TASAF presented several implementation options to the mission. Given current budget constraints, the recommendation is to significantly reduce the scale of PW to 33 PAAs that have so far not yet participated in PW or Tanzania Poverty Reduction Program (TPRP) activities. This would entail a large reduction in PW beneficiaries from the current 627,722 to 176,232 beneficiaries. The total estimated cost of this option would amount to TZS 48 billion, or US$19.2 million equivalent, and would therefore be feasible within the current financial envelope of the project. TASAF indicated that if more resources become available for 2024/2025 implementation, the proposal would be to expand the PW to all 63 PAAs that have not yet implemented PW activities, per the original plan for the project extension period. The mission agreed with the proposal to limit PW implementation to 33 PAAs in the next financial year and indicated that the available financial envelope for implementation of the 2024-2025 PW cycle needs to be confirmed as a matter of urgency to allow for a timely start of the required micro-planning activities in March 2024. 22. Further steps have been taken to improve PSSN’s responsiveness to climate change through PW. The mission was informed that discussions to further improve PSSN responsiveness to climate change impacts between the Norwegian Embassy, WFP, UNCDF and TASAF have resulted in a joint action plan. The aim is to establish “centers of excellence” in 3 PAAs (Simanjiro, Chamwino and Micheweni area in Pemba). It is proposed that a total of 30 villages (10 in each PAA) will participate in the activities in financial year 2024-2025. Two main outcomes are envisaged of these activities. First, the capacity of TASAF will be strengthened to design, plan, implement, monitor, and evaluate climate smart public works. Second, these activities aim to enhance the capacity of participating communities to apply regenerative agricultural practices. It is expected that related training activities will commence around mid-February 2024. 23. Basic livelihoods support has made significant strides since the last mission, with activities successfully implemented in 35 PAAs, accounting for half of the targeted 67 PAAs for 6 the financial year. During this period, a total of 6,527 saving groups have been established, comprising 87,913 members, of which 77,063 are female and 10,850 are male. These groups have been bolstered with essential resources such as stationery and cash boxes, while their leaders have undergone training in effective group management. Field visits have highlighted the commendable levels of savings and loans facilitated by these groups, fostering tangible progress in income-generating activities among their members. 24. Implementation of the Enhanced Livelihoods program (ELP) continues to improve, and there was general agreement that the program would respect the original design as it pertains to the exit of households after their participation in this activity. The implementation of the ELP has advanced since the last mission, with a total of 51,397 beneficiaries having received support thus far. Among them, 30,841 received their full productive grant (PG) amounts, while 20,556 await the disbursement of their second (and last) installment. Following the discussions in the Technical Working Group (TWG) meetings in September and November 2023, and during a high-level meeting with government in December 2023, the program will proceed to exit those beneficiaries who received their full PG per the project design. Those who received their full grants will not receive cash transfer benefits beyond the March payment window but will continue to benefit from coaching and mentoring services. Eligible beneficiaries awaiting their second installment will receive disbursements in the March 2024 window and will exit the program after the May payment window. Preparation is underway to train and provide grants to the remaining 50,000 targeted beneficiaries, aiming to disburse PGs to half of them during the May payment window and the remainder early in the next financial year. 25. The mission confirmed that the program would revise some modalities with the second batch of ELP beneficiaries to simplify implementation. Specifically, the mission acknowledged the challenges faced when providing small PGs (350,000 Tanzanian shillings or US$140 equivalent) in two separate instalments. Significant progress has been made since the last mission to enter ELP information in the MIS, but gaps remain and have led to important delays between first and second payments, potentially impacting the impact of the grants. The mission confirmed that the remaining 49,000 ELP beneficiaries will receive grants in a single instalment to ensure that their business plans can be fully implemented within a reasonable timeline, and shortly after they have received training. 26. Some PAAs have demonstrated exceptional performance in ELP initiatives and lessons will be drawn out to inform future implementation. Specifically, the success stories from Bukoba, where beneficiaries have effectively utilized their CCT funds to establish diverse income-generating activities, and from Rungwe, where beneficiaries have maximized the benefits of PGs, should be carefully studied in an attempt to learn from their success. Additionally, insights from PAAs facing challenges with implementation of the ELP should be incorporated to inform the ongoing implementation of activities for the remaining program duration and to guide future program design. The mission agreed to establish a small joint TASAF/DP team to document the lessons learnt in 3-4 PAAs in the following two months, as input for the formulation of the next phase of PSSN. 27. Technology can play a major role in further enhancing the efficiency and effectiveness of the livelihoods component. Recognizing the potential for technology to enhance the reach and efficiency of the ELP component, the mission has endorsed an initiative by TASAF and partners to explore the integration of technology into various aspects of the program. This includes piloting the use of technology for training beneficiaries in essential life and business skills, as well as implementing technology-driven activities within saving groups. The objective is to leverage technology to improve effectiveness and efficiency in reaching beneficiaries, thereby creating greater income opportunities for them in future interventions. 28. The performance of the Productive Household Support component continues to be assessed as moderately satisfactory. 7 Component 2: Strengthening Institutional Capacity and Integrated Delivery System The activities under the Institutional Capacity and Integrated Delivery Systems component have progressed well: 29. The rollout of the e-payments system continues. PSSN beneficiaries nationwide are being paid electronically through either bank accounts, mobile money wallets, or an over-the-counter solution (OTC)8; however, the OTC method is currently on hold while undergoing evaluation. All 186 PAAs are enrolled in the e-payment program, with a total of 503,618 households (38% of total beneficiary households) being paid electronically. Of those, 51% receive their benefits through mobile operators and 49% through bank accounts. The mission noted that there are still numerous challenges to the adoption of e-payments, such as limited access to national IDs (needed for registration for mobile money and bank accounts), distance to banks, lack of understanding of electronic payment modalities or resistance to change, etc. TASAF will soon be launching an electronic savings platform for savings groups through the MPesa Mkoba platform, which has been working with TASAF to develop a customized product to enable digital savings for groups. 30. TASAF launched a new payment modality that has successfully decreased the incidence of grievances related to e-payments. Specifically, e-payments are now being disbursed to the respective beneficiaries before cash payments. Any issues encountered with e-payments that impede beneficiaries from receiving their transfers, can be resolved shortly thereafter at the time of the cash payment. There remain significant delays however relating to the verification and processing of payments, resulting from an overly lengthy process. The mission agreed that TASAF would conduct an internal review of these processes and present suggestions on how to reduce the processing time. It was also agreed that a specialized consultant could support TASAF and provide suggestions based on experiences in other programs that have managed to reduce their processing time. 31. Training and communications. Staff and other project stakeholders received training on various topics since the last mission, including on health and education co-responsibility monitoring as well as on beneficiary recertification, among others. TASAF monitored implementation of community sessions during payment events and conducted spot checks. It was noted during a field visit that household data, particularly changes to household composition, were not being entered into the MIS systematically. On the communications side, TASAF recently revamped all of its social media accounts in an effort to improve visibility and share information about the program more widely. 32. TASAF continues to enhance program ICT systems at both central and PAA levels with the aim of supporting smooth operationalization and digitalization of program activities. Activities include the upgrading of Local Area Network (LAN) for 161 PAAs, which commenced in October 2023 and is ongoing. The completion of the PSSN II MIS update is anticipated to strengthen the system to be more resilient to cyber threats. The PSSN II MIS database migration was completed to the newly acquired eGA Data center servers. TASAF also continued discussions with other stakeholders on the integration of the MIS with other systems such as PO-RALG’s SIS, MUSE, and Touch less SDK for OTC. TASAF has also commenced preparatory activities to update the PSSN MIS. A concept note and implementation road map were already prepared and will be presented to the ICT Steering Committee for approval. 33. Important recruitments are underway. The TMU advertised the posts of Director of Knowledge Management and Advocacy and Communication Specialist in April 2023. The vetting process has been completed and is awaiting NSC approval of the proposed candidates to fill the 8The over the counter (OTC) solution deploys biometric authentication of beneficiaries using national identification numbers through payment service providers’ agents (known as “wakalas”) to allow them to cash out benefits. This solution is envisioned to cater to beneficiaries who cannot operate a mobile phone and do not own a bank account. 8 positions. The recruitment process to fill the vacant position of the Executive Director of TASAF is underway, and it is expected that the process will be concluded by April 2024. 34. Social registry. Following the approval of a new Universal Health Coverage (UHC) scheme, all citizens will be required to participate in a health insurance plan. The scheme makes provisions for citizens depending on their level of income, with special measures to finance care for around 15.8 million Tanzanians (26 per cent of the population) who are unable to pay. The Government has identified TASAF’s household registry as a potential source of information for its Universal Health Coverage (UHC) scheme. 35. The Grievance Redress Mechanism (GRM) system remains operational in all PAAs. The revised GRM manual was finalized since the last mission, including new provisions for GBV. A total of 13,422 grievances were filed between July 2022 and December 2023. Of those, 11,989 (89.3%) grievances have been closed. The mission agreed that TASAF would continue with community sensitization on the utilization of the GRM MIS in reporting grievances. It was also agreed that GRM reporting would reflect cumulative numbers since commencement of PSSN II to date, data to be disaggregated by gender, analyzed further to include the types of grievances reported and registered and captured through GRM MIS, method of reporting (toll call, filling forms at community level etc.), and time taken to resolve the matter and feedback status. Further discussion was agreed to be held on the matter before the next mission. 36. Institutional Capacity and Integrated Delivery Systems continue to be assessed as satisfactory. Financial Management Budgeting 37. TASAF presented the progress on implementing financial management activities, including budgeting, accounting, financial reporting, and auditing. The total PSSN II overall program cost is USD 883.3 million. The Program's total commitment from Development Partners and the Government is USD 906.14 million. In addition, a potential grant of USD $14.06 million equivalent from Norway is in the pipeline. The Mission directed TASAF to seek approval from the Steering Committee to revise and align the approved budget with the commitments. 38. As of 31 December 2023, funds disbursed from Development partners and Government were USD $685.6 million, equivalent to 75.6% of total commitments. For the same period, the implementation of budgeted activities has reached 54.7% of the approved budget. TASAF is anticipating the approved budget to be surpassed by USD 41 million at the end of fiscal year 2023/24, arising from changes in the Annual Work Plan and Budget assumptions, specifically on the increased number of beneficiaries of cash transfers. Four payment cycles (March – April 2023, May- June 2023, July- August 2023, and September- October 2023 payment windows) have been made during the year. As of 31 December 2023, cumulative Program spending has reached USD 621.7 million. Accounting and Reporting 39. TASAF continues to use the newly adopted Government's integrated financial management system software known in Kiswahili as "Mfumo wa Ulipaji Serikalini - MUSE" and is satisfied with its performance. MUSE has been upgraded to generate the required financial reports. External Audit 40. The National Audit Office (CAG) conducted a statutory external audit for the fiscal year 2022/23 on TASAF’s financial operations and issued a clean audit opinion on the financial statements. The audit report was completed in a timely manner by 31 December 2023, as required by the provisions of the Financing Agreements. 9 41. TASAF has shared the Financial Statement and its accompanying Management Letter with the DPs. The DPs have reviewed the audit report and management letter and have requested TASAF to clarify the implementation of certain aspects of the Remedial Action Plan on 6 February 2024. The Mission agreed that TASAF would provide comments by the end of February 2024. Internal Audit 42. The Internal Audit Unit of TASAF reviewed quarterly internal audit reports from PAAs and followed up with PAA management on the issues raised. There is an improvement in PAA’s compliance with the submission of the internal audit reports to the central level and the implementation of audit recommendations. The mission was informed that the Directorate of Internal Audit reviewed TPRP IV/OPEC IV Subprojects identification processes and related expenditures of 33 PAAs in Arusha, Njombe, Simiyu, Mwanza, and Geita Regions. TASAF is continuing to monitor PAAs' implementation of audit recommendations. Agreed Mission Financial Management Action Plan SN AGREED ACTION TIME FRAME RESPONSIBLE 1 Share with DPs, the draft Plan and Budget for FY February 29, TMU 2024/25 for their input and comments 2024 2 Share with DPs, the Remedial Action Plan on CAG’s February 29, TMU Management Letter for FY 2022/23 for their input 2024 and comments 3 DPs share their input and comments on Remedial March 15, 2024 DPs Action Plan with regards to CAG’s Management Letter for FY 2022/23 as submitted by TMU 4 Seek approval from relevant authorities for the cost April 1, 2024 TMU overrun for FY 2023/24 Plan and Budget Procurement 43. The project has continued to register good progress in implementing procurement activities. There are 16 contracts which are still under execution, with one activity at the stage of evaluation while one activity is at the stage of initiation. Five consulting services contracts have been extended until September 2025. The main challenge of the project is the timely uploading of information and documents in STEP for the packages which have been processed and signed. It was agreed that TASAF would update STEP by 29th February 2024 by uploading all information and documents for all activities which are underway. The status of the agreed key issues in the previous mission were reported as follows: (i) Consolidating the procurement plans for FY 2023/24 from RAS Office, PAA’s and the same to be shared with the Bank: The plans were shared but were incomplete and not aggregated as agreed to establish budgets allocated for the procurement activities for each RAS Office, PAA, and community. Thus, the mission urged TASAF to consolidate the plans for each RAS Office, PAA, and community to ascertain overall budget for the procurement activities being undertaken at those levels and share them with the Bank. As discussed in the previous missions, TASAF needs to devise a template and strategy to facilitate the flow of information from RAS Offices, PAAs, and communities. (ii) The use of the National Electronic Procurement System (NeST): The mission was informed that TASAF has already been trained on NeST and some activities have already been transacted in the system despite some system challenges. TASAF could not confirm whether the procurement staff from RAS offices and PAAs dealing with 10 TASAF activities have been trained or not. Thus, TASAF was advised to follow up with RAS offices and PAAs to ensure that procurement officers trained on NeST and procurement activities are processed in the system. (iii) The ex-post procurement review: TASAF completed the ex-post procurement review in 12 RAS Offices, 40 PAAs and 29 Communities whereby several shortcomings were observed including lack of awareness of PSSN II procurement procedures for PMU staff, untimely payments settlement, non-use of electronic procurement system, inadequate archiving of procurement documents, and inadequate skills of procurement staff. Following these observations, TASAF recommended to continue building capacity to RAS and PAA’s on adhering to the PSSN II procurement procedures, continue monitoring the RAS, PAAs and communities, and undertake immediate interventions when shortcomings are observed. Capacity building was also discussed in the previous mission; however, it was partly addressed. Environmental and Social (E&S) Safeguards 44. During the mission, it was noted that the implementation of E&S risks management instruments such as ESMF, RPF, LMP, SEP and VGPF is progressing well. However, the existing grievance redress mechanism (GRM) should be further strengthened, and awareness raised through engagement mechanisms. The mission requested a joint review of the institutional arrangements around the GRM of the project. The Bank team is reviewing the manual and a technical meeting will take place on February 28 to discuss the findings and determine next steps. 45. The World Bank safeguards team is currently reviewing the TASAF GRM Manual, and comments for improvement will be provided by Friday, February 9th, 2024. The mission has proposed a one-day GRM training to the TASAF safeguards team on either February 27or 28. Screening forms were developed, and activities are ongoing for public Works Subprojects for 2023/2024 FY. 46. The mission noted delays in some of mitigation measures that have been put in place through ESMP. Some gaps were observed; for example, in not implementing mitigation measures as planned and/or shortages of PPEs onsite were highlighted as a challenge during the mission. TASAF is encouraged to put in place measures to ensure proper implementation of ESMP to avoid future delays. The mission noted that some of the local progress reports, for example that of Mbeya region, lacked EHS reporting. The team has emphasized the need for inclusion of EHS progress as part of all reporting. Two villages were visited in this district, namely Nzunda and Syukula villages. At Syukula village, the mission team witnessed a constructed foot bridge through PW and subsequently advised the village leaders to prepare bylaws restricting overweight motorcycles from using the foot bridge to avoid collapsing of the bridge for the sustainability of the subproject and safety of the community. At Syukula village, it was observed that the old foot bridge has been abandoned with no safety measures in place to avoid any accidents or fatalities that could result from school children falling into the hole that has been left without being properly covered or secured. The team has recommended that the Rungwe DC Team find a mechanism to safeguard the old foot path for the safety of the children and elderly. 47. OHS Guidelines have been updated in English and Swahili and the Swahili version was distributed to subproject sites. The team has emphasized the need for continuous sensitization on using the OHS guidelines to make sure OHS issues are given priority during subproject implementation. 48. Implementation of the Stakeholder Engagement plan is reported to be progressing well in terms of community engagement on various aspect such as gender, information sharing on payments, and mitigation measures during undertaking of public works. Grievance management and coordination requires to be strengthened to meet the requirement of ESS10. 11 49. There is notable progress on GBV risk management. The initiatives to work on GBV related grievances have started and selection of GBV female focal persons who will handle beneficiaries’ GBV cases by linking them with relevant stakeholders, has been conducted in 20 PAAs. Initially, the selection of the focal persons was a pilot, but it has produced positive results hence the exercise is planned to be extended during payment. However, there is a need to include men in GBV handling since it has been shown that men’s cases need to be addressed as well. The World Bank safeguards team is currently reviewing the GBV aspects that have been included in the GRM manual. The review will help to strengthen proper mechanisms of handling GBV related grievances, including allowing identification of more focal persons. A joint session between the TASAF GBV team and the World Bank GBV specialist has been proposed to provide further guidance on the improvement of GBV handling process. 50. The mission was informed that a Vulnerable Group Action Plan was completed. TASAF was advised to enhance mechanisms for capturing grievances related to vulnerable persons. The review of the GRM will include methods of handling grievances from vulnerable communities. 51. The mission has agreed to have a follow-up environmental and social safeguards mission in areas where PW is ongoing to ascertain the implementation of the ESMPs in late April 2024. 52. Three cases of OHS incidents have been reported in the past six months. The mission was informed that the incidences, which included a snake bite and two injuries by hoe, were successfully managed and the concerned parties are in recovery. It was agreed during the mission that TASAF shall establish and maintain an accidents/incidents register at each subproject. All incidents, regardless of how small, must be registered for record keeping purposes. 53. E&S Management Performance continues to be rated Moderately Satisfactory. Gender 54. The mission noted continued progress on the implementation of the PSSN Gender Action Plan. Examples of activities of gender mainstreaming in the implementation of key program components include: - In CCTs, beneficiaries, Community Management Committees, and community leaders were sensitized on gender topics during the August 2023 payment. - In Livelihoods, gender is mainstreamed along with saving groups formation and basic skill training at PAAs and communities. - For PW, the exemption of lactating and pregnant women was enforced, and 1,316 women were excused from work and paid PW wages, and other gender mainstreaming protocols were observed during subprojects’ implementation. 55. Following agreements from the previous mission, TASAF conducted a capacity training for four PAAs involved in the previous mission to improve their reports by including gender statistics in their quarterly progress reports. This activity was extended to 20 villages from 10 selected PAAs. Monitoring of gender mainstreaming was also done in the same 10 PAAs to assess their progress in adopting the Gender Action Plan and identify successes and gaps. A report was shared with TASAF management, and a second round of monitoring is planned in the next six months. TASAF also identified and trained GBV female focal points as discussed in the previous mission. This activity is described in more detail in the previous section. 56. The mission noted that the current reporting of GBV through the program’s GRM is quite low, relative to the levels of GBV in the country as described in the 2022 World Bank Gender Assessment. There was agreement that there is still a need for TASAF to deepen its efforts to raise awareness at all levels and across multiple stakeholder groups on this issue, and to expand ongoing initiatives, such as 12 the identification of female GBV focal points at the local level. There was also discussion about the need for TASAF to strengthen overall its collection and use of gender disaggregated data. 57. TASAF also shared information on the process to procure a gender consultant to assist the TMU gender team to review the GAP to strengthen the gender mainstreaming within PSSN II. The consultant will also support TASAF to develop recommendations on how gender will be mainstreamed beyond PSSN II, which includes guidance of how to advance the gender transformative approach. This will include the development of gender indicators to ensure monitoring and follow up. Monitoring and Evaluation 58. Preparations for the endline survey of the PSSN II impact evaluation are underway. A draft Memorandum of Understanding (MoU) between TASAF and the National Bureau of Statistics (NBS) in Tanzania Mainland, TASAF and the Office of the Chief Government Statistician (OCGS) in Zanzibar, has been prepared and reviewed by the Task Team. The MoUs have been shared with the two local entities to be engaged for field data collection for signing, and field data collection is planned to take place between April and June 2024. The baseline report of PSSN II was shared in public events in both Tanzania Mainland and Zanzibar. 59. The mission reviewed the Results Framework in detail. The mission noted some inconsistencies in the tracking of indicators and a meeting was held early in the mission to review and clarify the methodology for each indicator. TASAF presented a revised Results Framework with updated results to date as presented in Annex 5. 13 Annex 2: List of Main Priorities/Actions Action Timeline Responsibility Maintain OHS Incidents/Accidents Register/Log Immediate & Continuous TASAF NeST training for TMU staff to prepare for eventual Ongoing TASAF system adoption Share with DPs, the draft Plan and Budget for FY February 29, 2024 TASAF 2024/25 for their input and comments Share with DPs, the Remedial Action Plan on CAG’s February29, 2024 TASAF Management Letter for FY 2022/23 for their input and comments Complete analysis of PMT for recertification in all 186 February 29, 2024 TASAF PAAs Update STEP with all required documentation February 29, 2024 TASAF Enter remaining data on savings groups and March 31, 2024 TASAF productive grant beneficiaries into the MIS Develop detailed implementation plan for PW for March 31, 2024 TASAF 2024-2025 Pay the second installment of productive grants to March 1, 2024 TASAF remaining households (20,000) DPs share their input and comments on Remedial March 15, 2024 DPs Action Plan with regards to CAG’s Management Letter for FY 2022/23 as submitted by TMU Seek approval from relevant authorities for the cost March 1, 2024 TASAF overrun for FY 2023/24 Plan and Budget Submit FY25 Annual Work Plan and Budget to DPs for March 1, 2024 TASAF review Launch January/February payment window March 18, 2024 TASAF Identify additional focal persons in each village to April 1, 2024 TASAF handle grievances from the beneficiaries Consolidate procurement plans for PAAs for FY2025 May 31 2024 TASAF Identify additional focal points for dealing with May 1, 2024 TASAF reported cases of GBV in each village Case study of three PAAs to see how different May 15, 2024 TASAF situations have informed the design of the livelihood component for the next phase. Sample forms for sub-project screening submitted to June 30, 2024 TASAF the Bank for review 14 Annex 3: Revised budget for FY24 PSSN II Annual Work Plan and Budget FY24 Annual Plan and Budget (USD) Component/Activity Approved Actual Balance as Updated Updated Budget budget July Expenditure of 31st projections total budget differential 23-June 24 July-Dec 23 December, for Jan-Jul FY24 FY24 (no OPEC) 2023 24 74,639,025 35,688,863 48,970,841 123,609,865 13,281,978 Cash transfers 110,327,887 Public works a) 38,297,872 24,708,571 13,589,302 45,195,984 69,904,555 31,606,682 wages Public works b) 2,198,039 10,274,826 4,800,000 6,998,039 -5,474,826 materials 12,472,865 3,609,968 13,431,979 15,741,188 -1,300,759 Productive grants 17,041,947 12,131,220 1,635,517 2,530,404 4,165,921 -391,436 Livelihoods basic 4,557,357 2,921,840.45 32,273,573 13,016,066 19,257,506 18,683,850 31,699,916 -573,657 Component 2 Total 214,971,501 119,807,185 95,164,317 132,312,299 252,119,484 37,147,982 15 Annex 4: Financing projections for PSSN II and respective closing dates Financing scenarios and needs for PSSN II 10 9 8 7 $28.5M 2025 (months) 6 $34.2M $65.8M $52.8M 5 4 3 2 1 0 Scenario 1: 1.26M Scenario 2: 1.26 M Scenario 3: 1.04M Scenario 4: 1.04M beneficiaries beneficiaries beneficiaries beneficiaries Closing date Financing gap Scenario 1: Project closes with approximately 1.26 M beneficiaries in February 2025. This factors in 300,000 PW beneficiaries in FY2024/2025, as stipulated in the Additional Financing. An additional USD$65.8M equivalent would be needed to fill the financing gap to extend this version of the program until September 30, 2025. Scenario 2: Project closes with approximately 1.26 M beneficiaries in Feb/March 2025. This factors in a reduction to 180,000 PW beneficiaries in FY2024/2025, which will still allow the program to meet the results indicator targets. In this scenario, all PW beneficiaries in 123 PAAs (factoring 100,000 ELP exits) in the FY2023/24 cycle will be phased out of PW entirely in the last year of implementation. They will continue to receive conditional and supplemental cash transfers but will not be eligible for base transfers or PW wages—in other words, there will be a reduction in their benefits. A new cohort of 180,000 PW beneficiaries from 33 new PAAs will participate in the FY2024/25 PW cycle as planned. An additional USD$52.8M equivalent would be needed to fill the financing gap to extend this version of the program until September 30, 2025. Scenario 3: Project closes with approximately 1.04 M beneficiaries in March/April 2025. This factors in 300,000 PW beneficiaries in FY2024/2025, as stipulated in the Additional Financing. In this scenario, TASAF will start to gradually exit households based on the PMT starting in March 2024. An additional USD$34.2M equivalent would be needed to fill the financing gap to extend this version of the program until September 30, 2025. Scenario 4: Project closes with approximately 1.04 M beneficiaries in May 2025. This factors in a reduction to 180,000 PW beneficiaries in FY2024/2025, which will still allow the program to meet the results indicator targets. In this scenario, all PW beneficiaries in 123 PAAs (factoring 100,000 ELP exits) in the FY2023/24 cycle will be phased out of PW entirely in the last year of implementation. In this scenario, TASAF will start to gradually exit households based on the PMT starting in March 2024. An additional USD$28.5M equivalent would be needed to fill the financing gap to extend this version of the program until September 30, 2025. 16 Annex 5: PSSN II Results Framework9 S/N Indicator Name Cumulative Baseline End Target Data Progress as of by 2025 Source 31st Dec., 2023 Project Development Objective: To improve access to income-earning opportunities and socio- economic services for targeted households while enhancing and protecting the human capital of their children. Project Development Objective Indicators 1. Direct project beneficiaries 0.00 5,202,655.00 5,195,605.00 MIS (number). 2. Of which female beneficiaries are 0.00 56.10 52.00 MIS (percentage). 3. Livelihood beneficiary household 0.00 60.0010 70.00 MIS or spot representatives involved in checks functional income generating investments upon exit from the program (percentage). 4. Of which female beneficiaries are 0.00 88.00 60.00 MIS or spot (percentage). checks 5. PSSN beneficiary households 0.00 0.00 80.00 Impact reporting benefits from community evaluation assets created through public works (percentage). 6. Primary school completion rate for 28.00 0.00 30.00 Impact children from beneficiary evaluation households (percentage). 7. Proportion of beneficiary households 50.00 35.8011 54.00 Impact with food consumption score above evaluation ‘poor level’ (percentage). 8. Proportion of benefits reaching the 60.00 70.8012 60.00 Impact poorest 20 percent of population evaluation (percentage). Intermediate Results Indicators by Components Component I: (Cash Transfer and Public Works) 9Missing values refer to activities which are not yet being implemented. Values reported as 0 refer to activities which are already under implementation. For the most part, the measurement of these results is not yet feasible as implementation is too recent. 10 Calculated as the percentage of households that received the second instalment of the productive grant out of all beneficiary households which received the grant in 35 PAAs. 11 This percentage is based on the PSSN II baseline report (2023) indicating the share of households with different food consumption scores. The baseline of 50% was obtained from PSSN I, but since the beneficiary numbers have expanded, does not convey the correct proportion of households based on the current denominator. 12 This is based on the PSSN II baseline report (2023) indicating the percentage of PSSN beneficiary households who are in the two bottom national consumption deciles of the distribution. 17 S/N Indicator Name Baseline Cumulative End Target Data Progress as of by 2025 Source 31st Dec., 2023 9. Beneficiaries of safety net programs 0.00 1,371,916.00 960,000.00 MIS (number). 10. Of which household where women 0.00 84.46 81.00 MIS are the main recipient (percentage). 11. Beneficiary households receiving 0.00 662,234.00 837,000.00 MIS transfer through public works (number). 12. PSSN beneficiary households 0.00 70.00 100.00 MIS receiving their cash payments within first 10 days of the next month following the payment cycle (percentage). 13. Proportion of children in beneficiary 95.00 98.92 95.00 MIS households aged 0–24-month-old attending health facilities regularly (at least once every two months) (percentage). 14. Proportion of children in beneficiary 95.00 98.79 95.00 MIS households aged 6-18 years enrolled in primary schools with more than 80% of attendance a month (percentage). 15. Proportion of beneficiary households 0.00 98.20 60.00 MIS with at least one person living with disability who receive disability benefits (percentage). 16. PWP sub projects or community 0.00 17,411.00 27,000.00 MIS assets created through project (cumulative) (number). 17. Person days provided in PWP 0.00 63,360.00 161,319.00 MIS (cumulative) (number, thousand). 18. PW sub-projects with clear 0.00 90.00 70.00 PW reviews maintenance plan and sustainability measures (percentage). 19. Proportion of PW sub projects with 0.00 60.00 50.00 PW reviews direct positive contribution for climate change adaptation and/or mitigation (percentage). Component I: (Livelihoods Enhancement) 20. Beneficiary households participating 0.00 58.20 50.00 MIS in functional saving groups (percentage). 18 S/N Indicator Name Baseline Cumulative End Target Data Progress as of by 2025 Source 31st Dec., 2023 21. Of which female beneficiary 0.00 85.10 90.00 MIS households are (percentage). 22. Beneficiaries receiving information 0.00 778,940.00 870,000.00 Impact on basic livelihood services evaluation (number). or spot checks 23. Of which female is (percentage). 0.00 88.00 60.00 Impact evaluation or spot checks 24. Beneficiary households receiving 0.00 51,397.00 100,000.00 MIS enhanced livelihood support including appropriate basic and skill training and livelihood grant (number). 25. Of which female beneficiaries are 0.00 88.00 90.00 MIS (percentage). Component II: (Strengthening Institutional Capacity and Integrated Delivery System) 26. PSSN beneficiaries receiving their 5.00 39.00 50.00 MIS cash payments through e-payments (percentage). 27. Of which female beneficiaries are 60.00 89.99 60.00 MIS (percentage). 28. PAAs that prepare and submit 80.00 82.00 90.00 MIS progress reports or compliance monitoring information on timely manner (percentage). 29. Complaints and grievances 60.00 73.8013 80.00 MIS addressed within 1-2 months of initial complaint being recorded (percentage). 13This is based on the number of grievances which have been addressed within 2 months of the initial complaint being recorded out of the total number of grievances received. 19 Annex 6: Mission Agenda Time Objective Required Participants Venue / Remarks Monday January 29, 2024 10:00 – 11:00 Courtesy call – MOF and/or State House DPs TASAF TASAF team 13:00 – 15:30 Opening and Update on PSSN2 DPs TASAF TASAF team Tuesday January 30 through Thursday February 1, 2024 - Field visit. Friday February 2, 2024 09:00 – 10:00 Meeting on Procurement DPs TASAF TASAF team 10:00 – 11:30 Meeting on Safeguards DPs TASAF TASAF team 12:00 - 15:30 Report back from field visits and discussion DPs TASAF on findings TASAF team Monday February 5, 2024 09:00 – 10:00 Results Framework discussion DPs TASAF TASAF team TWG1 Meeting 10:00 – 12:00 CCT, Targeting, recertification, DPs TASAF TASAF team conditionalities 12:30 – 14:30 TWG2 Meeting DPs TASAF PWs, Safeguards and Climate Change TASAF team 15:00 – 16:30 TWG3 Meeting DPs TASAF Livelihoods TASAF team Tuesday February 6, 2024 TWG4 Meeting 9:00 – 10:00 DPs Strengthening institutional capacity and TASAF TASAF team integrated delivery systems 10:30 – 11:30 Meeting on e-payments DPs TASAF TASAF team 12:00 – 14:00 TWG5 (fiduciary issues) / FM Subgroup DPs TASAF TASAF team 14:30 – 16:30 TWG6 Meeting DPs TASAF Implementation of Gender Action Plan TASAF team Wednesday February 7, 2024 Updates on National Social Protection DPs 09:00 – 10:00 Policy (NSPP) and medium-term TASAF team TASAF expenditure framework PMO LYED 20 Time Objective Required Participants Venue / Remarks 10:30-11:30 DPs Results Framework final review TASAF TASAF team 11:30-13:00 DPs PSSN II Budget review FY24 TASAF TASAF team Friday February 9, 2024 Conclusions from TWGs, DPs 9:30 – 11:30 Aide Memoire TASAF team TASAF Next steps DPs 12:00 – 14:00 Wrap up with MoF TASAF team TASAF MOF 21