FOR OFFICIAL USE ONLY Report No: ICR00005924 IMPLEMENTATION COMPLETION AND RESULTS REPORT ON THREE GRANTS IN THE AMOUNTS OF SDR71.6 MILLION (IDA-D4550), SDR18.3 MILLION (IDA-D6630) AND SDR36.4 MILLION (IDA-D7140) (US$100 MILLION, US$25 MILLION AND US$50 MILLION EQUIVALENT, RESPECTIVELY) TO THE CENTRAL AFRICAN REPUBLIC FOR THE FIRST AND SECOND CONSOLIDATION AND SOCIAL INCLUSION DEVELOPMENT PROGRAM February 28, 2023 Governance Global Practice Western and Central Africa Region The World Bank Second Consolidation and Social Inclusion Development Program (P168474) CURRENCY EQUIVALENTS Exchange Rate Effective (February 17, 2023) Currency Unit = XAF XAF 617.5 = US$1 US$ 1.336 = SDR 1 FISCAL YEAR January 1 – December 31 Regional Vice President: Ousmane Diagana Country Director: Elisabeth Huybens Regional Director: Abebe Adugna Dadi Practice Manager: Tracey M. Lane Task Team Leader(s): Henri Fortin ICR Main Contributors: Marcela Rozo Rincon, Eugenie Kiendrebeogo The World Bank Second Consolidation and Social Inclusion Development Program (P168474) ABBREVIATIONS AND ACRONYMS AfDB African development Bank BEAC Banque des Etats de l’Afrique Centrale CAR Central African Republic CEMAC Central African Economic and Monetary Community CEN Country Engagement Note CPF Country Partnership Framework CSIDP 1 First Consolidation and Social Inclusion Development Program CSIDP 2 Second Consolidation and Social Inclusion Development Program CSREF Cellule Chargée du Suivi des Réformes Economique et Financières (Unit Responsible for the Monitoring of Economic and Financial Reforms) DGB Direction Générale du Budget (Directorate General of Budget) DGMP Direction Générale des Marchés Publics (Directorate General of Public Procurement) DPO Development Policy Operation EMP Environmental Management Plan EPSR Emergency Public Services Response ESSAP Environmental and Social Safeguards Action Plan ESMP Environmental and Social Management Plan FM Financial Management GDP Gross Domestic Product HRM Human Resources Management ICR Implementation Completion Report IMF International Monetary Fund ISR Implementation Status & Results Report M&E Monitoring and Evaluation MEPC Ministry of Economy, Planning and Cooperation MFB Ministry of Finance and Budget MINUSCA United Nations Multidimensional Integrated Stabilization Mission MTEF Medium-Term Expenditure Framework PAD Project Appraisal Document PDO Project Development Objective PFM Public Financial Management PIU Project Implementation Unit RCPCA National Recovery and Peace Building Plan RISE Resilient and Inclusive Institutions for State Effectiveness Development Policy Financing SCDP State Consolidation Development Program UN United nation The World Bank Second Consolidation and Social Inclusion Development Program (P168474) TABLE OF CONTENTS DATA SHEET .......................................................................................................................... 1 I. PROGRAM CONTEXT AND DEVELOPMENT OBJECTIVES.................................................... 4 II. ASSESSMENT OF KEY PROGRAM DESIGN AND OUTCOMES ............................................ 12 OTHER OUTCOMES AND IMPACTS ....................................................................................... 23 BANK PERFORMANCE .......................................................................................................... 24 RISK TO SUSTAINABILITY OF DEVELOPMENT OUTCOMES ..................................................... 27 LESSONS AND NEXT PHASE .................................................................................................. 28 ANNEX 1. RESULTS FRAMEWORK ......................................................................................... 30 ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION PROCESSES....... 36 ANNEX 3. BORROWER, CO-FINANCIERS, AND OTHER DEVELOPMENT PARTNERS’/STAKEHOLDERS’ COMMENTS ............................................................................ 38 ANNEX 4. SECTORS AND THEMES......................................................................................... 39 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) DATA SHEET BASIC INFORMATION Program Series Project ID Short Name Full Name First Consolidation and Social Inclusion Development P168035 CSIDP 1 Program Second Consolidation and Social Inclusion Development P168474 CSIDP2 Program Series Details (USD) Project ID Approved Amount Disbursed Amount P168035 125,000,000.00 124,367,053.10 P168474 50,000,000.00 51,348,186.85 Total 175,000,000.00 175,715,239.95 KEY_D PF_OPTI ONS_ TBL P168035 P168474 Policy-Based Guarantees No No IDA- Ln/Cr/TF D6630,IDA- IDA-D7140 D4550 Concept Review 13-Sep-2018 07-Aug-2019 Decision Review 19-Mar-2019 11-Jun-2020 Approval 06-May-2019 01-Sep-2020 Effectiveness 30-May-2019 14-Oct-2020 Original Closing 31-Dec-2020 31-Dec-2021 Actual Closing 31-May-2021 31-Dec-2021 Page 1 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Crisis or Post-Conflict Yes Yes Regular Deferred Drawdown Option No No Catastrophe Deferred Drawdown Option No No Sub-National Lending No No Special Development Policy Lending No No Organizations Series Project Borrower Implementing Agency P168035 Central African Republic Ministry of Finance and Budget P168474 Central African Republic, Ministry of Ministry of Finance and Budget Economy, Plan and Cooperation Program Development Objective (PDO) Program Development Objective (PDO) (From last operation in the series) Support the consolidation of basic fiscal management and social inclusion PROGRAM FINANCING DATA (USD) World Bank Administered Financing Approved Amount Actual Disbursed P168035 100,000,000 98,401,000 IDA-D4550 25,000,000 25,966,053 IDA-D6630 P168474 50,000,000 51,348,187 IDA-D7140 Total 175,000,000 175,715,240 RATINGS SUMMARY Program Performance Page 2 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Overall Outcome Relevance of Prior Actions Achievement of Objectives (Efficacy) Moderately Satisfactory Satisfactory Moderately Satisfactory Bank Performance Moderately Satisfactory ACCOUNTABILITY AND DECISION MAKING At ICR: Regional Vice President Country Director Director Ousmane Diagana Elisabeth Huybens Abebe Adugna Dadi Practice Manager Task Team Leader(s) Tracey M. Lane Elena Georgieva Georgieva-Andonovska At Approval: P168035 Regional Vice President Country Director Director Hafez M. H. Ghanem Jean-Christophe Carret Deborah L. Wetzel Practice Manager Task Team Leader(s) Manuel Antonio Vargas Madrigal Ragnvald Michel Maellberg, Arsene Richmond Kaho P168474 Regional Vice President Country Director Director Ousmane Diagana Abdoulaye Seck Francisco Galrao Carneiro Practice Manager Task Team Leader(s) Manuel Antonio Vargas Madrigal Elena Georgieva Georgieva-Andonovska, Wilfried Anicet Kouakou Kouame Page 3 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) I. PROGRAM CONTEXT AND DEVELOPMENT OBJECTIVES A. Context at Appraisal 1. The Central African Republic (CAR) has historically suffered recurrent conflict and domestic political instability. The country underwent a civil war and widespread sectarian violence following the fall of the Bozizé régime in March 2013. As a result of the conflict, roughly one-fourth of the population was internally displaced or had to flee as refugees to neighboring countries. While active conflict has largely come to an end, CAR remains politically fragile, with armed groups still present in the territory and relations between communities remaining tense. Fragility in CAR stems not only from the most recent crisis, but also from the long-term deterioration of the economic, social, governance, and security situation. 2. The return to political stability after the 2016 presidential elections and the adoption of a new constitution has brought an opportunity to consolidate peace and build economic recovery. In October 2016, the National Plan for Recovery and Peace Consolidation (Plan National de Relèvement et de Consolidation de la Paix- RCPCA) was adopted. The National Plan revolves around three pillars: (i) Support peace, security and reconciliation, (ii) Renew the social contract between the State and the population, and (ii) Promote economic recovery and boost productive sectors. The RCPCA received unprecedented support from the international community, who pledged US$2.2 billion to support its economic recovery and the reconstruction of the country. 3. The Consolidation and Social Inclusion Development Program (CSIDP) series of two operations was proposed as part of the international community’s support to the country’s efforts to rebuild the economy and consolidate peace. The series aimed to continue supporting the consolidation of the country’s Public Financial Management (PFM) system and institutions while fostering social inclusion. It built on the achievements of the just completed State Consolidation Development Policy (SCDP) Grant series focused on the reestablishment of basic fiscal management and policy measures to support the agriculture, transport and Information and Communication Technology (ICT) sectors. By ensuring public servants were paid on time while controlling the wage bill, containing expenditures executed under exceptional procedures, streamlining the budget processes, the SCDP contributed to the stabilization of CAR’s macro-fiscal framework. CAR was one of the few CEMAC countries under program with the IMF to have already successfully completed five program reviews. 4. The proposed reforms under the CSIDP reflected a selective approach to policy reforms in one of the most fragile countries in the world. This operation of $100 million was structured around two mutually reinforcing pillars: consolidation of basic fiscal management and support an inclusive economic recovery. Improving fiscal management would lead to more effective public expenditure, creating fiscal space for more spending on critical sectors such as transport, social protection, health and education. Conversely, an inclusive economic recovery is expected to have a positive impact on revenues, which will contribute to strengthen fiscal management. 5. The proposed measures under each of these pillars were selectively targeting reforms aligned with government priorities and feasible in the short-term. These reforms were grounded on the Systematic Country Diagnosis (SCD) and other analytical support and were fully complementary to the World Bank’s investment project finance (IPF) portfolio. Addressing some of the drivers of fragility, the policy measures supported by the CSIDP were to Page 4 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) contribute to stability and lay the foundations to tackle more profound economic and governance challenges in the medium and long term. Hence the reforms supporting the consolidation of public financial management would contribute to build capacity to increasingly provide public services while maintaining fiscal stability and to increase presence of the state. They would also contribute to improve transparency and oversight. Reforms supported would also contribute to increase social inclusion by increasing access to health, social protection and education. Overall, this was expected to contribute to increase state legitimacy, trust and stability. 6. At the time of the design of the DPO Series the regional growth was volatile and highly sensitive to crude-oil prices. A drop from US$96.2 per barrel in 2014 to a low of US$42.8 had taken place in 2016 before rebounding to US$71.9 in 2018. The region’s aggregate real GDP growth rate rebounded to 2.2 percent in 2018 (from 1.0 percent in 2017), and it was projected to pick up to about 3.4 percent in 2019 essentially attributable to (i) international oil prices projected to stabilize around US$70 per barrel; (ii) increased oil production; and (iii) moderately higher non-oil growth. 7. The overall macroeconomic policy was deemed adequate for CSIDP despite the many challenges the government faced including potential deterioration of the security. The Government had demonstrated a satisfactory track-record in maintaining prudent macroeconomic policies that were sustainable over the medium-term, and membership in the CEMAC provided crucial macroeconomic stabilization during the recent crisis. Inflation dropped in 2018 to 2.5 percent, below the CEMAC convergence criterion of 3 percent. The current account deficit was estimated to have slightly deteriorated in 2018 to -8.6 percent of GDP, up from -8.3 percent in 2017, mainly reflecting the hike in the petroleum bill – from 6.1 percent of GDP in 2017 to 7.5 percent in 2018 – fueled by higher oil prices and US dollar appreciation. The current account deficit was mainly financed by official grants and, to a lesser extent by foreign direct investment, which had doubled from 0.4 percent of GDP in 2017 to 0.8 percent in 2018. CAR’s external and overall debt was assessed at high risk of distress even though it has decreased from 56 to 53 percent of GDP between 2016 and 2017 and was projected to follow a downward path over the medium term, mostly driven by clearance of domestic and external arrears. The overall fiscal balance was projected to improve in 2019 to a surplus of 0.7 percent of GDP and remained almost balanced over the medium term driven by the government fiscal consolidation plan. The main risk to the country’s macroeconomic outlook was a further deterioration of the security environment that would has negatively impacted growth, fiscal aggregates and inflation. 8. After the first CSIDP’s operation disbursement, the COVID-19 pandemic had just started to impact the country’s economy. The effects led to a sharp economic downturn and significant fiscal pressures. The economic growth initially projected to 4.4 percent in 2020 was revised to -1.2 percent 1. The fiscal deficit was projected to widen to 4.1 percent of GDP in 2020, with tax revenues down and increased COVID-related spending needs. COVID-19 was also expected to increase poverty and worsen the already precarious humanitarian situation of the country amid inflationary pressures affecting households with limited income and savings. A large proportion of the population was highly vulnerable to economic impacts of COVID-19 due to high informality in the job market and the limited coverage of the government-funded social safety nets program. The fallout from the crisis would affect implementation of the 2019 peace agreement, disrupt preparations for upcoming elections, and delay the progressive redeployment of the state and service delivery throughout the country. 9. The Government adopted several measures to contain the spread of the COVID19 virus and a preparedness and response plan to strengthen the capacity of the country to cope with its impact. In early March 2020, in collaboration with the WHO, the Government prepared a COVID-19 preparedness and response plan estimated at CFAF 27 billion (around US$45 million equivalent), which aimed at addressing some of the national health 1 Actual GDP growth rate for 2020 materialized at a slightly better 0.9 percent. Page 5 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) system’s main weaknesses in a sustainable way. This plan was later complemented by additional activities to strengthen social protection, support the private sector and economic recovery, and enhance justice and security. Measures against the pandemic were adopted including school closings, ban on gatherings, mobility restrictions and closing of country borders. In a country where mandatory social distancing is impossible, CAR’s fit-for-purpose strategy included a focus on the population with comorbidities, the mandatory wearing of masks, large-scale community-based surveillance, and sensitization campaigns. 10. An additional financing of US$25 million to CSIDP1 was provided to address the unanticipated financing gap resulting from the COVID-19 crisis and allow the continued implementation of the reforms. COVID-19 widened the financing need (including grants) in 2020 to CFAF 128.1 billion – about US$216.5 million or 9.4 percent of GDP. CAR was one of the least prepared countries to face a COVID-19 outbreak, with 2.2 million people already in need of health assistance and about 70 percent of health services provided by humanitarian organizations. Given the country’s very limited capacities and resources to respond to COVID-19, the pandemic was threatening to undermine the Government’s efforts to mobilized internal resources, maintain peace, delay the progressive redeployment of the State and undermine its capacity to offer services to the population; Hence the need to support CAR’s economic recovery through the additional financing that would mitigate the loss of revenue, maintain critical state functions and basic service delivery, and safeguard the reform agenda. A US$7.5 million COVID-19 Emergency Preparedness and Response Project financed under the Fast Track COVID-19 Facility was also approved by the Bank to support the implementation of the Government’s COVID-19 health response plan and strengthen its capacities to prevent, detect and respond to the threat caused by COVID-19. 11. The Second Consolidation and Social Inclusion Development Program (CSIDP 2) was prepared to continue to support key structural reforms that would contribute to economic recovery and resilience in CAR. The operation, in an amount of $50 million, continued to reinforce the objectives of the DPC series under the new context. Pillar 1—Consolidating basic fiscal management— focused on improving governance and institutions by improving public financial management, including the monitoring of the expenditure of COVID-19 related funds, strengthening the oversight and transparency of state-owned enterprises and parastatals, automating customs procedures, improving debt transparency and enabling digital payments, including for salaries of civil servants, cash transfers and payment of taxes by firms. Two of CSIDP 2 Prior Actions (PAs) formed the basis for the FY21 Performance and Policy Actions (PPAs) under the Sustainable Development Finance Policy (SDFP). Pillar 2 — Supporting inclusive economic recovery—supported measures to improve access to social protection, health and education through the launch of a digitally enabled cash transfer program, the implementation of free healthcare for children under-five, pregnant and breastfeeding women and survivors of gender-based violence, and the recruitment and deployment of primary school teachers at the local level. Both pillars included measures to help mitigate the immediate impacts of the coronavirus crisis and build the foundations for recovery and resilience. The program was thus consistent with the WBG COVID Response Approach paper. In fact, in pillar 1 an additional activity was included as part of the budget management reform, to increase transparency and accountability in the management of Covid-19 funds. Furthermore, CSIDP 2 addressed some of the drivers of fragility identified in the 2016 CAR Fragility Assessment, such as the lack of social cohesion and the near complete absence of public services and was also grounded in the 2019 Systematic Country Diagnostic (SCD) for CAR which emphasized the need to address cross-cutting governance issues to strengthen government capacity and deploy the state across the territory. 12. The operation was prepared in close coordination with the IMF, which was also supporting the Government to face the consequences of the COVID-19 pandemic. The IMF successfully completed a three-year ECF program (2016-2019) on July 6, 2019, with a total financing of SDR 133.68 million (about US$185.56 million), equivalent to 120 percent of the country’s IMF quota. This ECF program aimed at enhancing revenue mobilization, improving PFM, and scaling-up social and infrastructure spending. The program's performance was satisfactory. Page 6 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) A new ECF for three years in the amount of US$115.1 million (SDR 83.55 million) – 75 percent of the quota – was approved on December 20th, 2019. The new program focused on improving accountability, transparency, revenue collection, oversight of state-owned enterprises (SOEs), and reducing corruption. To help address urgent needs arising from the COVID-19 pandemic, the IMF approved on April 20, 2020, an RCF of SDR 27.85 million (US$38 million), equivalent to 25 percent of CAR’s quota. The World Bank and IMF teams coordinated closely to ensure that reforms included in their respective programs were complementary and mutually reinforcing. 13. One of the remaining risks to the country’s macroeconomic outlook was a further deterioration in the security environment. This would have worsened the humanitarian situation, curbed the increase in investments and slowed the rise in the production and exports. The COVID-19 crisis and its socioeconomic impacts represented another significant risk to the macroeconomic outlook with the projected deficit on the fiscal balance. To mitigate these risks, the Government actively worked with the international community on a concerted response to mitigate the public health and economic effects of COVID-19 and to prepare for the orderly conduct of the presidential and general elections. Table 1. Key Macroeconomic and Financial Indicators, 2017-2023 Page 7 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Link to Government Program and Operation Description 14. The National Recovery and Peace Building Plan (RCPCA), CAR’s development strategy for 2017-2021, was adopted by the Government in October 2016 and was supported by development partners, including the EU, the UN, and the World Bank. Following the February 2019 peace agreement, the Government decided to extend the RCPCA for two years, until 2023. The Plan identifies the country’s main priorities grouped in three pillars: (1) supporting peace, security, and reconciliation; (2) renewing the social contract between the state and the population; and (3) promoting economic recovery and boosting productive sectors. The RCPCA also identifies cross-cutting themes such as reducing regional imbalances, promoting transparency and accountability, building the capacity of public institutions and civil society organizations, and promoting gender equity. The proposed program was fully aligned with the priorities of the Government in its post-transition phase and for the implementation of the peace agreement and was designed to provide timely support to the authorities in its implementation. One of the key commitments in the agreement was to increase access to public services in the regions, which would be supported by the Program under pillar 2 through the implementation of reforms such as the regional recruitment of teachers and the provision of free health services to vulnerable population. The program also supported Pillar 2 2 and Pillar 3 3 of the RCPCA which also focus on service delivery, and on strengthening of the fiscal space, macroeconomic stability and good governance. 15. The program was also aligned with strategic documents in key sectors. This includes the three-year PFM reform plan and the National Strategy for the Restoration of State Authority 2017-2020 (RESA) 4 as well as the Government’s national intersectoral plan to accelerate the development of human capital in the health sector. It was also in line with the planned Government’s National Social Protection Strategy and was meant to support the implementation of the Government’s first social safety net program using mobile payments, as well as the collection of data on social assistance and humanitarian programs. It was developed to contribute to providing the fiscal space needed to implement the Government’s response plan for COVID-19 and it was in line with the Government’s Education Sector Plan for 2020-2029 which was expected to be endorsed in 2020 5 .The operation was also aligned with and was to contribute to the Government’s overall objectives on climate adaptation, as stated in CAR’s Intended Nationally Determined Contributions (INDC) submitted to the UN Framework Convention on Climate Change. 16. Additionally, CSIDP 2 built on the achievements of the first operation in the series. Under Pillar 1, CSIDP 1 had contributed to consolidating fiscal management by adopting key CEMAC public financial management (PFM) directives and improving budget execution rates for line ministries responsible for service delivery through strengthened budget management. The first operation also contributed to improve the institutional environment to promote social protection, and enhance human resources management (HRM) in the education sector. These policies were identified to be implemented through CSIDP 2 support. 2 Pillar 2 of the RCPCA, which include: (a) redeploying the administration across the country; (b) providing basic services to the population by initiating a progressive transfer of capacities and resources to national structures; and (c) strengthening macroeconomic stability and good governance, including PFM and controls, revenue generation, and anti-corruption measures. 3 Pillar 3 of the RCPCA, whose objectives include: (a) repairing, building and maintaining infrastructure including electricity, roads and communication network; and (b) increasing fiscal space and ensuring the stability of the macroeconomic framework. 4 RESA’s objectives are: (i) progressive introduction of security across the country; (ii) redefining the role of service delivery; and (iii) improving local governance. 5 The plan’s objectives, which are to: (i) achieve universal primary education and equitable access to education for girls and boys; (ii) train, recruit, and deploy teachers throughout the country; (iii) improve the quality of teaching and the learning conditions; and (iv) improve efficiency and decentralize system governance. Page 8 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Bank Rationale for Involvement 17. There was a strong rationale for World Bank involvement in the context of the program. The CSIDP series was closely aligned with the CAR Country Engagement Note (CEN) FY16-17 6 and was part of the World Bank’s Turn- Around Facility approved in 2016 7, which describe the continuation of the crisis response and potential next steps for recovery and development. Accordingly, the CSIDP series supported the CEN's three overarching objectives of (i) restoration of core public sector institutions; (ii) basic support to livelihoods; and (iii) support to basic social service delivery. Objective (i) was supported by the program pillar 1 which aimed at improving basic fiscal management, while objective (ii) was in line with the program pillar 2 which focused on supporting an inclusive economic recovery; objective 3 was supported by both pillars. The operation was also targeting critical and feasible measures, given the country context, which would contribute to address some of the drivers of fragility and support stability. To achieve this, it was critical to improve state presence across the territory, governance, transparency and accountability; restore core public institutions; and support the provision of basic services. The measures supported by the CSIDP series were meant to create a larger fiscal space through increased revenues and controlled spending as well as to provide additional resources for spending in social sector service delivery. 18. The program objectives supported the WBG twin goals of reducing poverty and boosting shared prosperity. By targeting reforms under Pillar 1 to support improved budget management, accounting, and control in budget execution, the operation sought to increase fiscal space as well as efficiency in public spending. Reforms in social protection, education, and health would improve access to basic services, particularly for women and children. Expanding social protection was also an important tool to improve equity and boost shared prosperity. 19. The second operation was reinforced to respond to key relevant policy and engagement frameworks of the Bank that had emerged after CSIDP 1. More specifically, the second operation was consistent with the Africa Region Framework for Operational Response to the COVID-19 Pandemic and Global Crisis. It was closely aligned with the with the two focus areas of the CPF (FY21-FY25), namely: (i) human capital and connectivity to boost stabilization, inclusion and resilience, and (ii) economic management and improved governance to build state legitimacy and foster growth 8. Also, CSIDP 2 fit under the third pillar of the WBG Strategy for FCV 9 2020-2025 which focuses on supporting countries’ initiatives in renewing the social contract between citizens and the state and strengthen the legitimacy and capacity of core institutions. Finally, it contributed to the Jobs and Economic Transformation (JET) framework- Building capabilities and connecting workers to jobs agenda - which called for strengthening the capabilities of workers particularly through investments in human capital and social protection and by promoting financial inclusion and leveraging digital technologies. Original Program Development Objective(s) (PDO) (as approved) The Program Development objective (PDO) was to support the consolidation of basic fiscal management and social inclusion. 6 Report 96209. Approved on July 13, 2015. 7 Turn-Around Eligibility Note presented to the Board on October 20, 2016 8 The CPF was prepared in parallel with CSIDP 2 and both were taken to Board of Executive Directors at the same time, so the CPF guidance was incorporated in the design of second operation. 9 The objective of the strategy was to support countries in addressing the drivers and impacts of FCV and strengthening their resilience, especially for their most vulnerable and marginalized populations. Page 9 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Original Policy Areas/Pillars Supported by the Program (as approved) 20. To support this PDO, the program was designed around two pillars: Consolidating basic fiscal management (Pillar 1) and supporting an inclusive economic recovery (Pillar 2). Pillar 1: Consolidating basic fiscal management. 1.1. Strengthen public financial management 1.2. Improve budget management 1.3. Improve debt transparency 1.4. Increase state presence 1.5. Increase revenues 1.6. Improve oversight and financial management of SOEs and parastatals 21. Pillar 1 aimed at strengthening fiscal management in CAR. It supported the Government’s PFM reform action plan, the RCPCA, and the RESA strategy. It included: i) strengthening the legal framework for PFM by supporting the transposition of the remaining CEMAC PFM directives. This reform was key in reinforcing the foundations for a sound PFM system, which was a prerequisite for macro-fiscal stability, strategic allocation of resources, operational efficiency, transparency and accountability; ii) addressing the excessive centralization of budget management by supporting the continuous devolution of budget management to line ministries through delegation of commitment and validation of expenditures to ten ministries and appointment of a financial controller to each ministry; iii) improving debt transparency through the preparation and publication of debt statistics; iv) increasing state presence at the local level through technology and redeployment of civil servants across the country, by supporting the Government’s strategy on digital economy and public sector modernization through mobile payment of salaries of agents and civil servants (ACS) as well as electronic declaration and payment of taxes; v) increasing revenues and supporting the automation of payment of all custom duties and taxes and customs clearance of petroleum products through the continue rollout of ASYCUDA 10 to the main custom clearance offices; vi) strengthening the governance and functioning of the Road Maintenance Fund (RMF) and improving the governance and financial oversight of SOEs and parastatals by supporting the adoption of a new legal framework. Pillar 2: Supporting an inclusive economic recovery 2.1. Improve access to social protection 2.2. Improve access to targeted free healthcare 2.3. Improve access to primary education 22. Pillar 2 sought to support a pro-poor, post-transition reform agenda that would foster human capital formation and social inclusion by improving access to social protection, health, and education services. The Program supported the planned Government’s National Social Protection Strategy and the Government’s first social safety net program as well as the collection of data on social assistance and humanitarian programs. Therefore, the Program was aiming to support the Government commitment to providing free, integrated services and health care for CAR’s most vulnerable population, namely, children under 5, pregnant and post- 10Automated System for Customs Data (ASYCUDA) is an integrated customs management system developed by the United Nations Conference on Trade and Development (UNCTAD) to modernize customs operations and help to improve revenue collection. Page 10 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) partum women and victims of GBV by introducing a new dedicated budget line in the 2020 budget of CFAF 1 billion for targeted free healthcare. It was also supporting implementation of the Government first cash transfer program for poor and vulnerable people. Finally, pillar 2 was to support the Government’s teachers’ recruitment and deployment policy adopted in February 2019. The objective of the policy was to decentralize the recruitment and management of teachers at the level of local Academic Inspection Directorates. B. Significant Changes During Implementation Revised Program Development Objectives (PDOs) 23. The Program Development Objectives (PDO) of the series was to support the consolidation of basic fiscal management and social inclusion and remained unchanged during the Program’s implementation. Revised Policy Areas/Pillars supported by the Program 24. The two pillars supported by the Program were: 1) Consolidating basic fiscal management and 2) supporting an inclusive economic recovery and remained the same in CSIDP 1 and CSIDP 2. There were no changes in the structure of the operation during the implementation of the series. C. Other Changes N/A Page 11 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) II. ASSESSMENT OF KEY PROGRAM DESIGN AND OUTCOMES Table 2. Analysis of variations in Triggers and Prior Actions. Prior Actions for DPF1 Indicative Triggers (from DPF1) and Prior Actions for DPF2 Prior Action 1: Indicative Trigger 1: The Recipient has, through Presidential Decrees and in conformity with the CEMAC directives, Law 17.23 and Law 18-13, adopted the general regulation of public accounting, the chart of accounts, the budget nomenclature, and the table of financial operations of the state. PA 1: No material change, only a reformulation to better define the policy change. Prior Action 1: In order to ensure transparency in the management of public financial resources, the Recipient has established: (i) the governing rules for public accounting through Decree 19.091 dated March 27, 2019; (ii) the governing rules for the preparation of statistics on the State’s financial operations through Decree 19.092 dated March 27, 2019; (iii) the State’s chart of accounts rules and procedures through Decree 19.093 dated March 27, 2019; and (iv) the State’s budget nomenclature rules and procedures through Decree 19.094 dated March 27, 2019; all in accordance with the Central African Economic and Monetary Community (CEMAC) Directives on Public Financial Management. Prior Action 2: The Recipient has, through its Indicative Trigger 2: The Recipient has, through its Minister of Finance and Minister of Finance and Budget issued: (i) Budget issued a circular instituting as of January 2020 the delegation of Circular 1391 of 27 September 2018 commitment and validation of expenditures to the Ministries in charge of delegating the power of the chief authorizing transport, public works, and territorial administration; and Ministerial officer to the delegated authorizing officers Order (Arrêté) appointing a financial controller to each of these Ministries for the 2019 financial year, delegating in view of reducing the use of exceptional spending procedures. commitment and validation of expenditures PA 2: The prior action was reformulated to better define the policy to the ministries responsible for Education; change and to add a third aspect related to the monitoring of COVID-19 Research and Innovation; Higher Education; related funds. Health and Population; Agriculture and Rural Development, Livestock and Animal Health; Prior Action 2: In order to decentralize budget management, strengthen the Humanitarian Action and National capacity for budget execution and enhance transparency and accountability Reconciliation; Gender and Child Protection; in the utilization of funds for the COVID-19 pandemic response, the Medium and Small Enterprises and Artisans; Recipient has: (i) delegated to the ministries of transport and civil aviation, and Energy and Hydraulic Resources; and (ii) public works and road maintenance, territorial administration, Order 1244/MFB/DIR/CAB/DGB.18 of decentralization and local development, finance and budget, and economy, November 13, 2018 appointing a financial plan and cooperation, the commitment and validation of their respective controller to each of the ministries mentioned expenditures through Circular 1403/MFB/2019 dated September 25, 2019; in part (i) immediately above, in order to (ii) appointed a financial controller for each of the aforementioned reduce the use of exceptional spending ministries, through ministerial decision 1615/MFB/2019 dated December procedures. 30, 2019; and (iii) established a monitoring mechanism for the management of COVID-19 related funds through Decision 016/2020/PM dated July 22, 2020. Indicative Page 12 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) PA 3: only a reformulation to clarify the language. Prior Action 3: Indicative Trigger 4: The Recipient has, through its Minister of Finance and Budget and Minister of Civil Service, published on the web-page of the MFB and informed all concerned ministries – both at Central and Regional Level - the cartography/ list of allocated and actual presence by function, department and location of ACS to contribute to a better distribution of, and increase the effective presence, of ACS; and has undertaken a physical presence control of all ACS, including of defense forces and police. PA 4: The prior action was strengthened through the addition of a third aspect related to mobile payments of salaries of ACS. Prior Action 4: In order to improve planning and control of human resources as well as contribute to increased State presence, the Recipient’s ministry of finance and budget has: (i) published online a cartography for agents and civil servants for each public agency and/or ministry, by grade, function, department and location; (ii) undertaken a physical presence control exercise of agents and civil servants in selected areas in CAR; and (iii) regulated the electronic declaration and settlement of State’s receipts and disbursements, including agents and civil servants salaries, taxes and custom duties, through Inter-ministerial Decision 0285/MFB/2020 dated January 31, 2020. Indicative The Recipient has, through a decision (arrêté) of the Minister of Finance and Budget mandated the use of ASYCUDA++ as the only mechanism to undertake customs clearance of petroleum products in order to improve revenue mobilization. PA 5: The prior action was strengthened to make it more precise and capture better the essence of the reform, as stipulated in the adopted Instruction. The Recipient has, through decree of its MFB and the Ministry of Public Works, Road Maintenance, and Transport, adopted the internal control manual of the RMF to improve its fiduciary management to improve financial management oversight of the RMF. PA 6: No material change, only a reformulation to simplify the language. Page 13 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Prior Action 6: In order to improve the management of the Recipient’s Road Maintenance Fund, the Recipient has adopted the internal control manual for said fund, though Inter-ministerial Decree 045/2020/MTPER/MFB dated March 27, 2020. PA 7: The prior action was strengthened to reflect the actual adoption of the law. Prior Action 7: In order to put in place in accordance with international best practice, rules of establishment, governance and oversight of state-owned enterprises (SOEs) the Recipient has enacted SOE Law Number 20.004 dated January 13, 2020, establishing the institutional, legal and financial framework of SOEs in CAR. Indicative for targeted free healthcare for children under-five, pregnant and breastfeeding women and the provision of free, integrated services and care for victims of GBV through the Government’s own budget, in at least two (2) districts (beyond WB-SENI project and development partners’ supported districts). PA 9: No material change, only a reformulation to better define the policy change. Prior action 9: In order to improve access to healthcare for pregnant and breastfeeding women, children under five, and gender-based violence survivors, the Recipient has allocated budget in the 2020 Budget Law to fund the implementation of the policy on targeted free healthcare in seven districts in CAR as set out in Decree 19/037 dated February 15, 2019. Page 14 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) The Recipient has, through its Indicative Minister of Primary, Secondary, Technical and Literacy issued Order 006/MEPSA/DIRCAB/.19 of January 29, 2019, adopting the document PA 10: The prior action has been reformulated to make to more precise in entitled “analytical study: evaluation, order to capture better the essence of the policy reform. management and planning of the education sector” endorsing the recommendations of Prior action 10: In order to improve access to primary education at the local the 2018 Review of Human Resource Stock level, the Recipient has: i) decentralized the recruitment process of and Strategic Planning for Short to Medium- teachers and mandated their deployment at the level of local academic Term Needs in the education sector. inspection directorates, through Decision 011/MEPSTA/DIRCAB/DGEFSGP 19 dated February 20, 2019; ii) put in place a framework to ensure the deployment of teachers recruited in 2019 at their respective local academic inspection directorates for a period of 5 years. A. Relevance of Prior Actions Pillar 1: Consolidating basic fiscal management 25. Pillar 1 intended to strengthen PFM. It focused on key reform actions in the areas of budget management, debt transparency, strengthen the governance of SOEs, civil servants’ deployment and domestic revenue mobilization (Figure 1). The reforms all contributed to the implementation of the government’s PFM reform action plan, the RCPCA and the RESA strategy. Figure 1: Pillar 1: Theory of Change Source: Second Consolidation and Social Inclusion Development Program (P168474) Page 15 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Objective 1.1 Strengthen public financial management 26. Prior Action 1 has a strong link with the PDO result to strengthen public financial management in CAR. To remedy the structural weaknesses in PFM in CAR, there was a need to adopt a new regulatory framework that would govern PFM. Weaknesses in internal resources mobilization, lack of credibility of the budget, cumbersome procedures as well as weaknesses in treasury management allowed for off-budget spending that led to rapid accumulation of debt. The adoption of the transparency code and the organic finance law with the support of CSIDP 1 laid the foundation of a sound PFM system and helped to clarify the roles of the actors involved in implementing the Government's financial policy. Under CSIDP 2, the adoption of decrees establishing the State’s chart of account, the budget nomenclature and defining the rules of public accounting as well as those governing the preparation of the statistics on the State’s financial operations would reinforce the foundations for a sound PFM with transparent practices and in line with international best practices and standards. Objective 1.2 Improve budget management 27. Prior Action 2: Addressing the excessive centralization of budget management in CAR through continuous devolution of budget management to line ministries was relevant to increase budget execution rate and consequently improve the provision of service delivery by line ministries. Until 2018, budget management was centralized at the Ministry of Finance and Budget (MFB) where the Directorate General of Budget (DGB), was solely responsible for the whole expenditure chain. As a result, budget was executed with important delays and characterized by a lack of accountability of sectoral ministries in providing quality services. CSIDP 1 addressed this issue by supporting the Government to delegate commitment and validation of expenditures and appoint financial controllers in (9) pilot line ministries 11. Under CSIDP 2 this action was extended to 5 more ministries for better budget management. The authorities adopted a gradual approach to this reform in order to accommodate for capacity constraints. Also, the establishment of a monitoring mechanism for COVID 19 expenditures was important to absorb the additional funds received to respond to the pandemic. A decree setting up the COVID expenditure monitoring committee chaired by the Minister of Finance and co-chaired by the Minister of Health was created by the government. The committee had the responsibility to monitor the execution of all resources dedicated to the fight against the COVID 19 disease to guarantee effective, efficient, and transparent management. The committee should also ensure that the managers of these funds were accountable for their management. In addition, the same decree specified that the COVID funds were to be executed according to the normal procedure and establish an accountability and audit mechanism for said funds. Such a mechanism would not only allow for rapid disbursement of resources but also ensure compliance with established budget management discipline, controls and procedures as well as transparency and accountability Objective 1. 3 Improve debt transparency 28. Prior action 3: Improving debt transparency was also key to the fiscal management consolidation objective. The action addressed availability of quality debt information to improve debt management. Debt reports were not very comprehensive and were not made public, also debt statistics when available were not reliable, resulting in weak borrowing and lending practices putting the country in a high risk of debt distress. By supporting the government to prepare and publish online quality annual debt reports and debt statistics, this action aimed to provide policy makers with accurate debt information to make informed borrowing decisions in order to safeguard debt sustainability and macroeconomic stability. 11 Out of a total of 34 ministries. Page 16 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Objective 1.4 Increase State presence 29. Prior Action 4: Improving transparency of HR management as well as state presence has a direct impact on safeguarding public finances. At the time of the program appraisal, State presence was limited outside Bangui with 65 percent of the civil servants based in the capital city. The online publication of a cartography for agents and civil servants, combined with the establishment of legal mechanisms to control their presence would decrease absenteeism, allow removal of ghost workers from the payroll, for the suspension of salaries of the absentees and would improve State presence and its ability to provide basic social services in remote areas. A better management of HR would rationalize the payroll and thereby improve performance of public finances. Objective 1.5. Increase revenues 30. Prior action 5: Tax system automation is key in improving transparency and reducing corruption in domestic revenue mobilization. The focus on tax system automation follows a series of tax administration modernization reforms implemented by the authorities to improve revenue mobilization. CAR Domestic revenue is structurally below the potential of the economy. In 2018 for example, tax revenue-to-GDP ratio was 8.9% (about 2 percentage points below the average level in comparable countries). SCIDP 1 supported the government to establishing new full custom offices and rotation rules for customs personnel to improve revenue mobilization. This PA would contribute to trade facilitation through increased customs efficiency, faster movement of goods and people, reduced corruption, and improved transparency, and ultimately increase domestic revenue. Improving domestic revenue provides the government with more fiscal space to invest on social sectors and improve people’s lives. Objective 1.6. Improve oversight and financial management of SOEs and parastatals 31. Prior action 6 has a strong relation with consolidating basic fiscal management. The Road Maintenance Fund (RMF) is financed from fuel taxes and road tolls. The road network of CAR is the backbone of the transport system, but it is underdeveloped and in poor condition. Road network density is low at only 1.5 km per 100 km2 (compared to an average for Sub-Saharan Africa of 15 km per 100 km2). The RMF was created in 1981 to ensure the maintenance and operations of the road sector. Strengthening the governance and functioning of the RMF through improved financial management and oversight would contribute to improve road maintenance hence improve connectivity, trade and mobility of people and goods and ultimately contribute to the recovery of CAR’s economy. 32. Prior action 7: Improvements in the governance and financial oversight of SOEs and parastatals is critical to the management of public finances. The existing law on SOEs and parastatals was outdated and did not establish clear rules for their creation, internal governance, oversight, and accountability resulting in weak governance in the sector. A new legal framework was necessary to increase transparency of SOEs and parastatals in accordance with best international practice. Most importantly, the new law gave the MFB new powers to exercise oversight over the SOEs. Pillar 2: Supporting an inclusive economic recovery 33. Pillar 2 intended to support a pro-poor, post-transition reform agenda. The reforms would foster human capital formation and social inclusion by improving access to social protection, health, and education services. In the COVID-19 context, improved access to social services would help the country protect livelihoods of the poor and the vulnerable. Page 17 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Figure 2: Pillar 2: Theory of Change Objective 2.1. Improve access to social protection 34. Prior action 8: Supporting domestic funding for social assistance programs is in line with the program objectives of consolidating social inclusion. CAR’s long history of fragility and conflict and the systemic weaknesses of the State have kept its population vulnerable, poor and in desperate need for social assistance. Nearly 3.4 million people lived in extreme poverty, and about 25 percent of the population was displaced. However, social assistance comes only in times of crisis. Only a small fraction of the population has access to the existing government-run contributory social security schemes. Strengthening Government’s capacity to protect the poorest through the implementation of a cash transfer program for poor and vulnerable people would help close the vulnerability gap. Cash transfers are also critical as they can produce long-term benefits, including financial inclusion, a key driver of resilience during economic shocks, as well as the economic empowerment of women. All this if they can be kept running in a sustainable manner through a structured government program. Objective 2.2. Improve access to targeted free healthcare 35. Prior action 9: Allocating budget to provide free health care to the most vulnerable population (pregnant, GBV victims and children under five) demonstrated the Government willingness to establish an equitable and efficient health system. The health system suffers from a range of fundamental deficits, from a lack of access to essential medicines to shortages of skilled health workers, poor service delivery and weak sector governance. Attention to maternal, child and reproductive health and support to survivors of GBV remains especially urgent, as CAR’s indicators in these areas are among the worst in the world: infant mortality remains amongst the highest in SSA and is estimated at 84.5 deaths per 1,000 live births in 2018. The Government foresaw that around 60 percent of the funds would be used to purchase essential drugs, 22.5 percent to strengthen the referral system through the purchase of ambulances and 17.5 percent would be used as subsidies for reimbursement of a minimum package of services, based on a uniform set of unit costs which the Government was developing with World Bank support. Page 18 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Objective 2.3. Improve access to primary education 36. Prior action 10: Improving access to primary education at the local level is linked to the program objective. The 2013 conflict further depleted an already inadequate education system. As a result, most of the qualified teachers left their posts and school facilities and educational materials were looted or destroyed. In 2018-2019, there were just under 8 girls for 10 boys enrolled at the primary level and around 6 girls for 10 boys enrolled in the secondary level. Overall, the impact of the crisis had reduced enrollment for girls by about 17 percent versus 15 percent for boys. In addition to the crisis, the country was experiencing a structural shortage of teachers, especially in poor and remote areas. Also, teachers were recruited and managed at the central level and, when deployed, did not stay within their original posting at the local level. Addressing this issue through a decentralized recruitment would improve access to education at the local level and improve education outcomes. Rating of Relevance of Prior Actions: Satisfactory 37. As demonstrated in aforementioned analysis, all prior actions of the program were relevant to the PDO, which, in turn was relevant to the country’s priorities. Hence, relevance or prior actions is rated as satisfactory. B. Achievement of Objectives (Efficacy) Table 3. Analysis of Relevance, Measurability and Status of Results Indicators Original Indicator Explanation of RI Relevance and Measurability of the RI from DPO 1 Change for DPO 2 revision Status Pillar 1: Consolidating Basic Fiscal Management Results Indicator 1: Percentage use The RI has been The RI was clearly defined Partially of exceptional simplified and and relevant to show evidence of achieved Percentage annual spending brought in line with improvement in public expenditure Percentage change in the use of procedures the statistics tracked management. The policy actions were the of use of exceptional • Baseline: 11 in the Government’s adoption of a new PFM framework (in line exceptional spending percent (2018) program with the with international best practices and spending procedures • Target: 5 IMF. standards) and the decentralization of the was 6.63% • Baseline: -37 percent (2021) budget management, all relevant to improve in 2021 percent (2018) budget practices. Target was also reasonable • Target: -15 and in line with statistics tracked in the percent (2020) Government’s program with the IMF. Source of verification: IFMIS System, statement of executed expenditure Results Indicator 2: Number of The result indicator The RI was relevant and the target Mostly published remained appropriate in supporting the improvement Achieved Number of annual debt unchanged, but the in public debt management and published annual reports target has been transparency. At the appraisal, CAR was at 2 debt debt reports • Baseline: 0 increased to three high risk of debt distress, preparing debt reports • Baseline: 0 (2018) (2018) and postponed to reports and making them public would inform (2021 and • Target: 2 (2020) • Target: 3 2021 to take into the public as well as policy makers so that second (2021) account the they could make informed borrowing semester implementation decisions and ensure debt sustainability. 2022) delay caused by Annual debt reports for 2018, 2019 and 2020 COVID 19 and the were produced and the links to access the 2020 political crisis. reports were provided to the ICR team during Page 19 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) the ICR mission. However, at the time of writing of the report, these reports were not available anymore on the Ministry of Finance’s Web Site (https://www.finances.gouv.cf/index.php/fina nces/Dette%20publique). Results Indicator 3: Actual presence The result indicator The RI was relevant to improve State rate, in remains unchanged, presence outside Bangui through the Achieved Actual presence percentage, of but the target has continued deployment of Civil Servants and rate, in percentage, Civil Servants been increased and Agents of the State in secured areas. 96,74% of Civil Servants and and Agents of the target year The target of 60 percent set for 2020 was Agents of the State the State in changed to 2021 to revised to make it more ambitious; the in secured areas secured areas take into account the government reported a presence rate of • Baseline: 40 • Baseline: 40 implementation 96,74% in 2021 but could not provide any percent (2017) percent (2017) delay caused by evidence to support the result. • Target: 60 percent • Target: 80 COVID 19 and the Available source of verification: First report (2020) percent (2021) 2020 political crisis. on presence control carried out in 2019 - Civil Servants and Agents of the State presence rate was 89,64% Results Indicator 4: Percentage of The result indicator The original indicator was deemed customs duties has been changed to inappropriate to capture the impact of the PA Achieved Revenue from and taxes an indicator which is and was replaced by a new one in the CSIDP international trade processed more closely linked 2. The payment of customs duties and taxes 98% in percent of Gross through with the expected through the ASYCUDA reduced the risk of Domestic Product ASYCUDA effects of the prior fraud and therefore contributed to increasing (GDP) • Baseline: 59 action. The target domestic revenues. The target was also • Baseline: 2.6 percent (2018) year changed to 2021 reasonable and feasible to be reached. CSREF percent (2017) • Target: 93 to take into account reported the indicator as achieved, and the • Target: 3.1 percent (2021) the implementation corresponding evidence was provided to the percent (2020) delay caused by team through the General Directorate of COVID 19 and the Customs 2021 annual report. 2020 political crisis. Results Indicator 5: Number of The result indicator is The RI was relevant and the target internal audit unchanged, but the appropriate in supporting the improvement Number of internal reports of the target year was in SOEs and parastatals oversight and Partially audit reports of the Roads postponed to 2021 to financial management. Achieved Roads Maintenance Maintenance take into account the Target was postponed to 2021. Source of Fund (RMF) Fund (RMF) implementation Verification: RMF internal audit report for • Baseline: 0 (2018) • Baseline: 0 delay caused by the 2020. 1 • Target: 4 (2020) (2018) COVID 19 and the • Target: 4 (2021) 2020 political crisis. Results Indicator 6: Number of The result indicator is The RI was relevant and the target published unchanged, but the appropriate in supporting the improvement Achieved Number of financial audits of target year has been in SOEs and parastatals oversight and published financial State-owned changed to 2021 to financial management. The reports can be ENERCA 3 , audits of State- Enterprises (SOEs) take into account the accessed at SOCATEL 2, owned Enterprises and Parastatals implementation https://www.finances.gouv.cf/index.php/fina SODECA 3 (SOE) and • Baseline: 0 delay caused by nces/decrets-et-arretes Total: 8 Parastatals (2018) COVID 19 and the • Baseline: 0 (2018) • Target: 7 (2021) 2020 political crisis. Page 20 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) • Target: 7 (2020) Pillar 2: Inclusive Economic Recovery and Human Capital Results Indicator 7: Number of poor The result indicator The prior action defined under the first Achieved households who has been changed to operation was reframed in CSIDP 2 for better Cumulative number benefit from reflect the change in alignment with the pillar objective of 3,163 of social protection unconditional the prior action and consolidating social inclusion. A new RI was beneficiaries beneficiaries in the cash transfers better capture the defined to reflect this change in the prior harmonized social funded by the effects of the action. (Target was protection data Government policy reform. The The new RI was relevant and the target marginally base • Baseline: 0 target year changed appropriate in supporting the improvement missed by • Baseline: 0 (2018) (2018) to 2021 to take into in access to social protection. It was 1.1%) • Target: 25,000 • Target: 3200 account the measurable and target was set at a (2020) (2021) implementation reasonable level. Source of verification: delay caused by Report from the ministry of humanitarian COVID 19 and the action. 2020 political crisis. Results Indicator 8: Number of The result indicator RI has been modified to reflect the changing districts where has been modified to environment in the country. Not Number of health targeted free capture better the Following the political crisis that erupted in Achieved facilities offering health care is impact of the reform. the country after the 2020 presidential Free Health Care for implemented by The target year elections, some parts of the territory had 0 Pregnant Women, the government changed to 2021 to become inaccessible, making it difficult for Breastfeeding (and not by take into account the ministry of health to access to some health Women, Children donors), which implementation facilities and monitor the progress of the Under Five Years receive essential delay caused by indicator. Therefore, the Bank team and the and Gender-based medicines COVID 19 and the Ministry of Health agreed to revise the Violence (GBV) • Baseline: 0 2020 political crisis. indicator and set more realistic targets. victims. (2018) The new RI was relevant and the target • Baseline: 0 (2018) • Target: 7 (2021) appropriate in supporting the improvement • Target: 392 (2020) in access to targeted free healthcare, however, the indicator was not achieved. Results Indicator 9: Percentage of The result indicator The new RI was defined Not primary school suggested in CSIDP 1 to reflect changes in the prior action. achieved Percentage of teachers recruited has been fully met. The RI was relevant to support an improved Education in 2019 who have The proposed result availability of primary education services 0 Inspectorates become teachers indicator captures specifically in remote and poor area. recruiting teachers in their localities, the change in the However, the target was overly ambitious. for initial training following the prior action of CSIDP The expectation to integrate 80% of the • Baseline: 0 (2018) completion of 2. The target year teachers trained under CSIDP 1 as civil • Target: 20 percent their two-year changed to 2021 to servants was unrealistic, considering that CAR (2020) training take into account the had not integrated any new trained teacher (disaggregated by implementation since 2014. The indicator should have gender) delay caused by provided data disaggregated by gender, but it • Baseline: 0 COVID 19 and the did not since it was not achieved. (2019) 2020 political crisis. • Target: 80 percent (2021) Page 21 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) 38. Most of the results indicators under CSIDP 1 were adequate to measure progress toward the achievement of the PDO and to capture the impact of the PA(s). At the time of design of CSIDP 2, the deadline for achievement the RIs was adjusted and extended to 2021 to take into account the implementation delay caused by COVID 19 and the 2020 political crisis. In addition, the team identified the need to adjust several of the indicators, either because the target had already been achieved (RI9), because the original indicator was not deemed appropriate to capture the impact of the PA (RI5), or because they needed to be more realistic considering the political context and the available information to measure the progress of the reform (RI8). It is worth noting that the new RI9, while showing the intention of the team to set an ambitious target that would have enabled the impact of improving teachers’ presence in remote areas, as well as incorporating them as civil servants for increased stability, was overly ambitious given the longstanding backlog in such processes within the sector. Another reason for the reformulation of some of the RIs (RI 5, RI7, RI8 and RI9) were to allow for the identification of climate co-benefit for the program, which was a new policy that came into effect in the middle of the series. Rating of Achievement of Objectives (Efficacy): moderately satisfactory 39. The result indicators contributed to the achievement the Program Development objective (PDO) of consolidating basic fiscal management and social inclusion. The component of the objective of improving basic fiscal management is largely achieved with regard to the indicators results shown in Table 3. Out of 6 indicators, 3 RI were achieved, one RI is almost achieved and 2 are partially achieved. Even though the RI 1 on the use of exceptional procedure did not reach the expected target, there is a significant improvement from 11 percent in 2018 to 6.63 in 2021. In addition, this indicator was impacted by the political crisis; it was almost attained (5.55 percent) in 2020 but raised up again with the resurgence of the political crisis and the measures taken by the government to recentralize the control of the budget to address the crisis. Furthermore, the indicator on the publication of debt reports (almost achieved with the publication of 2 reports over 3) is contributing to establish more transparency in debt management. On the revenue side, the RI on the payment of customs duties and taxes through the ASYCUDA system was achieved, which will not only reduce the risk of fraud but also contribute to increasing domestic revenues. Also, the RI on the publication of the financial audit of SOEs was achieved, which is to improve SOEs and parastatals oversight and financial management. Finally, the achievement of the RI on the actual presence of Civil Servants and Agents of the State in secured areas shows the improvement of State presence outside Bangui. Regarding the second part of the objective of improving inclusive economic recovery and human capital, only one RI was achieved. This was the indicator on improving social protection which demonstrated a successful pilot of reaching vulnerable population through cash transfers, providing proof of concept and setting up the foundations for the expansion of the systems. On the other hand, the indicators of number of districts receiving essential medicines and of training and deployment of primary school teachers in their localities, which were also supposed to have an important impact on the most vulnerable population in remote areas were not achieved. This depicts only a partial achievement of this objective that aspired to improve social inclusion and human capital. 40. Taking into account the overall results in relation to the objective of the Program – with four achieved indicators, one mostly achieved, two partially achieved and two not achieved out of a total of nine indicators – which reflects a largely achieved component of the objective and a partial achievement of the other component, the rating for achievement of objectives is “moderately satisfactory”. Page 22 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Overall Outcome Rating and Justification 41. Evaluating the outcome and performance of the program proved challenging. As mentioned, it was difficult to access all the necessary data that demonstrated the achievement of the indicators claimed by the recipient as achieved, or of the progress (even if partial) on some sectors’ indicators. In addition, during a period of 8 months and despite repeated attempts, the ICR team was unable to receive the government’s comments on the program’s performance, challenges faced, and lessons learned. Nevertheless, efforts to collect additional information undertaken by the Bank team, allowed to reasonably assess the achievement of most of the indicators. 42. The overall outcome is rated moderately satisfactory. This overall rating arises from the ratings for relevance of prior actions (satisfactory), and for achievements of objectives/efficacy (moderately satisfactory). Of the ten reform areas, the prior actions and results indicators were appropriately chosen to support the consolidation of basic fiscal management and social inclusion, and a majority of the targets were either achieved or mostly or partially achieved (seven out of nine indicators) leading to the objectives of the Program to be considered met in a moderately satisfactory way. It is worth noting that these results were attained in very challenging circumstances with Covid 19 hitting the country in the middle of the implementation of the Program as well as with a political crisis interfering with the progress of the reforms. Rating of Overall Outcome: moderately satisfactory OTHER OUTCOMES AND IMPACTS Poverty, Gender and Social Impacts 43. The program is likely to have a positive impact on poverty reduction. Key areas under pillar 1 that could potentially reduce poverty include improving domestic resource mobilization and fiscal management which would allow more fiscal space to ensure more allocation of resources towards social and poverty programs in the future. In addition, the gradual redeployment of state agents in also contributes to improve basic service delivery in remote areas where poverty tends to be higher than in the capital (Bangui) and thereby contribute to address regional disparity, one of the country’s drivers of fragility. 44. Under pillar 2, the provision of free healthcare was essentially directed towards the poorest and most vulnerable people living in rural areas, namely pregnant and breastfeeding women, children under five, and GBV survivors. The project reached 3,163 beneficiaries from poor and vulnerable population in Berberati, among which 75,53% were women, providing them with assistance through cash transfers. The establishment of this first social safety net program using mobile payments was the beginning of a gradual increase in domestic funding for social assistance programs in line with the Government’s National Social Protection Strategy. However, the fiscal crises that the country is currently experiencing makes this reform almost impossible to sustain or scale up without the support of the donors. 45. With regard to education, the recruitment of 149 government-paid teachers and their deployment was expected to improve education in poor areas and State presence across the territory. By deploying newly trained staff in essentially underserved districts the program would contribute in the long term to indirectly reduce poverty and thus improve the country’s human development indicators, at the same time addressing Page 23 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) another of the drivers of fragility (lack of State presence in remote areas) . However, the deployment of the trained teachers was not effective. The country has a backlog of undeployed trained teachers since 2014. Environmental, Forests, and Natural Resource Aspects 46. The DPO did not have any environmental, forest or natural resource impact. Institutional Change/Strengthening 47. The reform program focused on challenging reforms that contributed to institutional change. One of the notable achievements in terms of institutional change in the revenue mobilization sector was the mandatory use of the the institutional, legal and financial framework of SOEs in CAR. Another area where institutional strengthening can be mentioned is the continued TA support by the World Bank, the IMF, and other development partners as well as through Furthermore, debt management improved thanks to the program and the TA provided by the World Bank and the IMF to develop debt management strategy and build the capacity of the Debt and Equity Department. Other Unintended Outcomes and Impacts N/A BANK PERFORMANCE Design/Preparation 48. The operation’s preparation built upon a vast wealth of analytical work and other studies by the World Bank and other institutions such as the IMF. Each policy area was addressed with relevant analytical work as shown in table 4 underpinning a strong feature of Bank performance. All prior actions were linked to World Bank intervention in the sectors through investment operations and technical assistance, which set the foundations for the design of the prior actions and the definition of the results indicators. 12 See CPIA Africa October 2022 https://openknowledge.worldbank.org/bitstream/handle/10986/38094/English.pdf Page 24 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Table 4. Analytical Underpinnings Source: PAD Second Consolidation and Social Inclusion Development Program 49. The risks were appropriately defined even though the mitigating measures were not able to address them all. The overall risk rating for the operation was rated high due to political and governance risk, macroeconomic risk, fiduciary risk, institutional capacity risks, and the residual risks of political instability, insecurity, and violence. First, political and governance risk was rated high because of the permanent political tensions in the country that can lead to violence and delays in reform implementation and achievement of the objectives of the operation. This risk has materialized over the course of the operation with the violence that erupted following the December 27, 2020, presidential election. To a large degree, these political risks could not be mitigated since measures Page 25 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) relied on the UN Stabilization Mission (MINUSCA) and donor partners’ support to the preparation of the elections. 50. The macroeconomic risk was properly identified as high given the country’s inherent volatility to shocks, including the COVID 19 and the fiscal crisis, which would detract away from policy focus. This risk has materialized with the blockade of the Bangui-Douala corridor following the political violence leading to an important increase on prices. Mitigation measures relied on the Government’s National Preparedness and Response Plan Against Coronavirus, the BEAC’s monetary policy and stricter enforcement of foreign exchange regulations and the new ECF program with the IMF that was supposed to limit the fiscal deficit and bring macroeconomic stability in the medium term. The materialization of this risk has been a factor to the failure to fully achieve the result indicator 1, the use of exceptional spending procedures that fell from 11% in 2018 to 5.5% in 2020 but started to raise up again when the government resorted to this procedure to face fiscal crisis and urgent security expenditures. Furthermore, the client committed to delegate commitment and validation of expenditures to line Ministries and met this prior action for DPF2, however this delegation had been taken away as could be verified during the ICR mission. This activity was briefly granted to the sectoral ministries then withdrawn to be entirely concentrated again in the Ministry of Finance to better control the cash flow in a context of the liquidity crisis the country started to experience. 51. Coordination with other development partners was adequate. The program preparation team worked closely with the IMF during the program preparation to closely align the DPO objectives with the IMF’s ECF program. Moreover, the preparation of the project contributed to relaunching the donor coordination group on budget support composed of representatives of the World Bank, IMF, EU, the French Development Agency (Agence Francaise de Developpement or AFD), the UN Development Program, and AfDB. Close consultations with development partners help develop a policy matrix that was complementary to the budget support provided by AFD, which in 2018 and 2019 supported the government to clear salary and pension arrears and conduct audits of SOEs. The Program was also aligned with the budget support provided by the EU, which in the period 2019- 2021 focused on PFM and domestic resource mobilization, business climate, health, education, and GBV. The development partners dialogue through the donor coordination group helped avoid the duplication of work, delivered better planning, and increased the synergy among the development partners. 52. The design of the program was complex. The program involved five line ministries and comprised 10 prior actions and 9 indicators. Most of the prior actions were split into two if not three reform actions, both for the first and second operations. Such complexity was one of the factors that made appropriate monitoring of the implementation difficult. Implementation 53. Implementation support was provided and allowed Bank’s team to make necessary adjustments to the program in response to changing environment. The COVID 19 pandemic, as well as the 2020 political violence that hit the country between the two operations, introduced important challenges to implementation of the program. To respond to the changing context, the team adopted the following measures: (i) supplemental financing was provided to address the unanticipated financing gap resulting from the COVID-19 crisis and allow the continued implementation of the reforms; (ii) an additional activity within a prior action was included under Pillar 1 of CSIDP 2, to enhance transparency and accountability in the utilization of funds for the COVID-19 pandemic response, even though no additional result indicator was defined to measure the implementation of this new action; (ii) an extension of one year in the deadline to demonstrate achievement of the results indicators was introduced to respond to the delays in the implementation of the program. Adjustments were made on prior Page 26 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) actions and some RIs - as reported above in Tables 2 and 3 - for more clarity and in response to the changing context. These adjustments helped maintain program relevance, though progress toward the achievement of targets was not systematically reported. 54. The Program suffered from shortcomings on M&E. CSREF was designated within the Ministry of Finance as the central coordination unit in charge of following up on progress, collecting quality data and reporting on results indicators. This decision was based on the CSREF extended experience in preparing and managing budget support programs provided by donors, including the World Bank, IMF, EU, and the AfDB. However, leadership changes and staff turnovers significantly impacted the capacity of CSREF to fulfill its coordination and M&E role; CSREF operates with a reduced number of staff and, as a result, struggles to effectively manage budget support programs provided by development partners that support reforms in CAR. The M&E system was not formalized, and reporting was inconsistent. Although highlighted by the ICR of the previous series 13 that reported weak government M&E system and recommended the need to reinforce the government’s M&E capacity, no specific action was undertaken in this regard. Progress toward achievement of results was not thoroughly monitored and documented. Even though the team tried to follow up on the progress of the indicators during the preparation of the Resilient and Inclusive Institutions for State Effectiveness Development Policy Financing (RISE), the lack of response from the government did not allow for a thorough review of progress. 55. In its implementation support role, the Bank seems not to have completely factored the client’s capacity to deliver some of the targeted results. This was the case specifically for the education and health sectors, the result indicators pertaining to these two sectors being not met (zero percent achievement), as limited to no action was effectively taken to allow progress towards the achievement of the indicators. Specific factors behind this failure to meet the targets included suboptimal coordination between CSREF and the two line ministries and disagreements between the ministry of health and the MFB which led to the fact the funds appropriated in the 2021 budget for targeted healthcare services in remote areas were not disbursed. Rating of Bank Performance: Moderately satisfactory 56. Bank performance was moderately satisfactory. The Program was well designed, based on strong analytical underpinnings and well linked to the Bank’s interventions in the sectors with other instruments. The program was adapted appropriately to the changes in context through adjustment in prior actions and indicators for CSIDP 2. However, there was a lack of formalized mechanisms of M&E that, considering the capacity constraints in a fragile context, could have ensured action was taken with non-performing reforms, which at the end affected a more complete achievement of the expected results of the Program. Attempts to follow-up on the achievement of the intended results were not effective for two reforms measures. Hence, Bank performance is assessed as moderately satisfactory. RISK TO SUSTAINABILITY OF DEVELOPMENT OUTCOMES 57. Given the recent changes in the geo-political situation in CAR and the current fiscal crisis, there are several risks to the sustainability of the development outcomes. Changes in the geo-political situation have created tensions with the international community, causing CAR’s traditional partners to withhold their budget support. 13 First and Second State Consolidation Development Program (P160123 and P164442). Page 27 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) The cancellation of the Resilient Institutions and State Effectiveness DPF series, and the suspension of budget support by other donors including the EU and the IMF, puts at risk the sustainability of the reforms promoted through the program. For example, in the social sector, the safety net program could be at high risk of not being expanded or repeated due to fiscal constraints. In a country that heavily depends on donors’ funds, and especially of budget support, the cancellation of the access to these funds has aggravated the fiscal crisis, putting the country at risk of nonpayment of salaries. This is likely to generate new priorities and detract government’s attention to the on-going reforms. The likelihood of sustainability of the DPF’s development outcomes will depend on the extent to which the reform actions supported by this DPF series remain on the government policy priorities. Also, with regard to the sustainability of the reforms in the social sectors (health and education) the implementation of the reforms would have contributed to improving human capital and therefore addressing one of driver of fragility of the country. Nevertheless, the strengthening of the fiscal management aspect lays the foundation for future PFM reforms. LESSONS AND NEXT PHASE Lessons Learned 58. In a fragility and conflict context, it is important that DPO programs are tailored to the country context. This program appears somewhat overly ambitious for a country like CAR, with ten reform areas and nine indicators, including five line ministries 14, which has proven to be difficult to implement in a context of fragility. It also targeted very challenging measures, like providing free health care to vulnerable population in seven districts and incorporating into the civil service 80 percent of trained teachers, when there was a back-log of appointing new teachers since 2014. These proved to be more aspirational than realistic indicators, where not even partial progress could be verified. Considering the country’s long-lasting political instability, the program design should have focused on a more limited scope of reform areas, with a level of ambition more aligned to the limitations in capacity of the public sector or with a more structured technical assistance program accompanying the implementation period to have a better possibility of achievement of the targets. This is particularly important, considering that reform in health could have had an impact in managing the aftermath of the Covid-19 pandemic. In turn, the teachers’ deployment to the distant areas could have contributed to more stability and reduced fragility. Maybe a more realistic scope and heightened technical assistance would have been able to show positive impact, as was seen with the other areas which managed to show progress despite the country’s fragility. 59. In a context where institutional capacity is weak, robust monitoring and evaluation systems are essential. In a situation characterized by difficult coordination among ministries, additional attention needs to be devoted to ensuring that a robust monitoring system is developed and put into operation at the outset, when the program is being designed, to ensure the monitoring of the reforms themselves and of the achievement of the results indicators. In particular, the system should ensure the M&E arrangements for the reforms supported by the DPO involve closely the policy ministries – in this case education and health – responsible for the effective application of the prior actions. Given the importance of M&E for the success of DPO operations, the Bank should consider providing more TA (through IPFs or ASA) to the government to bolster its M&E system in such cases like in CAR, where the system is quite weak. Such a system would have helped ensure that information to calculate the indicators was available and measurable and that would have allowed the Bank team to make the appropriate decisions needed for some of the reform areas to remain relevant. In addition, when it becomes clear that the 14Ministry of Finance, Ministry of Public Service, Ministry of Education, Ministry of Health and Ministry of Humanitarian Action and National Reconciliation Page 28 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) unit in charge of management, coordination and M&E is not performing its role appropriately, it is important for the Bank to elevate the concern to higher authorities to ensure that the measures are taken, and that the situation is corrected while there is still time to ensure the achievement of the objectives and results of the program. 60. In a situation of fiscal constraints, policy actions based on budget commitments face implementation risks. In a country with weak PFM systems -especially regarding budget execution-, prior actions that consist in committing fiscal resources to a particular activity bear a significant risk for actual implementation. As in the case of the free health care services for seven districts, which did not succeed, or the cash transfers, which barely succeeded in its pilot application, measures that require budget allocations present risks of effective implementation and further sustainability. This is common in situations where reliance on budget allocations is low, and coordination problems between Ministry of Finance and line ministries can create roadblocks that make programs impossible to implement, as happened in the case of the health reform program in CSIDP. Next Phase 61. There is no next phase foreseen at this stage. The operation supported the consolidation of PFM in CAR and inclusive economic recovery. Between 2021 and 2022, the RISE DPF series was prepared for further structural reforms and interventions, however the program had to be dropped, even though almost all the measures it purported to support were taken by CAR. No new DPF series is envisaged at this time due to concerns about the transparency of public finances and the adoption of a legislation on crypto assets which conflicts with the CEMAC monetary framework (although the latter issue is expected to be resolved in the near future). . Page 29 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) ANNEX 1. RESULTS FRAMEWORK A. RESULTS INDICATORS Pillar: Pillar 1: Consolidating Basic Fiscal Management Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Use of exceptional spending Percentage 11.00 5.00 6.63 procedures 31-Dec-2018 31-Dec-2021 31-Dec-2021 Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Number of published annual debt Number 0.00 3.00 2.00 reports 31-Dec-2018 31-Dec-2021 31-Dec-2021 Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Actual presence rate, in Percentage 40.00 80.00 96.74 percentage, of Civil Servants and Agents of the State in secured 31-Dec-2017 31-Dec-2021 31-Dec-2021 Page 30 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) areas Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Percentage of customs duties and Percentage 59.00 93.00 98.00 taxes processed through ASYCUDA 31-Dec-2018 31-Dec-2021 31-Dec-2021 Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Number of internal audit reports Number 0.00 4.00 1.00 of the Roads Maintenance Fund (RMF) 31-Dec-2018 31-Dec-2021 31-Dec-2021 Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Number of published financial Number 0.00 7.00 8.00 audits of State-owned Enterprises (SOEs) and Parastatals 31-Dec-2018 31-Dec-2021 31-Dec-2021 Page 31 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Number of poor households who Number 0.00 3,200.00 3,163.00 benefit from unconditional cash transfers funded by the 31-Dec-2018 31-Dec-2021 31-Dec-2021 Government Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Number of districts where Number 0.00 7.00 0.00 targeted free health care is implemented by the government 31-Dec-2018 31-Dec-2021 31-Dec-2021 (and not by donors), which receive essential medicines Comments (achievements against targets): Indicator Name Unit of Measure Baseline Target Actual Achieved at Completion Percentage of primary school Percentage 0.00 80.00 0.00 teachers recruited in 2019 who have become teachers in their 31-Dec-2019 31-Dec-2021 31-Dec-2021 localities, following the completion of their two-year Page 32 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) training (disaggregated by gender) Comments (achievements against targets): Page 33 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Page 34 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Page 35 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION PROCESSES A. TASK TEAM MEMBERS P168035 Elena Georgieva Georgieva-Andonovska (Task Team Leader), Bella Diallo (Financial Management Specialist), Grace Muhimpundu (Team Member), Beatrice Toubarot Mossane (Team Member), Diana-Alisson Balikouzou-Hinna (Procurement Team), Faly Diallo (Team Member), Rose Caline Desruisseaux-Cadet (Team Member), Ragnvald Michel Maellberg (Team Member), Athanase Danhossou (Team Member), Sara Kimweri Mbago (Team Member), Laurene Ndjimanguele Biadou (Team Member), Wilfried Anicet Kouakou Kouame (Team Member), Joelle Nkombela Mukungu (Team Member), Marie Aria Nezam (Team Member), Mathieu Cloutier (Team Member), Cristelle Alexandra Ahunvin Kouame (Team Member), Oula Coulibaly (Team Member), Appoline Yete (Procurement Team), Yves Bertrand Koudjou Tatang (Social Specialist), Moulay Driss Zine Eddine El Idrissi (Team Member), Paul G. A. Bance (Team Member), Andrew Michael Losos (Team Member), Christophe Lemiere (Peer Reviewer), Marc Marie Francois Navelet Noualhier (Team Member), Roy Shuji Katayama (Team Member), Kebede Feda (Team Member), Erik Winter Reed (Team Member), Chadi Bou Habib (Team Member), Siobhan McInerney-Lankford (Team Member), Fabienne Mroczka (Peer Reviewer), Pierre M. Lenaud (Team Member), Mahoko Kamatsuchi (Team Member), Sebastien C. Dessus (Peer Reviewer), Herimpamonjy Mavoarisoa Ranaivoarivelo (Team Member), Scherezad Joya Monami Latif (Team Member), Lucienne M. M'Baipor (Team Member), Alexandra C. Bezeredi (Team Member), Wolfgang Mohammad Taghi Chadab (Team Member) P168474 Elena Georgieva Georgieva-Andonovska (Task Team Leader), Wilfried Anicet Kouakou Kouame (Task Team Leader), Bella Diallo (Financial Management Specialist), Heriniaina Mikaela Andrianasy (Team Member), Athanase Danhossou (Team Member), Saba Nabeel M Gheshan (Counsel), Boubakar Lompo (Team Member), Joelle Nkombela Mukungu (Team Member), Maimouna Diakite (Team Member), Inass Kassem Ayoub (Team Member), Cristelle Alexandra Ahunvin Kouame (Team Member), Late Felix Lawson (Team Member), Oula Coulibaly (Team Member), Diderot Guy D Estaing Sandjong Tomi (Team Member), Appoline Yete (Procurement Team), Yves Bertrand Koudjou Tatang (Social Specialist), Gany Apaida Mbolidi (Procurement Team), Rose Caline Desruisseaux-Cadet (Team Member), Faly Diallo (Team Member), Diana-Alisson Balikouzou-Hinna (Procurement Team), Grace Muhimpundu (Team Member), Moulay Driss Zine Eddine El Idrissi (Team Member), Paul G. A. Bance (Team Member), Roy Shuji Katayama (Team Member), Kebede Feda (Team Member), Henri Fortin (Team Member), Chadi Bou Habib (Team Member), Mamadou Lamarane Deme (Team Member), Pierre M. Lenaud (Team Member), Mahoko Kamatsuchi (Team Member), Herimpamonjy Mavoarisoa Ranaivoarivelo (Team Member), Philippe Auffret (Team Member) Page 36 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) B. STAFF TIME AND COST P168035 Staff Time and Cost Stage of Project Cycle No. of staff weeks US$ (including travel and consultant costs) Preparation 0 0.00 FY18 42.066 324,799.00 FY19 0 0.00 FY20 Total 42.07 324,799.00 Supervision/ICR 2.850 5,787.45 FY21 3.167 7,045.78 FY22 1.991 3,775.38 FY23 Total 8.01 16,608.61 P168474 Page 37 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Staff Time and Cost Stage of Project Cycle No. of staff weeks US$ (including travel and consultant costs) Preparation 0 0.00 FY18 42.066 324,799.00 FY19 46.219 275,068.86 FY20 .450 926.82 FY21 Total 88.74 600,794.68 Supervision/ICR .200 1,912.48 FY20 2.965 6,119.06 FY21 3.167 7,045.78 FY22 1.991 3,775.38 FY23 Total 8.32 18,852.70 ANNEX 3. BORROWER, CO-FINANCIERS, AND OTHER DEVELOPMENT PARTNERS’/STAKEHOLDERS’ COMMENTS The draft ICR Report has been shared with the recipient for their comments. At the time of submission of this report the team has not received feedback from the government. Page 38 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) ANNEX 4. SECTORS AND THEMES . SECTORS AND THEMES P168035 Sectors Mitigation Co- Adaptation Major Sector/Sector (%) benefits (%) Co-benefits (%) SECTOR TBL Public Administration 56 0.00 0.00 Other Public Administration 56 0 0 SECTOR TBL Education 11 0.00 0.00 Primary Education 11 0 0 SECTOR TBL Health 11 0.00 0.00 Health 11 0 0 SECTOR TBL Social Protection 11 0.00 0.00 Social Protection 11 0 0 SECTOR TBL Transportation 11 0.00 0.00 Rural and Inter-Urban Roads 11 0 0 Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Public Sector Management 33 Public Finance Management 33 Public Expenditure Management 22 Domestic Revenue Administration 11 Public Administration 33 Page 39 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Administrative and Civil Service Reform 11 State-owned Enterprise Reform and Privatization 22 Social Development and Protection 11 Social Protection 11 Social Safety Nets 11 Human Development and Gender 11 Health Systems and Policies 11 Health Service Delivery 11 Education 11 Teachers 11 P168474 Sectors Mitigation Co- Adaptation Major Sector/Sector (%) benefits (%) Co-benefits (%) SECTOR TBL Public Administration 70 0.00 5.00 Central Government (Central Agencies) 50 0 0 Other Public Administration 20 0 25 SECTOR TBL Education 10 0.00 0.00 Primary Education 10 0 0 SECTOR TBL Health 10 0.00 2.50 Health 10 0 25 SECTOR TBL Social Protection 10 0.00 3.80 Social Protection 10 0 38 Page 40 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Finance 10 Financial Infrastructure and Access 10 Payment & markets infrastructure 10 Public Sector Management 50 Public Finance Management 50 Public Expenditure Management 20 Domestic Revenue Administration 20 Debt Management 10 Public Administration 40 Administrative and Civil Service Reform 10 Transparency, Accountability and Good Governance 10 State-owned Enterprise Reform and Privatization 20 Social Development and Protection 10 Social Protection 10 Social Safety Nets 10 Human Development and Gender 100 Gender 30 Disease Control 100 Pandemic Response 100 Health Systems and Policies 10 Health Service Delivery 10 Health Finance 10 Reproductive and Maternal Health 10 Child Health 10 Education 10 Access to Education 10 Page 41 of 43 The World Bank Second Consolidation and Social Inclusion Development Program (P168474) Teachers 10 Urban and Rural Development 10 Rural Development 10 Rural Infrastructure and service delivery 10 Environment and Natural Resource Management 11 Climate change 11 Adaptation 11 . 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