CONTENTS Abbreviations ...................................................................................................................................................................................... iv 1. Summary ........................................................................................................................................................................................ 1 Operational ................................................................................................................................................................................... 2 Progress and Achievements ........................................................................................................................................................ 3 2. Project Implementation Status ............................................................................................................................................... 4 2.1 Private Sector Development: Business Environment, Financial Sector, and Investment Policy TAs ...... 4 Business Environment .......................................................................................................................................................... 4 2.2 Public Financial Management ......................................................................................................................................... 6 Systems and Capacity Development ........................................................................................................................... 8 Challenges ................................................................................................................................................................................ 9 Achievements ....................................................................................................................................................................... 9 Professionalization of Accounting in the Public Sector ......................................................................................... 10 2.3 Public Investment Management (PIM) Component ................................................................................................ 10 Climate Smart PIM .............................................................................................................................................................. 11 Challenges and Lessons Learned .................................................................................................................................... 13 2.4 Poverty Monitoring TA .......................................................................................................................................................... 14 Continuous Welfare Monitoring .................................................................................................................................... 14 Technical Assistance on the Implementation of the NDS1 M&E ....................................................................... 16 Other Achievements .......................................................................................................................................................... 16 Challenges and Lessons Learned .................................................................................................................................... 16 2.5 Zimbabwe Climate Change TA ....................................................................................................................................... 16 Climate Finance ................................................................................................................................................................... 17 Forestry ................................................................................................................................................................................... 17 The Climate-Smart Agricultural Investment Plan .................................................................................................... 17 The Agricultural Observatory ......................................................................................................................................... 17 Nationally Determined Contribution Implementation and Low-Carbon Development Support ............ 18 Biodiversity and Sustainable Production Landscapes ............................................................................................ 18 Conference of Parties Side Event .................................................................................................................................. 19 Future Direction ........................................................................................................................................................................ 19 2.6 Program Based Budgeting (PBB) ................................................................................................................................... 20 Achievements ........................................................................................................................................................................ 20 Challenges and Lessons Learned .................................................................................................................................... 20 The Implementation Journey .......................................................................................................................................... 21 Next Steps .............................................................................................................................................................................. 22 2.7 Multipurpose Water Storage System Assessment for Sustainable Productive Water Use ..................... 22 2.8 Zimbabwe Risk and Resilience Project ........................................................................................................................ 23 Results ...................................................................................................................................................................................... 24 Next Steps .............................................................................................................................................................................. 26 2.9 Social Protection and WASH Interventions to Keep Adolescent Girls in School ......................................... 27 Challenges and Lessons Learned ................................................................................................................................... 28 Next Steps .............................................................................................................................................................................. 30 3. ZIMREF Financial Reporting .................................................................................................................................................... 31 4. Communication ............................................................................................................................................................................ 35 Plans for 2023 .............................................................................................................................................................................. 39 This report was prepared by the ZIMREF Secretariat team led by Tonderai Fadzai Mukonoweshuro and Cheryl Khuphe. In addition, contributions were made by the following Bank staff and consultants: Crispen Mawadza, Easther Chigumira, Dhiraj Sharma, Marko Kwaramba, Jay-Hyung Kim, Tuan Minh Le; Rosa Dube, Gibson Guvheya, Ananda Paez Rodas, Emma Wadie Hobson, Enos Esikuru, Irene Bescos, Ireen Mangoro, Tariro Tserayi, Priscilla Mutikani, Yeyea Nasser and Rutendo Nyoni Document design was created by Cybil Maradza. DISCLAIMER This work is a product of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. 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PHOTO INFORMATION Cover Page and pg iv: Paul Milly/Unsplash pg v: Arne Hoel/World Bank pg 6: Zolnierek/Shutterstock pg 8: Prostock-studio/Shutterstock pg 10: Vitalii Vodolazskyi/Shutterstock pg 12: 24Novembers/Shutterstock pg 17: Zapp2Photo/Shutterstock pg 18: Siwawut Phoophinyo/Unsplash pg 22: Dmitriy Kandinskiy/Shutterstock pg 26: J.J. Gouin/Shutterstock pg 30: World Bank pg 33: wk1003mike/Shutterstock pg 37: World Bank pg 39: Jez Bennett/Shutterstock iii ZIMREF ANNUAL REPORT 2023 ABBREVIATIONS BCI Business Confidence Index BE Bank-executed BEFSIP Business Environment, Financial Sector and Investment Policy DCP Department of Civil Protection GoZ Government of Zimbabwe ICT Information Communication and Technology IFMIS Integrated Financial Management Information System ISN Interim Strategy Note M & E Monitoring and Evaluation MDAs Ministries, Departments, and Agencies MLAWCRR Minister of Lands, Agriculture, Water, Climate and Rural Resettlement MoFED Ministry of Finance and Economic Development MoHCC Ministry of Health and Child Care MoPSE Ministry of Primary and Secondary Education MoTID Ministry of Transport and Infrastructural Development MPSLSW Ministry of Public Service, Labour and Social Welfare MSME Ministry of Small and Medium Enterprises and Cooperative Development NHA National Health Accounts OAG Office of the Auditor General PECG Public Enterprises Corporate Governance iv ABBREVIATIONS PEFA Public Expenditure Financial Accountability PFM Public Financial Management PFMS Public Financial Management System PICES Poverty, Income, Consumption and Expenditure Survey PIM Public Investment Management POC Policy Oversight Committee PPP Public-Private Partnerships RBB Results-Based Budgeting RBZ Reserve Bank of Zimbabwe RE Recipient-Executed SOE State-Owned Enterprise SOPs Standard Operating Procedures SEPs State Enterprises and Parastatals TA Technical Assistance TTL Task Team Leader ZIMASSET Zimbabwe Agenda for Sustainable Socio-Economic Transformation ZIMRA Zimbabwe Revenue Authority ZIMREF Zimbabwe Reconstruction Fund ZIMSTAT Zimbabwe Statistical Agency v 01 SUMMARY The Zimbabwe Reconstruction Fund (ZIMREF) is a World Bank- administered multi-donor trust fund supported by Canada, European Union, Foreign Commonwealth and Development Office (UK), Norway, Sweden, Switzerland and the World Bank’s State and Peacebuilding Fund. 1 01. SUMMARY This report provides a detailed narration of the Due to a one-year extension, the Trust Fund’s end Zimbabwe Reconstruction Fund’s (ZIMREF) 2022 disbursement date is now December 2023. This will operations. be extended further to 2028, once the Trust fund is restructured. This extension to 2028 supports the Operational completion of activities delayed by the COVID-19 pandemic and restructuring to adjust objectives and With an original end disbursement date of activities to (a) better reflect current priorities; (b) December 31, 2022, some Trust Fund projects consolidate the pipeline of activities within three closed in 2022. Closed projects and TA include strategically aligned components; (c) update the Program–Based Budgeting, the Zimbabwe results framework to reflect the new priorities; (d) Risk and Resilience Project, and Piloting Social update governance arrangements; and (e) extend Protection and Water Sanitation and Hygiene the end disbursement date of trust funded programs (WASH) interventions to keep adolescent girls in for five years, from December 2023 to March 2028. school in Zimbabwe. Through Technical Assistance At the end of December 2022 the European Union (TA), the Fund will continue to support the Poverty (EU) and the State Peace Building Fund withdrew Monitoring TA, Zimbabwe Climate Change and from the Fund as as they are redesigning their agriculture TA, Capital Budgets TA (public programs and support. investment management) and a component from the Business Environment Financial Sector Policy Several technical missions were conducted in (FinScope) survey, as well as the Multi-Purpose 2022 to discuss implementation status, identify Water Storage System Assessment for Sustainable key challenges and corrective actions, validate Productive Water Use, and the Public Financial project progress, determine ways to expedite Management Enhancement Project (systems and and fast-track implementation, and provide capacity development). relevant support. Outcomes from ZIMREF’s work include: The launch of the Professionalization of commercial e-courts accounting in the public sector1 Development of a data dissemination Production of poverty dashboard that is updated after summary reports every survey round 1 Under the ZIMREF funded PFMEP the Bank played a major role advocating for professionalization of the accounting function in government, working with PAAB and MoFED. The Bank also provided the initial building blocks required by government for effective professional accounting practice and implementation of International Public Sector Accounting Standards (IPSAS). Tools provided were in the form of i) IPSAS compliant accounting procedures and reporting manuals; 2) Study tours as well as 3; IPSAS foundational training. The objective of these interventions was to provide the necessary exposure and competencies to ensure that government financial statements are compiled in a timely and accurate basis and in due course that IPSAS compliance is achieved. These foundational competencies later allowed many to embark on the training for Public Sector Professional Accountant in Zimbabwe (PSPA). The PSPA professional qualification was a joint initiative between the Institute of Chartered Accountant, the PAAB and MoFED. 2 ZIMREF ANNUAL REPORT 2023 In 2022, ZIMREF supported institutional capacity building via knowledge sharing through TA and just- in-time support for policy reforms. Progress and achievements during the reporting period include: Dissemination of the Micro, Dissemination of the findings of Small, and Medium Enterprises the seventh round of telephone (MSME) FinScope Survey in survey poverty assessments. November 2022. The Social Protection With cash transfers The pilot Project surpassed its target compared to the target of also supported indicators by supporting 400 48 1,007 SCHOOLS HOUSEHOLDS in the Buhera district. Adoption by MoFED of the revised Adoption and launch by GoZ of Risk Implementation Strategy Plan (ISP) Management Framework to guide for implementation of International risk management in Ministries, Public Sector Accounting Standards Departments and Agencies in the public sector. of government. 3 02 Project implementation status ZIMREF ANNUAL REPORT 2023 To strengthen Zimbabwe’s systems for Through ZIMREF, the Bank supported reconstruction and development with a focus on implementation of NFIS I through the Business stabilization, ZIMREF is implemented through four Environment, Financial Sector, and Investment windows. Three of the windows—private sector Policy TA programs. Upon the conclusion of NFIS I, development, systems and capacity development, the need for an authoritative, end-of-term evaluation and resilience and livelihoods support—fund of the gains made through NFIS I was identified. A investments and analytical work. The fourth window second FinScope MSME survey was imperative in supports policy analysis. The ZIMREF windows are gauging the level of financial inclusion for MSMEs aligned to the government of Zimbabwe’s priorities, under changed circumstances given the explosive donor funding priorities, and country development growth of digital financial services led by a rise in needs. Progress made in 2022 under the respective mobile money and the impact of the COVID-19 windows is detailed below. pandemic on financial services delivery by financial institutions. The World Bank carried out the survey 2.1 Private Sector Development on behalf of the Reserve Bank of Zimbabwe. Technical Assistance The resultant report was an analytical product Business Environment that helped support government policy on issues affecting the MSME sector in Zimbabwe. Due to FinScope survey. The $350,000² survey used the the sheer size of the MSME sector in job creation, FinScope³ methodology to provide evidence- livelihoods, and contribution to the GDP, the survey based input, informing government policy related supported the design of forward-looking policies to MSME’s access to finance. The survey was that better strengthen the sector. The survey conducted as part of the input to the National revealed that informality dominates the MSME Financial Inclusion Strategy II. The World Bank Sector. While the Government of Zimbabwe has supported the government’s financial inclusion continues to encourage formalization, policies can agenda since 2014. Support has come through the also be designed to support the coexistence of the various Bank-led diagnostics to inform the Ministry informal and formal sectors. of Finance and Economic Development’s (MoFED) National Inclusion Strategy, led primarily by the Agriculture-based MSMEs make up most of the Reserve Bank of Zimbabwe and other financial sector; and while financial inclusion has improved sector regulators. Initial diagnostics include the significantly, it is driven not by commercial banks but 2012 FinScope MSME Survey and the Consumer by Fintech Companies and mobile money operators. Protection and Financial Literacy Diagnostic, which Banks still need to weigh in with the whole breadth informed the National Financial Inclusion Strategy of products that are much needed by MSMEs. For (NFIS I) 2016–20. instance, MSMEs have limited or no access to value Agriculture-based MSMEs make up most of the sector; and while financial inclusion has improved significantly, it is driven not by commercial banks but by fintech companies and mobile money operators. 2 All funds are in US dollars unless otherwise specified. 3 The FinScope Consumer Survey uniquely aims to increase understanding of the informal financial product/service market. 5 02. PROJECT IMPLEMENTATION STATUS chains and public sector contracts. With access to banking products, MSMEs have a chance to adopt digital solutions to enhance production efficiency, access markets, receive training opportunities and tap into all benefits of the digital economy. Settlement of commercial disputes. Work towards improving the investment climate led to the establishment and launch of e-courts in May 2022. The journey towards the establishment of commercial courts led to a number of draft bills intended to ensure expeditious resolution of commercial disputes. These were the High Court Act Amendment Bill, the Commercial Courts Bill and, the Small Claims Court Amendment Bill - all of which were consolidated to become the Judicial Laws Amendment (Ease of Settling Commercial and Other Disputes) Act enacted in 2017. In addition, the Commercial Court, together with the Office of the Master of the High Court, will attend to insolvency, where Zimbabwe has adopted global 2.2 Public Financial Management best practices in the enactment of the Insolvency Act and the Estate Administrators Act to ensure robust As Zimbabwe has a large public sector, advancing oversight of insolvency practitioners. reforms in Public Financial Management (PFM) was considered developmentally significant and Enhancing investment promotion. For the continuity critical for effective service delivery. In addition, a of the significant work begun under ZIMREF, the 2017 Public Expenditure Financial Accountability International Finance Corporation (IFC) provides Assessment (PEFA) revealed support for national Technical Assistance to the Zimbabwe Investment systems and building institutional resilience. and Development Agency through the Zimbabwe Against this backdrop, ZIMREF supported the Investment Policy and Promotion Program. This Public Financial Management Enhancement supports the institutional development of the Project (PFMEP, 2016–21) and subsequent Zimbabwe Investment Development Authority support initiatives. (ZIDA), with the overall objective of strengthening the institution’s investor services, enhancing investment The Public Financial Management Enhancement promotion and retention capacity, and supporting Project (P152932), which closed in 2021, supported the generation of a pipeline of investments in a major expansion of automation in the Public identified sectors with growth potential. Finance Management System (PFMS). The journey towards the establishment of commercial courts led to a number of draft bills intended to ensure expeditious resolution of commercial disputes. 6 ZIMREF ANNUAL REPORT 2023 That support included: Establishing a secure payment gateway by interfacing the PFMS and the T24 system of the Reserve Bank of Zimbabwe (RBZ). This interface brings transparency and improved controls to the payment processes across ministries, departments, and agencies (MDAs), and the treasury. The PFMS was successfully rolled out to district kiosks as guided by the government’s Devolution and Decentralization Policy. More than 50 percent of the kiosks are already in use. Change management, training, and capacity building at the districts started in 2018. Implementation of new modules on the PFMS—Business Intelligence and the Business Planning Consolidation—to improve financial reporting and budget preparation functions. Automating a number of extrabudgetary funds and donor-funded grants. This brought visibility to areas previously outside MoFED’s sphere. The TA has also invested heavily in strengthening the The Project supported the creation of the government’s capacity of International Public Sector Accounting internal audit function and the evolution of the Audit Standards (IPSAS) implementation teams, as well Office to a Supreme Audit institution. As a result, the as the function of the Parliament Budgets Office frequency and quality of audits improved significantly. and the Public Accounts Committee (PAC). This In addition, an array of performance audit reports to included support in developing the Citizen’s Parliament deepened its oversight. Enhanced capacity Budget for 2020 and 2021. Further, the project allowed internal and external auditors to jointly harnessed the collective strengths of the oversight conduct just-in-time audits of COVID-19 emergency and accountability institutions to create a more funds and submit a report to Parliament. accountable environment in public finance. Finally, the project connected citizens to the Strengthening Parliament’s role in PFM and its PFM dialogue in a closed environment. A gender- collaboration with other PFM institutions, especially responsive citizen’s budget was prepared, and the Auditor General, raised the bar in scrutinizing budget processes were made open to the public. public resource use. The PAC exposed corruption There was also a strong collaboration with the and demanded action from relevant authorities, media, civil society, and other central and local which led to some public officials being relieved of stakeholders, which paved the way for the citizens’ their duties. An effective compliance culture was agency to advocate for their needs. This resulted in then created where PAC recommendations were Zimbabwe being ranked as the third most budget- implemented at a high level. transparent country in the region. 7 02. PROJECT IMPLEMENTATION STATUS Systems and Capacity Development procurement, storage, and internal controls over drug and medicine management. While the PFMEP closed in 2021, systems and capacity development continued in 2022 to sustain • Enhancement of government oversight and the project’s gains. The TA aims to contribute to accountability functions to monitor emergency systems and capacity development through: funds for COVID-19. A manual for COVID-19 treasury resources management was developed • Capacity enhancement of MoFED and selected with Bank support. Auditors were capacitated in Ministries Departments Agencies (MDAs) to the review of pandemic resources management operationalize the agreed PFMS expansion and structures and processes. Subsequent to this, the financial reporting reforms. This will improve Office of the Auditor General (OAG) was able to financial reporting at MoFED and MDAs, as this submit a report to Parliament about COVID-19 has been a subject of a number of Office of the funds, which was publishing by the press. Auditor General (OAG) reports. • Work with MoFED and stakeholders to gradually • Regular monitoring of the corporate operationalize the new Public Investment governance compliance by State Owned Management System and while making Enterprises (SOEs) is key for effective adjustments to ensure pandemic sensitivity. management of government fiscal risks. ZIMREF supported the Corporate Governance • Work with the government to develop Unit under the Office of the President and functional requirements for an effective digital Cabinet through the compilation of the 2020 enterprise architecture, which will ultimately and 2021 Corporate Governance Compliance ensure the interoperability of government Assessment Report. This enhanced digital systems that are currently fragmented transparency and accountability for SOEs as and do not support effective service delivery. the 2020 report was subsequently made public for interrogation by citizens. • Verification of the Government Civil Service Biometric Registration Exercise was also • Work with the National Pharmaceutical Company supported. The results will inform wage bill (NatPharm) to improve risk management in the policy and payroll controls. 8 ZIMREF ANNUAL REPORT 2023 Challenges The PFMEP TA has encountered various challenges, including the implementation delays, budget limitations, weak institutional collaboration, and limited technical capacity. The challenges faced related to the following: The last two years of the PFMEP project were during the pandemic (2020 and 2021). This was a critical time for training, handholding, and handover of key deliverables. Most government officers were home based. This delayed the signoffs for some project deliverables. The project later funded Virtual Private Network (VPN) connections which officers could use to link to key project deliberations to facilitate closure of key activities. In 2021 towards project completion some in-person training could not be conducted as some project funds had to be used to fund emergency COVID-19 PFM responses. Government later allocated some of its resources to continue and complete the training. Some systems e.g. (DMFAS/PFMS) could not be completed due to limited technical capacity both at the MoFED and at the MICT. This resulted in non-completion of this activity. Government indicated that they may use own funds to complete this activity. Achievements During the reporting period, the TA recorded some achievements in training and capacity building related to the: RBZ Interface Business Intelligence Module SOE compliance assessment tool IPSAS Risk Management Report Revised IPSAS Road Map SOE financial statements analysis tool COVID-19 Audit Analysis Report NatPharm Risk Assessment 9 02. PROJECT IMPLEMENTATION STATUS Professionalization of PIM capacity building workshops and dissemination Accounting in the Public Sector events were conducted. The COVID-19 crisis demanded flexible PIM procedures to rapidly ZIMREF supported MoFED in implementing facilitate development of the urgent infrastructure the PFMEP, through which professional training required to respond. of accountants and auditors at various levels of government was funded. The first Public Sector Bank interventions have also been directed towards Professional Accountant in Zimbabwe (PSPAZ) enhancing the government’s agility during crisis graduation was held in 2022, marking the dawn of a response. As a result of the ongoing interventions new era in accountability and transparency agenda for and positive relationships with the MoFED, the Bank Zimbabwe’s public sector. Program graduates include was in a solid position to adapt and increase support to key personnel from the organs of accountability such assist the government with its COVID-19 response. As as the Office of the Auditor General, the Accountant a result of Bank support, the government was able to: General’s Department, the Public Service Commission, and other key ministries, departments and agencies. • Streamline procedures for public investment appraisal in emergencies (e.g., pandemics) to 2.3 Capital Budgets Public Investment ensure timely action without unacceptable Management (PIM) Component risks to value for money. These procedures are included in revised PIM guidelines (chapter 9) Enhanced Public Investment Management (PIM) that were published by the MoFED in 2021. practices were introduced, with Bank support, to improve project appraisal, selection and • Develop emergency treasury procedures to reduce implementation. The budget circular for the FY delays without compromising accountability. 2020 budget set the stage for formally embedding PIM guidelines and sector appraisal procedures • Establish emergency internal audit procedures, (including project appraisal manuals for energy, a COVID-19 audit risk framework, and conduct transport, water, and irrigation) that were prepared just-in-time audits focusing on systems and with support from the Bank. This component processes used by the government in managing provided support for applying and implementing COVID-19 donations and the resource the appraisal methodology on selected projects. management chain to enhance accountability. The Banks team reviewed twenty projects and confirmed compliance with the PIM guidelines and • Capacitate the PAC to scrutinize audit reports appraisal manuals in 2021–22. In addition, a series of on emergency activities/funds. 10 ZIMREF ANNUAL REPORT 2023 All TA activities during the reporting period were Climate Smart PIM delivered successfully, according to or exceeding the plan. The team made additional deliveries as The Public Investment TA (PIM) held a webinar direct response to requests by the MoFED to deal in September 2022 with broad stakeholder with capital budgeting during crisis (Covid-19 participation. The event focused on Zimbabwe’s pandemic, climate change induced catastrophes etc). climate-smart public investment management: Specifically, the Emergency PIM Guidelines and the specifically, the development of guidelines and Capital Budget Reprioritization Tool were developed. implementation of PIM reforms to lay the solid institutional grounds for capital budgeting adapted With the additional funding by Climate Action to climate challenges. The webinar discussed Enhancement Package (CAEP), the team extended guidelines for incorporating climate change its support to harmonizing the climate change considerations into the project cycle, including agenda in the strengthened PIM. lessons from pilot implementation experiences in the transport and environmental sectors. The Support Applying and Implementing the PIM project attained its intended objectives, which Guidelines and Sector Project Appraisal Manuals. were to: According to the Treasury Circular No. 3 of 2021 1 Better assess the economic viability of evoked by the MoFED, the team supported the climate-proofing government projects application of the PIM Guidelines and Sector that are subject to an unacceptable Project Appraisal Manuals in the budget processes, climate risk threshold; and for the implementation and operationalization of public investments and the National Development Strategy (NDS1) laying the foundation for 2 Enhance efficiency and effectiveness efficiently, effectively, and sustainably managing in capital expenditures and budgets public infrastructure resources. The team provided of Zimbabwe Government by support reviewing and advising more than twenty mainstreaming the climate change projects for confirming compliance with the PIM agenda into capital budgeting. Guidelines and appraisal manuals. During FY22, the team conducted additional TA activities beyond the scope of the ZIMREF-funded Capital Budget TA project, with complementary support under the CAEP Program, focused on mainstreaming climate change into PIM processes in Zimbabwe through: Government wide consultations, which were reflected in the development of the first Climate Public Expenditure and Institutional Review Report. On-the-job assistance to MoFED and line ministries in developing a pipeline of climate- resilient projects, facilitating National Development Strategy 1 (NDS1) implementation. 11 02. PROJECT IMPLEMENTATION STATUS Technical Assistance was provided to assist the government in integrating climate change agenda into PIM framework, which facilitated: Developed and approved climate-informed Project Appraisal Manuals (PAMs) in energy, transport, water, and irrigation. A Climate Change Public Expenditure and Institutional Review (CCPEIR; conducted and completed). Support for adoption of the modern PIM framework: ZIMREF supported the drafting of a policy note for PIM-PPP (Public-Private Partnerships) harmonization and integration under the new ZIDA Act. With these tools developed and delivered, the TA effectively supported the MoFED and Ministry of Environment (MOE) to: Screen projects for climate change-related risk. Determine the need to climate-proof a project given its exposure and vulnerability to climate change. Assess the economic viability of climate-proofing projects subject to an unacceptable climate risk threshold. 12 ZIMREF ANNUAL REPORT 2023 Challenges and Lessons Learned COMPONENT 1: Support Climate Change Mainstreaming in To ensure success and achieve desired efficiency PIM and Mobilize Climate Private Financing for outcomes, the TA needs to be designed and the revised NDCs executed based on the government’s interest and demonstrated commitments. The MoFED centrally Activities: (a) Revise the PIM guidelines to drives PIM reform, and its success requires effective strengthen the mainstreaming of climate and wide stakeholder participation and cross- requirements, (b) Review and assess barriers to agency coordination. Coordinating all stakeholders financing of climate-smart infrastructure projects; (including those from different government and (c) Develop a climate-smart infrastructure bank ministries and agencies) and providing opportunities of projects to induce private sector participation. for discussion and development of action plans was critical to achieving a harmonized and coordinated COMPONENT 2: approach for both the climate agenda and capital Strengthen Linkages and Improve Coordination budget/PIM agenda. between the Public Investment Program and PPP Unit Strong PIM underpins successful implementation Activities: (a) Assist the Public Sector Investment of the climate change agenda. Throughout the Program and Joint Venture Unit to develop and course of PIM and climate change engagement, we adopt unified technical and institutional framework to learned and shared with all stakeholders that capital streamline climate change into projects identification budgets and PIM are vital tools for government to and development, and (b) develop a mechanism for effectively mainstream the climate change agenda collaboration between the MoFED, MoE, and line into real investment projects. Well-functioning ministries to guide development and implementation PIM is, therefore, key to mainstreaming the climate of climate resilient infrastructure projects. change agenda into real public investment of the Government of Zimbabwe. COMPONENT 3: Capacity Building to Support Operationalization The MoFED has asked for TA to continue in of the New Project Appraisal Manuals supporting the government to extend the scope of PIM reforms and in operationalizing the Activities: Training technical officers and training harmonization of the climate change agenda under the trainers at the MoFED and the targeted the revised National Determined Contributions line ministries with an emphasis on those in (NDCs) in the strengthened PIM. Three major the infrastructure sector (transport, energy, components are envisioned and fully agreed upon agriculture, irrigation) on the new PIM Guidelines, with the MoFED, provided that ZIMREF funding sector-specific project appraisal manuals, PIM-PPP is available. harmonization and project management. Well-functioning PIM is key to mainstreaming the climate change agenda into real public investment of the government of Zimbabwe. 13 02. PROJECT IMPLEMENTATION STATUS 2.4 Poverty Monitoring TA government officials, academics, and development partners attended the event. The collaboration The TA builds the statistical capacity of Zimbabwe between the World Bank and ZIMSTAT was further Statistical Organization (ZIMSTAT) to produce, use, deepened via joint production of the chapter on core analyze, and disseminate data and promote the poverty diagnostics. use of data for evidence-based policymaking and monitoring of development processes in Zimbabwe. A policy matrix in two areas—agriculture and social protection—was prepared based on the findings of Two missions were conducted in 2022, in May and the Poverty Assessment and ongoing sectoral policy October. The objectives of the May mission were discussions (Annex II). The recommendations could to consult the Government of Zimbabwe on the be considered during the 2023 budget discussions, main findings and key messages emerging from midterm evaluation of the NDS l, and preparation the poverty assessment, including policy priorities, of NDS2. and to meet with the Zimbabwe National Statistics Agency (ZIMSTAT) to advance the dialogue on core Continuous Welfare Monitoring areas of engagement. The objectives of the October mission were to launch the Zimbabwe Poverty Following the onset of the COVID-19 pandemic, Assessment to the national audience and hold a high-frequency household phone survey technical workshops with ZIMSTAT to advance the (Rapid-PICES) was instituted with the technical preparation of the household income/expenditure and financial assistance of the World Bank and survey. In addition, the team met with development UNICEF to monitor the impact of the pandemic on partners, think tanks, national researchers, and socio-economic outcomes. ZIMSTAT successfully other stakeholders during both visits to deepen implemented all nine rounds of the planned survey. the dialogue on poverty and equity-related issues After each round of surveys, a short report was in Zimbabwe. produced, and the key findings disseminated to the national audience through virtual seminars. During the May mission, consultations were held with ZIMSTAT takes the lead in analyzing the data and the MoFED and the Ministry of Lands, Agriculture, producing the summary briefs, with light technical Water and Rural Resettlement (MoLAWRR) on assistance from the World Bank. the main findings and key messages from the draft Zimbabwe Poverty Assessment. The Zimbabwe With the successful implementation of Rapid Poverty Assessment Report was finalized and PICES,4 ZIMSTAT has demonstrated its capacity launched on October 24, 2022. Opening remarks to conduct rapid welfare monitoring. These gains were provided by Mr. Andrew Bvumbe, representing could be cemented by instituting a continuous the Honorable Minister of Finance and Economic household welfare monitoring system, akin to the Development, Professor Mthuli Ncube. Senior recently reinstated Quarterly Labor Force Survey, The objectives of the May mission were to consult the Government of Zimbabwe on the main findings and key messages emerging from the poverty assessment. 4 PICES stands for Poverty, Income, Consumption, and Expenditure Survey. 14 ZIMREF ANNUAL REPORT 2023 to measure progress toward national goals or the The questionnaire will be revised to reflect these impact of shocks or government reforms. changes. Survey sampling and fieldwork will be organized to collect month-long data from a Going beyond its traditionally defined role as a data representative sample in order to capture temporal producer, ZIMSTAT took the lead in producing variation in consumption, income, production, and summary reports and developing a data dissemination prices. Additionally, consumption data from a small dashboard. This makes the data accessible to subset of households will be collected using the potential users, enhancing its value. ZIMSTAT also 30-day diary method to establish a bridge between partnered with ministries and agencies to selectively PICES 2017 and the new series. include modules that agencies need to inform policy decisions, improving the relevance of the data. This Modernization of the data collection system has strengthened the national capacity for poverty monitoring, data production, and analysis. There are Traditionally, ZIMSTAT has collected data on opportunities to consolidate these gains in promoting household consumption using the paper and pencil a culture of evidence-based decision making. interview method (PAPI). Modern methods of data collection, such as computer assisted personal ZIMSTAT has requested World Bank technical and interviews (CAPI), have become widespread financial assistance for the design and implementation Thanks to the reduced cost of tablets and of the next comprehensive household income/ availability of data networks. expenditure survey. The last survey with district-level poverty estimates was completed in 2017. The new To modernize the data collection system, ZIMSTAT survey is scheduled for 2023, although the timing will collect household consumption data using CAPI. and other details are yet to be finalized. Preliminary Specifically, the agency has decided to use Survey areas of support were identified in consultation with Solutions, the CAPI system developed by the World the technical team. They include: Bank Living Standards Measurement Study (LSMS) group, for complex household surveys. Harmonization of the survey questionnaire with international and regional standards. Following a hybrid strategy, World Bank will provide remote support and training to ZIMSTAT ZIMSTAT has traditionally collected consumption staff to develop capacity for the design of survey data using a 30-day diary method, but recent studies instruments, CAPI, and survey implementation. have shown that long diary periods are associated Remote meetings will be followed by face-to- with deterioration in data quality, while short recall face workshops. periods provide estimates comparable to long diary methods. After considering global evidence, analysis The World Bank also provided technical and of 2017 diary data, and hearing the experiences of financial assistance to ZIMSTAT to develop the the Tanzania National Statistics Office, ZIMSTAT National Strategy for Development of Statistics switched to a 7-day recall method for consumption 2022–25 (NSDS III). The strategy will govern data collection in the next survey. The income and data production, curation, dissemination, and the production data used for national accounts must use of data produced by all parties in the national also be collected in PICES using the same method. statistical system. 15 02. PROJECT IMPLEMENTATION STATUS Technical Assistance on the Implementation of a consolidated report identifying key trends in the NDS1 Monitoring and Evaluation (M&E) socio-economic outcomes using all nine rounds of the high-frequency survey. Technical assistance to Technical assistance was provided to the MoFED/ the Office of the President and Cabinet and the OPC/PSC tripartite on implementing the NDS1 Public Service Commission for the implementation and Sustainable Development Goals (SDGs) M&E. of the NDS1 M&E and midterm evaluation of the It included capacity building of the M&E teams NDS is ongoing. in the MDAs and support for annual reporting of the indicators. 2.5 Zimbabwe Climate Change TA Other Achievements Zimbabwe is a land degradation and climate change hotspot. Global climate change models • ZIMSTAT is continuing Rapid PICES for two predict a hotter and generally drier climate future additional rounds with financial support for Zimbabwe. from UNICEF. The World Bank will continue to provide technical support on survey The project development objective of the TA is implementation and data analysis. to provide knowledge management and capacity building to mediate the complex interactions • As part of the Poverty Assessment, four between farming and other land uses. It also focuses research papers on poverty-related topics on the rich biodiversity and ecosystem services that were completed by teams of national and exist in selected landscapes, and how these can be international researchers under the supervision utilized to ensure sustainable and integrated natural of international experts. resources management in production landscapes. • One round of formal and informal business surveys The program supported three activities: were conducted to measure COVID-19 impacts. • Designing integrated landscape and sustainable Challenges and Lessons Learned biodiversity management approaches for production landscapes; There were challenges and lessons for the Advisory Services and Analytics (ASA). The phone surveys were • Developing a participatory stakeholder intended to provide a real-time window into the evolving engagement platform in landscapes and at the situation in the country; but there was a lag between apex national level; and data collection, data analysis, and dissemination of findings, which diminished the relevance of the data. • Scaling-up agrometeorological ICT solutions Additional resources are needed to continue the to local governments, communities and engagement to cement the achievements. landscapes. As the next steps, the Bank will provide TA to The progress reporting herein focuses on the new prepare the next household income/expenditure program and a few carryover activities from the survey. ZIMSTAT and the World Bank will produce previous Climate Change TA. 16 ZIMREF ANNUAL REPORT 2023 Climate Finance The Climate-Smart Agricultural Investment Plan The TA sustained its engagement with the The Climate-Smart Agricultural Investment Infrastructure Development Bank of Zimbabwe Plan (CSAIP) was finalized and presented to the (IDBZ) over the reporting period to finalize Government of Zimbabwe. The TA will continue arrangements for establishing and launching the to support the rollout of the CSAIP across agro- Climate Finance Facility (CFF) at IDBZ. The TA ecological regions to engender enhanced climate drafted the terms of reference and went through a resilience in collaboration with the Agriculture rather long procurement process, reflecting recent Practice of the World Bank. changes in procurement procedures regarding what is permissible under Bank-executed TAs. The Agricultural Observatory Procurement approval was granted in June, facilitating the issuing of the contract. Finalization The Agricultural Observatory has grown in the of the institutional arrangements in the second half regularity of its implementation, with the core of CY22 will pave the way for the veritable launch technical team, drawn from across the agricultural and resource mobilization of the CFF. and scientific spectrum, meeting regularly to produce weather bulletins. The meteorological Forestry services department (MSD) increasingly uses the Observatory to produce data triangulating the Similarly, the TA helped secure procurement prediction of significant weather phenomena, such as approval for a proposed study on Sustainable the recent Cyclone Charlene. The institutionalization Financing Options for the Forestry Sector in of the Agricultural Observatory is a work in progress, Zimbabwe. The contract was issued by June 30, and with a call to expand the sectoral coverage of climate work is afoot to complete this critical work targeted information services to cater to the economy-wide to position the forestry sector for investment and climate change risks and vulnerabilities and the multi- growth after two decades of underfunding. sectoral needs for disaster risk management. The TA will continue to support the rollout of the CSAIP across agro-ecological regions to engender enhanced climate resilience in collaboration with the Agriculture Practice of the World Bank. 17 02. PROJECT IMPLEMENTATION STATUS Through the ProGreen Trust Fund, a Memorandum of farmlands and land uses, and an SMS Module for of Understanding (MoU) was developed between advisory dissemination. To ensure sustainability, the the World Bank and the Zimbabwe Farmers’ Union TA further provided training to 12 officials from the to disseminate Digital Climate Advisory Services Agritex and Meteorological Services Department to (DCAS) to about 20,000 farmers over two cropping access weather forecasts, generate advisories, and seasons from 2021 to 2023 with the aim of supporting disseminate them to farmers. increased productivity and enhanced resilience. The impact evaluation revealed improvements in Nationally Determined production for farmers supported with DCAS. With Contribution Implementation additional support from the ZIMREF Trust Fund, and Low-Carbon Development Support another MoU was signed between the World Bank and the Agricultural Extension Services (Agritex) The TA sustained its engagement with the in the Ministry of Lands, Agriculture, Fisheries, government, supporting NDC implementation in Water and Rural Development. This MoU will Zimbabwe mainly through donor coordination and provide digital weather forecasts and information the drafting and consolidation of the High-Level covering multiple planting seasons up to June 2023, NDC Implementation Matrix. Resource constraints, and expand the DCAS coverage to more farmers however, limited the scope of support the World in the Mwenezi and Rushinga Districts, noted for Bank could provide for NDC implementation. their high vulnerability to climate change. With this additional support, the TA developed a scalable, Biodiversity and Sustainable comprehensive farmers’ database for the Mwenezi Production Landscapes and Rushinga Districts and registered more than 90,000 farmers in the database. Furthermore, The reporting period registered significant the TA enhanced the technical capacity of Agritex progress on the ProGreen TA, which is supporting to disseminate information electronically by the ecosystem services mapping and evaluation developing three critical ICT tools: a GPS module for in Mazoe Catchment in central northeastern accessing the location of farmers’ plots for weather Zimbabwe. The government drew on the findings forecasts, a Geospatial Module for web visualization of the national level screening of ecosystem services previously done by the ProGreen TA team, as well as other administrative considerations, to select Mazoe Catchment as the focal landscape for evaluating deep-dive ecosystem services. The consulting team produced the full study report. At the time or writing, the draft report is finalized and on its way to government for client review ahead of finalization and publication. Completion of this diagnostic report will dovetail with the development of a bigger lending project on biodiversity and sustainable landscapes in the same setting. The TA developed a scalable, comprehensive farmers’ database for the Mwenezi and Rushinga Districts and registered more than 90,000 farmers in the database. 18 ZIMREF ANNUAL REPORT 2023 An in-depth assessment and valuation of ecosystems b. invest in sustainable landscape management services options in the Mazowe Catchment to address land degradation and restore was undertaken, and a report titled “Mapping ecosystem health; and and Valuing Ecosystem Services for Sustainable Landscape Management in Zimbabwe” was c. design and pilot ecosystem services for CSA and produced. It was endorsed by both the Ministry sustainable landscape management through of Lands, Agriculture, Fisheries, Water and Rural carbon finance. Development and the Ministry of Environment, Water, and Climate Tourism and Hospitality Industry The TA also fostered consultations with the two counterpart Ministries that the team development partners and helped to inform worked with under this TA. The report documented approaches for resilience building and landscape the geographic, ecological, and socio-economic management in the country strategies for the characteristics of the Mazowe Catchment, analyzed Swiss Development Agency, Sweden International the trends in ecosystems services provided, and Development Agency (SIDA), and the European recommended a range of interventions that could Union (EU). be implemented to ensure continuous delivery of ecosystem services. The report showed that Conference of Parties Side Event productive natural ecosystems in the Mazowe Catchment are being lost and degraded by poorly The TA received an invitation to participate in a planned and managed commercial and small-scale Conference of Parties 24 (COP24) side event on livelihood activities; and highlighted the need for “Climate Proofing Agriculture.” ZIMREF’s support for public investment in conservation and sustainable developing a Climate Smart Agriculture Investment landscape management practices to sustain Plan (CSAIP) was highlighted. The CSAIP outlines livelihoods and enhance economic development a range of investment priorities to build a more within the catchment. The key recommendations productive, resilient, and low-emissions agriculture of the report include: sector and guides the investment opportunities that support the Government’s priorities for a resilient a. supporting further adoption of Climate-Smart and productive agriculture sector in the face of a Agriculture (CSA) interventions to improve changing climate. Future Direction Going forward, the Climate Change TA team plans to: Deepen and mainstream the Agricultural Observatory, expanding climate information services to cater to the needs of other sectors and economy-wide disaster risk reduction. Supporting CGF project development, partnerships and resource mobilization and launching the Climate Finance Facility at IDBZ. Develop the Type 1 ProGreen grant, preparing an investment project for sustainably productive landscapes in the Mazoe Catchment, with funding from ProGreen, GEF and GCF. 19 02. PROJECT IMPLEMENTATION STATUS 2.6 Program Based Budgeting (PBB) under the Whole of Government Performance Management System, which is all anchored on NDS1. The Program Based Budgeting (PBB) TA provides program budget technical assistance that enables Presentation of two joint reports. Two reports: MoFED and line ministries to: (a) define the “Performance Reporting to Parliament and Citizens: key public sector service delivery programs for Lessons for Zimbabwe” and “Programme-Based monitoring (b) identify output and results indicators Budgeting in Zimbabwe: Experiences and Lessons” for each program, (c) and assign existing budgets were presented to the government during this period. and expenditures to these programs. Its objectives The MoFED officiated these presentations. The were to facilitate efficient and targeted allocation reports detailed the PBB implementation journey, of government resources; and to build government key achievements, lessons, and ways forward. capacity to utilize theory of change. PBB implementation reports for selected ministries. PBB implementation began in 2014. Remaining A review of the Ministry of Labor and Social Welfare activities delayed due to the pandemic, were implementation reports was undertaken during completed between January and June of 2022. this period, highlighting issues that require further attention and policies that need strengthening. It is Achievements hoped that the review process will foster a performance management culture within the public service. In the first half of CY2022, MoFED completed the following activities: Challenges and Lessons Learned Training. Training delayed due to the COVID-19 The PBB journey in Zimbabwe started in 2014 pandemic were completed in February 2022 after and has gained traction since its inception. It was the government relaxed COVID-19 regulations. adopted in 2014 on a phased implementation Sessions included training of trainers and of external basis, and in 2016 three pilot ministries had their auditors. The training was designed to sharpen staff’s expenditure estimates tabled in the program format. technical skills, leading to improved PBB functionality By 2020, all 35 ministries and agencies presented on the Public Financial Management System (PFMS) their expenditure estimates in program format. and enhanced accountability through the external audit function. The training also covered report and Some of the challenges the program faced in monitoring framework aligning to PBB and work 2022 include: The COVID-19 pandemic, which delayed implementation—especially of training, as physical meetings were not allowed. Attrition of trained government staff presents a continuous challenge, with some staff some leaving the civil service and others being reassigned or promoted. This creates a shortfall of staff with knowledge with PBB. Merging or change of MDAs also create a challenge for the program, as mapped programs are periodically changed or merged as government changes ministries or reassigns roles to existing ministries. 20 ZIMREF ANNUAL REPORT 2023 A number of lessons also emerged from the PBB: sectoral approach to PBB, with the Ministry of Health implementing a similar reform through • The MoFED’s strong commitment to advancing results-based financing programs. Though the PBB implementation was a critical factor for COVID-19 pandemic slowed TA training, once success. MoFED championed PBB reforms, the government relaxed pandemic regulation, which the Office of the President and Cabinet the strong commitment from the authorities oversaw. Further to this, implementation enabled the timeous completion of the of reforms is more straightforward where remaining activities. authorities have a dedicated unit, such as the one that exists in Zimbabwe under the The Implementation Journey public finance directorate. Despite COVID-19 pandemic disturbances, authorities were willing The figure below shows the PBB journey. Every step to complete the training once conditions permit. contributed to the achievement of set objectives. PBB’s adoption and subsequent implementation • Reforms require continuous monitoring as well since 2014 is an enormous accomplishment as training programs to facilitate quick adoption. for Zimbabwe. In 2014, the country’s PBB A novel way of creating internal capacity resulted initiative received funding from the Zimbabwe in a cohort of trainers. This saw continuous Reconstruction Fund as well as national budget training, mitigating attrition challenges. revenue. As a result, Zimbabwe implemented PBB in four years, starting with three ministries • Complementarity with other reforms is (votes) in the 2016 budget and expanding to all 35 critical. The PBB TA complements other ministries and agencies in the 2020 budget. The World Bank PFM activities, enabling smooth year 2022 is the third year for which the budget is implementation. There was also a cross- submitted to Parliament in PBB format. Figure 2.8.1. The PBB implementation Journey Establishment of a Central PBB Training a cohort Development of Implementation of IRBM Trainers PBB Manual/ RBB Team (CIT) (20 members) Guideline (Draft) Review of performance Periodical capacity Regular sensitisation indicators and building of PBB & training of targets across Development of Traingers incl. CIT PBB Terminology MDA officials all MDAs & Concepts Review of PBB 12 Votes Implementation 3 Votes appropriated appropriated by by programme programme 2014 2015 2016 2017 2018 2019 2020 2021 Phased development Sensitisation & 9 Votes Issuance of of programme PBB Training of appropriated accountability structures Parliament & by programme guidelines All votes (35) External Audit by MOFED appropriated Piloting a by programme performance Development of PBB guidelines: reporting to parliament Developing programme structures; Modification of Assessing performance indicators; Study Tour to the Chart of Chile & Uruguay Accounts Evaluating performance measures 21 02. PROJECT IMPLEMENTATION STATUS Next Steps Data collection efforts for the 30 sample dams is World Bank support for the PBB ended in June complete, along with the testing and fine-tuning 2022. Authorities in Zimbabwe will continue to of the tool. During this process, there has been a refine and implement the PBB, strengthening and strong emphasis on streamlining data collection improving the quality of performance indicators efforts, which required: and targets. Reporting and monitoring, primarily through Parliament, remain critical. Ministries, • consultation workshops on data sources, Departments and Agencies (MDA) performance reports ought to be tabled and debated in • identification of data collectors/validators Parliament and publicly available on their website. for all catchments and provincial irrigation departments, 2.7 Multipurpose Water Storage System Assessment for Sustainable Productive • training on the use of a digitalize platform to Water Use collect georeferenced data, Zimbabwe has historically relied on water storage • identification of alternative sources through dams to ensure water, food, and energy security. partnerships with ZINVAC, Bindura University The county has the second highest storage capacity and UNESCO/PRINCETON Flood & Drought in Southern Africa, with about 4,485 public dams. Monitor, etc. These dams were constructed in the last century (from the 1920s) and represent a significant, but These efforts have been instrumental in addressing aging, national infrastructure asset. the data challenges for the Zimbabwe National Water Authority (ZINWA), creating an opportunity Within this context, the ASA (FY21) advised to further support the government in building up the Government of Zimbabwe (GoZ) on the its infrastructure database. The data can be used development of an excel-based tool, the Multi- both to triage dams and for other water resources Criteria Decision Model (MCDM), to help identify management purposes. and triage dams for rehabilitation. The MCDM helps to prioritize the dams based on transparent, open, and explicit criteria where stakeholder values are elicited and explicitly incorporated into the decision process through a strong stakeholder engagement process. These include technical criteria that focus on dam hazard risks; technical conditions and potential for development; criteria on potential productive uses, including in agricultural systems (crop, livestock, fisheries); institutional criteria that focus on dam management factors; and social and environmental criteria that also focus on climate vulnerability. The ASA is/has provided technical support on the development and use of the tool, which is/will triage rehabilitations to enhance climate and disaster resilience and food security of communities across the country. 22 ZIMREF ANNUAL REPORT 2023 2.8 Zimbabwe Risk and Resilience Project The Zimbabwe Risk and Resilience Project (ZRRP) supports disaster risk management (DRM), with $3 million comprising: Bank-executed Recipient-executed $800,000 $2.2 million COMPONENTS COMPONENTS The ZRRP aims to strengthen the institutional, • the Social Protection MIS (on the project systems, and policy-related aspects of government- critical path), led DRM in Zimbabwe, enabling more informed, coordinated, and transparent decision-making. Its • an institutionalization plan for the Composite objective is to address the early and medium-term Drought Indicator with Bindura University, resilient disaster recovery needs of cyclone-affected people, and through targeted piloting of key policy • the Disaster Risk Management Strategy initiatives (decentralization, social protection, planning process, supporting the DRM Bill, service delivery) in the cyclone affected areas, to inform subsequent application at national level. • the National Plan for Emergency Preparedness and Response and the provincial and district The project is supporting the Zimbabwe Department pilot approaches, and for Civil Protection (DCP) to strengthen the DRM response in Zimbabwe. In addition to facilitating more • the DCP Database and Management informed, coordinated, and transparent decisions Information System. on DRM, this project supports development and operationalizing of a centralized beneficiary registry The Government of Zimbabwe is working on an management information system (MIS). This has end-of-project evaluation of the ZRRP. The review provided technical assistance to support capacity will yield a comprehensive evaluation report for building for disaster management and coordination the project. The review will examine key factors across and within key central and local ministries that affected implementation and outcomes and departments. during the preparation and implementation stages; quality of monitoring and evaluation The project has made considerable progress aspects at the implementation and utilization in implementing activities, with most DRM stage; the effectiveness of outcomes on project activities completed by December 31, 2022. development objectives; and gender and These activities included: institutional strengthening. 23 02. PROJECT IMPLEMENTATION STATUS Results The project made progress towards achieving its development objective. Since the project launched An unutilized balance of only it has disbursed $54,348 REMAINS $2,146,438 MILLION to the project implementation unit The disbursement and through direct disbursement percentage is at to suppliers 97.5% Social Protection MIS implementation was In addition, the Project capacitated DCP staff not completed by the closing date. The final and members of the National Civil Protection procurement of two additional servers and a Committee (NCPC) on CDI production; GIS & firewall were completed and the items were Remote Sensing; and the KoBo ToolBox. received by MPSLSW. Synergy International finalized the MIS software based on feedback • The project financed and supported the provided during the UAT and delivered the web National Contingency Planning Workshops and mobile versions of the MIS software. In early for 2021, 22, and 23. The workshops were December, MPSLSW also conducted training of attended by over 80 participants drawn from trainers and system user training sessions on the GoZ MDAs, NGOs, UN agencies, multilateral new MIS and its business processes. funding agencies, and other stakeholders in the DRM sector. The workshops helped strengthen To date, the project has met several key results capacity for preparedness and response to targets: rainy season-related emergencies and promote early recovery considering experiences of • In alignment with the draft DRM Bill, key past seasons. Workshop outcomes included a policy and strategic documents and decision government-approved budget for contingency. support tools were developed to strengthen DRM coordination across the country. These • The project continued to facilitate the include the National Disaster Risk Management involvement and coordination of government Strategy, the National DRM Communication in the ZIRP. Four monitoring visits to ZIRP Strategy Draft, and the National DRM Plan for implementation sites were conducted jointly emergency response. with the Government, World Bank, and UNTAs. • Capacity support and training were provided The National Contingency Planning to National Civil Protection Committees, and Workshops were attended by training of trainers and district training on Post- Disaster Needs Assessments were conducted. over 80 PARTICIPANTS 24 ZIMREF ANNUAL REPORT 2023 • The project supported the International Day as PDNA training were conducted at the for Disaster Reduction (IDDR) commemoration subnational level. IT equipment was also events as part of local DRM awareness raising, delivered, as well as rollout curriculum training and developed awareness campaign promotional for DRM and training of trainers for schools. material. The project also supported the government’s participation at the World • The DRM MIS database was completed. District Reconstruction Conference 5 (WRC5) and and subdistrict level entities were linked through Global Platform for Disaster Risk Reduction. existing coordination structures. The national office is currently responsible for data input, • The SPMIS consultant completed the system hence the districts report through the current design and submitted a needs assessment and reporting systems to their respective provinces. system requirement study report. Synergy Verification workshops were also conducted to international also finalized the MIS software and get stakeholder feedback. More reviews are still delivered the web-based and mobile versions. coming for continuous improvement. Reports MPSLSW conducted training of trainers and generated include: system user training on the new MIS and related business processes. By the end of the project, Sendai report the system was 70% complete and ready to be deployed at the National Data Centre. It was Infrastructure, crops, livestock, piloted to nine Cyclone Idai affected districts. dwellings, damaged or destroyed The National Data Centre was estimated to be 95% complete in terms of configurations. Donations collected Testing was planned for February–March 2023 to ensure the system performs well before • The DRM database differentiates from the deployment. Synergy is expected to deploy Disaster Loss Sendai Monitor Database, which the system.The public portal was still under also collects loss information. Their data is not development on at the closing date. Synergy validated hence it shows some discrepancies. has since indicated that the portal is complete Additionally, there is no comprehensive data on and is now ready for testing. MIS officers will other databases; not much in terms of economic schedule a meeting with technical committee losses is reported. members where Synergy will demonstrate the public portal prototype. • The National DRM Plan and Provincial/ District Plan template were developed. DCP • As part of a range of initiatives to strengthen developed operational guidelines, SOPs, and DRM at the subnational level, the DCP sectoral plans aligned with the National DRM organized for district and ward DRM Plan. The objective of the standard guidelines training. This involved training staff from key and procedures is to provide systematic Government MDAs, who are also members and effective day-to-day, practical ways of of the District Civil Protection Committee conducting DRM operations and functions by (DCPC). In addition, other activities such the DCP and the wider CPO in Zimbabwe. 25 02. PROJECT IMPLEMENTATION STATUS Next Steps across various disciplines. This enhances the efficiency of a multiagency response and the • Live MIS /beneficiary registry pilots in exchange of critical information to participating nine cyclone affected districts (Chikomba, responders, saving live in the process. This will Chipinge, Chimanimani, Mutare, Masvingo, help strengthen compliance with organizational, Zaka, Chiredzi, Gutu and Buhera) will follow. governmental, national, regional, and The project agreed that the MIS Technical international requirements in DRM. In addition, Committee would develop a plan to pilot the the DCP will develop checklists for use by system across nine districts. The pilot starts senior staff when monitoring and evaluating with the FDMS program. The pilot is expected DRM procedures. to run from April 10 to May 5, 2023. A review workshop will follow in order to assess system • As part of the continued implementation of performance before scaling to other districts. the Comprehensive Drought Indicator (CDI) MPSLSW will cover the cost of piloting the institutionalization plan, periodic refresher system in the initial nine districts. Beyond what training and continued technical support by was provided for in this grant, the rollout of the Bindura University to DCP, MSD, AGRITEX, MIS system and registry to the remaining 56 and ZINGSA are needed. Ideally, trained districts will require financing for hardware and participants will cascade the training at the training. It is hoped that MPSLSW and MoFED national and subnational levels. There is also will provide the necessary expenditures as part need for stakeholders training related to data of the government’s 2023 budget. utilization and information such as maps, thresholds, and triggers for decision making. • Solid progress was made in terms of system Examples of relevant stakeholders include Food integration with Ecocash and Netone and the and Nutrition Council (FNC), the Department work is expected to be completed during the of Social Development, ZINWA, the Ministry of same period when the system will be deployed. Agriculture and many more. DCP recommended The integration with the Registrar’s office is still Bindura University introduce the CDI as part of lagging behind due to technical challenges. the curriculum. • As part of the follow up work on the Standard Operating Procedures (SOPs) for the NEOC, Department of Civil Protection (DCP) will conduct a validation workshop with all stakeholders. All MDAs will prepare sectoral plans to be integrated with these SOPs. The SOPs contain both technical and operational guidelines, enabling designated emergency responders to act in a coordinated manner The CDI institutionalization plan, periodic refresher training and continued technical support by Bindura University to DCP, MSD, AGRITEX, and ZINGSA are needed. Ideally, trained participants will cascade the training at the national and subnational levels. 26 ZIMREF ANNUAL REPORT 2023 2.9 Social Protection and WASH All pilot activities were concluded on time, including: Interventions to Keep Adolescent Girls in School • three bimonthly cash transfer payments of USD 70 each; ZIMREF completed a social protection and WASH one-year pilot that supported adolescent girls in • an Income Generating Activity (IGA) grant Zimbabwe and kept them in school after COVID-19- payment of USD 250, paid in two equal related school closures. The pilot complemented the instalments; Government’s Basic Education Assistance Module (BEAM) program and provided a comprehensive • the delivery of menstrual hygiene management package of cash transfers, livelihood support, kits to all households including sanitary pads, menstrual hygiene management, WASH and hygiene underwear, masks, sanitizer, soap and a towel; support, and school-level sensitization. • delivery of chlorine tablets to all households; and The pilot, located in the Buhera district, provided monthly (six) unconditional cash transfers to 1,500 • delivery of sensitization and awareness raising households with adolescent girls currently benefiting sessions to students (both boys and girls), from the BEAM school fee waiver program. Having parents/guardians and teachers. identified that economic hardships, negative coping mechanisms and menstrual hygiene/WASH are The pilot also engaged a wide range of stakeholders key barriers affecting adolescent girls’ education, in line with the Stakeholder Engagement Plan (SEP) the pilot tested the potential of providing layered and worked closely with community leaders and support to the existing BEAM program. The project’s the government at the district and national levels. development objective was to reducing school Monitoring and evaluation (M&E) activities were dropout for adolescent girls due to the COVID-19 completed on time. This included post-distribution pandemic through complementary social protection monitoring of payments and non-food items, and WASH interventions. reconciliation of payments, and attendance tracking. Pilot activities were successfully concluded on The process evaluation carried out by Muthengo September 30, 2022, and steps are being taken to Development Solutions (MDS) and funded under the close the grant and document lessons learned. The Bank Executed RSR grant (under P172835) has also pilot surpassed its results framework indicators been finalized. Results will be disseminated during a by reaching 1,007 households in 48 schools in the workshop in February 2023. Key questions that the Buhera district (compared to an initial target of 400 process evaluation covers include whether there is and a revised target of 850). an increase in attendance, performance, confidence, The pilot surpassed its results The initial target was framework indicators by reaching 400 HOUSEHOLDS 1,007 HOUSEHOLDS, in and was revised to 48 SCHOOLS 850 HOUSEHOLDS in the Buhera district 27 02. PROJECT IMPLEMENTATION STATUS and sanitation among adolescent girls; changes in resolved. The declaration of effectiveness was welfare and economic activities among beneficiary delayed by back and forth on the legal agreement, households; and sustainability and scalability of the which pushed back the pilot start date by almost intervention, among others. 3 months. Further, the first set of payments was delayed while awaiting an exemption from the Challenges and Lessons Learned Reserve Bank of Zimbabwe (RBZ) to conduct mobile money payments. However, these issues were The pilot faced various delays throughout resolved and the pilot was granted an extension to implementation, while challenging, were successfully fully complete all activities as designed. Key lessons learned include: Increases in school attendance: Initial M&E findings suggest that the layered and comprehensive approach of the pilot had a noticeable impact on school attendance by addressing some of the main constraints that adolescent girls faced, including MHM 01 and food insecurity. While more detailed findings will be obtained through the process evaluation, preliminary findings and anecdotal evidence are extremely positive. Behavior change among parents/guardians: Preliminary findings also suggest that sensitization and awareness-raising sessions have influenced behavior change among parents and guardians in favor of more positive parenting. Both male and female caregivers reported behavior changes in the household, better supporting the adolescent child and 02 invest in her well-being and education. More detailed findings are expected from the process evaluation. Income generating activity grants (IGAs) were used to invest in livelihoods activities: Preliminary M&E findings show that households invested their IGA in various livelihood activities, mostly agriculture or petty trade. This was supported by the training received through VSLA groups under the Start4Girls Project on which the pilot was layered. Initial evidence suggests that households invested their grants in productive activities in line 03 with the project’s design. The process evaluation will provide further details, including on the performance of these IGAs. Changes in the number of beneficiary households: Initially, based on government estimates of the BEAM caseload in Buhera, the target number of households was set to 400. Once the BEAM list was shared with CIZ, it was determined that the project could support 850 households in the district. In March 2022, it was noted that there were 157 BEAM beneficiaries in the 48 pilot schools that were eligible but not supported by the project. Given savings in procurement that provided some flexibility in the project budget, the pilot 04 agreed to add the additional 157 girls to reach a total of 1007 beneficiary households. Thus, all eligible BEAM beneficiaries in the pilot schools were enrolled in the pilot. 28 ZIMREF ANNUAL REPORT 2023 Seasonality is key in rural contexts: While the pilot was designed to start in September 2021 and thus support households during the lean season (October to January), effectiveness was declared on December 21 due to the aforementioned delays. As a result, the pilot closed on September 30, 2022, thus ending support to households just before the start of the lean season. Nevertheless, the importance of supporting households during the lean season to minimize potential human capital development 05 losses, particularly in rural areas where households are disproportionately affected by the lean season, has been noted. Non-food items are shared: The pilot was designed to provide a MHM kit for the beneficiary adolescent girl to last her a full year (12 months). However, beneficiaries consistently reported that they shared all non-food items including sanitary pads, underwear, masks, and 06 sanitizer either with other women/girls in their households or with friends and community members. This should be considered in future program design or similar interventions. Access to cash: In rural areas, it is essential to facilitate access to cashing out mobile money for beneficiaries, as fewer shops can accept USD mobile money accounts and those that do must cover a fee, resulting in higher prices. The pilot facilitated cash out during each payment through the payment service provider, Ecocash. Ecocash contacted agents on 07 the ground and mobilized their mobile cash point and additional security to provide this service to beneficiaries. Table 2.11.1. PDO Level Indicators Indicator Target Actual Comments School attendance 95 97.5 Overall, school attendance among pilot beneficiaries (retention) of increased by 30%. adolescent girls (percentage) Increase in 95 60 While awareness increased among school staff that awareness of were trained, given the short duration of the pilot there key WASH and was not enough time for this knowledge to be fully MHM concepts by transferred to students and parents. Further, a lack of pilot participants training materials and refresher training for teachers (percentage) affected their ability to train others at the school. 29 02. PROJECT IMPLEMENTATION STATUS Table 2.11.2. Intermediate Indicators Indicator Target Actual Comments Number of 1,650 5035 beneficiaries supported through the pilot (number) Number of 400 1007 The original target was set at 400 households as the households initial estimated provided by BEAM program officials supported through for Buhera was 400 households; however, once the the pilot list of beneficiaries was shared a larger caseload Percentage of pilot- was identified, allowing the pilot to cover a total of related grievances 1007 households. addressed through the required terms Percentage of school 80 100 While there was an increase in awareness of WASH staff demonstrating and MHM concepts among school staff, only one familiarity with WASH teacher per school was trained and this teacher did and MHM concepts not often have the time or resources to train others. Next Steps During the dissemination workshop, the team will engage sectoral stakeholders to identify next steps and opportunities to leverage the pilot’s findings to strengthen ongoing interventions and identify additional areas for support. 30 03 ZIMREF FINANCIAL REPORTING 31 03. ZIMREF FINANCIAL REPORTING Under TF072201 (original account), from inception to December 2022 Cash contributions Investment income Total receipts amounted to amounted to amounted to $38,166,096 $949,878 $39,115,969 Total disbursements during the Staff costs and benefits came to period under review came to $8,708,085 $38,941,513 While other costs came to Of this amount $6,188,233 $23,381,873 was disbursed to the Grantee Non-project disbursements in The undisbursed balance was administrative fees came to $174,456 $663,322 Under TF073043 (parallel account) from inception to December 2022 Cash contributions While investment Giving total receipts of amounted to income amounted to $14,208,375 $13,971,478 $236,898 Total disbursements during the Staff costs and benefits disbursed period under review came to by WBBG came to $13,539,693 $7,181,856 Of this amount While other costs came to $2,928,154 $3,274,684 was disbursed to the Grantee Non-project disbursements in The undisbursed balance was administrative fees came to $668,682 155,000 32 ZIMREF ANNUAL REPORT 2023 Figure 3.1. Donor Contributions Total The European Union Swiss Agency for Development and Swedish International Development United Kingdom - Foreign Affairs Norway - Ministry of Foreign Affairs Danish - Ministry of Foreign Affairs State- and Peace- Building Trust - 20,000,000 40,000,000 For recipient-executed projects, all funds, amounting to $3.1 million, were disbursed by the reporting date of December 31, 2022. These included the Zimbabwe Recovery and Resilience Project and the Social Protection and WASH Project. Figure 3.2. Grant Amounts and Disbursement as of December 31, 2022 3,500,000,00 3,000,000,00 2,500,000,00 2,000,000,00 1,500,000,00 1,000,000,00 500,000,00 - ZW Recovery Piloting social protection Total and Resilience and wash interventions Grant amount Disbursed 33 03. ZIMREF FINANCIAL REPORTING The following ASA were still open by the end of December 2022 (capital budgets): State-Owned Enterprises Reform Climate Change TA Program II Zimbabwe Agricultural Observatory Scaling Up ZiW-MSME & Consumer FinScope Survey Support to poverty monitoring Resilient Agri-Food System in Zimbabwe and analysis in Zimbabwe A fund balance of By the end of December 2022, $47k remained a fund balance of remained for activities that will be $82k remained completed under ASA in 2023 in the Zimbabwe Secretariat $35k remained unallocated in the main fund 34 04 COMMUNICATION 35 04. COMMUNICATION Communication objectives (communication and visibility plan): To inform, raise awareness, and stimulate demand-side accountability of supported reforms and institutional development by keeping the public, civil society, the private sector, and Parliament fully abreast of supported activities and expected benefits. To ensure public access to ZIMREF information, project materials, and other relevant documents in line with the World Bank’s Access to Information policy: https://worldbank. org/en/access-to-information. To raise the visibility and profile of contributing development partners and their efforts to assist Zimbabwe. Table 4.1. Ensuring Public Access to Documents and Relevant Information Tools Frequency Quantity Annual report Annually 1 Press releases/ As and when the 2 advisories need arises Exhibitions 1 ZITF in collaboration with UN Oped 1 Climate-Informed Collaboration Vital to Zimbabwe’s Resilience and Economic Growth ZIMREF is providing technical assistance (TA) to support Zimbabwe in accelerating climate action to mitigate climate shocks, alleviate poverty, and promote resilient economic growth and development. As part of this work, we supported the Infrastructure Development Bank of Zimbabwe to gain accreditation with the Green Climate Fund and worked with government to update their Nationally Determined Contribution commitments Webinars Climate Smart PIM Webinar Telephone Surveys Dissemination IEC materials As and when the Fliers and materials for the Zimbabwe International Trade Fair (fliers, folders, need arises banner, website update, feature stories, blogs) Note: ZITF = Zimbabwe International Trade Fair; UN = United Nations; IEC = information, education, and communication. 36 ZIMREF ANNUAL REPORT 2023 Communications support to ZIMREF Support to events such as the Zimbabwe Investment Development Agency investor’s cocktail, Launch of E-courts, Climate of Parties side event on “Climate Proofing Agriculture” and Climate Smart Public Investment Management Webinar. Review of public information including publications, talking points and presentations for the Finscope 2022 Zimbabwe Micro Small Medium Enterprises (MSME) Survey and Telephone Surveys Dissemination. In 2022, the ZIMREF website was redesigned to improve the user experience. Exhibition support and distribution of IEC materials at the Zimbabwe International Trade Fair. Feature Story A pilot project in Zimbabwe shows how grants, cash, and menstrual pads can keep adolescent girls in school. Story Highlights The pilot project reduced the school dropout rate for adolescent girls after the COVID-19 pandemic, through complementary social protection and WASH interventions. Menstrual hygiene management kits were critical, improving attendance by over 30%. Income generating activity grants gave adult beneficiaries the chance to start businesses in livestock, poultry, or vegetable farming. 37 04. COMMUNICATION Mavis Tsvakai’s face lights up as you enter the new Buhera is one of the poorest and most water-scarce grocery shop that she opened in August 2022. Less districts in Zimbabwe, and thus easily affected by than a year later, her life is a far cry from how she and any increase in household poverty. The pandemic her family used to get by. Then, she would walk as far had added to the layered vulnerability of girls living as 10kms to farms needing a hired hand, something in poverty there, given gender dynamics and the that was difficult for her seven children, as well as disproportionate impact it had on women and girls. for her husband, who suffered a stroke 10 years ago, Exceeding its target of 850 households, the pilot project rendering her the sole bread winner. assisted 1,077 households, each with an adolescent girl already registered in the BEAM program. A $250 income generating activity (IGA) grant helped her set up her store in a trading center “so Beneficiaries received unconditional cash transfer that we would have an income,” she says. Though payments of $210 over six months, an IGA grant Mavis makes about $10 a day on average and pays payment of $250 (in two equal installments), and $30 a month in rent, she recorded brisk business the delivery of a menstrual hygiene management during the 2022 festive season, making $200 on kit, which included sanitary pads, underwear, masks, her best day—money that will help her to restock sanitizer, soap, and a towel. Chlorine tablets were also and pay school fees. She supplements this by given out and sensitization and awareness-raising raising turkey. One of Mavis’s children also receives sessions held for students (boys and girls), parents assistance through the Zimbabwean government’s or guardians, and teachers. These interventions were Basic Education Assistance Module (BEAM) social delivered at household and school levels to provide program, which covers school fees, examination fees girls with comprehensive support. and other levies to support orphaned and vulnerable children aged 4–19 years old, including learners With their IGA grants, adult beneficiaries with disabilities. embarked on different projects that include livestock rearing, poultry rearing, and farming. Mavis’s household is among the beneficiaries of This includes two households coming together the $0.9 million Piloting Social Protection and WASH as a joint venture to plant an area of 1.6 hectares interventions to keep adolescent girls in school in (almost 4 acres). For Catherine Mowu and Zimbabwe project, which began in December Regina Zhizhombe, collaboration is their means 2021 and ended in September 2022. The project to securing livelihoods for their families, and the sought to reduce the school dropout rate among joint venture a means to that end. “We decided adolescent girls resulting from the COVID-19 to partner and grow tomatoes for sale,” they said. pandemic, by initiating complementary social “We realized that pooling our funds together protection and Water and Sanitary Health (WASH) would help us sustain our garden.” The ladies interventions in Buhera, a district in eastern are also in a village savings club, a community Zimbabwe’s Manicaland province. mechanism of a revolving fund that disburses loans from the proceeds of monthly subscriptions. For Catherine Mowu and Regina Zhizhombe, collaboration is their The freeing effects of access to menstrual means to securing livelihoods for padsSeated under a tree in rural Buhera, four of their families, and the joint venture the 14 beneficiaries at Zvomoyo Secondary School a means to that end. outline how menstrual pads have been a source 38 ZIMREF ANNUAL REPORT 2023 of confidence for them. With their similar socio- transfers, parents have been able to buy uniforms. economic backgrounds, the students easily relate This has greatly improved the learning experience.” as they narrate their experiences. The pilot provided all 1,007 girls menstrual “Prior to receiving sanitary pads, we could easily hygiene kits for 12 months. The sensitization and miss school, as we struggled to stand up during awareness-raising sessions were organized at 48 lessons in fear that the fabrics we were using as schools to encourage behavior change in menstrual sanitary towels would have spoilt our uniforms,” said management and supporting the girl child. one secondary (high) school student. “Additionally, we no longer have to forego school to work on farms The project was funded by the Zimbabwe with our parents, opting to make money to buy a bar Reconstruction Fund and implemented by CARE of soap so that we could wash the fabrics we used International. It closed in September 2022. It is hoped during menstruation.” it will inform the future policies and programming of Zimbabwe’s Ministry of Public Service, Labour and Before the start of the project, the “go to” teacher and Social Welfare and other government departments, Guidance Counsellor, Netty Magocha, would assist and strengthen their capacities. It shows that students from her personal supplies. “The project interventions which directly target and support has improved attendance as students no longer miss adolescent girls by reducing barriers to their continued school during menstruation,” she said. “Girls have education, and which also improve their life skills, can become more optimistic about completing their contribute significantly to the overall accumulation of studies. I have also observed how, through the cash human capital—something key to a country’s future. Plans for 2023 In 2023, the team will focus on greater and broader dissemination of results as we work to prepare a list of good practices, outcomes, projects, activities, and documents that can be more widely disseminated. 39