Implementation Status & Results Armenia Public Sector Modernization Project (P060786)

Transcription

1 Public Disclosure Authorized Public Disclosure Authorized The World Bank Implementation Status & Results Armenia Public Sector Modernization Project (P060786) Operation Name: Public Sector Modernization Project (P060786) Project Stage: Implementation Seq.No: 11 Status: ARCHIVED Last Modified : 28-Feb-2011 Country: Armenia Approval FY: 2004 Product Line: IBRD/IDA Region: EUROPE AND CENTRAL ASIA Lending Instrument: Specific Investment Loan Implementing Agency(ies): Public Sector Reform Commission, Public Sector Reform commission Key s Board Approval 04-May-2004 Original Closing 31-Mar-2009 Planned Mid Term Review 30-May-2008 Last Archived ISR 10-May-2010 Effectiveness 13-Dec-2004 Revised Closing 28-Feb-2011 Actual Mid Term Review 14-May-2008 Project Development Objectives Project Development Objective (from Project Appraisal Document) To enhance efficiency in public sector management through: (a) piloting innoviations in selected institutions; and (b) improving transparency in government decision-making and policy implementation. Has the Project Development Objective been changed since Board Approval of the Project? Yes No losure Authorized Public Disclosure Authorized Component(s) Component Name Component Cost STRENGTHENING CIVIL SERVICE MANAGEMENT 2.52 E-PROCUREMENT 0.62 STRENGTHENING CHAMBER OF CONTROL 0.29 IMPROVING POLICY FORMULATION AND IMPLEMENTATION 3.42 DEVELOPING CAPACITY IN LOCAL GOVERNMENT 2.76 PROJECT MANAGEMENT 0.54 Overall Ratings Previous Rating Current Rating Progress towards achievement of PDO Moderately Satisfactory Moderately Satisfactory Overall Implementation Progress (IP) Moderately Satisfactory Satisfactory Overall Risk Rating Implementation Status Overview Project implementation moved forward since 2006, started to catch up after 2007, and has met or partially met all project targets. Page 1 of 12

2 Due to strong project ownership, the implementation of e-government components went far beyond the original piloting plans in three public administration bodies as electronic document flow system (EDMS) was rolled-out to the whole central administration (ministries, regional administration offices and commissions). EDMS was further equipped with additional modules to support a staff performance management system for civil servants, on-line tracking of correspondence between citizens and government agencies, electronic filing of tax reports, etc. Transparency of government operation was further enhanced through introduction of a module called Interactive Budget which reflects the real time progress of state budget implementation based on information imported from the Treasury s database. Project also supported development of software which automated HR management (HRMIS) in all civil service agencies and linked them to the database of Civil Service Council. Another management information system (MGIS) has been developed for local governments and introduced in over 200 communities. E-tendering (procurement) and e-licensing systems are currently being introduced. The project also supported government agencies procuring hardware and furnishing necessary for deployment of e-government systems. Institutional reforms and capacity building activities were especially successful on part of civil service reforms, where in addition to strengthening merit based selection mechanisms, a robust performance appraisal and work planning mechanism was introduced and automated through EDMS and HRMIS. Capacity building efforts addressed also challenges of external control, internal audit, a Budgetary Training Center, business processes for electronic procurement, standardization and certification, and municipal administration. Institutional reforms and capacity building activities were especially successful on part of civil service reforms, where in addition to strengthening merit based selection mechanisms, a robust performance appraisal and work planning mechanism was introduced and automated through EDMS and HRMIS. Capacity building efforts addressed also challenges of external control, internal audit, a Budgetary Training Center, business processes for electronic procurement, standardization and certification, and municipal administration. Results Project Development Objective Indicators Page 2 of 12

3 The management of the Civil Service in Armenia is transparent and based on merit principles that are consistently applied throughout the system. Merit-based recruitment and promotion system not established (2004). 31-Dec-2005 HRMIS has been introduced and Civil service recruited on merit operational in the CS system. All based principles verified through new recruitment is conducted data in the HRMIS and monitoring under HRMIS. The CSC is records of the CSC. presently testing implementation of attestation through HRMIS. Improved standardized tests and procedures in process of being developed. Almost met participants# overall perception on fairness and efficiency of application of merit-based principles during competitive appointments and annual evaluations of civil servants. Sub- Custom Indicator Percentage Supplemental The financial management control framework and procurement procedures become more efficient, effective and transparent measured by business community's perception on equal opportunities for contracts. Role of, and relationship between internal and external audit is not fully understood. Procurement system is cumbersome and not as responsive to users needs as it could be. 31-Dec Met Government approved the strategy 80% of firms satisfied with on "Introducing e-procurement procurement procedures. Audit System" ( ). Audit standards on 10 subject areas standards on 10 subject areas (including ethics) applied. (including ethics) applied. Audit manual in line with INTOSAI standards and EUROSAI guidelines developed. Page 3 of 12

4 business community's perception on equal opportunities to get public procurement contracts. Sub- Custom Indicator Percentage Supplemental Organization of central and local administrations is more functional and effective measured by community satisfaction with the appropriateness and timeliness of services. The administrative structure of local selfgovernment is fragmented, they lack fiscal autonomy and implementation capacity, and LSG staff careers are not regulated yet. 31-Dec-2005 Measured by below two subindicators The smaller progress on POI 3.1 measurement was compensated by success of EDMS correspondence tracking tool, Interactive Budget, e-tendering and e-licensing systems. Citizen satisfaction met targets. Partially met Targets were set for sub-indicators. overall public satisfaction on local government services Sub- Custom Indicator Percentage Supplemental business community satisfaction with the appropriateness and timeliness of certification and standardization services Sub- Custom Indicator Percentage Supplemental Intermediate Results Indicators Page 4 of 12

5 Standard tests for recruitment processes produced and published. Standard tests not in place. 13-Dec-2004 Capacity was built in CS agencies to develop and periodically update sector specific tests. The new questions are periodically included in the database and applied during recruitment and attestation for the CS in all agencies under the CSL. Tests designed and approved by the CSC. New tests applied by all institutions un der the CSL. Produced and processed. Standard procedures for performance evaluation produced and published. Procedures for performance evaluation not defined. Procedures were linked to workplans, automated through EDMS, and rolled-out to the whole CS system. Final decision was made to integrate the system with EDMS instead of HRMIS to be able to link with actual workplans. Performance evaluation system evaluated and linked with HRMIS. Information on vacancies in all institutions made available through the CSC web-site and information center. Vacancies not published centrally (through website) and information provision in adequate. 13-Dec-2004 All vacancies announced through CSC website and Information Center. All new recruitment is conducted under HRMIS. The CSC is presently testing implementation of attestation through HRMIS. Information on vacancies in all institutions made available through the CSC webs ite and information center. Page 5 of 12

6 Recruitment and attestation centers equipped to allow better oversight over recruitment and attestation. Monitoring of procedures ineffective, only through irregular site visits. 13-Dec-2004 Assessment centers are functional in all institutions under the CSL and linked to the CSC. Assessment centers fully functional in all institutions under the CSL and linked to the CSC. Electronic testing introduced and distance monitoring system functi oning. HRMIS system installed and effectively providing data to the CSC on recruitment and career planning. No electronic register of civil servants available, no centralized information on career planning collected. HRMIS functioning for all institutions including a career tracking system. HRMIS functioning for all institutions including a career tracking system. CS training curricula reformed and training programs integrated in career development. In service training organized in an ad hoc manner and not clearly linked to career development. Curriculum for AAPA and BTC. Training linked to performance evaluation is linked to HRMIS and EDMS. Training records integrated in HRMIS. Page 6 of 12

7 The e-procurement system is introduced and operational. E-procurement system does not exist. e-tendering system developed and introduced. Basic elements of an e- procurement system are operational. The number of suppliers bidding for government contracts increases by 30Percent from the baseline by the end of the project. 405 firms. 31-Dec firms. Full 30% increase. Time taken for average procurement exercise is reduced by 25Percent (One and two stage bidding). 51 days. 31-Dec days. 25% Reduction. The number of sole source contracts is reduced by 25Percent from the baseline by the end of the project contracts. 31-Dec contracts. 25% Reduction. Page 7 of 12

8 Audit standards on 10 subject areas, one of which should be ethical standards, are developed and approved by the Chairman and applied. CoC does not have a set of Audit standards at the moment. The web site does not contain all reports. Audit standards have been developed for specific areas, including ethical standards and used by the CoC. The CoC website is operational and contains audit reports. At least 10 principal audit standards are written and approved by the Chairman. Action is taken on the Recommendations of the Consultancy funded under the Dutch Grant managed by the Association. The report is not presented. The law on Chamber of Control (i. e. SAI) is adopted and effective, in line with recommendations of consultancy. Government approves recommendations resulting in the adoption of the law on the independence of the SAI. Electronic office and document tracking system established for pilot ministries No unified system currently set up. EDMS piloted, rolled-out, linked all System running in three pilot CS system with GoA, enabled institutions. automated staff performance evaluation and on-line tracing correspondence between the citizens and government agencies. Page 8 of 12

9 Information on product standards easily accessible and testing instruments for products available. Information available to the public at a very rudimentary level. 12-Dec-2007 Consultancy delivered on certification and conformity assessment of various products. Laboratory equipment is procured. Information identified on standards and technical regulations necessaryfor the public. Two pilot internal audit units are established in a line ministry and community administration. Internal audit arrangements centralized in MoFE. Internal audit strategy adopted by Establishment of internal audit Government decree Sept. 04, and units in all line ministries plan for implementing the strategy adopted by the Minister of Finance in Aug. 05. Pilot internal audit units are fully functional. The Law on Internal Audit was adopted in December Legislation on the establishment and operation of ICUs approved, so that administrative fragmentation can be overcome. Although ICUs are referred to by the LLSG, their institutional nature, organization, and functioning are not yet regulated. Although the pilot ICUs were established and certain legislative gound exists for voluntary establishment of ICUs, no political decision (and rules) was made on any involuntary establishment. If need be, amendment of the LLSG and regulation adjustments adopted, as recommended by the #Evaluation of the four pilots# made inthe previous year. Page 9 of 12

10 Necessary legal amendments/ complementary regulation, and an action plan for the transfer of the property and land tax database adopted. The LLSG has authorized transfering property tax administration to local authorities, but amendments and detailed regulation on procedures,as well as an action plan for the database transfer, still needed. Legal amendments and complementary regulation to enable local tax administration is in place. Almost 100% of property and land tax databases are transferred to communities. Transfer of the land tax database to local authorities is completed. Municipal service law approved and implemented, in congruency with the national civil service law. Draft municipal service law exists, but it has neither been formally reviewed by the government nor submitted for approval to the Assembly. Municipal service law as well as relevant by-laws have been adopted. TA was delivered facilitating implementation of the Law on Municipal Service. The implementation of the municipal service law has been completed in the whole country. Municipal governance information system developed and operational in 60 largest municipalities. The software is not developed. MGIS introduced in over 200 municipalities (including the target 60 largest municipalities). MGIS tested, installed and operational at least in 60 largest municipalities. Page 10 of 12

11 Improved access to information on public services provided by local communities (15Percent increase over the baseline). Sub- Custom Indicator Percentage Supplemental Data on Financial Performance (as of 22-Nov-2010) Financial Agreement(s) Key s Project Loan No. Status Approval Signing Effectiveness Closing P IDA Closed 04-May Jul Dec Feb-2011 P TF Closed 05-Nov Jan Aug Disbursements (in Millions) Project Loan No. Status Currency Original Revised Cancelled Disbursed Undisbursed % Disbursed P IDA Closed XDR P TF Closed XDR Disbursement Graph Page 11 of 12

12 Key Decisions Regarding Implementation To sustain the achievements in the area of e-government, supported by PSMP and other donor projects, the Armenian Government plans to establish a special service center to be responsible for maintenance of the systems. Restructuring History There has been no restructuring to date. Related Projects There are no related projects. Page 12 of 12