Type of Review: Annual Review Project Title: Khyber Pakhtunkhwa Provincial Reform Programme and Capacity Building of fata secretariat Date started: 01/03/2007 Date review undertaken: 07/03/2012
Type of Review: Annual Review Project Title: Khyber Pakhtunkhwa Provincial Reform Programme and Capacity Building of FATA Secretariat Date started: 01/03/2007 Date review undertaken: 07/03/2012
Instructions to help complete this template:
Before commencing the annual review you should have to hand:
the Business Case or earlier project documentation.
the Logframe
the detailed guidance (How to Note)- Reviewing and Scoring Projects
the separate project scoring calculation sheet (pending access to ARIES)
You should assess and rate the individual outputs using the following rating scale and description. ARIES and the separate project scoring calculation sheet will calculate the overall output score taking account of the weightings and individual outputs scores:
1. The KP Provincial Reform Programme and Capacity Building of the FATA Secretariat (PRP) is a four year £8.9 million programme that started in 2007. It supports an outcome to enhance Government capacity to plan and deliver effective and sustainable public services through reforms at the core of Khyber Pakhtunkhwa (KP) Government and the Federally Administered Tribal Area (FATA) Secretariat. It supports this through a combination of technical assistance and evaluation support (£6.9M) and earmarked financial aid (£2M) to the provincial government. In April 2011, Oxford Policy Management Group as the implementing agency was given a cost extension to pilot output based budgeting, making 2011 thefourth year of this programme. 2. The programme has been supporting improvements in the following areas:-
For KP:
Public financial management including through Output Based Budgeting (in 2 of KP’s poorest and least well-served districts, DFID-funded conditional grants are tied to achieving specific health and education targets) and establishment of a Medium-Term Budgetary Framework so that budgets match development priorities (e.g. education development priorities are now matched with the development budget) and disbursements to districts are conditional on meeting service delivery targets.
Human resource management by improving Human Resource Information Systems so that wastage in payroll and pensions is reduced and ghost workers are identified. Objective based job descriptions to enhance performance of the civil service. This is levering government budget savings for reallocation to frontline service delivery
Policy planning and coordination, by preparing a Comprehensive Development Strategy (CDS) that defines the priorities that the budget will support including progress toward achieving MDG goals.
Improving Monitoring and Evaluation (M&E) by developing and implementing an M&E Framework for monitoring and reporting against CDS priorities. Incorporating citizens’ voices in public sector M&E processes so that people receive the services they need and value for money is measured. For the first time, a citizens’ voice study sought citizens’ views on development priorities to feed into the budget process and budget steering committees have been established where civil society organisations representing poor people.
For FATA:
Support to FATA-Secretariat, with a focus on harmonising donor support behind the FATA development plan, resource management capacity to track government and donor resources to avoid duplication and Public Finance Management to better align budgets behind development priorities.
What are the expected results?
1. The programme goal (impact) is to improve public services in Khyber Pakhtunkhwa by improving net primary school enrolment (girls), improving proportion of births attended by skilled birth attendant and increased immunization coverage. The purpose (outcome) of the programme is that GoKP and FATA-S demonstrate increased capacity to design and deliver effective and sustainable public services, while focusing on achieving the following objectives:
4% increase Net Enrolment Rates in 2 districts from a baseline of 56% to 60%. This equates to 4550 additional girls enrolled in to primary schools attributable to DFID funds.
Out of 496,926, 5% more children below the age of two immunized, this means 24,846 more children below the age of 2 years immunised attributable to DFID funds.
In DI Khan increase in antenatal care of 6% (from 37.8% to 43.8%). This means 24,240 more women receiving antenatal care attributable to DFID funds.
In Buner increase in antenatal care of 6% (from 44% to 50%). This means 6,680 more women receiving antenatal care attributable to DFID funds.
12 Government Departments using output based budgeting framework for their 2012 budgets (i.e. negotiating specific targets with Districts against which conditional grants are allocated) with two sectors (Health and Education rolled out to 2 districts – DI Khan and Buner).
Money saved in Year 4 from efficiency savings resulting from programme interventions. Milestone for year 4 is £4m (PKR 540m) Equivalent to: Yearly stipends to 225,000 students or 1.9 million text books to primary school children.
10% reduction in unused budget carried forward (throw forward). Baseline is 28.3%.
