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Somin Mukherji Senior Financial Analyst

Public Works Project Continuous Development and Endless Support. Somin Mukherji Senior Financial Analyst. ADFD/WB Project Preparation and Appraisal Workshop Abu Dhabi, April 2010. Public Works Project. Urgent need for PWP for the following reasons:

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Somin Mukherji Senior Financial Analyst

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  1. Public Works Project Continuous Development and Endless Support SominMukherjiSenior Financial Analyst ADFD/WB Project Preparation and Appraisal Workshop Abu Dhabi, April 2010

  2. Public Works Project • Urgent need for PWP for the following reasons: • The pace of Implementation of the projects. • Creating job opportunities for both skilled and unskilled labor. • Provision of Infra-Structure services, at the lowest cost and as quickly as possible.

  3. Background • PWP is one of the main components of the social safety net. It was initiated as a joint effort of the Government and the World Bank within the economic reform program to alleviate poverty • PWP was established in 1996, through a Presidential Law No.36 • Approval of the procedures and regulations such as Manual of Procedures, MIS, computerized financial systems and GIS • PWP has become one of the most important sources of domestic and external funding.

  4. The Main Objectives Creating maximum number of job opportunities Provide basic infra-structure especially benefiting women and children Targeting the poor and deprived communities Enhance Community Participation and Support Government Strategy on Decentralization Develop the Contracting & Consulting industry

  5. Impact of PWP Interventions • Education Sector (construction, rehabilitation and extension of educational facilities) • Health Sector (construction, rehabilitation and extension of health centers) • Mitigation measures for water management • Stone Paving • Cleaning and improving the irrigation system • Rain water harvesting • Construction of rain water harvesting reservoirs • Agricultural development sectors • Vocational training and social affairs facilities • Community and Local Council support

  6. The Mechanics of the PWP Work

  7. Organization Chart

  8. The Project’s Steering Committee Responsibilities Establishment • Approval of Criteria for distributing funds • Approval of sub-project selection criteria • Approval of proposed sub-projects to be implemented • Approval of contracts with value of more than US$ 200,000 • Approval of quarterly and annual budget and audit reports • Periodical review of PMU’s activates and its performanceا Chaired by Deputy Prime Minister & Minister of Planning and Int. Coop.With membership of Ministers from relevant line ministries, NGO’s and Civil Society representatives.

  9. Project Management Unit Responsibilities Establishment Consists of very limited no. of staff (currently 13 senior staff and 19 support staff) distributed between the head office in Sana’a and branch offices The PMU oversees all project activities scattered all over the Republic in accordance with Strict Procedures approved by the SC that meet its objectives in an efficient and cost effective manner

  10. PWP Strategy

  11. PWP Strategy • Distribute PWP allocations to governorates based on objective criteria including population, poverty rate and remoteness. • Select and implement service projects that require intense labor, distributed to different regions of the country, in different sectors and according to consolidated and published criteria. • Train small contractors and Consultants • Verify sustainability of implemented sub-projects and their effective utilization through complete coordination with relevant service agencies.

  12. PWP Strategy • Follow simplified procedures and methods of high transparency through a number of stages follows: • Announce public tenders. • Select implementing contractors. • Select consultant & supervising engineers. • Simplify payment procedures for contractors, consultants and supplies in agreement with all stakeholders. • Involve local settlements in different stages, for example in: • Defining requirements. • Prioritize and contribute in funding.

  13. PWP Strategy • Conduct surveys on actual needs through field visits. • Target areas where female illiteracy is high and lack schools for basic education for girls. The PWP also provides school furniture to facilitate operation by the Ministry of Education. • Coordinate with Line Ministries and their offices in the governorates and all other stakeholders, including other similar implementing agencies to avoid duplicating the same services.

  14. Funds of PWP I (2000– 1996)

  15. Second Phase • After the success of the first phase and to continue to achieve its goals • Number of sub-projects implemented increased by 30% from the estimates • Reduce the cost of construction by more than 40% • The donors countries insisted on the continuation of the Program, with funds totaling about 4 times that of the earlier phase

  16. Funds of PWP II (1999-2003)

  17. Projects Completed During the First Phase

  18. Projects Completed during the second Phase المشاريع المنجزة خلال المرحلة الثانية

  19. Achievements of Previous Phases

  20. Factors of PWP Success • The competence of the PWP management unit by competitively recruiting qualified and motivated staff • Adopting a balanced strategy and transparent procedures • Continuous evaluation of project performance at all levels technical and administrative including quality control • Having strong relations with all stakeholders starting from communities, local authorities, line ministries and donors • Monitoring and evaluating staff performance • The strong support of the steering committee in facilitating decision making

  21. Modern & Sophisticated System • Factors of PWP Success: • Building an information system and an integrated database covering all activities of the project that would help to obtain all kinds of reports and data to assist in the management of all business and take appropriate decisions in a timely manner and meet the demands of regulatory and accounting, and meet the demands of donors and donor reports and providing the necessary data. • The project uses an advanced accounting system to work to accommodate all the accounting requirements as well as facilitating the application of the withdrawal applications as needed by the World Bank, FMR, making the project one of the first projects that have applied this system in the Middle East. • The benefits of geographic information system (GIS) will be a lesson to benefit the development of working methods and the withdrawal of executing the project sites on maps and provincial directorates, and is also benefiting the process of planning. • The Program is designed to have adequate flexibility to deal with loans and assistance of different sizes from different donors and to be able to adapt to accommodate any number of projects.

  22. Public Works Project Third Phase

  23. Re-Forestation Program • Within the PWP's continuous endeavor to learn and improve the manner in which it achieves its objectives, especially improving the environment and living conditions of the poor and remote communities, it was decided with the World Bank Supervision Mission that the PWP should positively contribute to mitigate Yemen's acute problem of deforestation. In addition to causing improvement in the environment through provision of basic infrastructure , the PWP pioneered a Re-forestation Program • The program entails not only replacing trees that had to be removed during construction but also includes planting between 50 to 200 trees around/ in the vicinity of each sub-project implemented depending on the size of the sub-project. In general, trees most suitable for the locality are selected. So far, nearly 126,348 trees have been planted. • It is expected that similar actions will be initiated in other development projects in the Country.

  24. Support of Decentralization Component • Since the establishment of decentralization support and local development component in January 2006 in order to reinforce the PWP objectives regarding improvement of economic and environmental conditions of poor , enhancing the level of community participation in the development process, and enhancing women's participation in managing internal affairs and utilizing natural resources . • During this year 2008, the public expenditures training program will be completed in the twenty selected districts in order to build the local authority capacities to develop local revenues and resources in the targeted districts as well as its capacity in technical skills, the program also includes upgrading local authority capacities in establishing and operating database (January 2006- December 2008) and improve its capabilities in applying the manual on community participation. Furthermore, the local authority capabilities in monitoring, evaluation and assets' management manual in the targeted districts will be also improved.

  25. Rationale for the Continuation of PWP • Urgent need for additional sub-projects specially in rural areas. • The highly efficient implementing capacity of the PMU and its institutional set-up with minimum number of staff . • Endless requests from communities for sub-projects. • Utilizing the extensive experience gained over the past fourteen years in each aspect of activities. • The ability to adapt quickly to changing circumstances, continue to gain more experience and serve as a model for other public sector agencies in Yemen.

  26. Rationale for the Continuation of PWP • The PWP managed to established strong coordination with Local Authorities and Local Councils, support the decentralization process, thus creating a positive environment conductive to improved sustainability of community projects. • The highly satisfactory outcome of the preceding operations (PWP-1 and PWP-2). • Success and popularity of the PWP.

  27. PWP VISION FOR THE FUTURE • The PWP would build on the experience and momentum gained over the past years, while at the same time laying a more consistent foundation for local governments and communities to maintain and sustain the investment made. • The focus would continue to remain on: • Undertaking training in various aspects of operation and sustaining projects. • Increasing community awareness of the environmental aspects. • Support the decentralization process, help in building capacity of the local councils.

  28. Vision For The Third Phase • Augmenting coordination with local authorities in general and Local Council in particular especially during the selection of projects and to ensure plans are in place for O&M. • Continue targeting poor areas with its effective targeting mechanism through extensive base-line data collection. Highpriority will be given to deprived areas, higher poverty, and in areas with no previous interventions. • More effort will be given to improve the situation of women and children.

  29. PWP Vision For The Future • Improve technical design of the projects including all environmental mitigation measures. • Increase the investment in water and environment sectors while reducing in the education sector. • Continue close coordination with other implementation agencies to share experience and lessons learned. Also eliminate the duplication of the interventions in same area for the similar purposes. 31

  30. The Current Situation of PWPIII • Funds Available US$ 400 million • Entire amount has been committed to implement approximately 2800 sub-projects • So far, no. of sub-projects contracted – 1800 at total cost of $210 M • No. of sub-projects completed - 1300 at US$ 137m • 280 SP for US$ 45 million are under tendering. • Remaining SPs will be contracted during 2010. 32

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