ACRONYMS AND ABBREVIATIONS

Transcription

Public Disclosure Authorized
Document of
The World Bank
Report No: 34447-BF
SIMPLIFIED
IMPLEMENTATION COMPLETION REPORT
(IDA-3900)
ON A CREDIT
IN THE AMOUNT OF SDR 40.9 MILLION
(EQUIVALENT US$ 60 MILLION)
TO
BURKINA FASO
FOR A
POVERTY REDUCTION SUPPORT CREDIT (4)
December 28, 2005
Poverty Reduction and Economic Management 4
AFC15
Africa Region
Currency Equivalents
(as November 30, 2005)
Currency Unit = CFA franc (CFAF)
US$1 = CFAF XXX
Fiscal Year
January 1- December 31
ACRONYMS AND ABBREVIATIONS
AAP
AFD
AfDB
ARTEL
BCEAO
CAS
CAS-PR
CEM
CFAA
CFAF
CID
CIE
COGES
CONAGESE
CPAR
CSPS
CRA
DAAF
DCMP
DEP
DGB
DGE
DGCOOP
DGTCP
DHS
DSA
EMP
EU
GDP
GNP
GTZ
HIPC
IDA
IFC
IGE
IGF
HIPC Accountability Assessment and Action Plan
French Development Agency
African Development Bank
Telecommunication Regulatory Agency
Central Bank of West African States
Country Assistance Strategy
Country Assistance Strategy Progress Report
Country Economic Memorandum
Country Financial Accountability Assessment
Franc of the African Financial Community
Computerized Expenditure Circuit
Government Integrated Accounting Software
Health Management Committee
National Council for Environmental Management
Country Procurement Assessment Report
Community Health Centers
Regional Agricultural Chambers
Directorate of Administrative and Financial Affairs
Central Directorate for Public Procurement
Directorate for Planning and Studies
Directorate General for the Budget
Directorate General for the Environment
Directorate General for International Cooperation
Directorate General of the Treasury and Public Accounts
Demographic and Health Survey
Debt Sustainability Analysis
Environmental Management Plan
European Union
Gross Domestic Product
Gross National Product
German Corporation for Technical Cooperation
Heavily Indebted Poor Countries
International Development Association
International Finance Corporation
General State Inspectorate
General Finance Inspectorate
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IMF
INSD
JSA
LDP
MDG
MEBA
MEDEV
MFB
MTEF
ONAPAD
ONATEL
OPA
PAMS
PAP
PER
PDDEB
PNDS
PNDSA
PNGT
PRGB
PRGF
PRSC
PRSP
PRSP-PR
ROSC
SAC
SECAC
SDR
SIGASPE
SONABEL
SONABHY
SP-PPF
STC-PDES
TOD
TOFE
UNDP
WAEMU
WHO
International Monetary Fund
National Institute of Statistics and Demography
Joint Staff Assessment
Letter of Development Policy
Millennium Development Goal
Ministry of Basic Education
Ministry of Economy and Development
Ministry of Finance and Budget
Medium-Term Expenditure Framework
National Poverty and Development Observatory
National Telecommunication Company
Producer Organization
Poverty Analysis Macroeconomic Simulator
Priority Action Plan
Public Expenditure Review
Ten-year Basic Education Development Plan
National Health Care Development Plan
National Program for the Development of Agricultural Services
National Program for the Management of Territory
Budget Management Reform Plan
Poverty Reduction and Growth Facility
Poverty Reduction Support Credit
Poverty Reduction Strategy Paper
Poverty Reduction Strategy Paper Progress Report
Report on the Observance of Standards and Codes
Structural Adjustment Credit
Sectoral Adjustment Credit
Special Drawing Rights
Budget Payroll Management System
National Electric Power Company
National Petroleum Product Distribution Company
Permanent Secretariat for the Supervision of Financial Policies and
Programs
Technical Secretariat for the Coordination of Social and Economic
Development Programs
Decentralization Laws
Government Financial Operation Table
United Nations Development Program
West African Economic and Monetary Union
World Health Organization
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Table of Contents
1
Program Data ............................................................................................................................................................... 5
2.
Principal Performance Ratings................................................................................................................................... 6
3.
Program Description.................................................................................................................................................... 6
4.
Achievement of Objectives and Outputs .................................................................................................................... 7
5.
Major Factors Affecting Implementation and Outcome ........................................................................................ 10
6.
Bank and Borrower Performance ............................................................................................................................ 11
7.
Findings and Implications for Subsequent Operation(s) in Series ........................................................................ 12
Appendix 1 : Government contribution............................................................................................................................. 13
Appendix 2: Measures taken before PRSC-4 and progress to date ................................................................................ 19
Appendix 3: Burkina Faso: Selected Economic Indicators.............................................................................................. 27
Appendix 4 : PRSC-4, 5 and 6 results indicators.............................................................................................................. 28
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Simplified Implementation Completion Report
Poverty Reduction Support Credit (4)
Project ID: P078994
Project Name: Poverty Reduction Support Credit
(4)
Team Leader: Siaka Coulibaly
TL Unit: AFTP4
ICR Type: Simplified
Report Date: December 28, 2005
1
Program Data
Name:
Country/Department:
Poverty Reduction Support Credit 4
Burkina Faso
Sector/subsector:
Health (20%); Telecommunications (15%); Gen. Energy
Sector (15%); Primary Education (15%).
Health system performance (p); State Enterprise/bank
restructuring and privatization (s); Education for all and (s);
Administrative and civil service for all (s).
Theme:
L/C Number:
Region:
IDA 3900
Africa
KEY DATES
PCD/PR:
Appraisal:
Approval:
01/12/2004
03/30/2004
05/11/2004
Borrower/Implementing
Agency:
Other Partners:
STAFF
Vice President:
Country Director:
Sector Manager:
Team Leader at ICR:
ICR Primary Author:
Effective:
MTR:
Closing:
Original
07/21/2004
06/30/2005
Burkina Faso Ministry of Finance and Budget
Current
Gobind T. Nankani
Diarietou Gaye (acting)
Robert Blake
Siaka Coulibaly
Siaka Coulibaly
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At Appraisal
Callisto Madavo
A. David Craig
Robert Blake
Jan Walliser
Revised/Actual
2.
Principal Performance Ratings
(focused on this operation’s contribution toward overall program objectives)
(HS=Highly Satisfactory, S=Satisfactory, MS= Moderately Satisfactory, U=Unsatisfactory, HL=Highly
Likely, L=Likely, UN=Unlikely, HUN=Highly Unlikely, HU=Highly Unsatisfactory, H=High,
SU=Substantial, M=Modest, N=Negligible)
Outcome:
Risk to Development Outcome
Institutional Development Impact:
Bank Performance:
Borrower Performance:
S
M
M
S
MS
QAG (if available)
Quality at Entry:
Operation at Risk at Any Time:
3.
ICR
S
N
Program Description
Overall Program
1.
PRSC-4 is the fourth in a series of operations supporting the implementation of the PRSP of Burkina
Faso since 2001.1 PRSC-4 builds on the reform agenda supported by its three predecessors in the areas of public
sector reform, governance and pro-poor sectoral policies, but was also designed as an interim operation at the
juncture between the original PRSP and the revised PRSP. The latter was presented at a donor round table on
March 4-5, 2004 and was subsequently discussed by the Executive Board in May 2005. As with the original
PRSP, the revised PRSP has four strategic pillars: (i) accelerating broad-based growth; (ii) promoting access to
social services; (iii) increasing employment and income-generating activities for the poor; and (iv) promoting
good governance. In addition, the revised PRSP introduces a Priority Action Program, including a results
framework based on selected outcome indicators.
PRSC-4 description
2.
PRSC-4 in the amount of SDR 40.9 million, equivalent to US$60 million, was approved in May 2004.
It is an integral part of the Bank’s assistance strategy for 2003-04 presented in the Country Assistance Strategy
progress report (CAS-PR).2 PRSC-4 and its two successors (PRSC-5 and PRSC-6) were designed to support
the implementation of the revised PRSP in 2004-2006. PRSC-4 has three components consistent with the PRSP
pillars. The first component is related to growth, and income creation, and includes reforms in the cotton,
telecommunication, and energy sectors, and labor market reforms. The objectives are to lower factor costs,
increase productivity and favor new investments. The second component of the credit includes policies in the
education, health, and water sectors to build infrastructure, lower the cost of services, improve service quality,
and reinforce monitoring and evaluation. The third component encompasses policy measures to strengthen
budget execution, procurement, budget control, public sector performance, decentralization, and environmental
management.
1
Burkina Faso: Poverty Reduction Support Credit–Report No. P7477-BUR (July 2001); Burkina Faso: Second Poverty
Reduction Support Credit–Report No. 24310-BUR (June 2002); and Burkina Faso: Third Poverty Reduction Support
Operation–Report No. 25782-BUR (June 2003).
2
Burkina Faso: Country Assistance Strategy Progress Report–Report No. 25458-BUR (March 2003).
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4.
Achievement of Objectives and Outputs
Outcome
3.
Overall, satisfactory progress has been made under PRSC-4. However, given the structural and
institutional nature of the reforms, their impact on key program indicators will only be realized in the long term
once the reforms are completed and stabilized. The ICR for PRSC-6, the last in this series of three operations,
will provide a more thorough review and documentation of results in terms of medium-term indicators and
Poverty Reduction Strategy Paper (PRSP) objectives. In addition, the results presented below cannot be
attributed only to the PRSCs. Other policy actions not covered by the PRSCs are also contributing factors.
Nevertheless, one of the innovations introduced with the second series of PRSCs in Burkina Faso is the
adoption of a more detailed results framework for the monitoring and evaluation of PRSCs impact. The
monitoring indicators were derived from the government’s PRSP Priority Action Plan. With these reservations
in mind, key results achieved under PRSC-4 included: (i) contribution to macroeconomic stability, (ii) progress
in implementation of structural reforms, (iii) progress in social sector. A more detailed account of
achievements by component is presented below. Appendices [2] and [4] provides a comprehensive view of
PRSC-4 achievements.
Macroeconomic stability
4.
Macroeconomic stability is a key objective clearly announced in Burkina Faso’s PRSP.
Macroeconomic stability not only contributes to growth promotion, but it is also a strong conditionality on
macroeconomic tranches for quite a few of budget support donors. The assessment by the IMF in the
framework of the PRGF is therefore a pre-requisite for the disbursement of a large amount of budget support.
In contributing to the financing of the public deficit and aligning the disbursement with the budget cycle,
PRSC-4 contributed to macroeconomic stability in Burkina in 2004.
5.
The IMF approved a new three-year program supported under the PRGF in June 2003. The fourth
review of the program has been conducted in June 2005 and was considered by the IMF’s Executive Board on
September 7, 2005, indicating that economic performance in 2004 was relatively strong, despite the adverse
external shocks that emerged in the second half of the year, notably the sharp decline in world cotton prices and
the increase in world oil prices. Economic growth remained robust at 4.6%, inflation was low (-0.4 %).
External and fiscal deficits were kept at levels consistent with available concessional financing (see Appendix
[3] on selected macroeconomic indicators). However, these results are still fragile, and Burkina remains
vulnerable to exogenous shocks. The sharp decline in Burkina Faso's terms of trade has reduced economic
growth prospects for 2005, and presents the authorities with substantial challenges. The authorities' program
strikes an appropriate balance between the need for fiscal restraint in the face of this shock and the need to push
ahead with priority expenditures in support of the poverty reduction strategy. Revenues have been in line with
the authorities' target and expenditures have remained oriented toward key social services, notably health and
education, as well as growth and productivity-enhancing capital investments. The fifth review of the current
PRGF arrangement took place on November 30th to December 15th 2005.
Growth and income creation
6.
Overall, progress in this area was satisfactory as evidenced by continuous strong economic growth in
2003-2005. Two of the triggers pertaining to cotton and energy sectors that were not fully met at the time of
appraisal were later completed without further consequences. Regarding cotton sector liberalization, the
privatization of the central and eastern zones was successfully completed. The two new ginning companies
(FASO COTON in the Centre and SOCOMA in the East) account for about 20% of cotton seed production.
Since they have started operations in late 2004, the two companies are performing well. SOCOMA has built a
new ginning plant with a capacity of 35,000 tons and is planning a second one in 2006. FASO COTON is
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planning to move its plant from OUAGADOUGOU, the capital city of the country to a new area, KOMBISSIRI
for environmental reasons. FASO COTON has improved productivity thanks to better provision of agricultural
services to cotton growers. In the areas covered by FASO COTON, cotton yield is 1.25 tons compared with
1.00 tons in SOFITEX’s zone and less than 1 ton in SOCOMA’s zone. To face the competition brought into the
sector by the new companies, SOFITEX is also improving its management. It has planned to build three new
ginning plants in 2006 to cope with increased cotton production. Key reforms were also sought in other sectors,
including telecommunication and energy sectors, as well as labor markets to complement or strengthen the
existing projects. Regarding telecommunications, PRSC-4 has included the privatization of ONATEL, a stateown company as a trigger in order to speed up the reform which was already on the Competitiveness project
agenda. Unfortunately the privatization process of ONATEL was delayed because of unfavorable terms for the
privatization. No bid was received at the deadline of the biding period and the whole process was undermined.
The Government has now decided to provide an outright majority to the new operator. A successful completion
of the privatization is now expected as part of the next PRSC series. It would help extend the fixed network and
improve the quality of services. Regarding energy sector reform, PRSC-4 tried to accelerate the existing reform
in the energy project agenda by including the liberalization of energy sector as a trigger. The objective of this
reform is to improve access to electricity and to reduce its price for improving the competitiveness of domestic
firms and diversifying the economy. The government showed a strong commitment to move forward in the
process by adopting a law which includes a reference to a regulatory agency for energy sector. But it had to face
donors’ disapproval of the modifications made in the law. Donors blamed the government for having not been
consulted during the revision of the law. As a consequence, the government had to start the whole process
again. Regarding labor market reform, a new labor law was adopted in September 2004, but limited progress
has been made in the preparation of implementation decrees because of resistance from unions. The government
has planned a comparative study to find evidences for convincing the unions of the need for some changes.
Access to basic services
7.
Progress in social sectors is satisfactory. A rapid growth in basic education and an improvement in
health indicators trend were observed. But, because of its initial conditions, Burkina Faso still faces challenges
for achieving access of a large number of its population to basic services.
Education
8.
In the education sector, the PRSC-4 pursued reforms initiated under the previous operations through
increasing budget share and deconcentration of budget execution. These measures have increased resources
available for schooling at decentralized levels, which in turn has likely contributed to increases in primary
enrolment, with annual gains of more than 4 percentage points. Two new measures have been introduced under
the new series of PRSC: (i) to improve the quality of education, and (ii) to improve budget allocation between
primary and secondary levels of education. Specifically, the PRSC-4 sought to improve the quality of
education through: (i) increases in learning times, and (ii) the introduction of sub-grades. A survey on actual
“time on task” which should have started under PRSC-4 has been delayed because of difficulties in mobilizing
resource for the implementation of this operation. On the other hand, the introduction of sub-cycle system is
effective. With regard to the preparation of a MTEF to ensure a better balance in the allocation of resources
between primary and secondary levels, progress has been modest. A draft MTEF has been prepared but has
covered only the primary level. The absence of sector strategy for Ministry of Secondary Education (MESSRS)
and staff instability were the main constraints to the completion of this work. But, since June 2005, the
government started the preparation a MTEF for the whole sector that will be delivered in February 2006.
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Health
9.
In the health sector, overall progress is satisfactory. The major constraints that limit the effectiveness
of Burkina Faso’s health system include inadequate financial accessibility and quality of care. PRSCs have been
the Bank’s main instruments to resolve these issues. Thus, the measures adopted within the framework of the
PRSCs emphasized three reform measures. First, the PRSC encouraged the adoption of subsidized or free care
for preventive services (including vaccination and prenatal care) and the reduction of the price of essential
generic drugs. Progress at this level has been satisfactory. The verification of the price reduction measures
determined under the previous PRSCs has been carried under PRSC-4 and their application is in effect although
there is continued need for monitoring by Ministry of Health. Although, the impact of these measures on health
center attendance will be felt in the long term, an improvement in health center attendance is already noticeable.
Child vaccination coverage and prenatal care coverage have increased markedly since 2001, and the number of
new contacts at health centers has increased from 0.27 contacts per capita to 0.32. Second, PRSC also
encouraged the strengthening of primary health care centers with staff and increase to the operational budget at
health district level. With regard to staffing, the PRSCs called for carrying out a study on human resources in
the health sector, to address the current shortcomings in the distribution and motivation of health personnel,
followed by the development of a specific Action Plan. A study on health worker motivation was completed in
November 2003 (with support from WHO). The preparation of the action plan initially encountered delays, but
was completed in early 2005.
10.
Efforts have been made in the allocation of sufficient budgetary resources to the regions and
improvements in their management. The ministry of health has increased the amount of delegated budget
credits to regions and health districts by 10% annually, and the PRSCs support the introduction of new cash
advance replenishment mechanism for health districts, which has encountered various administrative
difficulties, but has helped improved liquidity at the district level. The preparation of a sector Medium Term
Expenditure Framework (MTEF) for the health sector, in order to strengthen planning and rationalize sector
resource allocation, was initiated under the PRSC-4. The process has been participative, but slow, and the first
MTEF/health was only completed in mid-2005. The third and last reform measure is about strengthening the
PNDS monitoring mechanism in effect. A monitoring committee has been established and a list of performance
indicators has been adopted. The commission conducted its first review in August 2005.
Water infrastructure
11.
This is a new area introduced under the new series of PRSC to complement the health issues. Access to
safe water is an important objective of the PRSP. The provision of safe water in Burkina Faso is made through
two modalities. For urban and semi urban areas, there are networks for water distribution. For rural areas, the
provision of water is made through drillings. The new series of PRSC has been supporting the provision of safe
water in two ways. First, through the preparation of an action plan for achieving the MDGs in the water sector.
The action plan was adopted but it has to be updated based on the results of the survey on water availability
completed in November 2005. Second, through public-private partnerships promotion. Seven pilot publicprivate partnerships in water sector are underway. The lessons learnt from these experiences would allow the
extension of the approach to other secondary water centers.
Good governance
Public Finance:
12.
The government adopted the PRGB (plan de renforcement de la gestion budgétaire) action plan in 2002
to improve public finance management. The PRGB action plan covers eight objectives of which the most
important include: (i) enhance the capacity of institutions in charge of budget management; (ii) improve the
regulatory framework of budget management; (iii) improve the quality and transparence of the budget;
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(iv) enhance budget monitoring and control; (v) deepen budget execution deconcentration; (vi) improve the
sustainability of budget management softwares. The Bank has been supporting PRGB action plan
implementation through the PRSCs. The first series of PRSCs helped to empower the Ministry of Finance for
conducting PERs and preparing MTEFs. Now the PER process in Burkina is driven by the government and the
preparation of a global MTEF is well established as well. An important outcome of the MTEF is the fact that
the MTEF helped to better align the allocations of the budget with the PRSP priorities. Regarding the specific
measures supported by PRSC-4, progress has been satisfactory. PRSC-4 focused on budget execution including
procurement issues. Notable progress has been achieved in budget execution, specifically in the deconcentration
of budget execution, as well as in procurement reforms. Now the budget can be spent in 8 regions without
resorting to the center. A new procurement code and several texts for its implementation were adopted and
enforced. A CPAR assessment was conducted in 2005 to update the reforms. An action plan is being adopted.
13.
Decentralization is a new area of interest included in the new series of PRSC. Progress was slow in this
area because of intense inter-ministerial discussions as regards the financial and human resource implications of
the decentralization. New elections are scheduled for February 2006 and all the texts for operationalizing the
decentralization have been drafted and a workshop held on December 6-7, 2005 adopted the final versions to be
approved. The new series of PRSCs will place emphasis on decentralization.
Environment
14.
The implementation of the capacity building action plan launched at the beginning of the PRSC process
continued with PRSC-4. Guidelines for Environmental Assessment were made available to 5 line ministries
where environment cells were already established. Environmental evaluation was conducted for 4 IDA projects.
5.
Major Factors Affecting Implementation and Outcome
Design issues
15.
PRSC-4 was anticipated in PRSC-3 with the understanding that the government would build a new
PRSP framework; PRSC-4 then launched a new series of three operations for 2004-06. However, the challenge
to the Bank team was that the operationalization of the PRSP remained an area of weakness given the split of
MEDEV and MFB. The PRSP action plan was the basis for PRSC 4-6 but additional work by government was
needed to make it operational and ultimately the Bank and the SP-PPF with some sector consultations had to
put it into a PRSC frame to proceed in a consistent logical frame. In addition donor harmonization finally took
off but the subsequent government’s decision to manage the process – although positive - ultimately delayed the
development of a joint performance assessment framework until mid-2005. These developments imply that the
programmatic series and the results framework for it had to be adjusted somewhat in PRSC-5 to provide clearer
indicators and baseline for indicators that will allow to better measure progress made under the
PRSP/PRSC/CGAB.
Implementation issues:
16.
There are three types of implementation issues: coordination issues, weak capacities of institutions and
vested interests action. With respect to coordination issues, the Permanent secretary for policies and financial
programs (SP-PPF) at the Ministry of Finance- generally provided excellent support for the implementation of
PRSC agreed measures. Prior to supervision missions, the policy matrix was sent to line ministries to call for
meetings with the PRSC team. The announcement of PRSC missions and invitations sent to implementation
agencies helped to better prepare the evaluation of progress. Line ministries gathered relevant information for
the mission to evidence progress, which make them feel more comfortable in the discussion with the PRSC
team. But the coordination unit was not quite successful to preparing for the PRSC missions for three reasons.
First, it was often overwhelmed by requests from several donors at the same time, which did not leave it with
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enough room to focus on PRSC measures. Hopefully, the adoption of a unified framework for budget support –
CGAB- in 2005 will cut down transaction costs for SP-PPF. Second, the split of ex-Ministry of Economy and
Finance into two ministries, a Ministry of Finance and Budget on the one hand and a Ministry of Economy and
Development on the other hand, resulted in coordination issues and lesser PRSP/PRSC experience with the
newly established SP-PPF. This difficulty is now solved. Third, with respect to institutions capacities, several
important reforms were delayed because of lack or weak capacity. For instance, weak capacity of Ministry of
Finance, Ministry of Public Administration and Ministry of Decentralization in the design of resource
(personnel and infrastructures) transfer mechanisms to local authorities delayed the decentralization agenda.
Another example is the weak capacity of the Ministry of Energy and the Privatization Commission to conduct
the process of energy sector liberalization even if Bank procedures (non objection) contributed later on to the
delay. A third example is the weak capacity in most of line ministries regarding planning and budgeting which
often resulted in lack of resources for the implementation of key reforms. Fortunately, SP-PPF came up with a
provisional solution to solve this issue with a fungible budget line for all the ministries in such a position. The
last example is related to the mobility of staff in line ministries. For instance, after being trained on MTEF, the
director of financial administration and the director for studies and planning in the Ministry of Secondary
Education were moved away. The new staffs appointed were not very familiar with MTEF.
17.
Finally, reforms in telecommunication and energy sectors were delayed because of vested interests.
Some government officials were not very keen for the privatization the telecom and electricity companies.
Trade unions resistance has also impeded progress in labor code reforms as well.
6.
Bank and Borrower Performance
Bank Performance
18.
Overall, Bank performance was satisfactory. First of all, despite the context of the revision of the PRSP
the Bank managed to design the new series of PRSC which broadened the coverage of priority areas by
including growth and employment generation and decentralization in the reform agenda. Second, the Bank
succeeded to harmonize PRSC disbursements with the budget cycle which helped the government to better plan
and manage expenditures commitments. Third, the Bank also organized supervision missions in time to help the
implementation agencies meet the deadline for most of the triggers. Nevertheless, there are still shortcomings in
the functioning of Bank teams for many reasons. First, because of their responsibilities for many other tasks,
sector TTLs were not often available in due time to fully participate in PRSC preparation missions. Second, the
implications of the new approach (budget support versus investment operation) should have brought in some
improvements in the way Bank’s teams should work with the client. Bank sector teams should have assisted the
government through a thorough policy dialogue on sector issues and strategies and program budgets
preparation. They should have made sure that the priority programs in the sector are well funded and well
managed. But, most of them remain focused on project implementation and are either not very familiar with
budget issues or sufficiently engaged in dialogue during budget preparation. Burkina PRSC team envisioned to
organize a workshop for TTLs on public finance issues.
Government Performance
19.
Although Burkina Faso has established a strong track record in implementing reforms, the
government’s performance for this specific operation is moderately satisfactory. Positive developments can be
reported in the implementation of the PRSCs. First, the role of PRSCs is increasingly understood by central and
sectoral ministries. Second, the Ministry of Finance has established a good monitoring system of PRSC
measures, and effectively conducted the negotiations of the credit. Third, several line ministries are now more
familiar with the PRCSs and made relevant proposals for measures to be taken into account in the reform
program for next operations. They also made efforts to meet the deadlines for the triggers. Nevertheless, there is
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room for improving government performance in several areas. First, line ministries still need to understand that
the resources provided through the PRSC are fungible and not earmarked. Consequently, they need to better
plan activities and get them funded through the national budget. Second, PRSC-4 implementation encountered
delays or setbacks in critical reforms. The failure to privatize the Telecommunication Company, ONATEL and
delays in the liberalization of the energy sector are attributable to the government. Regarding ONATEL, had the
government followed the advice provided by the Privatization Adviser (Banque d’affaires) and adopted an
attractive strategy, the privatization of ONATEL would have been completed by now. Regarding the energy
sector reform, a more consultative approach with key stakeholders, including donors could have prevented the
government from revising repeatedly the law on energy sector reform. Other important areas where reforms
were delayed included decentralization, the preparation of an MTEF for the education sector, the
implementation of action plan for health personnel motivation.
7.
Findings and Implications for Subsequent Operation(s) in Series
20
In assessing overall progress in the implementation of reforms sought under PRSCs, one should take
into account the track-record established by a country. While three PRSC-4 triggers were not fully met at
appraisal, the team proposed to approve the credit on the basis of the Government’s reform record and initial
steps that were taken at that time. The decision proved correct as all measures were subsequently fully
implemented, and the delays did not have adverse consequences.
21.
One continuous lesson from PRSCs’ implementation in Burkina is the need for strengthening the
PRSC-related sectoral dialogue by involving more actively line ministries as well as Bank sector teams.
Currently, the latter are often overwhelmed by the preparation and supervision of several projects, and the
transition from project to programmatic support has proved difficult. But if the PRSCs are to be successful
operations, such transition should be made. In that respect, it is worth thinking of how to change the incentives
structure to encourage the transition. A solution is to split and allocate upfront the PRSC administrative budget
to sector teams which will be then hold accountable for the outcome in their respective sectors. This approach
has been adopted with the preparation of PRSC-6.
22.
An important issue is how Bank’s teams could get better involved in budget preparation whether
formally or informally. The government has already expressed its concerns of the risk of undermining its
ownership on budget preparation if it has to adopt a formal consultation with donors on the budget. The draft
budget is always sent to all the donors at the same time the budget is submitted to the Parliament. But, this time
is too late for Bank’s teams to have dialogue on sector budget. Bank’s teams should get involved in budget
preparation when the line ministries are preparing their draft budget. In that respect, the initiative is left so far
with each sector team to have consultation with his counterparts in the government on sector program budget.
But so far, Bank’s teams did not fully engaged in budget preparation. A country team retreat may help to come
up with practical solutions in that area.
23.
An emerging lesson is the need to pay more attention to the effectiveness of parallel support projects.
The Bank has sought to prepare capacity building projects and other development projects to accompany the
implementation of reforms sought under the PRSCs. However, issues with these projects (ranging from poor
coordination and procurement delays) have sometimes delayed the implementation of PRSC measures.
Bringing the necessary changes will probably require revisions in assessing Bank’s performance under the
PRSC, by including performance under associated projects as well.
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Appendix 1 : Government contribution
Ministère des Finances
Et du Budget
--------Cabinet
Burkina Faso
--------Unité – Progrès – Justice
Rapport d’achèvement du quatrième Crédit d’Appui à la Stratégie de Réduction de la Pauvreté
de la Banque Mondiale
Novembre 2005
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Introduction
Le CASRP 4 est la première opération d’une nouvelle série de trois opérations pour appuyer, à travers des aides
budgétaires, la mise en œuvre de la stratégie de réduction de la pauvreté adoptée par le gouvernement du
Burkina Faso en 2000 et révisée en 2004. Il soutient les objectifs du gouvernement de maintenir un
environnement macro-économique sain et d’accélérer la croissance économique. En particulier, le CASRP 4 a
visé à renforcer la gestion macroéconomique à court terme et la création d’un environnement économique et
institutionnel favorable à la réduction de la pauvreté.
Le CASRP a reposé de ce fait sur l’exécution d’un ensemble de mesures de politiques en vue d’atteindre les
objectifs de réduction de la pauvreté. Les mesures de réformes retenues dans le programme sont tirées du
programme d’action prioritaire du Gouvernement pour l’opérationnalisation du CSLP. Celles-ci ont été
convenues de manière consensuelle entre la Banque Mondiale et la partie nationale et, dans le cadre du suivi
régulier du programme, le CASRP 4 a fait l’objet de revues conjointes par les deux parties au cours de la
période 2003-2004.
Le CASRP 4 a été évalué au cours du premier trimestre 2004 et négocié au début du second trimestre, ce qui a
permis d’organiser le processus de son approbation par les instances de la banque, sa mise en œuvre et la
mobilisation des ressources en phase avec le cycle budgétaire. Ce quatrième financement, d'un montant de
soixante millions (60.000.000) de dollars EU a été consenti essentiellement sous forme de dons.
Ce rapport d’achèvement du CASRP 4 va s’articuler autour de trois principaux points. Il s’agira dans un
premier temps de donner notre appréciation sur ce quatrième crédit, ensuite de faire une analyse de l’exécution
des mesures du CASRP 4 et enfin de faire des propositions pour une meilleure gestion des CASRP futurs.
I - Appréciation par la partie nationale du quatrième CASRP
L’expérience des trois premiers CASRP a permis une nette amélioration de la mise en œuvre du quatrième
CASRP 4. Le CASRP, cadre excellent pour le dialogue entre la Banque et le gouvernement, permet aussi
d’assurer un programme macro économique en cohérence avec les politiques sectorielles. Il comporte un niveau
de flexibilité satisfaisant dans la mesure où il permet : (i) sur la base d’actions « déclencheurs » un soutien
continu sur le long terme ; (ii) au gouvernement de faire avancer les réformes à des rythmes variables selon les
secteurs ; (iii) son évaluation se fait selon un cadre et un calendrier convenus à l’avance, son décaissement est
rapide, en tranche unique et aligne avec le cycle budgétaire; (iv) le décaissement modulable du crédit par la
Banque en cas de non réalisation à bonne date de certaines mesures « déclencheurs ».
Le CASRP 4 a appuyé la mise en œuvre du CSLP, à travers les réformes visant une réduction continue de la
pauvreté, confortant ainsi le gouvernement dans une meilleure appropriation des politiques et programmes. La
participation effective des sectoriels leur permet de s’impliquer davantage dans le processus et leur assure une
meilleure compréhension des enjeux du CASRP.
Le CASRP 4 a néanmoins été confronté à des difficultés au cours de sa mise en œuvre. La difficulté principale
réside dans le fait que l’instrument reste insuffisamment compris par certains acteurs impliqués dans sa mise en
œuvre au niveau des ministères sectoriels, qui le perçoivent comme un projet ce qui traduit la non intégration
des coûts de mise en oeuvre des mesures par les sectoriels au niveau de leur budget. Pour les ministères, le
gouvernement doit mettre à leur disposition des ressources additionnelles au moment de l’exécution des
mesures. La faiblesse des capacités (humaines et matérielles) et la non maîtrise des budgets programmes au
niveau des ministères sectoriels constituent également des contraintes à la bonne mise en œuvre du CASRP.
La faiblesse de l’appareil statistique national est restée un problème majeur, qui rend difficile l’accès aux
statistiques et indicateurs requis pour l’appréciation des résultats. L’on note cependant une amélioration
progressive de la production d’informations statistiques aussi bien en provenance de l’Institut National des
Statistiques et de la Démographie (INSD) que des Directions des Etudes et de la Planification (DEP) et des
Directions des Affaires Financières (DAF), mais des efforts restent toujours à faire dans ce domaine.
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Le CASRP 4, approuvé en mai 2004 pour 60 millions de dollars EU, a permis d’enregistrer des avancées
significatives dans de nombreux domaines. Les principales réalisations sont retracées dans la partie suivante.
II - Réalisations du quatrième crédit d’appui à la réduction de la pauvreté
Les crédits d’appui à la stratégie de réduction de la pauvreté étant des appuis budgétaires non ciblés, ils sont
pris en compte dans le processus d’allocations budgétaires à travers les enveloppes sectorielles du CDMT. Ils
contribuent donc à toutes les réalisations assurées par le budget.
Les opérations du quatrième CASRP ont appuyé en grande partie une gestion budgétaire saine, une
amélioration de la fourniture de services de base, notamment en matière d’éducation et de santé. Par ailleurs,
elles ont contribué à stimuler les sources de croissance à travers des réformes structurelles pour la promotion du
secteur privé et l’accroissement des investissements dans le secteur du développement rural.
En vue d’approfondir les liens entre le CSLP et la matrice du CASRP, les mesures du CASRP 4, contrairement
à celles des trois précédents, ont été regroupées sous trois grandes composantes, à savoir : (i) la croissance et la
création d’emploi pour les axes 1 et 3 du CSLP ; (ii) le développement des ressources humaines pour l’axe 2 du
CSLP et (iii) la bonne gouvernance pour l’axe 4 du CSLP.
L’exécution du CASRP 4 a été satisfaisante dans l’ensemble et les progrès réalisés ont justifié la mise en œuvre
de la suite de la série (CASRPs 5 et 6). La plupart des mesures programmées ont été mises en œuvre, et cela a
permis d’obtenir des résultats significatifs dans tous les domaines du CSLP.
Axe 1 : accélérer la croissance et la fonder sur l’équité
La contribution du CASRP 4 à la réalisation des objectifs visés par cet axe du CSLP a consisté en la mise œuvre
de mesures visant le renforcement du cadre macroéconomique en soutien au programme convenu avec le FMI
d’une part, et d’autre part à l’amélioration du processus de formulation et d’exécution du budget avec
notamment l’utilisation des Cades de Dépenses à Moyen Terme (CDMT) et des Revues des Dépenses Publiques
(RDP) pour une plus grande cohérence entre le budget et les priorités du CSLP.
Le CASRP 4 a soutenu l’Etat dans la poursuite de l’exécution de son programme de désengagement des
secteurs de production, traduisant ainsi sa volonté à faire du secteur privé le moteur de la croissance
économique. Ainsi, la privatisation du portefeuille résiduel de l’Etat a été poursuivie et de nouvelles actions
visant la promotion du secteur privé ont été développées, contribuant ainsi à l’amélioration du cadre d’exercice
des affaires. La concertation instaurée avec les partenaires du secteur privé a été renforcée pour rechercher de
manière concertée les voies et moyens d’assouplir les formalités de création d’entreprises et d’améliorer
l’environnement des affaires au Burkina Faso.
Concernant particulièrement le secteur des télécommunications, après les phases de mise en place de l’organe
de régulation et de l’ouverture du segment de la téléphonie mobile à deux opérateurs privés, le processus de
privatisation de l’opérateur historique en occurrence l’ONATEL a été entamé. De même, la reforme du secteur
de l’énergie a connu des avancées avec l’adoption par le gouvernement des options de structuration des sous
secteurs de l’électricité et des hydrocarbures, ouvrant la voie pour le démarrage des travaux de renforcement des
capacités de production thermique de la SONABEL (acquisition d’une centrale de 14 MGW) et du projet de
l’interconnexion Bobo Dioulasso/ Ouagadougou. La libéralisation du secteur coton a également franchi une
étape majeure avec l’installation de deux nouvelles sociétés cotonnières dans les zones du Centre et de l’Est.
Axe 2 : promouvoir l’accès des pauvres aux services sociaux de base
Les réformes entreprises dans le cadre du CASRP 4 ont contribué significativement au développement des
ressources humaines, élément indispensable pour soutenir un développement économique durable. Ces réformes
se sont surtout focalisées sur l’éducation et la santé dont les politiques sont bâties autour du Plan Décennal de
Développement de l’Education de Base (PDDEB) et du Plan National de Développement Sanitaire (PNDS), qui
sont deux éléments clés du CSLP.
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Dans le domaine de l’éducation de base, le gouvernement a continué à allouer des ressources substantielles au
secteur en vue d’accroître l’offre d’infrastructures et de recruter davantage d’enseignants pour rendre
fonctionnelles les nouvelles salles de classes. Ces efforts ont rehaussé le niveau des différents indicateurs de
l’éducation de base. Ainsi, le taux d’admission en première année a connu un bond de 13,7 points s’établissant à
66,6% en 2003. Le taux brut de scolarisation s’est inscrit à 52,3% en 2004-2005 contre 45,1% en 2002-2003. Le
CASRP 4 a permis également de mettre en place les premiers éléments pour l’élaboration d’un CDMT sectoriel
avec le MEBA et le MESSRS. De même, il a favorisé le lancement des réflexions sur l’augmentation du
nombre d’heures d’enseignement.
Concernant particulièrement l’orientation de la lettre de politique éducative du gouvernement, le CASRP 4 a
soutenu: (i) la conduite de campagne de sensibilisation et de mobilisation sociale et la prise de mesures
incitatives telles que l’obligation d’acceptation en première année de tout enfant remplissant les conditions
d’accès, (ii) la distribution gratuite des manuels et fournitures dans les 20 provinces prioritaires, (iii) la dispense
de frais de scolarité en première année pour les filles et la promotion des cantines assistées ou endogènes et, (iv)
l’opérationnalisation du Fonds National d’appui à l’Alphabétisation et à l’Education Non Formelle
(FONAENF).
Dans le domaine de la santé de base, le mauvais état sanitaire et nutritionnel accentue le phénomène de la
pauvreté au Burkina Faso dont il constitue à la fois une cause et une conséquence. Il en résulte une diminution
de la productivité et des revenus des ménages. Parmi les autres facteurs associés à la pauvreté et contribuant à
un mauvais état de santé des populations figurent l’analphabétisme des femmes et l’accès réduit à l’eau potable
et à l’assainissement. Le souci d’améliorer l’état sanitaire et le bien-être des populations a conduit le
gouvernement à organiser en juin 2003 une table ronde des bailleurs de fonds pour réunir les ressources
nécessaires au financement du Plan National de Développement Sanitaire, élaboré sur une base décennale
(PNDS).
Par ailleurs, le CASRP 4 a soutenu la poursuite des actions entreprises au cours de l’exécution du premier cycle
de CASRP, notamment : (i) la normalisation des structures sanitaires et la dotation de celles-ci en personnel
minimum pour assurer leur fonctionnalité, (ii) la réduction des marges bénéficiaires du centre national
d’approvisionnement en médicaments génériques, ce qui a permis de réduire les prix et d’accroître l’accès à ces
médicaments (iii) la gratuité des soins prénataux et les services de vaccination (iv) la motivation pour maintenir
le personnel dans les zones rurales sous - desservies, et le transfert des responsabilités de l’attribution et de la
gestion du personnel aux niveaux régional et provincial. Toutes ces opérations ont aussi contribué à encourager
la prévention continue à travers les programmes de vaccination et la distribution concomitante de vitamine A
aux enfants de 0 à 5 ans.
Pour améliorer l’exécution des crédits accordés aux districts sanitaires dans le cadre de la déconcentration
budgétaire, un suivi plus régulier des régies d’avance a été entamé après l’accroissement de 10% des moyens
alloués aux structures déconcentrées du secteur. Cette augmentation des crédits délégués a contribué à assurer
un meilleur fonctionnement des districts sanitaires. Le gouvernement a par ailleurs renforcé les Comités de
Gestion des Centres de Santé (COGES) par la formation de leur personnel en micro planification, et des
dispositions ont été prises par le gouvernement pour l’élaboration d’un CDMT sectoriel en vue de favoriser le
pilotage du PNDS.
Axe 3 : accroître les opportunités d’emploi et d’activités génératrices de revenus pour les pauvres
Le CASRP 4 a intégré des mesures visant à soutenir une véritable stratégie de développement rural. Les actions
prioritaires ont concerné le développement de l’économie de marché en milieu rural, l’accroissement continu
des revenus ruraux à travers la diversification des filières et la poursuite de la réforme de la filière coton par son
ouverture à de nouveaux investisseurs. Le gouvernement a également intensifié les actions de soutien aux
initiatives visant la diversification des sources de revenus du monde paysan et le renforcement de la sécurité
alimentaire et nutritionnelle grâce à la petite irrigation villageoise, développées pour des cultures de contre
saison.
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Dans le domaine des productions agro-pastorales, le CASRP 4 a soutenu l’élaboration des plans d’actions
oléagineux (septembre 2003), porcine (octobre 203) et fruits et légumes (étude démarrée en novembre 2003 et
achevée en septembre 2004).
Par ailleurs des actions ont été aussi développées dans le domaine de l’hydraulique rurale et de
l’approvisionnement en eau potable. Après l’adoption de la loi d’orientation relative à la gestion de l’eau, le
gouvernement a préparé et adopté dans le cadre du programme de plan d’action pour l’atteinte des objectifs du
millénaire dans les domaines de l’eau et de l’assainissement, aussi bien en milieu rural que urbain sur la période
2003-2005. De même dans le domaine du désenclavement des zones rurales, l’effort de construction de pistes
rurales a été poursuivi en vue de créer des pôles de développement capables de stimuler une diversification des
opportunités d’activités économiques.
Axe 4 : promouvoir la bonne gouvernance
Le CASRP 4 a soutenu de manière continue les efforts du gouvernement dans le domaine de la gouvernance en
vue de maintenir un cadre macro-économique stable et d’aligner son cadre de dépenses à moyen terme (CDMT)
avec les priorités de CSLP. Ces objectifs ont été poursuivis à travers les mesures de réformes suivantes :
(i)- l’utilisation de règles de formulation, d’exécution et de contrôle de la gestion budgétaire favorisant les
piliers du CSLP, notamment la santé, l’éducation et le développement rural sur la base de solides revues des
dépenses publiques ;
(ii)- le respect des procédures de base en matière de passation de marché et de gestion financière. A cet
effet, en vue de la renforcer le dispositif réglementaire des marchés publics, un projet de décret a été élaboré
pour réglementer les concessions et l’affermage ;
(iii)- la réforme de la fonction publique et de la décentralisation a continué à être appuyé à travers la mise
en œuvre du processus de la décentralisation et de la déconcentration des services publics, afin d’améliorer
l’efficacité des prestations de services sociaux tout en assurant leur qualité. Ainsi, la déconcentration de
l’ordonnancement a été engagée pour accroître l’efficacité du mécanisme de délégation des crédits aux
régions et aux provinces. Démarré à Bobo–Dioulasso en avril 2003, la déconcentration de l’ordonnancement
des dépenses budgétaires a été étendue en 2004 à quatre autres chefs lieux de régions, en l’occurrence
Ouahigouya, Kaya, Koudougou et Tenkodogo.
L’élaboration des Cadres de Dépenses à Moyen Terme (CDMT) 2004-2006 a permis de disposer d’enveloppes
financières sectorielles traduisant les priorités sectorielles et leur adéquation avec la stratégie nationale de
réduction de la pauvreté. Le budget étant l’instrument de mise en œuvre du CSLP, celui 2004 a été élaboré
selon la nomenclature UEMOA de 2003.
Le CASRP-4 a soutenu la mise en œuvre du processus de la décentralisation et de la déconcentration du service
public, comme le moyen d’améliorer l’efficacité et la qualité des prestations de services sociaux de base. Il
comporte aussi la délégation de crédits budgétaires aux régions et aux provinces, l’émission d’ordre de
paiement aux niveaux régional et provincial.
Le volet environnemental introduit au cours du CASRP 3 a été poursuivi dans CASRP 4, permettant au
gouvernement d’accroître sa capacité d’étudier l’impact environnemental et la protection de l’environnement.
III - Propositions pour les prochains CASRP
Les prochains CASRP devront continuer de prendre en compte les insuffisances relevées au cours de
l’exécution des CASRP antérieurs et, dans le processus, le gouvernement entend assurer son leadership dans la
définition et la coordination des actions à entreprendre, conformément à l’orientation affichée clairement dans
le CSLP.
Par ailleurs, dans le domaine du renforcement de la programmation budgétaire, le gouvernement entend
promouvoir la mise en place d’instruments appropriés tels que le CDMT et le budget - programme dans les
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ministères sectoriels, avec l’appui de la banque. Un meilleur suivi - évaluation des indicateurs du CASRP et par
conséquent, du CSLP, nécessite non seulement le renforcement des services nationaux de statistique (INSD,
services des ministères sectoriels) en ressources humaines, mais aussi le développement des capacités
d’analyse.
Par ailleurs, il importe que les revues et les évaluations du CASRP s’inscrivent dans le nouveau cadre
d’organisation des appuis budgétaires en soutien à la mise en œuvre du CSLP adopté le 11 janvier 2005. En vue
de permettre une plus grande appropriation des actions par la partie nationale, une meilleure implication de la
mission résidente est nécessaire, mais avec une coordination des services en charge du suivi des appuis
budgétaires au sein du ministère des finances et du budget. L’efficacité du CASRP repose sur l’engagement de
la banque et du gouvernement à travailler de concert pour une meilleure compréhension de l’instrument.
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Appendix 2: Measures taken before PRSC-4 and progress to date
(Triggers in Boldface)
Policy Area
Macroeconomic
Framework
Original Measures PRSC-4
Maintain a stable macroeconomic
framework during the program
period.
Measures Implemented before PRSC-4
Trigger fulfilled as specified.
Progress as of end October, 2005
The IMF approved a new three-year program supported under the PRGF in
June 2003. The fourth review of the program has been conducted in June
2005 and was considered by the IMF’s Executive Board on September 7,
2005, indicating that economic performance in 2004 was relatively strong,
despite the adverse external shocks that emerged in the second half of the
year, notably the sharp decline in world cotton prices and the increase in
world oil prices. Economic growth remained robust at 4.6%, inflation was
low (-0.4%), and all fiscal targets were met.
The sharp decline in Burkina Faso's terms of trade has reduced economic
growth prospects for 2005, and presents the authorities with substantial
challenges. The authorities' program strikes an appropriate balance between
the need for fiscal restraint in the face of this shock and the need to push
ahead with priority expenditures in support of the poverty reduction strategy.
Revenues have been in line with the authorities' target and expenditures have
remained oriented toward key social services, notably health and education,
as well as growth and productivity-enhancing capital investments. The fifth,
review of the current PRGF arrangement is scheduled for December 2005.
FIRST COMPONENT : GROWTH AND EMPLOYMENT CREATION
A.
Rural sector
Open the cotton
sector for private
investors
Continue with the implementation
of the action plan for opening the
cotton sector to private investors as
signified by bringing the assets in
two zones to the point of sale.
Preparation of the terms of reference
and begin the elaboration of a study
on options for the evolution of the
cotton sector after the transition
period.
Trigger mostly fulfilled. The technical bids for the two zones
were evaluated in August 2003. The council of ministers
validated the process in January 2004, retaining two bidders for
the central zone and three bidders for the eastern zone. The
government issued the invitation for financial bids in February
2004 and financial bids were received and opened on April 6,
2004. While the assets of the two zones were not brought to the
point of sale prior to PRSC-4 negotiations, the government was
expected to invite winning bidders for negotiation in May 2004
and to transfer the assets on time for the new cotton campaign.
Delays were encountered because one bidder unsuccessfully his
disqualification on technical ground
The privatization of the two zones has been successful. Two new companies
FASO COTON and SOCOMA took over the control of the two zones in
September 2004. SOCOMA’s share is 20% of total cotton production and
FASO COTTON’s is 10%. Despite a gloomy cotton world market, the two
new companies have been doing well so far. SOCOMA has already built a
new ginning unit to face an expected rise in cotton production. FASO
COTTON is planning to move its plant to a new location outside the capital
city of Ouagadougou to address environmental concerns and is also planning
the increase its ginning capacity. Overall, Burkina is now the largest cotton
producer in West and Central Africa.
A Bank-financed consultant carried out a mission in January 2005 to advance
the preparation of the new regulatory framework.
The study on options for future evolution of the cotton sector
was under preparation at the time of the negotiations.
Diversification of
rural incomes
Dissemination of the results of the
different studies on agricultural
diversification and definition of
diversification policies resulting from
these studies under the forthcoming
global development strategy.
Results of finalized studies were disseminated. Following the
adoption of action plans for the promotion of several products,
the government adopted the global rural development strategy
in December 2003.
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All the action plans (cereals, rice, beans, fruit and vegetable) are now
completed. However, implementation is slow because of lack of funding.
Policy Area
B. Telecommunic
ation sector
Privatization of
ONATEL
Trigger fulfilled as specified. The privatization strategy was
adopted in early 2003, and the pre-qualification process was
launched in May 2003. Pre-qualified candidates were notified
in July 2003. The bidding document were prepared in Fall 2003
and sent to pre-qualified bidders in December 2003.
The privatization of ONATEL was not completed in 2004 because private
investors did not find attractive the three-stages strategy proposed by the
Government:
•
Selling of 34% of the share to the new investor.
•
After 3 year selling of an additional 10%
•
After 8 years, selling of a further 7% to provide a majority share to the
private investor.
None of the pre-qualified bidders submitted a financial offer. The government
adopted a new strategy in March 2005, providing an outright majority of 51
percent to the private investor. However progress has been limited so far.
Trigger partially fulfilled. On the basis of studies on the
restructuring of the electricity sector, the Council of Ministers
adopted the reform strategy on March 24, 2004. The petroleum
sector strategy was reviewed by the Council of Ministers on
March 31, 2004, and instructions were issued to finalize the
report for adoption.
A new regulatory framework was approved by Parliament in May 2005.
However, implementation decreed should further clarify the role of the
different institutions in the energy sector.
Preparation of a comparative study on
labor market laws and regulation.
The study has not started before PSRC-4.
The study is now planned to start in December 2005. A draft report is
expected in February 2006.
Begin of tripartite discussions on the
reform of the labor code.
The discussions have taken place and the labor code revision
was finalized in 2004.
The revised Labor Code was adopted in September 2004. The
implementation texts are not taken yet.
PREPARE SECTOR FOR PRIVATIZATION
AND LAUNCH BIDS FOR ONATEL AS
SIGNIFIED BY:
(I) ADOPTION OF THE PRIVATIZATION
STRATEGY BY THE COUNCIL OF
MINISTERS.
(II) LAUNCH THE PRE-QUALIFICATION
PROCESS.
(iii) Launch the bidding process on the
basis of draft bidding documents.
(iv) Finalize evaluation of technical
bids.
C.
Energy sector
Private sector
involvement in
management of
SONABEL and
SONABHY
Prepare sector for private sector
participation as signified by:
(i) Adoption by the council of
ministers of the revisions to the 1998
law to adapt the legal and regulatory
framework of the electricity sector.
The Government has carried out several audits of the accounts of SONABEL
and SONABHY in the context of the preparation of their privatizations.
(ii) Adoption of the development
strategies for the electricity and
petroleum sectors by the council of
ministers.
Private sector
development
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Policy Area
A.
SECOND COMPONENT : HUMAN RESOURCE DEVELOPMENT
Education
Make sufficient budgetary allocations
for the implementation of the PDDEB
FINALIZATION OF THE TRANSFER OF
RESPONSIBILITIES FOR THE
RECRUITMENT AND ASSIGNMENT OF
TEACHERS TO THE DREBA AND
PREPARATION OF AN ACTION PLAN
FOR THE IMPLEMENTATION OF THE
TRANSFER OF RESPONSIBILITIES FOR
The 2004 budget included allocations consistent with the
PDDEB. Allocations exceeded initial provisions in the 2004-06
MTEF. In addition, PDDEB implementation benefited from
additional resources under the HIPC Initiative.
The DREBA are now responsible for recruitment and
assignment of teachers and all recruitments are for a prespecified regional post. However, the salaries continue to be
paid through the central budget until the decentralization
process has progressed further with the nomination of
governors, extension of budget management systems to
regional capitals, and deconcentration of the payroll
management system.
The implementation of the study was delayed.
THE MANAGEMENT OF TEACHERS AND
RELATED BUDGETARY RESOURCES TO
DPEBA IN 2004.
The system of sub-cycles was implemented by decree with the
2003-04 school year. Verification was under way during the
preparation of PRSC-4.
The study was carried out and the Ministry of basic education is preparing an
action to address issues identified. The orientations for the action plan are: (i)
strengthen the control, (ii) adopt a more flexible schedule for schools
depending on local specificity; (iii) strengthen parents’ participation in the
management of schools. The action plan is slated for adoption in December
2005.
INCREASE THE EFFECTIVE HOURS OF
TEACHING TIME.
A draft sectoral MTEF for MEBA was prepared.
Verify the implementation of the
system of sub-cycles.
Preparation of a draft sectoral MTEF
(MEBA et MESSRS).
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A joint committee composed of staff from MEBA, MESSRS and Ministry of
finance was established in October 2005 and is finalizing a draft MTEF for
the entire sector. The draft MTEF is expected in the first quarter 2006.
B.
Policy Area
Health
Ensure the provision of essential
medication and care by:
- Continuing the distribution of free
vitamin A supplements after the
discontinuation
of
the
polio
vaccination days;
Verifying
randomly
the
application of the new price
structure for generic drugs and
essential medical services and
taking of corrective measures in
cases of non-application;
- Providing sufficient budgetary
resources in 2004 for the provision
of subsidized health services.
Trigger fulfilled as specified.
The distribution of vitamin A supplements continues during the
polio vaccination days.
The general health inspectorate has verified the application of
the price structure and prepared an internal audit report in
March 2004.
The 2004 budget provided resources for the provision of health
services at the prices specified in the February 2003 circular.
- 22 -
Polio vaccination was not discontinued and the distribution of free vitamin A
is being continued.
Policy Area
Health (continued)
Pursue the deconcentration of health
ministry personnel by transferring the
newly educated health staff of the
national health school to the regional
and district level.
New health workers are now directly assigned to regions.
Prepare an action plan on the basis of
the results of the WHO and Nouna
studies on incentives for health
personnel and begin its
implementation, assuring the
financing of measures in the 2005-07
MTEF.
The studies on incentives for health worker staff have been
finalized and validated. However, an action plan for their
implementation was expected in June 2004, after the approval
of PRSC-4.
Increase the share of deconcentrated
credits in the health budget by 10
percent in 2004 and put in place a
mechanism for regular monitoring of
the régies d’avance.
The deconcentrated credits increased by 10 percent. Informal
monitoring by the health ministry and the treasury began; a
formal monitoring mechanism for the regies d’avance was
proposed for adoption by the ministries in charge of finance
and health.
Prepare a draft sectoral MTEF.
The MTEF was under preparation. Preliminary studies and
some training took place with the support of Bank staff and
other donors.
The MTEF for 2005-2007 was completed in February 2005.
Triggers fulfilled as specified. The PNDS monitoring
committee was named and met. Monitoring indicators were
adopted in November 2003. A first bi-annual review with field
visits took place in March 2004.
The monitoring of health development program is satisfactory. A supervision
missions composed of health ministry staff and representatives of donors
visited health centres in late 2004 and made recommendations.
Establish a framework for annual
monitoring and evaluation of the
PNDS on the basis of its indicators
and key objectives, jointly with
national partners and donors by:
- naming a committee for the PNDS
implementation;
- organizing through the committee
bi-annual reviews showing the
achievements of objectives, status of
disbursements, absorption rates,
and supporting and constraining
factors; and
- joint evaluation of the PNDS
implementation by way of
indicators.
- 23 -
A comprehensive strategy to better motivate and manage health workers
including the recruitment of staff by regions was adopted and the associated
action plan is being implemented under the supervision of the commission for
human resource management created within the Committee in charge of the
follow up of the PNDS.
Policy Area
C. Water
Infrastructure
A. Budget:
Formulation
B. Budget:
Execution
Prepare and adopt an action plan for
achieving the MDGs in the water
sector in the rural and urban areas in
general and for the period 2003-05 in
particular.
The plan was finalized in early 2004 and integrated in the
revised PRSP and its action plan.
The action plan is being implemented and will be updated thanks to the inputs
provided by the survey of water points
Prepare a timetable and action plan for
the implementation of a public-private
partnership in the water sector in
urban areas and a regulatory
framework by 2006.
The preparation of the action was delayed.
5 pilot cases of PPP are underway. An assessment will draw from these
experiences and propose a generalisation of the approach to the rest of
secondary water centres.
Prepare an action plan to reduce
government water bills.
An action plan has been prepared to review the list of all users
belonging to the public administration and all water
connections in public buildings. A list of water connection
points billed to the government was prepared by the water
companied and transmitted for verification to the Ministry of
Finance.
THIRD COMPONENT : GOOD GOVERNANCE
The review of all water connections in public building to reduce water
leakages is under way.
Adopt the draft budget and
program budgets for 2004 on the
basis of sectoral ceilings of the 200406 MTEF and in line with the
priorities of the PRSP.
Trigger fulfilled as specified.. The 2004 budget respects
baseline sectoral MTEF ceilings for ministries reflecting PRSP
priorities.
The preparation of a global MTEF introduced in Burkina with the help of the
Bank in 2000 is now well established. A global MTEF is prepared each year
to allocate budget ceilings to line .ministries. The intersectoral allocations
take into account the PRSP priorities. Based on the ceilings each line ministry
prepares program budgets in line with the PRSP objectives.
Prepare a draft PER for the ministries
of higher education and justice.
A PER for higher education was finalized and a PER for the
justice ministry was under preparation.
The two studies were completed and the government is currently
implementing key recommendations from these PER. For instance, budget
execution is now deconcentrated in these two ministries.
Effective integration of foreignfinanced investments into the budget
execution monitored by the CID.
No notable advance has been made in this respect. An
AFRITAC mission has given technical assistance and
recommended the improvement of data collection and
disbursement procedures and eventually the development of a
new foreign-financing module for integration of data into the
CID.
The integration of data of foreign financed investments into the budget
appeared to be more complex and difficult than expected. The government
eventually decided to build a new information management system based on
SYGADE, a debt management software initially designed by CNUCED for
debt management. The revision of the software is now planned to be
completed by September 2006.
Finalize the technical concept for the
integrated revenue circuit (CIR).
A consultant has been identified and hired for the preparation
of the CIR concept. The study of the existing equipment was
finalized and work on the concept for the computerization was
under way.
The Software for budget execution –CID- now covers 9 out of 13 regions and
activities are underway to connect the remaining 4 regions in 2006.
Operationalize the extension of the
CID to a total of 5 regional capitals
with a connection to the
government accounting system
(CIE).
Trigger fulfilled as specified. In addition to the existing
connection to Bobo-Dioulasso, 4 regional capitals (Koudougou,
Ouahigouya, Kaya, and Tenkodogo) were identified, material
was purchased and the extension of the CID was made effective
in the first quarter of 2004.
- 24 -
Policy Area
C. Budget:
Procurement
D. Budget
management and
ex post control
Verification of application of the
new procurement decree, the
manual of procedures and the
standard documents for a sample of
public procurement during 2003 by
the IGF.
Trigger fulfilled as specified. The audit report was finalized in
March 2004.
Preparation of a draft decree for
leasing and concession contracts
meeting best international practice.
A first draft decree was finalized in March 2004.
Given the considerable time necessary to validate the manual or procedures
and the standard documents, the verification by IGF concentrated essentially
on the new procurement decree. Future audits will verify the application of
these texts. A large external audit of 2004 procurement contracts was carried
out in 2005 with the financing of EU. A CPPR was also conducted in 2005
and these two assessments are serving as the basis for a consolidated and
comprehensive action plan for procurement reform in Burkina for the
upcoming years.
Issue a ministerial arrêté determining
the conditions for the issuance and
withdrawal of accreditation for public
works corresponding to norms of
transparency and equity
Two arrêtés were under preparation. A first round of
discussions with the private sector took place in on the arrêté
concerning road works, adoption of which was planned for endJune 2004.
Conceive a computer application to
set up a database and a software
application to follow the procurement
process consistent with the existing
expenditure framework (CID).
The central directorate for procurement has been connected to
the computerized expenditure management system. Technical
staff has been hired to begin with the conception of the
computer application.
Satisfactory implementation of
PRGB measures in this area, in
particular:
Trigger fulfilled.
(i) application of the WAEMU budget
classification;
(ii) preparation of treasury account
balances on a monthly basis and
preparation of the account balances
for 2002;
(i) The new WAEMU budget classification has been
incorporated in the CID and is being applied since the 2004
budget.
(ii) Treasury account balances are being prepared monthly
since March 2003. Account balances for 2002 were finalized in
December 2003.
(iii) strict application of the timetable
for budget operations to reduce the
level of expenditure committed and
not yet paid;
(iv)
elaborate
and
begin
implementation of an action plan for
the creation of an accounting system
for government property; and
(v)
continue
the
capacity
reinforcement at the IGE and IGF and
adopt a coherent status for staff in all
control services
The government eventually decided to transform PRGB into a sector strategy
document. Significant progress was made in that direction. Meantime, PRGB
measures are being implemented under several financing from budget support
donors (Switzerland, Netherlands, France, Germany, Afdb and the Bank.
(iii) The timetable for closing of budget operations was applied
strictly in 2003 and the government begun to remove unpaid
commitments from the payment circuit toward the end of the
year. Excluding HIPC spending, the stock of unpaid
expenditure commitments fell by 2.3 CFAF billion in 2003
despite lower-than anticipated foreign disbursements.
(iv) An action plan was prepared. Implementation has begun in
2004.
(v) Staff of IGE was increased in 2004. The Council of
Ministers instructed the relevant ministries on March 31, 2004
to finalize a new decree on the status of control services.
- 25 -
The treasury has now catched up with the time requirements for the
submission of government accounts (compte de gestion) to the Supreme
Audit Court in 2005. 2004 Accounts were transmitted to the national
Assembly with the draft budget.
Policy Area
E. Public sector
reform and
decentraliza-tion
Finalization of the work to build a
consistent personnel database and
maintenance
of
the
personnel management
system
(SIGASPE).
The consistency check of the database was largely completed.
Only 116 inconsistent cases remained to be resolved.
Maintenance of the system remained hampered by weak
resource allocation and difficulties to find skilled computer
personnel.
The software for personnel management was successfully implemented. A
workshop to draw lessons of 5 years experience was held in 2004 and an
action plan to develop the software and extend it to line ministries and
regions was adopted. Several line ministries have been already using the
SIGASPE.
Preparation of an action plan for the
extension of SIGASPE to line
ministries and deconcentration of
personnel management.
An action plan was prepared. It focused on deconcentration of
personnel management to line ministries but did not include the
deconcentration to the regional level.
Implementation of the region as
deconcentrated entity and adoption
of the application texts for the
TODs.
F.
Environ-ment
Satisfactory implementation of the
measures
specified
in
the
Environmental Assessment for PRSC3, notably:
(i) sufficient budget funding in 2004
for the implementation of key
measures of the capacity building
plan;
(ii) development of sectoral guidelines
for EAs;
(iii) replacement of EA focal points
with cells; and
(iv) enhanced supervision of EMP
implementation of IDA credits.
Trigger not yet fulfilled. Texts for the regions have been
adopted in March-April 2003 defining the role and resources of
governors. Resources for regions and their staff have been
inscribed in the 2004 budget. The national assembly adapted
the decentralization law in August 2003 to define the role of
villages, departments, provinces and regions in the
deconcentration and decentralization process. A variety of draft
application texts have been prepared to regulate resource and
personnel transfers and define the role of the different players
(village elder, high commissioner, governor, regional council
etc).
(i) Budget resources were increased but not sufficiently for
capacity building measures. The Ministry of Finance was to
provide additional resources.
(ii) 6 sectoral guidelines were developed.
(iii) 3 large ministries (transport, finance, energy) replaced their
focal points with cells; a fourth (decentralization) was
preparing the texts for implementing a cell.
(iv) Implementation of environmental management plans in 3
IDA projects was evaluated.
- 26 -
The draft texts prepared by commissions headed by the Ministry in charge of
Decentralization were subject to intense interministerial discussions as
regards the financial and human resource implications and took substantially
longer than expected. The governors for the 13 regions were nominated
eventually in late 2004. The finalization of the texts for the transfer of
infrastructures, personnel and financial resources is underway. The texts
should be adopted before the upcoming local elections scheduled in February
2006.
The office responsible for EAs (DGACV) in the Ministry of environment has
held in 2004 and 2005 several training sessions to sensitize the other
ministries staff of the importance of integrating environment issues in their
activities. It has also carried out supervision of IDA projects.
Appendix 3: Burkina Faso: Selected Economic Indicators
Table 3. Burkina Faso: Selected Economic and Financial Indicators, 2002–06
2002
Est.
2003
Est.
2004
Est.
2005
Prog. 1/
Est.
2006
Prog. 1/
Proj.
'(Annual percentage change; unless otherwise specified)
GDP and prices
GDP at constant prices
GDP deflator
5.2
3.3
8.0
1.5
4.6
3.3
3.5
1.7
3.5
3.2
4.8
2.2
4.8
2.6
2.3
3.9
2.0
3.2
-0.4
0.7
4.0
2.0
5.7
2.6
2.0
2.0
2.0
2.0
0.0
-9.7
11.9
2.9
5.2
10.4
2.4
9.4
16.3
4.9
0.8
-4.9
8.1
22.9
4.3
8.2
4.8
3.4
5.3
5.3
11.9
4.0
7.9
6.8
4.3
7.4
5.1
2.3
7.1
5.3
8.3
4.2
4.1
7.5
4.3
4.3
2.5
-17.0
2.1
46.3
25.0
9.1
-0.7
-0.8
3.8
63.4
28.9
23.3
4.9
1.8
-1.1
62.0
37.8
1.4
13.1
-26.4
...
53.0
50.7
1.9
16.7
-29.3
...
54.0
54.2
8.5
10.6
0.3
...
55.0
53.0
19.7
12.9
-1.0
...
59.5
61.8
Gross investment
Government
Nongovernment sector
Gross domestic savings
Government savings
Nongovernment savings
Gross national savings
17.5
7.1
10.4
4.2
2.6
1.6
2.5
17.0
6.3
10.7
4.1
4.1
0.0
4.8
18.6
7.7
10.8
7.4
4.8
2.6
10.7
19.5
7.8
11.7
6.6
4.5
2.1
10.4
20.1
7.7
12.4
6.8
4.5
2.4
10.5
20.8
9.5
11.2
7.2
5.0
2.4
9.0
20.1
8.6
11.6
6.7
4.9
1.8
8.5
Central government finances
Current revenue
Of which: Tax revenue
Total expenditure
11.4
10.6
21.4
12.1
10.8
20.3
12.8
11.8
21.4
13.3
12.3
22.9
13.1
12.2
22.6
14.0
13.0
24.7
13.8
12.8
24.3
11.4
-10.0
-4.8
10.4
-8.2
-2.9
10.6
-8.6
-4.3
12.1
-9.6
-4.3
11.9
-9.5
-4.2
12.5
-10.7
-7.3
12.3
-10.5
-7.2
External sector
Exports of goods and services
Imports of goods and services
Current account balance (excluding current official transfers)
Current account balance (including current official transfers)
9.0
22.3
-12.6
-10.0
8.9
21.7
-12.7
-8.6
9.9
21.0
-10.7
-7.8
9.6
22.4
-12.3
-9.1
9.5
22.7
-12.8
-9.6
9.6
23.1
-12.8
-11.8
10.4
23.8
-12.7
-11.6
Nominal GDP (in billions of CFA francs)
2,277
2,494
2,696
2,838
2,872
3,039
3,089
Consumer prices (annual average)
Consumer prices (end of period)
Money and credit
Net domestic assets (banking system) 2/
Credit to the government 2/
Credit to the private sector 2/
Broad money (M2)
Velocity (GDP/M2)
External sector
Exports (f.o.b.; valued in CFA francs)
Imports (f.o.b.; valued in CFA francs)
Terms of trade
Real effective exchange rate (– = depreciation)
World cotton price (US$ cents per pound) 3/
Average petroleum spot price (US$ per barrel) 3/
(In percent of GDP; unless otherwise indicated)
Of which: Current expenditure
Overall fiscal balance, excluding grants
Overall fiscal balance, including grants
Sources: Burkinabè authorities; and Fund staff estimates and projections.
1/ EBS/05/130, August 24, 2005.
2/ In percent of beginning-of-period broad money.
3/ Source: WEO.
- 27 -
Appendix 4 : PRSC-4, 5 and 6 results indicators
Policy Area
Macroeconomic
Framework
Expected Outcome
Accelerate real growth
and
reduce
the
incidence of poverty.
PRSP/PRSC
Indicators
Poverty headcount
2001
actual
-urban poverty headcount
-rural poverty
Real GDP growth rate
6.8%
2002
actual
54.60%
(1998)
2003
actual
46.40%
22.40%
61.10%
5.2%
19.20%
52.40%
8%
2004
actual
2005
est.
2006
target
41%
15%
48%
4.6%
7.7%
24%
COMPONENT I: GROWTH AND EMPLOYMENT
A.
Rural sector :
Reinforce the
competitiveness of
agricultural and agro-food
sectors
Improvement of the
competitiveness
and
economic performance
of the cotton sector
Improvement of the
coordination in the
interprofession
Limit the state to
supervisory functions
and transfer other
functions to
professionals in the
sector or to the private
sector
Growth rate of cotton seed
production
37%
7%
18%
17%
Growth rate of cotton fiber
exports
6.7%
36.1%
18%
17%
Evolution of the number
of professional
agricultural organizations
with economic vocation
Clarification of the
roles and
responsibilities for
agricultural
development
Producers and their
organizations take a
larger role
- 28 -
30,515
24%
40,000
comments
Policy Area
Expected Outcome
PRSP/PRSC
Indicators
2001
actual
2002
actual
2003
actual
2004
actual
2005
est.
-18.8%
16.0%
2006
target
Improvements in the
economic performance
of the sector
Facilitate private
investment and export
of agricultural products
Rural development
(Diversification)
B.
Telecommunication
sector
Diversification of
agricultural production
Private sector
participation in order to
increase the density of
the fixed net and reduce
the cost of fixed and
mobile telephone
services, in particular
the connection costs
between fixed line and
mobile phones.
Growth of cereal
production
growth of livestock
exports
Evolution of average costs
of telecommunication
between mobile and fix
36%
0.6%
16.5%
-16%
11%
-27%
10.1%
5%
170
170
170
number of users for fix
Privatization of ONATEL
C.
Energy sector
Private sector
participation in the
electricity and
petroleum sectors to
improve the
management of the
electricity and
petroleum distribution
companies, reduce
electricity production
costs and tariffs, and
reduce cost of
petroleum products
number of users for
mobile
Evolution of costs of a
KwH (in the long run,
until 2015)
Private sector participation in
the energy and petroleum
sectors
- 29 -
80,000
100,00
0
450,00
0
400,000
110
110
110
150
110
comments
Policy Area
D.
Private sector
development
Expected Outcome
Identify strength and
weaknesses of the
existing labor market
laws and regulations
PRSP/PRSC
Indicators
Number of days needed to
accomplish the formalities
to create a new business
2001
actual
13. Number of
businesses created
2002
actual
2003
actual
2004
actual
14
2005
est.
7
2006
target
7
56.8%
58.1%
60.2%
n.a.
Reduce cost to start new
firms
Facilitate trade
Improve performance of
the justice system
growth of gold exports
E. Mining
A.
Education
77.2%
31.7%
36.4%
Improve the public
service in particular in
rural areas
COMPONENT II: ACCESS TO BASIC SERVICES
Gross School enrollment
47.75%
rate of 60.2 percent (51.9
percent for girls)
41.00%
46.0%
51.0%
52.9%
51.9%
32.90%
36.8%
42.2%
44.9%
46.0%
Improve the school
enrollment rate in rural
zones
gross school enrollement
for girl
15. School enrollment
rate of 46 percent in the 20
most disadvantaged
provinces
16. Admission rate for
first grade of 89.7 percent
(83.7 percent for girls)
52.90%
67.6%
77.7%
72.1%
89.7%
45.40%
43.20%
37%
36.80%
64.1%
56.30%
66.7%
48.80
%
83.7%
46%
Achieve higher literacy
rates for the poor
Admission rate for girls
17. Admission rate in
the 20 most disadvantaged
provinces
18. Primary completion
rate of 33.8 percent
26.70%
32.76%
33.80
%
33.80
%
19. Literacy rate of 36
percent (22 percent for
women)
Literacy rate for women
B.
-64.5%
Health
- 30 -
32%
36%
17%
22%
comments
Policy Area
Expected Outcome
PRSP/PRSC
Indicators
2001
actual
2002
actual
2003
actual
2004
actual
2005
est.
2006
target
Increase efficiency in use of
resources
Increase the availability
of resources on the
regional and provincial
level
Increase the protection
of children against
diseases
Improvement of access to
health services
Reinforce
the
implementation of the
PNDS
20. Maternal mortality
rate of 313 per 100,000
births
21. Child mortality rate
of 87 per 1000 live births
484
484
313
313
105
105
83
83
28. Rate of assisted
births: 55 percent
36%
33.49%
22. CPN2 coverage
rate: 80 percent
54.10%
23.
70%
162.7
40%
50%
75%
80%
Vaccination rates:
24. DTC3: 87.5 percent
25. VAR: 87.5 percent
26. VAA: 87.5 percent
27. BCG: 93 percent
29. Percentage of health
centers satisfying
personnel standards: 85
percent
30. Children with
insufficient weight: less
than 30 percent
64.3%
84.4%
69.2%
9.9%
78.3%
71.2
71.6
86.3%
42.2%
87.7%
78.34
85
109.7%
75.8
85%
87.5%
85
87.5
93
90%
38%
35%
30%
20%
20%
20%
2,285
2,732
3,532
Staff development
Nutrition
C.
Social protection
Increase the number of
staff in the remote areas
% of health primary care
centers with minimum
staff
Better protection
vulnerable groups
31. Number of children
covered
of
32. Number of reinserted children
74.4%
76.2%
76.8%
1,432
- 31 -
comments
Policy Area
D.
Expected Outcome
Budget: Formulation
safe
water
Improve budget
formulation and the link
between program
budgets, MTEF, and
budget.
Reinforce the link
between public
expenditure and growth
and the link between
objectives, resource
allocation, and results
Improve the
transparency of public
expenditure
management
Increase the
responsibility of budget
managers
B.
2001
actual
2002
actual
19
20
2003
actual
2004
actual
2005
est.
2006
target
Water Infrastructure
Increase
coverage
A.
PRSP/PRSC
Indicators
33. Number of
provinces with a safe
drinking water coverage
over 75 percent: 37
34. Share of houses
with access to safe
drinking water: 92 percent
in rural and semi-urban
areas,
34 bis. Share of houses
with access to safe
drinking water: 80 percent
in urban areas
35. Household share
with hygienic latrines in
urban areas: 43 percent
37
64.2%
92%
88.5%
33.30%
35%
39%
43%
9.40%
10.20%
10.95
%
11%
education
12.40%
14.38%
14.30
%
14.50
%
social protection
All together
0.80%
22.60%
0.81%
25.39%
0.90%
26.15
%
1%
26.50
%
37. Budget execution
rate in priority sectors
69%
70%
72%
77%
38. Absorption rate of
external resources exceeds
66%
70%
72%
77%
COMPONENT III: GOVERNANCE
36. Share of the budget
allocated to social sectors
(excluding foreign
financed and HIPC)
health
Budget: Execution
Improve budget
execution
- 32 -
comments
Policy Area
C.
Budget: Procurement
Expected Outcome
Improve the
transparency of public
resource management.
PRSP/PRSC
Indicators
77 percent
2001
actual
39. Number of audited
procurement contracts: 5
percent
2002
actual
2003
actual
2004
actual
2005
est.
2006
target
10%
12%
15%
3
4
5
Efficient and simplified
procurement system.
D.
Budget management
and ex post control
Improve
budget
reporting and public
accounting
Dispose of a functional
classification
of
expenditure
Follow more closely the
use and location of
government property
Reinforce the ex post
control
E.
Public sector reform
and decentraliza-tion
Improve
personnel
management and data
on wage bill
number of ministries
where SIGASPE was
installed
number of region where
the software was installed
Personnel Management
Public sector reform and
decentraliza-tion
More
effective
management of human
resources
Improve local service
delivery
and
empowerment of local
communities.
(continued)
Decentralization
Management of rural
development ministries
Improve efficiency and
quality if basic services
of
the
rural
development ministries.
- 33 -
13
comments
Policy Area
F.
Environment
Expected Outcome
Larger and improved
supply of initial and
professional training in
agriculture
Improve capacity to
assess
environmental
impact of government
activities and protect
environment.
PRSP/PRSC
Indicators
2001
actual
50 percent of the selected
ministries
have
an
environmental cell
- 34 -
2002
actual
2003
actual
2004
actual
2005
est.
4
2006
target
15
comments

ACRONYMS AND ABBREVIATIONS

Transcription

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