caribbean development bank development effectiveness review

Transcripción

PUBLIC DISCLOSURE AUTHORISED
CARIBBEAN DEVELOPMENT BANK
DEVELOPMENT EFFECTIVENESS REVIEW - 2013
This is a redacted version of the document approved by the Bank’s
Board of Directors that excludes information that is subject to
exceptions to disclosure set forth in the Bank’s Information
Disclosure Policy.
Any designation or demarcation of, or reference to, a particular territory or geographic area in this Document is not
intended to imply any opinion or judgment on the part of the Bank as to the legal or other status of any territory or
area or as to the delimitation of frontiers or boundaries.
CURRENCY EQUIVALENT
[Dollars ($) throughout refer to United States dollars unless otherwise stated]
ABBREVIATIONS
BMCs
BNTF
CARICOM
CDB
CPAs
CSPs
CXC
DRM
EE
GDP
IDB
LDCs
MDCs
MDGs
mn
MPM
MSMEs
NPRSs
OCR
OECS
PBO
PCRs
PPES
PPI
RE
RCI
RMF
RPGs
TA
TVET
-
Borrowing Member Countries
Basic Needs Trust Fund
Caribbean Community
Caribbean Development Bank
Country Poverty Assessments
Country Strategy Papers
Caribbean Examination Council
Disaster Risk Management
Energy Efficiency
Gross Domestic Product
Inter-American Development Bank
Less-Developed Countries
More-Developed Countries
Millennium Development Goals
million
Multi-Dimensional Poverty Measurement
Micro, Small and Medium Enterprises
National Poverty Reduction Strategies
Ordinary Capital Resources
Organisation of Eastern Caribbean States
Policy-Based Operations
Project Completion Reports
Project Performance Evaluation System
Project Implementation Performance Index
Renewable Energy
Regional Cooperation and Integration
Results Monitoring Framework
Regional Public Goods
Technical Assistance
Technical and Vocational Education and Training
TABLE OF CONTENTS
EXECUTIVE SUMMARY
1.
INTRODUCTION
2.
PROGRESS TOWARDS DEVELOPMENT OUTCOMES
 Level 1 – Regional Progress Towards Selected Caribbean-Specific
MDG Targets and Development Outcomes
- Poverty and Human Development
- Other Development Indicators

Level 2 – CDB’s Contribution to Country and Regional Outcomes
Through Outputs
- Overview of the Portfolio for Level 2
- Performance of Level 2 Indicators
- Achievement in the Cross-cutting Priority – Gender Equality
- Education and Training
- Agriculture and Rural Development
- Economic and Social Infrastructure
- Private Sector Development
- Water and Sanitation
- Environmental Sustainability, DRM and Climate Change
- Citizen Security
- Social Protection
- Capacity Development
- Regional Public Goods

Level 3 – Operational and Organisational Effectiveness
- Operational Quality and Portfolio Performance
- Resource Allocation and Utilisation
- Strategic Focus
- Capacity Utilisation and Gender Equality
- Use of Administrative Budget Resources
- Business Processes and Practices

Level 4 – Ownership Alignment and Partnership
CONCLUSION
SCHEDULE
1.
INDICATORS REPLACED AND NEW INDICATORS
APPENDICES
1.
2.
3.
BMCs POVERTY INDICATORS: 1996-2012
RESULTS MONITORING INDICATORS 2010 – 2013
PORTFOLIO PERFORMANCE INDEX BY SECTOR
EXECUTIVE SUMMARY
1.
The Caribbean Development Bank’s performance up to 2013, as assessed through its Results
Monitoring Framework (RMF), is summarised in Table 1 below:
TABLE 1: DEVELOPMENT EFFECTIVENESS SCORECARD –
AN OVERVIEW OF THE RMF PERFORMANCE IN 2013
LEVEL 1:REGIONAL AND CARIBBEAN-SPECIFIC MDG TARGETS AND DEVELOPMENT OUTCOMES
Poverty and Human Development
Mixed
Other Development Outcomes
Mixed
CDB’S CONTRIBUTION TO COUNTRY AND REGIONAL OUTCOMES THROUGH OUTPUTS (LEVEL 2)
Education and Training
Mixed
Agriculture and Rural Development
Good
Economic and Social Infrastructure
Good
Private Sector Development
Good
Water and Sanitation
Good
Environmental Sustainability, Disaster Risk Management, and Climate Change
Mixed
Citizen Security
Not
assessed
Social Protection
Not
assessed
Capacity Development
Good
Not
assessed
OPERATIONAL AND ORGANIZATIONAL EFFECTIVENESS (LEVEL 3)
Operational Quality and Portfolio performance
Resource Allocation and Utilisation
Strategic Focus
Capacity Utilisation and Gender Equality
Use of Administrative Budget Resources
Business Processes and Practices
Good
Mixed
Good
Mixed
Poor
Good
OWNERSHIP, ALIGNMENT AND PARTNERSHIPS (LEVEL 4)
Ownership
Good
Harmonisation
Good
Alignment
Mixed
Partnership
Good
(ii)
The Caribbean Development Bank (CDB) continues to improve its performance towards the
delivery of many of the targets set out in the RMF. Of the 22 groups of indicators monitored
through the RMF, three of them cannot be assessed because of insufficient data for half or more of
their indicators; and only one group is assessed as poor performing with more than 50% of its
indicators having regressed or stalled in their performance. Fifty percent or more of the indicators
in 11 of the remaining 18 groups are rated as green, i.e. more than half of all indicators are on-track
to be achieved [Refer to Scorecard].
Level 1 – The achievement of income poverty targets continue to be challenging in the context of
the ongoing impact of the global financial and economic crisis. The Bank has worked with
Borrowing Member Countries (BMCs) to improve their fiscal and debt management as well as to
strengthen their capacity to spur sustainable growth. These efforts have been carried out through a
number of policy based lending operations in several BMCs. While there is some optimism about
improved economic growth in 2014, this improvement will be insufficient for the income poverty
indicators to achieve their targets. The review shows, however, that some tangible results are being
achieved in Haiti through the Community-Driven Development projects. [Refer to page 9]. Nonincome poverty indicators related to net enrolment in secondary school and proportion of
population with access to improved water supply have already exceeded their targets. Progress on
the remaining non-income poverty and finance development indicators was encouraging although
proceeding too slowly to attain 2015 targets.
Level 2 – CDB’s performance in delivering on its core targets of outputs and outcomes continued
to improve with five of the seven assessed groups rated green. These highly rated performances
were in agriculture and rural development, economic and social infrastructure, private sector
development, water and sanitation and capacity development. Mixed performances, rated as
amber, are recorded for education and training, and environmental sustainability, disaster risk
management (DRM) and climate change categories. It is noteworthy however, that in these groups
50% of the indicators were rated green. The other three categories, i.e. citizen security, social
protection and regional public goods (RPGs) have not yet been assessed because of insufficient
data.
Level 3 – Progress towards targets set for 2014 has been rated green in three categories of indicators
(operational quality and portfolio performance, strategic focus, and business processes and
practices) of the six categories which are being monitored. The indicator of portfolio performance
rating for implementation improved significantly, while that for the percentage of projects
completed in the past two years with Project Completion Reports (PCRs) also improved
substantially with 93% having PCRs. This indicator is likely to achieve the target set for 2014.
(iii)
Mixed ratings have been recorded for two other categories, i.e. resource allocation and utilisation,
and capacity utilisation and gender equality; and there is continued poor performance in the
category “use of administrative budget and resources”. The trend for capacity utilisation and gender
equality is however showing improvement as the Bank continues to focus on filling the outstanding
vacancies and promoting diversity in its staff complement. The trend for indicators on the use of
administrative budget resources is downwards and suggests that efforts at cost control need to be
enhanced while measures are implemented to reverse the slide in loan approvals and disbursements.
In terms of strategic focus, the proportion of committed resources directed to the less-developed
countries (LDCs) remains high at 57% and financial support for environmental sustainability and
climate change is already within the target range. Support for the establishment of country systems
designed to enhance evidenced-based policy-making has been progressing as planned. In addition,
progress towards improving the Bank’s results focus is demonstrated by the increasing number of
results-based Country Strategy Papers (CSPs) in use [Refer to Tables 7 and 8].
Level 4 – The Bank monitors its Aid Effectiveness through a number of indicators from the Paris
Declaration on Aid Effectiveness/Accra Agenda for Action principles of ownership, harmonisation
and partnership with positive progress in all indicators under these categories.
The relatively strong performance in relation to ownership, harmonisation and partnership reflects
the Bank’s collaborative way of working with BMCs and other development partners, and has led
to an overall good rating at this level of the RMF. The achievement of targets set for alignment
will require increased efforts in 2014 particularly in the area of capacity development through
coordinated programmes.
1.
INTRODUCTION
1.01
The Development Effectiveness Review 2013 is the third annual report on the corporate
performance of CDB. The Review assesses the Bank’s performance in meeting the targets set out in its
RMF and provides insights into how CDB contributes to the sustainable development of its BMCs. The
RMF was created as a tool to guide and measure progress in achieving results in the Bank’s five strategic
objectives of promoting broad-based economic growth and social development; supporting environmental
sustainability and DRM; promoting good governance; fostering regional cooperation and integration (RCI);
and enhancing organisation efficiency and effectiveness for the period between 2010 and 2014, as set out
in the Strategic Plan. Based on this assessment, the Review identifies the main challenges CDB faces and
proposes measures to mitigate or resolve them. It also provides key information that can facilitate
discussion between Management and the Board about performance, and the need for strategic adjustments
in the Bank’s operations.
1.02
The RMF uses indicators to track performance at four levels, as illustrated in Figure 2 below:
FIGURE 2: THE RESULTS MONITORING FRAMEWORK
STRUCTURE FOR 2010-2014 STRATEGIC PLAN
Level 1 Regional Development Goals
• Progress towards selected Caribbean specific Millennium Development Goals (MDGs) targets
and development outcomes (cannot be attributed solely to CDB's interventions)
Level 2 Output and outcome contributions
• Monitors the direct contribution of CDB's interventions [as set out in (CSPs) and Project
Documents] towards achieving regional development goals
Level 3 Operational and Organisational Effectiveness
• Reviews the performance of CDB's business model, focussing on six specific areas:
Operational Quality and Portfolio Performance; Resource Allocation and Utilisation, Strategic
Focus, Capacity Utilisation and Gender Equality; Use of Administrative Budget Resources, and
Business Processes and Practices.
Level 4 Ownership, Alignment and Partnership
• Articulates the principles by which CDB carries out its work
1.03
Level 1 shows the Region’s progress in addressing long-term development challenges particularly
in the areas of poverty and human development, economic growth, environmental sustainability and climate
change, and RCI. Indicators included at this level provide context to the Bank’s work and cannot be directly
attributed to CDB because they are the result of a combination of actions, policies and measures
implemented or funded by BMCs and other development partners. Level 2 summarises how CDB is
contributing to country and regional development by measuring progress in achieving key outcomes and
outputs. Indicators at this second level come from a range of results information from all Bank-assisted
activities, [including direct poverty-reducing initiatives under the Basic Needs Trust Fund (BNTF)],
financed through Ordinary Capital Resources (OCR) and Special Funds Resources (SFR). Level 3 shows
progress in achieving the Bank’s operational efficiency and effectiveness targets; and Level 4 monitors the
ways the Bank is working in partnership with its BMCs and other development partners.
Assessment Methodology
1.04
The RMF uses a traffic light rating system to assess performance to date on all selected indicators
and the trend towards achieving the targets where relevant. A traffic light signal is used at two levels: first,
at individual indicator level where the assessment considers actual progress as of December 31, 2013
-2compared with the baseline or target, and second, at an aggregated level where the assessment considers
the performance of a group or category of indicators. A further assessment of the trend towards the
achievement of a given target is introduced as a refinement to Level 3 indicators, where it is necessary to
track the trend of the change processes underway at the Bank, as well as the status of the indicators. The
rating system is described below.
1.05
The scale used to assess the status of selected individual indicators in the Results Framework is as
follows:
The target has been achieved or is 'on-track' to being achieved by target date, i.e.
positive progress is being made over the review period (2010-2014).
Progress has been made over the review period, but too slowly to achieve the target
by target date.
Progress has either stalled (i.e. no progress) or regressed over the review period.
There are insufficient data or data are unavailable to be able to assess progress.
1.06
The scale used to assess performance of a group or category of indicators is as follows:
Good: more than half of all indicators are on-track to be achieved.
Mixed: half or fewer of all indicators are on track, and there are some where progress is
slow, or has stalled or regressed.
Poor: more than half of all indicators have stalled or regressed.
Not assessed: due to data unavailability for half or more of the indicators, it is not possible
to make a performance assessment.
1.07
The trend in the indicators at Level 3 is described as follows:
Improvement since last assessment, likely to maintain or improve rating.
No or little change, rating is stagnant.
Deterioration since last assessment, likely to slip, or move to a lower rating.
-32.
PROGRESS TOWARDS DEVELOPMENT OUTCOMES
LEVEL 1: REGIONAL PROGRESS TOWARDS SELECTED CARIBBEAN-SPECIFIC MDG
TARGETS AND DEVELOPMENT OUTCOMES
2.01
CDB’s primary development focus is to assist BMCs to achieve sustainable results in reducing
poverty and building resilience to external shocks. Consistent with the Strategic Plan 2010–2014, CDB
monitors progress on these development outcomes to ensure that the Bank’s strategies and policies continue
to be relevant. Level 1 indicators monitor BMCs’ performance in achieving development outcomes related
to poverty reduction and human development, economic growth, environmental sustainability and climate
change, and RCI1. The performance of these indicators and targets also informs CDB’s future country
assistance strategies and programmes.
Poverty and Human Development
Mixed
2.02
Table 2 shows out-turns for poverty and human development indicators. Performance in this
category has been mixed and is rated amber, with two indicators assessed as green and four as amber.
2.03
In 2013, the latest poverty estimates for Turks and Caicos Islands were added to the assessment of
the indicators on income poverty (Indicators 1 and 2). Despite the national poverty and indigence rates for
Turks and Caicos Islands showing declines (from 26% in 1999 to 22% in 2012 for the poverty rate, and
from 3.2% in 1999 to 0% in 2012 for the indigence rate), these decreases were insufficient to significantly
change the aggregate picture of poverty for BMCs as a whole, which remained at 54% and 32.6% for
poverty and indigence, respectively.
2.04
The work to produce the poverty assessment for Turks and Caicos Islands marks the end of the
current round of CDB-supported Country Poverty Assessments (CPAs) for BMCs. Some of the main
achievements of this exercise include pushing poverty higher up on the public policy agenda and providing
relevant evidence for implementing projects aimed at poor communities2 (See Box 1). For the next round
of assessments, CDB is considering updating the methodology underpinning the poverty assessments by
adopting a multi-dimensional poverty measurement (MPM) approach that takes account of the determinants
of poverty, including inequality, deprivation and vulnerability. This will help to enhance the policy-making
relevance of future CPAs.
Box 1: CPAs and Public Policy to Address Poverty
CPAs have fostered public policy geared towards reducing poverty and improving the living conditions of all citizens. In
addition, they allow countries to track how they are doing with respect to the MDGs. There are several public policy documents
that use the information produced in the CPAs to advance public policy debates and programming both in terms of poverty
and the MDGs. The leading public policy documents used by BMCs for addressing the conditions of the poor and building on
the information provided in the CPAs is the Poverty Reduction Strategy, and in some countries, the Growth and Poverty
Reduction Strategy. The focus in these strategy documents is on economic and social sectors, social protection, and safety net
policies and programmes geared towards bringing the poor and vulnerable into the mainstream of economic activity, and
addressing human capacity development and social vulnerability issues. Other key policy documents include Medium-Term
Development Strategic Plans, National Development Plans, Social Protection Strategies, Social Safety Net Assessments, Poverty
and Social Impact Assessments and Poverty Maps.
1
In most cases, regional averages for level 1 indicators have been calculated as an arithmetic mean of the available data for BMCs, except for the
income poverty indicators where the averages are weighted by population size.
2
Process Review of CPAs 2005-2013 (Draft February 2014)
-4TABLE 2: LEVEL 1 - SELECTED CARIBBEAN-SPECIFIC MDG TARGETS AND REGIONAL
DEVELOPMENT OUTCOMES
Baseline
Indicators3
Year
Value
POVERTY AND HUMAN DEVELOPMENT IN CDB’s BMCs
1. Proportion of population below the poverty
line (%):
2006
54.0
- including Haiti
2006
20.0
- excluding Haiti
2. Proportion of population below the indigence
line (%):
2006
35.0
- including Haiti
2006
4.0
- excluding Haiti
3. Net enrolment in primary education (%):
- Female
2006
94.0
- Male
2006
94.0
4. Net enrolment in secondary education (%):
- Female
2006
73.0
- Male
2006
68.0
5. Proportion of population with access to an
improved water source (%):
- Urban
2009
96.0
- Rural
2009
87.0
6. Proportion of population with access to
improved sanitation (%):
- Urban
2009
86.0
- Rural
2009
84.0
OTHER DEVELOPMENT OUTCOMES
GDP per capita
7. GDP per capita (constant 2005 prices, $)4
Group 1 BMCs
2009
24,307
Group 2 BMCs
2009
5,554
Group 3 BMCs
2009
423
Environmental sustainability and climate change
8. Reported economic losses resulting from natural
2005disasters and climate variability (% of GDP)
2007
9.0
Latest
Target
(2015)
Year
Value
27.0
15.0
2013
2013
54.0
21.1
17.5
2.0
2013
2013
32.6
3.7
95.0
95.0
2012
2012
91.0
90.0
80.0
77.0
2012
2012
87.0
83.0
94.0
92.5
2013
2013
96.9
91.0
88.0
86.5
2013
2013
86.4
82.4
26,120
6,123
530
2013
2013
2013
22,721
6,262
438
n/a
2013
8.65
9. Ratio of area protected to maintain biological
diversity to surface area6
2009
3.46
n/a
2012
4.2
10. Proportion of land area covered by forest (%)
2008
36.0
n/a
2013
46.4
Regional Cooperation and Integration
11. Intra-regional trade as a percentage of total
regional trade7
2006
14.0
20.0
2012
13.0
Avg
19992003
20.0
30.0
Avg.
20042008
20.8
Indicator
Status
Summary
Rating
Mixed
Mixed
12. Direct Investment of MDCs in LDCs ($ mn)8
3
\\
Level 1 indicators are sourced mainly from international databases or regional agencies, such as the United Nations Statistics Department’s MDG
database, the World Bank’s Little Green Data Book and World Development Indicators, the International Disaster Database and CARICOM, except
for the Poverty indicators which come from surveys in CPAs. The education indicators (Source: UNESCO Institute for Statistics) have been
supplemented with more recent country data where available.
4
In line with the Special Development Fund (Eighth Cycle) (SDF 8), the following CDB categorisation of BMCs has been used: Group 1: Anguilla,
Antigua and Barbuda, the Bahamas, Barbados, British Virgin Islands, Cayman Islands, Trinidad and Tobago, Turks and Caicos Islands; Group 2:
Belize, Dominica, Grenada, Guyana, Jamaica, Montserrat, St. Kitts and Nevis, St. Lucia, St. Vincent and the Grenadines; Group 3: Haiti.
5 Provisional damage and needs assessments for losses in St. Vincent and the Grenadines, Dominica and St. Lucia from December 2013 flooding.
6 Source: UN Statistics Division: Indicator covers terrestrial and marine protected areas and is available periodically.
7
Data revision for 2012 Source: CARICOM
8
Source: CARICOM, Caribbean Investment and Trade Report 2010 – available every five years.
-52.05
Progress towards the poverty targets was sluggish for the period under review, mainly due to the
lingering impact of the global recession on economic growth and the performance in BMCs. This means
that significantly higher economic growth rates will be required to achieve a sustained impact on poverty
reduction. [Refer to Appendix 1 – Caribbean Countries Poverty Indicators 1996 – 2012].
2.06
While still below the baseline values the indicators relating to enrolment in primary school,
recorded an improvement for boys and girls in the 2010 – 2012 period. Similarly, the indicators for
enrolment in secondary school also improved between 2010 and 2012, and surpassed the targets set for both
male and female enrolment (Refer to Appendix 4 for time series). Education statistics for 2013 were not
yet available to provide a more up-to-date assessment.
2.07
The aggregate picture in the education indicators, however, masks differences among BMCs. While
most BMCs have attained high rates of access to basic education, rates of enrolment in both primary and
secondary school remain particularly low in Haiti. CDB continues to make a significant contribution to
support the education sector in Haiti through its joint efforts with the Inter-American Development Bank
(IDB) and the World Bank on the Education for All programme.
2.08
The Caribbean is rated as one of the most water-stressed areas of the world; hence progress with
improving access to water and sanitation, particularly for the under-served rural populations, remains
among the most challenging objective of the MDGs to implement. The share of BMCs’ population with
access to an improved water source increased from 96% in 2009 to 97% in 2013 for urban areas, and from
87% in 2009 to 91% in 2013 for rural areas. Access to sanitation was slightly lower, and progress was
slower than for water. Eighty-six percent of people had access to improved sanitation facilities in urban
areas in 2013, and the figure was 82% for rural settings. This compares with baseline proportions of 86%
and 84%, for urban and rural areas, respectively in 2009. CDB recently completed a draft Water and
Sanitation Sector study which has established a baseline of the needs in BMCs and identified opportunities
to achieve the MDGs and build climate change resilience in the sector.
Other Development Indicators
Mixed
2.09
Overall progress in this category of indicators is rated amber. Slow progress has been made in
areas of environmental sustainability and climate change, and RCI. For Gross Domestic Product (GDP) per
capita, the indicators show only marginal to no change overall between 2010 and 2013, with some decline
in one of three categories of BMCs, reflecting the impact of the recession and the difficulty in identifying
new economic growth sectors.
2.10
The groupings and targets for the GDP per capita indicator have been revised in line with the
SDF 8 classification and revised GDP series from the United Nations. There are three Groups of countries9
in 2013. The indicator shows improvement in the average performance of Group 2 and Group 3, where
GDP per capita grew by 1.2% between 2012 and 2013 for Group 2 countries, and 4% for Group 3. The
increase in performance in Group 2 reflected positive growth in Belize, Grenada, Guyana, St. Kitts and
Nevis and St. Vincent and the Grenadines. Growth was fragile in the richer Group 1 countries (less than
1%), as they continued to adjust to the impact of the economic recession, as well as deal with fiscal/debt
issues.
9
Group 1 Countries: Anguilla, Antigua and Barbuda, The Bahamas, Barbados, British Virgin Islands, the Cayman Islands, Trinidad and
Tobago, and Turks and Caicos Islands
Group 2 Countries: Belize, Dominica, Grenada, Guyana, Jamaica, Montserrat, St. Kitts and Nevis; St. Lucia, and St Vincent and the
Grenadines
Group 3 Countries: Haiti
-6-
Box 2: Dominica - Safe from the Sea
In Dominica, 2,600 persons are now protected from the impact of storm surges usually associated with adverse weather
events. The successful completion of CDB-financed sea defence structures and roads project has led to reduced risk and
improved resilience of vulnerable communities to storm and hurricane conditions in the south-western section.
Thomas Sieron has lived in Pointe Michel all his life. He was one of the workers building the sea wall to protect the village.
“The sea defense, the road reconstruction, proper drainage,” he says proudly, “that is what we worked on for Pointe Michel.
And we have the Caribbean Development Bank to thank.”
The sea defence structures from La Falaise in the north to Sibouli in the south, perform two critical roles for the inhabitants
of Pointe Michel and the coastal villages of Soufriere and Scott’s Head to the south. Firstly, sea defences protect the
residences of the community of Pointe Michel from the effects of waves and storm surges, and secondly, they protect the
only motorable access between Roseau and the villages of Soufriere and Scott’s Head.
Lonita Nordier stands on her verandah watching the road and the growing sea wall bustle with workers and other villagers
on their way to and from Roseau, stopping in at the small shops, bars and eating establishments along the sea front where
she lives. “Further down, all there,” she points, “were houses by the sea. When I came back from my travels, about five
years or so, the sea had taken them away. And they were never rebuilt. Now we are so grateful for our wall. Plenty men
from the village got jobs through the construction. Things were really bad here when it came to employment. There is no
manufacturing industry in the village and farming is not as it was before. So the men in the village were happy for this work,
so that they can feed their children, look after their homes.”
2.11
The proportion of reported economic losses resulting from natural disasters and climate variability
reflects provisional information from damage and loss assessments resulting from the December 2013 flood
events. The similarity of this proportion to the baseline figure indicates that the costs of natural disaster
events remain significant to BMCs, and underlines the importance of disaster risk proofing measures and
climate change adaptation. The Bank is introducing some new initiatives focused on assisting BMCs to
improve their protection against and resilience to natural hazards. These include an increased availability
of concessionary resources for supporting climate adaptation projects, technical assistance (TA) support for
design and implementation activities and developing vulnerability assessment tools for transport and water
sectors.
2.12
The division of the Caribbean Community (CARICOM) into 2010 economic spaces, many of them
small, has been one of the constraints to the Caribbean’s development. Companies serving small markets
find it difficult to be internationally competitive. Dismantling the barriers to cross-border trade would
encourage companies to form regional value chains, achieve economies of scale in production, and thereby
create new employment opportunities. CDB in partnership with the Department for International
Development of the United Kingdom and IDB has been assisting the CARICOM countries to implement
initiatives designed to improve trade, through initiatives like the Caribbean Community Regional Aid for
Trade Strategy which provides a blueprint for furthering the regional integration process. The Bank also
continues to play a major role in promoting regional integration through, among other things, its support
for regional air transport, maritime shipping and RPGs.
2.13
In 2012, the latest year for which relevant data is available, the percentage of intra-regional trade
was 13%, the same percentage as in 2011. The performance is somewhat affected by the economic
recession. However, much faster progress is needed to remove barriers to trade and create larger markets
if the target for intra-regional trade is to be achieved.
10
This covers the 15 member nations of CARICOM and 5 associate members.
-72.14
The quality of the indicator for direct investment of most-developed countries (MDCs) in LDCs
suffers from large data lags. The last available estimate relates to an average between 2004 and 2008, and
shows only a marginal increase in MDCs’ direct investment compared with the baseline value.
LEVEL 2: CDB’S CONTRIBUTION TO COUNTRY AND REGIONAL OUTCOMES
THROUGH OUTPUTS
2.15
CDB pursues its principal goal of poverty reduction by supporting mainly investments in economic
and social infrastructure, and education and training. Level 2 indicators measure the Bank’s contribution
to country outcomes through outputs delivered in key operational areas, such as water and sanitation, and
agricultural and rural development. They also reflect the Bank’s support to BMCs to address public
governance issues, including fiscal and debt management, and to provide a basis for sustainable growth.
This support was provided through several policy-based operations (PBOs).
2.16
In 2013, a few Level 2 indicators have been either replaced or modified in order to enhance the
monitoring exercise. The sectors affected by these adjustments were environmental sustainability, DRM
and climate change, and RPGs [Refer to Schedule 1].
2.17
Box 3 illustrates CDB’s contribution to development over the period 2010 t0 2013, through its
projects and programmes in BMCs. These are aggregate outputs from a selection of Level 2 indicators.
Box 3: Results Achievements - 2010-2013
CDB’s contribution to country development results since 2010:

Improvements in classroom facilities and increased access to student loans, benefiting nearly 200,000 students

Training of more than 5,800 primary and secondary school teachers

Skills training and TA for about 3,600 micro, small and medium-size business people

Increased access to credit for over 1,000 borrowers

Construction or upgrade of more than 2,100 kilometres of primary, secondary and community roads, benefiting
over a half million people living in urban and rural areas

More than 450,000 people gain access to new or improved community buildings

Installed or upgraded over 400 kilometres of water lines , benefiting about 29,000 households in six countries

Improved the use of an estimated 5,400 hectares of land through better irrigation services, drainage and flood
management

Training of approximately 2,000 stakeholders in advanced agricultural production techniques, and provision of
credit for a further 400 rural enterprises.
Overview of the Portfolio for Level 2
2.18
The results for the review period 2010-2013 were underpinned by a portfolio of 63 completed
capital projects in 13 BMCs, as well as regional interventions, accounting for a cumulative total of
USD844 million (mn) of CDB loan financing between 2010 and 2013. In addition, USD138 mn of grants
and TA loans were disbursed during this period. The value of capital loan financing by year of exit and
sector is presented in Figure 3.
2.19
Figure 3 shows that just over one-third of projects completed between 2010 and 2013 by value
(USD284 mn) were multi-sector in nature. These include five fast disbursing PBOs between 2011 and
2012, which accounted for 79% (or USD225 mn), of the multi-sector investment. Approximately 25% of
completed projects (USD213 mn) were in the transport and communication sector. These projects
contributed to reducing the transport infrastructure deficit and giving citizens improved and safer access to
transportation. It included completed road construction/ upgrade projects in five BMCs, support for airport
expansion and enhancements, and support to LIAT Airline (1974) Ltd. The third largest capital financing
-8was in the area of private sector development, where the Bank supported small and medium-size businesses,
and micro-credit financial institutions – in total, nine private sector development projects were completed.
Note 1: Multi-sector includes PBLs and Lines of Credit; Private Sector Development includes tourism, financial business and other services; Community Development
includes urban and community development, and health; Transport and Communication includes transport infrastructure (road and air), and support to LIAT Airline
(1974) Limited with loan value of USD65 mn in 2013.
Note 2: The figure excludes disbursements from the Basic Needs Trust Fund.
Performance of Level 2 Indicators
2.20
Table 3 presents the number of indicators and the percentage of results targets achieved by 2013.
It shows that 44% of all of the indicators were on track to achieve, or had already achieved or exceeded
their targets. Another 19% of the indicators had attained between 50% and 80% of their targeted outputs
and these indicators would need accelerated efforts to achieve their targets by 2014. Less than 50% of the
planned targets had been achieved for a further 11% of the indicators and these were unlikely to achieve
the targets based on current trends.
TABLE 3: LEVEL 2 INDICATORS BY PERCENTAGE OF RESULT
TARGET ACHIEVED (NUMBER)
% of Result Target achieved by 2013
Result Monitoring Framework: Level 2 by sector
> 80%
80% - 60% 59% - 50%
3
1
1
Ecconomic and Social Infrastructure
4
1
4
1
1
Environmental Sustainability, DRM and Climate Change
1
1
1
1
Citizen Security
Social Protection
1
1
Total no.
No target of
Sector
< 50% specified indicators Percentage
4
Percentage
44%
Adjusted percentage
59%
3
17%
8%
1
6
17%
17%
0
6
1
3
8%
2
0
4
11%
1
1
2
6%
1
2
6%
0
2
6%
2
2
6%
36
100%
1
16
6
0
1
Total number of indicators
3
3
4
9
11%
8%
11%
25%
15%
11%
15%
-
Low Risk
High Risk
against
against
achievement
achievement
-9-
Supporting Community Development in Haiti
The Caribbean Development Bank has been working in Haiti since 2008, and has focused efforts on breaking the
cycle of poverty, social exclusion and violence which plagued communities in that country for decades.
CDB has partnered with the World Bank in financing Community Driven Development (CDD) projects. The CDD
approach is designed to promote transparency in the allocation of resources and to increase the likelihood that these
resources are utilised in a manner consistent with local demand.
CDB has so far been supporting two such projects; the Urban Community Driven Development Project (PRODEPUR)
which has received USD9 million in funding, and the Rural CDD PRODEP for which USD10 million in funding
was approved.
A key feature of CDD projects is the highly participatory
manner in which decisions are made throughout the subproject cycle. In Haiti, this approach has proven to be an
effective mechanism for building social inclusion, community
participation, transparency, trust and public/private sector
partnerships at the local level, while at the same time
improving basic social and economic infrastructure and
services.
A salient feature of the CDD
approach is the impact which the
participatory decision making
process has had on reducing
violence in ‘restive’ communities.
This was recently highlighted by
participants at a Project workshop
held in February 2014.
Participants from Cité Soleil - a
community notorious for gang
violence - reported that the
community developments council
developed under the PRODEPUR
has proven to be an effective
vehicle for conflict resolution in
that community.
- 10 -
Summary of PRODEP Results since 2008
TOTAL
BENEFICIARIES
233,925 Male
433,129
199,204 Female
SOCIAL
42, 455 Male
Health Centres 13
Community Centres 6
Libraries 1
8,978 Male
4,780 Male
39,160 Female
6,806 Female
4,345 Female
School rehabilitation 23
2,741 Male
1,699 Female
INFRASTRUCTURE
Potable water supply 8
Drainage 3
Roads 59
Electricity (network extension) 8
Electricity (Solar lighting of public
spaces in support of Citizen Security)
6
Community Latrines (Cholera
4
6,767 Male
1,620 Male
5,999 Female
1,325 Female
127,648 Male
109,041 Female
4,130 Male
13,250 Male
583 Male
3,235 Female
12,275 Female
637 Female
response)
Others 4
17,107 Male
12,975 Female
PRODUCTIVE
Irrigation 13
1,921 Male
Ruminant breeding 16
1,378 Male
Training in agricultural 6
production
Small public market place 1
512 Male
55 Male
77 Female
192 Female
379 Female
1,059 Female
- 11 2.21
Some Level 2 indicators had not specified target results. An adjusted percentage of 59% of all
Level 2 indicators with targets were on track to being achieved or had already met the targets by 2013
[Refer to Table 3]. It should be noted that over-performance reflects outputs where demand was greater
than anticipated, or projects that came on-stream during the review period, but were not included in initial
target projections. On the other hand, underperformance reflects delays in project implementation,
insufficient implementation capacity or expected demand that failed to materialise.
Achievement in the Cross-Cutting Priority - Gender Equality
2.22
In 2013, a total of nine or (25 % of Level 2 indicators) were sex-disaggregated, appearing as
outcome or output results in the Education and Training, Agriculture and Rural Development, Social and
Economic Infrastructure, Private Sector Development and Citizen Security sectors of the RMF. Sex disaggregated results information were obtained for all nine indicators in 2013, reflecting the increased
focus that CDB has given to sex-disaggregated results in its projects. The detailed results are discussed
later in this section.
Box 4: Gender Mainstreaming of Capital Loans
CDB undertook a baseline desk review of 10 capital loans approved in 2013, to assess the extent to
which these loans had taken into account gender equality issues in design and implementation, by
applying its newly adopted gender marker tool. The projects included a mixture of interventions in
education, disaster risk management, infrastructure development and energy supply. The results of
the review are shown in the chart below.
Capital loans approved in 2013 by the Gender Marker , $US million
$ US 16.6 mn, 12%
$US 77.7mn, 56%
10 Loans
$US139 mn approved in
2013
$US 44.7 mn, 32%
3.24
Box 5 contains a case study which illustrates how gender equality has been integrated into CDB
GM= significant contribution to Gender Equality
funded projects.
MM=limited potential to contribute to Gender Equality
NO= no contribution to Gender Equality
Forty-four percent of capital loans approved (USD61.3 mn for six of the ten loans) had considered
gender to some extent, with 12% (USD16.6 mn for two of the ten loans) considered likely to make a
significant contribution to gender equality. Of the ten loans, three contained explicit targets for
gender in the monitoring framework, and four had included gender analysis relevant to project
objectives.
Further analysis of the CDB’s performance in mainstreaming gender equality in its operational work
will be included in the report on the Gender Action Plan.
- 12 2.23
In addition to ensuring that projects capture output and outcome results disaggregated by sex where
relevant, CDB has increased its effort to ensure that gender equality is mainstreamed in its operational work.
CDB’s Action Plan for implementing its Gender Equality Policy and Operational Strategy was approved in
2013; and implementation, starting with training for staff in the Operations Area in integrating gender
analysis in project cycle management, and the rolling out of a gender analysis tool-kit, including a gender
marker11 commencing in 2014. This will ensure that staff, and those who implement CDB-financed
projects, consider the gender responsiveness of planned interventions. Country strategies and projects are
already beginning to demonstrate the benefits of gender assessments in improving programme design,
implementation and effectiveness.
Box 5: Integrating Gender Equality into CDB-funded Projects
Studies done in Belize, Dominica and Jamaica show that young men and women tend to make entrepreneurial choices based
on their traditional gender roles, with a high concentration, for example, of women entrepreneurs in spa and wellness
services, and men in information and communication technology and music businesses. A common theme throughout the
research was that men and women identified different challenges related to the availability of and accessibility to trade
services (e.g. marketing and management tools) and credit. These challenges were found to be more severe for small
enterprises and female-run businesses in the services sectors. The research has been used to redesign national policy in
these countries in the areas of the service sector and export strategy. This has created a template for best practice, and in
St. Lucia, following commissioned gender analysis, the Bank is assisting the government to developing a “Gender Responsive
Services Sector Policy, Strategy and Action Plan”, to be delivered in early 2014.
CDB-funded projects support solutions for a better environment that is sensitive to gender. They aim to do this by promoting
more diverse and productive workplaces; developing flagship cases where work and life balance and the reproductive roles
of both women and men are valued; reducing gender differences in access to credit, networks, information, partnerships to
start new businesses; creating communities/networks that increase women’s visibility and voice in male-dominated sectors;
investing in small and medium enterprises and women entrepreneurs’ understanding of finance and access to credit.
Box 6: Women in Construction – BNTF St. Lucia
“Educate a woman and you educate the whole society,” Madonna Monrose, former BNTF Officer, affirms, “You would have
people thinking differently about what women can do.” Given its focus on reducing poverty and fostering gender equality,
CDB’s BNTF partnered with the National Skills Development Centre in St. Lucia to train women in construction. One hundred
and twenty women came from the west coast of the island - hit hard by the decline of the banana industry and high
unemployment. They were trained in areas such as carpentry, electrical installation, and air-condition/refrigeration repair.
Training was offered at central locations and special arrangements were made for childcare during the workshops.
The women gained confidence and experience from locally sourced teachers and on-the-job training internships. Special
workshops in gender relations helped prepare them for work in a male-dominated field. “We used to hear people always talk
about: ‘The women wouldn’t do as well. We don’t want women in construction,’” shares Selma St. Prix of the NSDC. “After
[the training], a lot of the employers who had them in internships, actually kept them.” With their new skills, the women earn
more and can take better care of themselves and their families. Karen Isles is a living example: “Before the training, I used to
do babysitting; probably just XCD25 a day. But now, it’s different.” Karen and her fellow trainees can earn more than XCD100
a day. “I’ve worked in so many places around the island. I am so proud that I have learned a long-term skill.”
11
This is a tool that looks at the portfolio performance on gender. The marker assesses the extent to which projects have taken into account Gender
Equality considerations at entry in four areas: social and gender analysis in project preparation and appraisal; data including sex-disaggregated
indicators; engagement, including the involvement of groups/institutions with interest in gender issues, and response to gender equality in project
outcomes and outputs. The marker gives a score to each of these areas, and a total score determines the extent to which the project is making a
contribution to gender equality.
- 13 TABLE 4: LEVEL 2 – CDB’s CONTRIBUTION TO EDUCATION, AGRICULTURE AND RURAL
DEVELOPMENT AND ECONOMIC AND SOCIAL INFRASTRUCTURE OUTCOMES
Indicators
EDUCATION AND TRAINING
Target
20102014
Results
Achieved
2010-2013
Results
Achieved
in 2013
% of
target
achieved
1. Primary and secondary classrooms built or upgraded
according to minimum standards
700
659
149
94.1
2. Teachers trained /certified in primary and secondary
education
6,010
5,882
1,148
97.9
3. Students benefiting from improved physical
classroom conditions, enhanced teacher competence,
and access to student loan financing
171,725
199,868
55,932
116.4
4. % of secondary school graduates achieving five CXC
General Proficiency passes or more including
Mathematics and English
- Male
- Female
5. Proportion of students starting from Form 1 who
reach Form 5 (Survival Rate)
- Male
- Female
6. % of students completing at least one Level 1 course
in TVET:
- Male
- Female
Indicator
STATUS
Summary
RATING
Mixed
n/a
n/a
30.012
33.0
29.5
34.5
n/a
n/a
n/a
n/a
82.011
87.5
81.5
87.4
n/a
n/a
n/a
n/a
52.811
52.3
59.6
67.2
n/a
n/a
7. Land irrigated or improved through drainage, flood
and irrigation works (hectares)
6,935
5,491
741
79.2
8. Stakeholders trained in improved production
technology (number)
3,400
2002
1,300
58.9
AGRICULTURE AND RURAL DEVELOPMENT
9. Beneficiaries of rural enterprise credit programmes
- All
- Male
- Female
500
445
370
75
79
58
21
89
245
2,193.74
233
895.4
234,000
536,099
282,025
141,892
140,133
229.1
12. Sea Defences/Landslip Protection/Urban Drainage
(km)
24.6
15.7
14.7
63.8
13. Community infrastructure built/upgraded
679
586
79
86.3
342,000
454,965
133.0
n/a
32.5
297,590
150,595
146,995
0
ECONOMIC AND SOCIAL INFRASTRUCTURE
10. Primary, secondary and other roads built or
upgraded (km)
11. Beneficiaries of road projects
- All
- Male
- Female
14. Beneficiaries of community infrastructure
interventions
- All
- Male
- Female
15. Installed energy generation capacity(megawatts)
12
Good
Average percentage for 2010-2013
Good
n/a
- 14 Education and Training
Mixed
2.24
The indicators for education and training measure the Bank’s contribution to improving access to
and quality of education and training in BMCs. About 9% (USD 74 mn) of the projects completed between
2010 and 2013 were in the education sector. The performance of projects under implementation in the
education sector fell marginally to 5.7 (Satisfactory) in 2013 from 5.8 (Satisfactory) in 2012. (See
Appendix 5 for Sector performance of projects)
2.25
Over the period 2010-2013, about 94% of classrooms targeted to be built or upgraded, and almost
98% of expected teacher training outputs, had been achieved. This equated to over 650 classrooms being
built or upgraded, and more than 5,800 teachers supported in training in 10 BMCs. In 2013, approximately
56,000 students in Belize, Dominica, Grenada, Guyana, Haiti, Jamaica, St. Kitts and Nevis, St. Lucia and
St. Vincent and the Grenadines benefitted from CDB-supported outputs, including improved classroom
facilities, enhanced teacher competence, and the provision of direct support such as student loans. The
number of students benefitting from these intervention had exceeded the target for 2014 by 16%. CDB also
contributed to supporting the tertiary sector of education, although the outputs are not currently captured
by the monitoring framework. Between 2010 and 2013, 53 classrooms in technical institutes were built or
upgraded, and 143 instructors were trained to deliver demand-driven competency-based education and
training.
2.26
As with Level 1 enrolment indicators, the assessment of the outcome indicators (see Indicators 4,
5 and 6) was based on data for 2012. BMCs are currently in the process of compiling datasets for 2013.
Indicator #4 (% of secondary school graduates achieving five Caribbean Examination Council (CXC)
General Proficiency passes or more including Mathematics and English) showed marginal decline in 2012
after some improvement in 2011, and reflects a general decline (seven percentage points) in the performance
of the CXC examination and particularly in Mathematics (nine percentage points) from 2010 to 2012. This
performance points towards key education quality deficits, particularly in teacher effectiveness. The
proportion of certified teachers is low, with 40% to 60% of secondary school teachers being untrained in
some BMCs. Even where trained teachers are available, improving capacity in both content and
pedagogical competence is necessary in order to address the quality issue.
2.27
CDB has begun to assist BMCs to close the gap in teacher training. In St. Lucia, where training
has been ongoing for three years, positive results have already been observed in the Grade 4 National
Assessment with 8% more students achieving the national standard in 2013. In Dominica, where a pilot
supporting the teaching of Mathematics at the Grade 2 is being implemented, the proportion of students
achieving the minimum standard in the Grade 2 National Assessment increased from 35% in 2008 to 48%
in 2013. These results have implications for the sustaining of mathematics outcomes across basic education.
CDB is also partnering with the School of Education at the University of the West Indies Cave Hill to
conduct a pilot project designed to enhance teacher effectiveness in Mathematics instruction regionally.
2.28
There has been no significant change in the survival rate (Indicator 5) for both males and females;
however, the proportion of males who complete secondary education is substantially lower than females.
Continued emphasis on diversifying the suite of programmes in secondary education, particularly in
technical and vocational education and training (TVET), is likely to address the career interests and
prospects for students, particularly males, towards achieving the CMDG goal of students completing a full
course of secondary education.
- 15 2.29
The proportion of students completing TVET subjects continue to increase for both males
(13 percentage points increase from 2010) and females (25 percentage points increase from 2010) as
expansion of TVET programmes are being pursued by BMCs, supported by CDB-funded TVET
enhancement initiatives. The increase in participation reflects both the general efforts to encourage
participation in programmes which align with the needs of the economy, as well as the specific focus on
increasing female and male participation in non-traditional areas which provide greater possibilities for
sustainable employment.
Good
2.30
The performance of agriculture and rural development sector particularly in the OECS continued
to be a major role in determining food security outcomes. It provides employment and income for a
significant proportion of the population in BMCs particularly in rural areas. CDB supported BMCs in
upgrading agriculture production and marketing infrastructure and services, strengthening agriculture and
rural credit systems, and community enterprise development, and providing training of farmers and industry
stakeholders in modern production technology.
Box 7: Feeding the Nation – Irrigation Development - Jamaica
CDB has made it possible for farming in Pedro Plains, St. Elizabeth Parish (Beacon - Little Park and Hounslow), Seven
Rivers and St. James to survive and thrive, by funding a new, expanded or upgraded irrigation system that supplies a
more efficient, reliable flow of water to approximately 836 farms, of which 195 were female owned, covering 1,255
hectares.
The Jamaica Irrigation Development Project (IDP) was developed with the objective of increasing the output of nontraditional agricultural products in Jamaica. The project was multi-faceted and included measures aimed at reducing the
country’s dependence on rain-fed production systems by constructing and rehabilitating irrigation systems, establishing
linkages with the local tourism sector and facilitating export to markets in North American.
An important part of the project included farmer participation in the planning, implementation, operation and
maintenance of these irrigation systems. Support for famer involvement included the creation of Water Users’
Associations (WUAs) to provide a forum for collaboration between water suppliers and users as a means of implementing
policies as they relate to cost recovery and transfer of irrigation management to users. The project also supported the
operations of a credit facility under which interested eligible farmers received one acre of drip irrigation systems. Eightynine farmers were eligible, (21 female and 68 male), and they were trained in the operations and maintenance of
irrigation systems and general principles of water management before receiving the systems.
Reports from the Ministry of Agriculture indicate that production of short-term crops in the targeted communities has
increased considerably since the completion of the Project. Total output in St. Elizabeth (Beacon-Little Park and
Hounslow) in 2011 was approximately 115,650 tonnes, an increase of 25% over the 2007 estimate of 91,777 tonnes.
2.31
In 2013, CDB financed the installation of 13 small-scale irrigation systems covering 741 hectares
of land, adding to the total of 5,941 hectares of agricultural land that has been enhanced by irrigation and
drainage works since 2010. The Community Development Project in Haiti contributed to the output for
training in production technology, where 1,300 farmers and farm workers were trained in 2013. Despite
this achievement, accelerated effort will be needed to reach the overall target of 3,400 trained stakeholders.
Males continued to be the main beneficiaries of rural enterprise credit programmes, comprising 83% of 445
borrowers reached to date. The target for beneficiaries of rural credit programmes is on track to being
achieved.
- 16 Economic and Social Infrastructure
Good
2.32
Outcomes achieved by economic and social infrastructure components include increased access of
urban and rural people to markets and social services, more efficient and sustainable transport networks
and services, and improved community facilities including health centres. Over 250,000 people benefitted
from new and upgraded roads (233 km) in 2013. The rehabilitation of secondary roads in Dominica, St. Kitts
and Nevis, and St. Vincent and the Grenadines, also helped improve communities’ access to schools,
hospitals and markets.
Box 8: Connecting Communities – BNTF Guyana
CDB has funded a nationwide programme in Guyana that is building and rehabilitating roads across the country in areas such
as Tuschen-Uitvlugt, Best Klien- Pouderoyen, La Reconaissance-Mon Repos, Enmore- Hope, Unity-Vereeniging, and RosignolZeelust. Roads provide access to many of the services people need, including schools, hospitals, public transport, and the
jobs and businesses that keep the economy moving.
Cromwell Mentis of the Queenstown Development Association, sits on his motorbike near Church Street. It is one of the
many roads in the community that was upgraded by CDB’s BNTF. Here the community roads are heavily used: by the rice
farmers who cultivate the area’s main crop, and by the people who attend many places of worship in the neighbourhood’s.
“People here are so grateful. They want to assure the BNTF that they’re going to care for these roads.”
This is precisely the sense of ownership that Karen Roopchand, Project Coordinator of the Community Roads Improvement
Programme, works to foster.
“In each community, we have volunteers who are involved in the programme. This participation is crucial because it looks at
the sustainability of the programme and not just building a road for today, but ensuring that we can maintain it, that we have
community involvement, and also get feedback from them, which is very important.”
In Port Mourant, where CDB has rebuilt one of the Caribbean’s largest indoor-outdoor markets, there was also a complete
road upgrade. Ms Roopchand describes people’s daily struggle before the Roads Improvement Programme came on stream:
“There are new housing areas that still didn’t have roads. In other places the roads had not been upgraded in over ten years.
People had to park their vehicles on the main road and walk in to their communities. When heavy rains fell, school children
would hold their shoes in their hands, pull their pants up and walk through the flooded roads to go to school.” Overall, the
programme benefitted over 15,000 people directly living in neighbouring areas and provided many indirect broad benefits
to others around the region.
At the Meten-Meer-Zorg Health Centre on the West Coast of Demerara, a range of chronic diseases such as high blood
pressure and diabetes are treated. Quick access to treatment for complications such as hyperglycaemia saves lives. The
residents in the area, largely farmers and fishermen, do not have the time, money or transport to get to the regional hospital
easily. The Health Centre resolves about 90% of its emergencies on site and its most people’s only source of medical care.
Zetta Alberts, Supervisor at the Health Centre wants to expand their education programmes, to reduce not only chronic, but
sexually transmitted diseases like HPV, which increases women’s risk of cervical cancer. With the new roads funded by CDB,
residents have better access to these and other services. Good roads can help foster this sense of connection, of community.
2.33
Figure 4 shows the length of road built or upgraded by country between 2010 and 2013.
Infrastructure development continues to be a strong performing area in CDB’s portfolio, with outputs of
road projects already surpassing targets by a good margin (See indicators 10 and 11). In 2013, the
Transportation and Communication sector achieved an improved performance rating of 5.8 (Satisfactory),
compared with 5.4 in 2012.
2.34
The construction of nearly 15 kilometres of urban drainage works was completed in Jamaica in
2013. However, the overall progress in the sea defence/landslip protection/urban drainage indicator is
lagging and will need to accelerate if the output target is to be achieved. A large contribution from the CDBsupported Community Driven Development project in Haiti in 2013 drove the movement of the indicators
- 17 for community infrastructure and beneficiaries. In 2013, over 290,000 persons benefitted from 79 new and
improved community buildings, including health and community centres, libraries, schools and public
toilets. These results add to 586 community buildings built or upgraded, and the 454,000 beneficiaries
between 2010 and 2013. A case study of CDB’s support in Haiti is shown at pages 9 and 10 of this report.
2.35
With regards to the indicator on installed energy generation, no outputs were achieved in 2013 as
a result of the cancellation of a project in St Kitts and Nevis. However, CDB has a new project in the
pipeline - installing about 1.5 megawatts of capacity - in Montserrat. It should be noted that this indicator
will become redundant, as the Bank intensifies its focus on eco-friendly renewable technologies as a source
of power generation in the coming years.
Good
2.36
An important aspect of CDB’s support to private sector development is that the Bank will continue
to prioritise access to finance for small and medium enterprises. In addition, the Bank focuses on creating
and promoting a sound climate for business and investment that enables micro, small and medium-size
enterprises (MSMEs) in BMCs to grow and flourish. This is a key ingredient to enabling these enterprises
to expand production and employment. Over the past four years (2010-2013), CDB has extended
microcredit of nearly USD34 mn to over 800 private businesses, and supported the training of 3,600 clients,
of whom 59% were women in business management. However, the absence of robust evaluation data
prevents the Bank from estimating the number of jobs created, and how the incomes of beneficiaries have
changed as a result of this support.
2.37
Another key strategic focus is on improving the enabling environment for establishing and
operating business enterprises. CDB does this principally through assisting in the development of private
sector policy and business regulatory reforms. In these areas, progress has been steady. As part of the
Compete-Caribbean initiative, and in partnership with IDB, CDB has supported the creation of draft private
sector assessment reports for each of the six independent OECS member countries (Antigua and Barbuda,
Dominica, Grenada, St. Lucia, St. Kitts and Nevis and St. Vincent and the Grenadines) and for the sub-
- 18 region as a whole. These reports were completed and their findings presented at the Caribbean Growth
Forum National Chapter launches in 2012-13. The target for private sector development frameworks
developed and implemented has been met.
2.38
Progress on the indicator concerning the adoption of specific business climate regulatory or policy
reforms is presented in the table below:
Business Climate Regulatory Framework or
Progress to December 2013
Policy Reform
Strengthening Investment Attraction in Antigua Under implementation: a study on strengthening
and Barbuda
investment attraction was completed in 2013. A
draft strategy document will be presented to
Cabinet for its approval in 2014.
Economic growth and social protection in the Completed: Growth and Social Protection
Commonwealth of Dominica
Strategy updated and finalised in 2013. The report
was used to leverage 8.46 million euros in
financing from the European Union.
Strengthening Public-Private Dialogue in St. Lucia Completed: a National Competitiveness and
Productivity Council, and a Technical Unit, has
been established to coordinate the approach to
enhancing business competitiveness.
Measuring Competitiveness for Private Sector Under implementation: the first round of
development in the Caribbean
enterprise surveys were completed in 2010. Data
collection is ongoing for the next round of surveys,
due to be published in 2014.
Building Capacity in Cluster Development in the Under implementation: a workshop, involving 37
Caribbean
representatives (28 female, 9 male), was held in
2013 to build the capacity to support the
development of clusters in 12 of the Bank’s BMCs.
Sustainable Agricultural Initiatives in the Completed: This project partnered with the IDB’s
Caribbean
Multilateral Investment Fund to study sustainable
agriculture in Barbados, Belize, Guyana,
Jamaica, Suriname, The Bahamas and Trinidad and
Tobago. The studies will be disseminated in 2014.
2.39
The table shows that reasonable progress has been made in initiatives to enhance the business
climate for these specific areas. The indicator for business climate regulatory or policy reform is rated
amber.
- 19 TABLE 5: LEVEL 2 – CDB’S CONTRIBUTION TO PRIVATE SECTOR DEVELOPMENT AND
WATER AND SANITATION OUTCOMES
Target
2010 –
2014
Results
achieved
20102013
Results
achieved
in 2013
% of
target
achieved
53
33.9
2.2
64.0
325
806
156
248.0
200
n/a
n/a
234
111
116
71
33
31
117.0
3,000
n/a
n/a
3,602
1,477
2,125
609
230
379
120.0
20. Private sector development frameworks developed
and implemented (No.)
7
7
7
100.0
21. Business climate regulatory or policy reforms
adopted (No.)
6
3
3
50.0
n/a
5,251
341
n/a
2,387
n/a
n/a
423.1
185.1
238.0
93.8
93.8
17.7
25,900
n/a
n/a
29,428
14,557
14,871
3,890
3,890
113.6
Indicators
PRIVATE SECTOR DEVELOPMENT
16. Value of credit made available to the private sector
($ mn)
17. MSMEs benefiting from credit (number)
18. Beneficiaries of mortgage programmes by sex
(number)13
- All
- Male
- Female
19. Number of beneficiaries of interventions targeted at
MSMEs through CTCS and other TA modalities
- All
- Male
- Female
WATER AND SANITATION
22. Installed water capacity (cubic metres)
23.Water supply lines installed or upgraded (km)
- Total
- Urban
- Rural
24. Households with access to sanitation and water
supply
- All
- Urban
- Rural
Indicator
STATUS
Summary
RATING
Good
Good
Good
2.40
CDB supported the laying or upgrading of a total of almost 94 kilometres of water pipeline in rural
areas of Belize, Dominica and Guyana in 2013, adding to the total of 423 kilometres of water pipelines
installed or upgraded overall in the period 2010-2013. The indicator for installed water supply lines
remained off-track, however, with the shortfall of targeted outputs being attributed to delays in the
implementation of water infrastructure projects in Dominica and Nevis.
2.41
The outputs for installed water supply (in cubic metres) and households with access to sanitation
and water supply reflect mainly the BNTF subprojects. The target for the number of households with better
access to sanitation and water supply has already been exceeded, with over 29,000 mainly poor and rural
households (14% above the target) gaining access to public utilities such as potable water and secure
13
Male and Female beneficiaries do not sum to total, as some beneficiaries of mortgage programmes are institutions or joint applications
- 20 sewerage disposal facilities. These households have also benefitted from over 5,200 cubic metres of
installed water capacity.
TABLE 6: LEVEL 2 – CDB’S CONTRIBUTION TO ENVIRONMENTAL SUSTAINABILITY, DRM AND CLIMATE
CHANGE, CITIZEN SECURITY, SOCIAL PROTECTION, CAPACITY DEVELOPMENT AND RPGs
Target
Results
2010achieved
Indicators
2014
2010-2013
ENVIRONMENTAL SUSTAINABILITY, DRM AND CLIMATE CHANGE
25. Communities with improved capacity to address
4
6
DRM (No.)
% of
target
achieved
4
150
1
50
26. National sector policies or strategies or legal
frameworks developed or implemented to improve
capacity for climate resilience, conservation,
rehabilitation or sustainable management (No.)
27. Energy savings resulting from RE/EE interventions
(Megawatt/hours)14
24
5
n/a
n/a
-
28. Renewable energy capacity installed (Megawatt)15.
2
n/a
n/a
-
CITIZEN SECURITY
29. National security policies developed /implemented
(No.)
2
n/a
-
-
30. Beneficiaries receiving support from citizen
security interventions
- All
- Male
- Female
SOCIAL PROTECTION
31. Social assistance programmes with improved
targeting developed and successfully implemented
32. Social protection policy frameworks developed and
implemented (number).
CAPACITY DEVELOPMENT
33. Public financial systems upgraded and public sector
investment programme supported (Budget,
Treasury, Accounting, Debt and Revenue)
34. BMCs with increased capacity to undertake public
sector investment programmes (number)
REGIONAL PUBLIC GOODS
35. Legal, regulatory and policy reforms adopted to
improve RCI (No.)
36. Share of intra-regional sea trade from OECS and
other disadvantaged countries (Belize and Guyana )
of total intra-regional sea trade16
14
12
Results
achieved
in 2013
Indicator
STATUS
Mixed
Not
assessed
1,000
600
400
196
157
29
196
157
29
19.6
2
0
0
n/a
1
1
0
100
22
29
8
132
18
13
3
72
n/a
n/a
n/a
-
n/a
n/a
n/a
-
Not
assessed
Good
New indicator, replacing Energy efficiency reforms. The target refers to anticipated results by 2016
New indicator, replacing Energy produced through renewable energy technologies. The target refers to anticipated results by 2016
16
New indicator, replacing Reduced cost for regional transportation (see Schedule 1)
15
Summary
RATING
Not
assessed
- 21 Environmental Sustainability, DRM and Climate Change
Mixed
2.42
In 2013, the Bank continued to make progress in strengthening the resilience of its BMCs to
external shocks, particularly those caused by natural hazard event impacts, climate change and climate
variability. These initiatives were channeled through post Hurricane Tomas (2010) DRM lending where
the focus was on infrastructure improvement and strengthening to higher standards for affected BMCs. The
initiatives also included support to develop national level strategies, improve capacities, and build an
evidence-based approach to future natural hazard risk mitigation and climate change adaptation.
2.43
CDB assisted the Government of St. Lucia to strengthen capacity and improve resilience to climate
change impacts and environmental risk. This support included TA to complete flood risk reduction studies,
which provided significant strategic guidance on how flood and landslide risk could be routinely addressed.
For example, the studies showed that cost-effective capital investments could prevent as much as 200% in
future avoided damages and losses, significant residential population dislocation, and livelihood disruption.
They also identified hotspots along St. Lucia’s primary road network that were critical to national
transportation but vulnerable to landslide, and proposed mitigating action against the risk.
2.44
The Bank plans to support flood risk reduction studies for Grenada and St. Vincent and a coastal
erosion prevention study for St. Vincent and the Grenadines. These studies will contribute to achieving the
target for the indicator which aims to improve national capacity for climate resilience, conservation and
sustainable management of natural resources, although not within the timeframe set for doing so.
2.45
Regarding the indicator for the number of communities with improved capacity to address DRM,
the target of four communities has been met. The capacity to address DRM for an additional four
communities around the Barre de L’Isle area of St. Lucia was increased as a result of capital works.
Box 8: Biomass and Renewable Energy - Belize
Quote from Mr. Richard Harris – Former Project Director Belcogen:
“This power plant project really does mark a significant development in the energy sector for Belize. We’re using a
renewable energy source here. We’re seeking to mitigate the effects of fossil fuel prices and also the use of fossil fuel
energy with its implication for carbon in the atmosphere. So we have a renewable energy project here that I think will
become quite a showcase for other potential projects in the Caribbean and as such, I think it will generate quite a bit of
interest.”
Belcogen was the first biomass plant of this scale undertaken in CDB’s BMCs. In 2005, CDB provided USD8.25 mn towards
the development of a 32.5 MWe co-generation power facility to produce electricity and steam for the sugar factory and to
supply 13.5 MWe or approximately 20% of base load power to the national grid; all utilising the bagasse produced by BSI’s
sugar factory as the primary fuel. CDB funds were complimented by resources from the Inter-American Investment
Corporation (IIC), the Nederlandse Financieringsmaatschappij voor Ontwikkelingsladen N.V. (FMO), Corporación
Interamericana para El Financiamiento de Infraestructura, S.A. (CIFI), and BSI, the parent company of Belcogen.
The Belcogen project has significantly impacted the lives of Belizeans. During the construction of the plant, the project
employed 55 skilled personnel and 124 labourers, and its success has impacted the livelihood of over 5,000 sugar farmers.
In 2012, the project contributed USD12 mn in foreign exchange saving as a result of replacing the electricity supply which
Belize previously bought from Mexico. Local engineers also benefitted from the transfer of technical skills and acquired
invaluable experience in the establishment and operation of this type of facility.
As a result of the power supplied by Belcogen to the national grid, approximately USD28mn in foreign exchange saving was
realised over the three-year period 2010 to 2012. In addition to its contribution to energy security and foreign exchange
savings, Belcogen has made a contributed to the reduction of greenhouse emissions.
- 22 2.46
The Renewable Energy and Energy Efficiency Unit has recently been established in the Office of
the Vice-President (Operations) with the objective of focusing the Bank’s efforts on, and giving priority to,
the inclusion of renewable energy (RE) and energy efficiency (EE) in its activities. Consequently, there
were no results to report in 2013. A RE/EE component was included in an education project in the
Bahamas, which could be expected to yield results by the target date of December 2016.
Citizen Security
Not
assessed
2.47
In 2012, CDB approved a loan of estimated value USD5.2 mn for its first stand-alone citizen
security intervention. The project is supporting the Government of Belize’s efforts to reduce vulnerability
of children and youth to crime and gang membership in Belize City, by involving at risk persons in
community development projects, such as road repair and maintenance and community building
rehabilitation, where they can earn a wage, develop some work-related skills and improve their welfare. In
2013, 196 at risk persons were involved in the project. The number of beneficiaries of the project is
expected to rise as implementation gathers pace, reaching a target number of 1,000 (600 males and 400
females) by 2014.
2.48
Regarding the target for supporting the development of national security policies in BMCs, the
demand for this support has not materialised as expected.
Social Protection
Not
assessed
2.49
The sector dealing with social protection covers social assistance programmes, and social
protection policy support by CDB. However, it should be noted that policy informing Bank support, by
way of the CPAs, also feed their way into National Poverty Reduction Strategies (NPRSs) and Social
Protection strategies, and provide a rich source for the targeting of beneficiaries of social protection
programmes. The contribution of CPAs to evidence-based policymaking was identified earlier in this report.
2.50
The target concerning Social Protection policy support was met in 2012, when CDB supported the
Government of Barbados to develop its social policy framework. This framework aimed to better link
social policy and services. Regarding the other indicator for social protection - social assistance
programmes with better targeting - the Bank has not been directly involved with supporting BMCs’ social
assistance programmes as initially projected, and therefore, is unable to rate performance for this indicator.
Good
2.51
Capacity development remains a core priority for the Bank. In this area, CDB’s main focus, is on
economic and financial governance in line with the Bank’s comparative advantage. The Bank aims to build
state capacity and increase transparency and accountability in managing public resources, including public
finances and natural resources. For example, Antigua and Barbuda has been assisted with institutional
strengthening for development planning and management, the preparation of its Medium-Term
Development Strategy, and a functional and efficiency review of government ministries. Support has been
given to the Barbados in establishing a Central Revenue Authority, and the Government of Belize to
modernise its customs system. BMCs that were assisted to increase their capacity to undertake public sector
investment programmes, include Antigua and Barbuda, Jamaica and St. Lucia. Given this progress, and
the success of the PBO instrument, the targeted outputs of capacity development are on track to being
achieved.
- 23 Regional Public Goods
Not
assessed
2.52
In 2013, the Bank approved loans and grants of estimated value USD14.8 mn for 14 projects17 to
support RPGs. These included regional studies, training workshops and knowledge sharing events, the
strengthening of regional institutions (e.g. University of the West Indies Open campus Development
Project), and investments in (soft and hard) cross-border infrastructure.
2.53
CDB’s support for RPGs continued to be shaped by the Caribbean Community Regional Aid for
Trade Strategy (2013-2015), the priorities identified within the Strategy by member countries, and areas
where our assistance maximises synergies with ongoing regional cooperation initiatives. In the area of
strengthening regulatory and policy frameworks, the Bank intends to focus on:
(a)
supporting Mutual Recognition Agreements for professional services;
(b)
developing a common shipping policy for marine services in the OECS;
(c)
developing a cohesive regional maritime safety and security strategy for small vessel
operation within CARICOM member states;
(d)
developing a common regional legislative and regulatory framework for e-government;
(e)
establishing a mechanism for financing small and micro RE and EE projects for MSMEs.
LEVEL 3: OPERATIONAL AND ORGANISATIONAL EFFECTIVENESS
2.54
The Bank recognises that it can only increase its contribution to country and regional outcomes and
overall development effectiveness by continuing to improve its operational and organisational
effectiveness. CDB’s assessment of the operational quality and relevance of its services is measured
through three groups of indicators covering operational quality and portfolio performance, resource
allocation and utilisation, and strategic focus. These indicators also monitor and measure the intensity of
CDB’s focus on the sectors where it has the greatest strength, its efficiency in making resources available
to its BMCs and its responsiveness to client needs. Effective operational management must be supported
by efficient sourcing and use of human resources, adequate administrative budget and efficient and flexible
business systems and processes and these factors are monitored by indicators of organisational effectiveness
in the areas, i.e. capacity utilisation and gender equality, use of administrative budget resources and business
processes and practices.
Operational Quality and Portfolio Performance
Good
2.55
In 2013, performance for this group of indicators improved significantly as the percentage of
completed projects for which PCRs were done increased to 93% from 46% in 2012 and the percentage of
projects with supervision reports on the Project Portfolio Management System remained at 100%. These
very positive results reflect general improvement in CDB’s project supervision and portfolio management.
2.56
Just as importantly, the percentage of projects under implementation rated as satisfactory or highly
satisfactory was 98% (41% or 29 projects were rated highly satisfactory, and 57% or 40 projects were rated
as satisfactory) compared with 89% in 2012 (39% or 31 projects were rated highly satisfactory, and 50%
17
Excluding loan for LIAT Airlines.
- 24 or 40 projects as satisfactory). Only one project was rated marginally unsatisfactory (down from 11% or
9 projects in 2012). Hence the target for this indicator has been achieved and the status improved from
amber to green.
Resource Allocation and Utilisation
Mixed
2.57
Performance in this group of indicators has improved with larger amounts of concessional resources
allocated through the use of the performance-based allocation system, and a significant improvement in the
disbursement efficiency rate, even with fast-disbursing loans being excluded from the calculation. These
indicators assess CDB’s performance as a development financier in terms of its use of objective measures
of need, performance and vulnerability for allocating concessionary resources, as well as the effectiveness
of measures for improving the transfer of financial resources to its clients. Given this trend towards
improved performance, the outlook appears positive for attaining the targets in 2014.
Strategic Focus
Good
2.58
The indicators in this category aim to monitor and manage the level of financial and other support
allocated to the Strategic Plan’s core operating sectors and themes including environmental sustainability
and climate change, regional cooperation and development and private sector development. The other
indicators in this category track the use of key operating instruments used for implementing and maintaining
strategic focus, such as CSPs, CPAs and NPRSs. Results in 2013 indicate that the use of results-based
country strategies is firmly embedded in the Bank’s operations, as there was a 25% increase in the number
of BMCs with approved country strategies. Performance in the other indicators is encouraging but points
to the need for continuing and accelerated assistance to countries for updating NPRSs and CPAs.
- 25 TABLE 7: LEVEL 3 – OPERATIONAL QUALITY AND PORTFOLIO PERFORMANCE, RESOURCE
ALLOCATION AND UTILISATION, STRATEGIC FOCUS
Baseline
(2009 unless
otherwise
stated)
Target
(2014)
Result
achieved in
2013
Results
achieved
in 2012
Indicator
STATUS
Summary
RATING
Indicators
OPERATIONAL QUALIY AND PORTFOLIO PERFORMANCE
1. Portfolio performance rating for implementation (%
satisfactory)
98
98
98
89
2. Percentage of projects completed in the past two years
with PCRs
1
100
93
46
3. Percentage of projects with supervision reports on
Project Portfolio Management System
89
100
100
100
60 (2008)
61
58
21
22
1719
17
89
89
7921
64
38(2008)
51
57
62
2(2008)
18
15
12
Good
RESOURCE ALLOCATION AND UTILISATION
4. Percentage of concessional resources allocated according
to performance-based allocation system
5. Disbursement ratio (without PBLs)18
54
Mixed
6. Disbursement efficiency rate (without PBLs) 20
STRATEGIC FOCUS
7. Proportion of financing directed to less developed BMCs
(three-yr. average)
8. Number of approved country strategies in use with results
framework
Good
9. Number of new or updated CPAs for BMCs in past five
years
8(2004-2008)
n/a
9
12
8 (2004-2008)
10
6
6
10. Number of new or updated NPRSs for BMCs in past five
years
11. Proportion of financing supporting environmental
sustainability and climate change (%)
18
10 (2007)
10-15
19.7
8.2
12. Proportion of financing supporting regional cooperation
and development. (%)
4 (2007)
6-8
1.222
1.1
13. Proportion of financing supporting private sector
development (%)
10 (2007)
15
6
0.8
Disbursement ratio represents disbursements for the year expressed as a % of the total undisbursed balance at the beginning of the year plus
undisbursed balances of projects entering the portfolio minus cancellations or withdrawn balances during the year. This ratio tends to be lower
whenever a high proportion of new loans enter the portfolio.
19
Calculation does not include fast disbursing loan for re-fleeting LIAT Airline 1974 Limited. The value inclusive of LIAT Airline 1974 Ltd
would be 23%.
20
The disbursement efficiency ratio represents disbursements for the year expressed as a percentage of planned disbursements for the year for
projects under implementation.
21
Same as footnote15. The value inclusive of LIAT Airline 1974 Ltd would be 118%.
22
Same as footnote15. The value inclusive of LIAT Airline 1974 Ltd would be 40%
- 26 2.59
The proportion of financing directed to LDCs remained above the 51% target and reflects the
success of the Bank’s efforts to support the development objectives of these BMCs.
2.60
The proportion of financing apportioned to environmental sustainability and climate change has
increased by more than 100% and surpasses the target set for 2014. At the same time, the performance of
indicators in the other focus areas (RCI and private sector development) has also improved but will require
extraordinary effort to meet the 2014 targets.
Capacity Utilisation and Gender Equality
Mixed
2.61
CDB uses four indicators to monitor its performance in capacity utilisation and gender equality of
established positions. The percentage of budgeted staff in the Operations Area has increased to 44% in
2013, from 43% in 2012. Achieving the target set for 2014 may, however, prove challenging as the
recruitment process is also focused on building the Bank’s capability in critical non-operational areas, i.e.
risk management, internal auditing and compliance. The ratio of professional staff to support staff increased
in 2013 reflecting recruitment of professional staff in the aforementioned areas and the Projects Department,
as well as retirements and exits of some staff in the administrative areas. The recruitments also impacted
the overall vacancy rate at management and professional levels which was consequently reduced from 29%
to 25% in 2013. The out-turn in respect of the indicator of gender equality is consistent with the established
target.
Poor
Use of Administrative Budget Resources
2.62
CDB’s budget adequacy is measured through the ratios of the three-year average administrative
expense to project approval and disbursements respectively. The performance of these indicators have been
in decline since 2010 reflecting principally a fall-off in approvals and disbursements, as well as, increased
administrative expenses in 2011 and 2012. The fall in approvals and disbursement has been a consequence
of the global economic recession while the increase in administrative expenses reflects implementation of
the internal reform agenda and the filling of vacancies. In 2013, there was a 2.8% decline in administrative
expenses compared with 2012; and an improvement of 2.4% in approvals and 65% in disbursements
compared with 2012. However, these improvements were insufficient to reverse the decline in three-year
average administrative expense ratios. The performance of these indicators are expected to improve based
on expected improvements in the approval and disbursement performance in 2014.
Business Processes and Practices
Good
2.63
These indicators measure CDB’s responsiveness to its clients by tracking the progress of processing
time from loan approval to first disbursement for sovereign operations and loan processing time (months
from appraisal mission to project approval) for public sector operations (Refer to Table 8). The Bank is
continuing to reduce the time taken for both activities and is already ahead of the target set for the loan
processing time in public sector operations.
- 27 TABLE 8: LEVEL 3 - CAPACITY UTILISATION AND GENDER EQUALITY, USE OF
ADMINISTRATIVE BUDGET RESOURCES, BUSINESS PROCESSES AND PRACTICES
Baseline
(2009
Indicators
unless
otherwise
stated)
CAPACITY UTILISATION AND GENDER EQUALITY
14. Percentage of budgeted Bank professional
staff in Operations Area (%)
50.5 (2008)
Target
(2014)
Results
achieved
in 2013
Results
achieved
in 2012
58
44
43
1.02:1
(2008)
1.3:1
1.26:1
1.15:1
16. Vacancy rate at management and professional
levels (Establishment) (%)
15 (2008)
4
2523
29
17. Representation of women in management
positions (%)
38.9 (2008)
45
53
53
15. Ratio of professional staff to support staff
Indicator
STATUS
Summary
RATING
Mixed
USE OF ADMINISTRATIVE BUDGET AND RESOURCES
18. Administrative expenses per $mn as a
percentage of project approvals (three-year
average)
9.2 (2007-
Maintain
or Lower
15.9
12.2
2009)
19. Administrative expenses per $mn as a
percentage of project disbursements (threeyear average).
BUSINESS PROCESSES AND PRACTICES
12.7 (20052007)
Maintain
or Lower
16.7
12.6
20. Average time from loan approval to first
disbursement in public sector operations
(months).
21. Average loan processing time (months from
appraisal mission to project approval) in public
sector operations.
17
12
9.1
9.5
5
4.0
3.2
2.9
Poor
23
Good
For strategic planning purposes, focus has been on the filling of critical positions, i.e. professionals in non-operational areas such as risk
management and audit. The vacancy rate for this segment of the establishment fell from 23% to 7% by December 31, 2013.
- 28 LEVEL 4: OWNERSHIP, ALIGNMENT AND PARTNERSHIPS
2.64
CDB monitors and measures its Aid Effectiveness through indicators from the Paris Declaration
(set out in Table 9) pending the adoption of new indicators arising from the Busan High Level conference.
Good progress has been made on these Paris Declaration indicators, but improvements are needed on the
indicators of alignment particularly with regard to the use of country procurement systems.
2.65
Effective partnerships are important for maximising the impact of CDB operations in BMCs as
well as reducing/containing administrative costs. The Bank actively participates in the international
arrangements for monitoring, reporting on and evaluating progress in implementing the Paris Declaration
on Aid Effectiveness principles including the provision of data to the Organisation for Economic
Cooperation and Development for its monitoring surveys, as well as participation in the Third and Fourth
High Level Fora on Development Effectiveness.
TABLE 9: OWNERSHIP, ALIGNMENT AND PARTNERSHIPS
Indicators
OWNERSHIP
1. BMCs with national development strategies (No)
2. BMCs with Poverty Reduction Strategies (No)
Baseline
(2007
unless
otherwise
stated)
Target
(2014)
Results
achieved
in 2013
15
18
15
8
10
10
Indicator
Status
Summary
Rating
Good
3. BMCs with Country Poverty Assessments (No)
17
18
17
HARMONISATION
4. CDB country strategies with explicit consideration of other
agencies’ programming (%)
100
100
100
Good
5. Percentage of financing using common arrangements or
procedures (%)24
ALIGNMENT
6. Capacity development support provided through coordinated
programmes (%)
21
35
59
35
45
n/a
25
35
n/a
14
25
100
Mixed
7. Percentage of financial support using BMC procurement
systems that either (a) adhere to broadly accepted good
practices, or (b) have a reform programme in place to achieve
these
PARTNERSHIPS
8. CSPs, other DP missions, project financings conducted jointly
with at least one other DP (% annually)
24
Good
Indicator revised to be in line with Paris Declaration definition of harmonised approaches. It covers the percentage of approved CDB loans and
grants which are provided in the sector, thematic or policy/programme-based approaches involving other development partners.
- 29 CONCLUSION
2.66
Across the four levels of the RMF, the trend in the performance of the result monitoring indicators
has shown satisfactory improvement compared with 2012. Eleven (58%) of the 19 groups of indicators
which were measured are rated green and only one group is rated as red. The improvement in performance
reflects the Bank’s greater focus on development outcomes and its increasing capacity for measuring,
monitoring and analysing results. Preparation of the development effectiveness reviews over the past three
years has also contributed to a greater level of understanding and orientation towards managing for results
among management and staff.
2.67
Recognising the need for further improvements, the Bank, together with BMCs need to establish
targets for a number of indicators across some Level 1 and Level 2 categories. In this regard, the setting of
targets for some of the indicators in the education sector and for RPGs will require collaboration among
BMCs and/or regional agencies. The Bank should leverage its close relations with BMC governments and
regional organisations to promote the required effort to close this gap.
2.68
BMCs’ performance at the Level 1 indicators in 2013 was similar to that for 2012, and remains
insufficient for BMCs to achieve most of the Caribbean-specific targets set for 2015. The indicator for
GDP per capita performed below the targets set for Groups 1 and 3 countries and reflected the impact of
the global financial and economic crisis. Group 2 countries fared better on the basis of the growth
performance of the commodity-based economies. However, the lack of timeliness and paucity of data has
made it difficult to measure and analyse the impact of the Great Recession on BMCs’ poverty situation.
BMCs and CDB should work collaboratively to close this data gap and to enhance their capability to
conduct evidence-based policy-making and programming.
2.69
Fifty-nine percent (59%) of all Level 2 indicators are on track to achieving their targets. Three
groups of indicators (citizen security, social protection and RPGs) which have not been measured, represent
areas of development that are critical to citizen welfare and improving the Bank’s focus in these areas will
be crucial to the achievement of its development effectiveness. Effective demand for projects targeted at
increasing power-generating capacity has been lower than expected. However, the current initiatives for
supporting EE and RE should yield more favorable results in the near-term. The indicator relating to
stakeholders trained in improved agricultural production technology has also underperformed and will
require greater efforts to overcome challenges posed to both identifying and implementing new projects in
this sector.
2.70
Performance in operational and organisational effectiveness has been generally strong. The weak
performer at Level 3 was the category of use of administrative budget and resources. Measures to mitigate
this weakness have been discussed in paragraph 2.62. The strategic focus category has performed
satisfactorily except for the indicator of the proportion of financing supporting regional cooperation and
development. The underperformance is caused in part by the predominance of low-cost TA initiatives
among the Bank’s regional cooperation interventions. However, the smallness of the financial commitment
does not reflect the significant impact and contribution of these initiatives on BMCs development results.
2.71
The Bank is currently engaged in the development of its Strategic Plan for the period 2015 – 2019.
The implementation of this Plan will be measured and monitored through revised indicators and targets and
updated baselines. Meanwhile, the Bank will continue to work towards improving it results orientation and
frameworks at the level of it sector strategies, country assistance strategies, programmes and projects.
SCHEDULE 1
INDICATORS REPLACED AND NEW INDICATORS
Indicators
Replaced
Removed
or
New Indicators
Remarks
Energy savings (as a result of CDB’s
interventions in EE/RE)
- Target 5
Megawatt hours by 2016
Changed to improve the outcome
focus of planned EE/RE initiatives
that will be financed by CDB,
which will encourage BMC’s to
adopt energy efficient systems and
policies.
Changed to reflect the anticipated
RE capacity installed through CDB
supported projects, and make the
indicator more precise.
Level 2
Environmental
Sustainability, Disaster
Risk Management and
Climate Change
Energy efficiency
adopted
reforms
Energy produced through
renewable energy technologies
RE capacity installed – Target
Megawatts by 2016
Reduced cost for regional
transportation (freight cost per
ton)
Share of intra-regional sea trade from
OECS and other disadvantaged countries
(Belize and Guyana) of total intra-regional
sea trade
2
Changed to align more closely with
the planned intervention to improve
the competitiveness of OECS
Maritime shipping. This should
result in a larger number of viable
shipping operators in OECS.
APPENDIX 1
BMCs POVERTY INDICATORS – 1996-2012
Country/Years*
Anguilla/2002; 2009
Period 1
Period 2
% Poor
Population
% Indigent
Population
Gini
Coeficient
% Poor
Population
% Indigent
Population
Gini
Coeficient
23.0
2.0
0.31
5.8
0.0
0.39
18.0
3.7
0.48
9.3
n/a
n/a
Antigua and Barbuda/2006
Bahamas/2001
Barbados/1997; 2010
13.9
n/a
0.39
19.3
9.1
0.47
Belize/2002; 2009
33.5
10.8
0.40
41.3
15.8
0.42
22.0
0.5
0.23
1.9
0.0
0.4
British Virgin Islands/2002
Cayman Islands/2008
Dominica/2002; 2009
39.0
15.0
0.35
28.8
3.1
0.44
Grenada/1999; 2008
32.1
12.9
0.45
37.7
2.4
0.37
Guyana/1999; 2006
35.0
19.0
n/a
36.1
18.6
0.35
76.0
54.0
n/a
17.6
n/a
n/a
36.0
3.0
0.39
Haiti/2001
Jamaica/2002; 2010
19.7
n/a
0.4
Montserrat/2009
St. Kitts/2000; 2008
30.5
11.0
0.39
21.0
1.0
0.40
Nevis/2000; 2008
32.0
17.0
0.37
15.9
0.0
0.38
St. Lucia/1996; 2006
25.1
7.1
0.50
29.0
1.6
0.42
St. Vincent/1996; 2008
37.5
25.7
0.56
30.2
2.9
0.40
Trinidad and Tobago/1997; 2007
24.0
8.3
0.39
17.0
n/a
n/a
Turks and Caicos Islands/1999; 2012
26.0
3.2
0.37
21.6
0.0
0.36
*The first year mention relates to Period 1 and the second Period 2. When only one year’s data is available, it is shown in Period 2.
RESULTS MONITORING INDICATORS – 2010 - 2013
Level 1: Selected Caribbean Millennium Development Goals and development outcomes
Base line
Ye ar
Base line
Value
2010
2011
2012
2013
1 Proportion of population below the poverty line (%)
including Haiti
excluding Haiti
2006
2006
54.0
20.0
55.0
21.3
55.0
21.3
54.0
21.1
54.0
21.1
2 Proportion of population below the indigence line (%)
including Haiti
excluding Haiti
2006
2006
35.0
4.0
34.0
3.5
34.0
3.5
32.6
3.3
32.6
3.3
Female
Male
2006
2006
94.0
94.0
87.0
87.0
87.0
86.0
91.0
90.0
Female
Male
2006
2006
73.0
68.0
81.0
78.0
83.0
77.0
87.0
83.0
5 Proportion of population with access to an improved water source (%)
Urban
Rural
2009
2009
95.8
88.6
95.8
88.7
95.9
95.4
96.9
91.8
96.9
91.0
6 Proportion of population with access to improved sanitation (%)
Urban
Rural
2009
2009
86.3
84.1
85.3
80.0
87.8
85.9
86.4
82.4
86.4
82.4
2009
2009
2009
24,025.0
6,245.0
427.0
23,254.0
6,135.0
399.0
22,940.0
6,156.0
415.0
22,572.0
6,187.0
421.0
22,721.0
6,262.0
438.0
8 Reported economic losses resulting from natural disasters and climate variability (% of GDP) 2005-2007
9.0
23.0
0.5
4.3
8.6
9 Ratio of area protected to maintain biological diversity to surface area
2009
3.5
4.2
2009
35.9
35.8
46.6
46.6
2006
14.0
15.0
13.0
13.0
Average
1999-2003
20.0
20.8
Indicator
Tre nd
Pove rty and Human De ve lopme nt
3 Net enrolment in primary education
4 Net enrolment in secondary education (%)
GDP pe r capita
7 GDP per capita ($mn)
BMC Group 1
BMC Group 2
BMC Group 3
Environme ntal Sustainability and Climate Change
Re gional Coope ration and Inte gration
11 Intra-regional trade as a percentage of total regional trade
12 Direct Investment of MDCs in LDCs ($mn)
46.4
APPENDIX 2
10 Proportion of land area covered by forest (%)
4.2
Level 2: CDB’s contribution to country and regional outcomes through outputs
Indicator
Education and Training (at all levels)
Cumulative
2010-2013
2010
2011
2012
2013
1 Primary and secondary classrooms built or upgraded according to minimum standards
215
228
67
149
659
2 Teacher trained/ certified in primary and secondary education
783
1335
2556
1148
5822
11,472
40,211
92,253
55,932
199,868
4 Secondary school graduates achieving five CXC General Proficiency passes or more including Mathematics and English (%)
Female
Male
30.5
28.4
34.0
32.0
34.5
29.6
5 Proportion of students starting from Form 1 who reach Form 5 (Survival Rate)
Female
Male
87.2
82.5
88.0
82.0
87.4
81.5
6 Students completing at least one Level 1 course in Technical and Vocational Education and Training.(%)
Female
Male
41.7
46.8
48.0
52.0
67.2
59.6
250
490
741
5,491
2,002
3 Students benefiting from improved physical classroom conditions, enhanced teacher competence, and access to student loan financing
Trend
7 Land irrigated or improved through drainage, flood and irrigation works (hectares)
8 Stakeholders trained in improved production technology (number)
4,010
300
300
102
1,300
31
94
18
87
5
131
21
58
1578.0
318.5
64.3
233.0
2,193.7
16,369
72,295
165,410
282,025
141,892
140,133
14.7
536,099
141,892
140,133
15.7
9 Beneficiaries of rural enterprise credit programmes (number)
Female
Male
75
370
Social and Economic Infrastructure
10 Primary, secondary and other roads built or upgraded (Km)
11 Beneficiaries of road projects (number)
All
Female
Male
12 Sea Defences/ Landslip Protection/ Urban Drainage (Km)
1
13 Community infrastructure built upgraded
27
456
79
30,824
48,049
78,502
297,590
150,595
146,995
586
14 Beneficiaries of community infrastructure interventions
All
Female
Male
15 Installed energy generation capacity (Megawatts)
32.5
454,965
150,595
146,995
32.5
APPENDIX 2
Page 2
24
Level 2: CDB’s contribution to country and regional outcomes through outputs (continued 1)
Indicator
16 Value of credit made available to the private sector ($ mn)
17 MSME benefiting from credit (number)
Cumulative
2010-2013
2010
2011
2012
2013
13.9
9.5
8.3
2.2
33.9
42
29
579
156
806
42
24
18
39
19
20
82
35
47
71
33
31
234
111
116
826
480
346
828
463
365
1339
803
536
609
379
230
3,602
2,125
1,477
Trend
18 Beneficiaries of mortgage programmes by sex (number)
All
Female
Male
19 Beneficiaries of interventions targeted at MSMEs through CTCS and other TA modalities (number)
All
Female
Male
20 Private sector development frameworks developed and implemented (number)
7
7
21 Business climate regulatory or policy reforms adopted (number)
3
3
22 Installed water capacity (Cubic metres)
1,734
1,743
1,433
341
5251
All
Urban
Rural
110.6
62
48.6
57.7
32.9
24.8
161
90.2
70.8
93.8
93.8
423.1
185.1
238.0
All
Urban
Rural
5,682
3,239
2,443
10,829
6,173
4,656
9,027
5,145
3,882
3,890
0
3,890
29,428
14,557
14,871
25 Communities with improved capacity to address DRM (number)
0
0
2
4
6
National sector policies or strategies or legal frameworks developed or implemented to improve capacity for climate resilience, conservation,
26 rehabilitation or sustainable management (number)
4
2
5
1
12
196
39
157
196
39
157
23 Water supply lines installed or upgraded (Km)
24 Households with access to sanitation and water supply
Environmental Sustainability, Disaster Risk Management and Climate Change
27 Energy Savings resulting from RE/EE interventions (megawatt/hours)
28 Renewable energy capacity installed (megawatt)
29 National security policies developed/ implemented (number)
30 Beneficiaries receiving support from citizen security (number)
All
Female
Male
APPENDIX 2
Page 3
Citizen Security
Level 2: CDB’s contribution to country and regional outcomes through outputs (continued 1a)
Indicator
Social Protection
2010
2011
2012
2013
Cumulative
2010-2013 Trend
31 Social assistance programmes with improved targeting developed and successfully
32 Social protection policy frameworks developed and implemented (number)
0
Capcity Development
33 Public financial systems upgraded and public sector investment programmes supported (Budget, Treasury, Accounting, Debt and Revenue)
34 BMCs with increased capacity to undertake public sector investment programmes (Number)
10
9
2
8
29
1
8
1
3
13
35 Legal regulatory and policy reforms adopted to improve RCI
36 Share of intra-regional sea trade from OECS and other disadvantaged countries (Belize and Guyana) of total intra-regional sea trade (%)
0
59
69
66
APPENDIX 2
Page 4
Level 3: Operational and Organisational Effectiveness
Indicator
Ope rational Quality and Portfolio Pe rformance
Base line Base line
Ye ar
Value
2010
2011
2012
2013 Tre nd
1 Portfolio performance rating for implementation (% satisfactory)
2009
98
97
99
89
98
2 Percentage of projects completed in past two years with PCRs
2009
1
9
25
46
93
3 Percentage of projects with supervision reports on Project Portfolio Management System
2009
89
100
100
100
100
4 Percentage of concessional resources allocated according to performance-based allocation system
2008
60
40
41
54
58
5 Disbursement ratio (without PBLs)
2009
21
20
21
17
17
6 Disbursement efficiency rate (without PBLs)
2009
89
69
84
64
79
7 Proportion of financing directed to less developed BMCs (three yr. average)
2008
38
56
71
62
57
8 Number of approved country strategies in use with results frameworks
2008
2
7
9
12
15
9 Number of new or updated CPAs for BMCs in past five years
2004-2008
8
13
14
12
9
10 Number of new or updated NPRSs for BMCs in past five years
2004-2008
8
3
6
6
6
11 Proportion of financing supporting environmental sustainability and climate change (%)
2007
10
4.6
17.2
8.2
19.7
12 Proportion of financing supporting regional cooperation and development (%)
2007
4
4.1
1.4
1.1
1.2
13 Proportion of financing supporting private sector development
2007
10
1.2
1.14
0.8
6
14 Percentage of budgeted Bank professional staff in operations departments
2008
50.5
50
47
43
44
15 Ratio of professional staff to support staff (to every one established support staff member - headcount)
2008
1.01
1.23
1.17
1.15
1.26
16 Vacancy rate at management and professional levels
2008
15
14
29
29
25
17 Representation of women in management positions
2008
38.9
44.4
44.4
53
53
18 Administration expenses per $mn of project approvals (three-year average $000s)
2007-2009
9.2
8.6
11.4
12.2
15.9
19 Administration expenses per $mn of project disbursements (three-year average $000s)
2005-2007
12.7
10.1
10.3
12.6
16.7
Re source Allocation and Utilisation
Strate gic Focus
Capacity Utilisation
Use of Administrative Budge t Re source s
20 Average time from loan approval to first disbursements in public sector operations (months)
2009
17
17.1
15.6
9.5
9.1
21 Average loan processing time (months from appraisal mission to project approval) in public sector operations
2009
5
3
4.1
2.9
3.2
APPENDIX 2
Page 5
Busine ss Proce sse s and Practice s
Level 4: Ownership, Alignment and Partnership
Indicator
Owne rship
Base line Base line
Ye ar
Value
2010
2011
2012
2013 Tre nd
1 Number of BMCs with national development strategies
2007
15
15
15
15
15
2 Number of BMCs with PRSs
2007
8
10
10
10
10
3 Number of BMCs with CPAs
2007
17
17
17
17
17
Percentage of CDB country strategies with explicit consideration of other agencies’
4 programming.
2007
100
100
100
100
100
5 Percentage of financing using common arrangements or procedures
2007
21
38
37
27
59
2005-2008
35
21
25
Percentage of financial support using the BMC procurement systems that either (a)
adhere to broadly accepted good practices, or (b) have a reform programme in place
7 to achieve these.
2005-2008
25
25
Proportion of CSPs, other DP missions, project financing conducted jointly with at
8 least one other DP (% annually)
14
21
100
100
Harmonisation
Alignme nt
Percentage of capacity development support provided through coordinated
6 programmes
2008
23
APPENDIX 2
Page 6
APPENDIX 3
PORTFOLIO PERFORMANCE INDEX BY SECTOR
SECTOR PERFORMANCE OF PROJECTS
1.
The performance and quality of CDB’s projects and programmes is measured by a Portfolio
Performance Index (PPI), using a composite score derived from the application of CDB’s Project Performance
Evaluation System (PPES). This composite score is an indicative measure of the likely impact of the project,
in terms of meeting its development objectives, and is the sum of the weighted scores of six criteria: strategic
relevance, poverty relevance, efficiency, cost efficiency, institutional development impact, and sustainability.
The score has a maximum value of 10 and minimum of 0, and is translated into project performance ratings
according to the following ranges:
Composite Score
8.0 -10.0
6.0 -7.9
4.0 -5.9
2.0 -3.9
0.0 –1.9
Project Performance Rating
Excellent
Highly Satisfactory
Satisfactory
Marginally unsatisfactory
Unsatisfactory
Performance scores by sector for projects under implementation in the portfolio, for 2012 and 2013, are
presented in Table 1. These scores reflect the extent to which projects are achieving their intended development
objectives, including result outputs and outcomes.
TABLE 1: AVERAGE PPI BY SECTOR
Sector
Transportation and Communication
Community Development25
Other economic and social infrastructure26
Private sector development27
Environmental Sustainability and Disaster Risk
Management
Multi-sector28
All sectors29
Overall Average Performance Rating
25
2013
No of
Average
projects
PPI
score
12
5.7
4
4.9
13
5.8
4
5.6
6
6.0
12
6.1
4
6.1
12
5.3
2012
No of
Average
projects
PPI
score
15
5.8
7
6.1
12
5.4
7
5.6
4
6.0
16
5.8
3
6.1
13
5.5
3
5.9
70
5.7
Satisfactory
3
6.0
80
5.7
Satisfactory
For the purposes of the analysis, Community Development includes Urban Development and Shelter, Health and Other community services
Other economic and social infrastructure includes Social Infrastructure and Services and Energy.
Private sector development includes Financial, Business and Other Services and Tourism.
28
Multi-sector includes Policy Based Loans
29
Immediate Response Loans, which involve mainly clearing and cleaning following the aftermath of a natural disaster event and restoration of essential
services, do not require a performance assessment and are therefore excluded from PPI calculations in 2012 and 2013.
26
27
APPENDIX 3
Page 2
2.
Table 1 shows that all 9 sectors recorded Highly Satisfactory and Satisfactory performances with PPI
values ranging from 4.9 to 6.1. Transportation and Communication and Private Sector Development sectors
recorded improved performance in 2013, while there was a decline in performance in the Agriculture and Rural
development sector. The fall in the performance of projects in the agriculture and rural development sector is
attributable to a small sample size and one particular project where ratings of efficiency and effectiveness were
low. Overall, there was no change the average performance rating which remained Satisfactory.

caribbean development bank development effectiveness review

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caribbean development bank development effectiveness review

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