Caribbean Development Bank Development Effectiveness Review 2015

Development Effectiveness Review

2015

Development Effectiveness Review 2015

CARIBBEAN DEVELOPMENT BANK Development Effectiveness Review 2015

Development Effectiveness Review 2015

Table Of Contents Abbreviations Report Highlights 1. Introduction

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2. Level 1: Caribbean Progress Toward Development Outcomes A. The New Development Agenda: From MDGs to SDGs B. Regional Progress toward 2019 Targets in the 2015-2019 RMF Supporting the SDGs Inclusive and Sustainable Growth and Development Building Resilience, Securing Sustainable Energy and Adapting to a Changing Environment

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3. Level 2: CDB’s Contribution To Development Outcomes A. Economic and Social Infrastructure Development B. Agriculture and Rural Development C. Education and Training D. Citizen Security E. Environmental Sustainability F. Private Sector Operations and Development G. Governance and Accountability H. RCI I. Evaluation Studies

16 16 20 20 22 23 25 27 30 33

4. Level 3: How Well CDB Manages Its Operations A. Operational Processes and Practices, and Portfolio Performance B. Resource Allocation and Utilisation C. Strategic Focus D. Disclosure, Transparency and Risk Management

34 34 37 38 41

5. Level 4: How Efficient CDB Is As An Organisation A. Capacity Utilisation B. Use of Administrative Budget Resources C. Harmonisation, Alignment and Partnerships 6. Achievements, Challenges And Actions A. Achievements B. Challenges C. Actions

42 42 43 44 46 46 46 48

Development Effectiveness Review 2015

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Figures 1.

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Strategic Framework 2015 – 2019 The Structure Of CDB’s RMF Regional Average Of Reported Environmental Damage And Loss From Natural Hazard Events (% Of GDP) Inequality In BMCS, GINI Coefficient And Trend As Of Latest Available Data Ease Of Doing Business Ranking Gender Mainstreaming Of Loans Approved In 2014 And 2015 By Sector Administrative Expenses And Disbursements 2010-2015

Tables 1.

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Final Assessment Of Regional Preformance On The CMDGS Level 1 – Inclusive And Sustainable Growth And Development Level 1 – Building Resilience, Securing Sustainable Energy And Adapting To A Changing Environment Level 2 – CDB’s Contribution To Development Outcomes In Economic And Social Infrastructure Level 2 – CDB’s Contribution To Development Outcomes In Agriculture And Rural Development Level 2 – CDB’s Contribution To Development Outcomes In Education And Training Level 2 – CDB’s Contribution To Development Outcomes In Citizen Security Level 2 – CDB’s Contribution To Development Outcomes In Environmental Sustainability Level 2 – CDB’s Contribution To Private Sector Development Level 2 - CDB’s Contribution To Good Governance And Accountability Level 2 - CDB’s Contribution To RCI Level 3 - Operational Processes And Practices And Portfolio Performance Level 3 – Resource Allocation And Utilisation Level 3 – Strategic Focus Level 3 – Disclosure, Transparency And Risk Management Level 4 – How Efficient CDB Is As An Organisation

Appendix 1.

Performance Trends On Results Indicators: 2011-2015

Annexes 1.

2.

CDB RMF 2015-2019 RMF Indicators – Technical Notes

Development Effectiveness Review 2015

CURRENCY EQUIVALENT [Dollars ($) throughout refer to United States dollars unless otherwise stated]

ABBREVIATIONS BMCs BNTF CARTFUND CARICOM CDB CFRAPS CMDG CPAs CSME CSPs CTCS CXC DER DPs DRM DRR ECD EE EID EPA EU GDP GE ha IDB IMF ISO km LDCs MDG MfDR mn MSMEs OCR OECS OIE PBLs PBOs PCM PCRs PPAM PPI PPMS PPP PSRs

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Borrowing Member Countries Basic Needs Trust Fund Caribbean Aid for Trade and Regional Integration Trust Fund Caribbean Community Caribbean Development Bank Climate Finance Readiness Action Plans Caribbean-specific Millennium Development Goals Country Poverty Assessments CARICOM Single Market and Economy Country Strategy Papers Caribbean Technological Consultancy Services Network Caribbean Examinations Council Development Effectiveness Review Development Partners Disaster Risk Management Disaster Risk Reduction Early Childhood Development Energy Efficiency Economic Infrastructure Division Economic Partnership Agreement European Union Gross Domestic Product Gender Equality hectares Inter-American Development Bank International Monetary Fund International Organisation for Standardisation kilometres Less-Developed Countries Millennium Development Goal Managing for Development Results million Micro, Small and Medium Enterprises Ordinary Capital Resources Organisation of Eastern Caribbean States Office of Independent Evaluation Policy-Based Loans Policy-Based Operations Project Cycle Management Project Completion Reports Public Policy Analysis and Management Project Implementation Performance Index Project Portfolio Management System Private-Public Partnership Project Supervision Reports

Development Effectiveness Review 2015

ABBREVIATIONS CONT’D RCI RE RMF RPGs SDGs SSD TA TVET

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Regional Cooperation and Integration Renewable Energy Results Monitoring Framework Regional Public Goods Sustainable Development Goals Social Sector Division Technical Assistance Technical and Vocational Education and Training

Development Effectiveness Review 2015

Report Highlights The Development Effectiveness Review (DER) tracks development progress in the Caribbean Development Bank’s (CDB) Borrowing Member Countries (BMCs), assesses the Bank’s development effectiveness and identifies areas where performance needs to be strengthened.

The 2015 report is the fifth annual report on CDB’s corporate performance. It monitors CDB’s progress in achieving the priorities set out in the Bank’s Strategic Plan 2015-2019, with the aim of informing improved performance. This DER is the first annual report on the corporate Results Monitoring Framework (RMF) of the 2015-2019 Strategic Plan, which builds on, and adjusts for lessons learned from efforts under Strategic Plan 2010-2014. The summary scorecard for 2015 is on page iv.

Progress in the Region The global financial crisis hindered the achievement of the Caribbean-specific Millennium Development Goals (CMDG) targets, and the gaps in BMCs’ implementation capacity, as well as their limited monitoring and reporting capability, impacted the effective monitoring of progress towards these targets. The Region did not meet its poverty reduction target, however, it did make progress. In 2015, 22.4% of the Region’s population was living below the indigence line and 44.1% below the poverty line, a 19 percentage point decline and a 10 percentage point decline, respectively since 2006. This progress was led by Haiti, which saw the most significant reduction in poverty. Other BMCs have recorded little change in poverty and indigence rates in close to a decade, with declines of 3% and 1% being recorded, respectively.

At the time the CMDGs were developed, the Caribbean region had already attained near-full enrolment in primary level education. The Region maintained primary universal coverage and also successfully increased enrolment at the secondary level, achieving near-universal coverage by 2015. Development partners (DPs) also observed positive steps toward gender equality (GE) in the Region, though data collection on this goal was insufficient to provide evidential data. The Region made progress on ensuring environmental sustainability with regard to access to improved water sources, and land covered by forest. However, considerable challenges remain with regard to the protection of biological diversity and resilience to natural disasters and climate variability, which will continue to pose a major threat to the Region’s development.

The year 2015 marks a new era in global development with the transition from the MDGs to the Sustainable Development Goals (SDGs). BMCs will need to continue efforts to achieve their development goals and collaborate in the development of Caribbean-specific targets and indicators for the SDGs, as well as putting in place systems to effectively monitor progress towards these targets. These endeavours will require ongoing support from CDB and other DPs.

CDB’s Achievements in 2015 CDB embarked on the road toward the ambitious targets of Strategic Plan 2015-2019. The Bank made a good start progressing toward Level 2 targets given that relatively few projects were at or near completion in 2015. This was the legacy of the recent global financial crisis, a period during which project disbursements decreased. Nevertheless, CDB’s ongoing and

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recently completed operations accomplished important results, contributing to the national and regional development goals across all sectors: Economic and social infrastructure development. 30,609 people benefitted from safer, more rapid transit thanks to the 91 kilometres (km) of roads that were upgraded or built across Belize, British Virgin Islands, Grenada, Guyana, Montserrat, and St. Vincent and the Grenadines. Meanwhile, 5,476 individuals benefitted from access to improved social infrastructure, including a larger and better equipped community hospital in St. Vincent and the Grenadines and a new marketplace in Montserrat.

Agriculture. 440 individuals from across all BMCs were trained in improved production technologies, including methods for combatting crop disease, and improving the performance of their agriculture and rural enterprises.

Education and training. 16,000 students benefited from enhanced education infrastructure with 18 primary and 82 secondary/post-secondary education facilities being built or upgraded across Barbados, Dominica, and Haiti. 757 teachers in St. Vincent and the Grenadines were trained or certified to support an increased quality of education.

Citizen security. 468 at-risk youth across Anguilla, Belize, and St. Vincent received support and training focused on employment skills, and personal and professional development.

Environmental sustainability. In Guyana, 100 kilowatts of renewable power generation were installed via various community-level infrastructure projects. Following CDB technical assistance (TA) initiatives, BMCs are using improved tools to undertake financial planning for Energy Efficiency (EE)/Renewable Energy (RE) projects. Further, five micro, small and medium-size enterprises (MSMEs) in Dominica have recommendations from CDB-funded energy audits to guide them in reducing energy costs, and 13 water utility providers across the Region have action plans in place to support improved EE. Private sector operations. 289 MSMEs benefited from access to a total of $3.99 million (mn) in microcredit. Meanwhile, 480 small and micro business people (309 women and 171 men) participated in workshops delivered through the Caribbean Technological Consultancy Services (CTCS) Network. These focused on supporting MSMEs in food safety and productivity, strengthening financial management systems, and enhancing customer service delivery. Three MSMEs benefited from direct TA support services to help strengthen their businesses. In addition, 27 borrowers benefited from access to mortgage finance.

Governance and accountability. Policy-based operations (PBOs) supported the adoption of public financial management reforms in four BMCs and assisted three of them to upgrade their public financial systems or improve their public sector investment programmes. Five BMCs and two regional organisations were assisted with the creation of productive development policies, business climate reforms, clustering initiatives or small and medium enterprise (SME) development activities through the Compete Caribbean Programme, for which CDB provided technical support. Additionally, 12 BMCs increased their knowledge and skills for undertaking public-private partnerships (PPPs) through participation in a series of training boot camps offered by the PPP Support Facility.

Regional cooperation and integration (RCI). CDB supported the creation/strengthening of important regional public goods (RPGs). 268 individuals received certifications or

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Development Effectiveness Review 2015

accreditation that will better enable them to work across the Region. Additionally, several BMCs are now better able to comply with three types of international quality standards: industry standards by health spas, international quality standards for laboratory testing services, and auditing standards. As a result, these BMCs are now better prepared to implement and take advantage of the Caribbean trade and development deal with the European Union (EU) [the Economic Partnership Agreement (EPA)], and the Caribbean’s own regional economic integration initiative [the Caribbean Community (CARICOM) Single Market and Economy (CSME)]. These results were achieved by the Caribbean Aid for Trade and Regional Integration Trust Fund (CARTFund), which drew to completion in 2015.

CDB made important progress in managing its operational effectiveness. Notably, the Bank made significant advances in laying the strategic, financial, and human capital groundwork for mainstreaming the cross-cutting theme of energy security. Steady progress also continued in mainstreaming GE. Meanwhile, the Bank’s strong performance on risk management indicators evidence the major strides made in this area over the past few years.

CDB became a more efficient organisation in 2015. The Bank improved its budget efficiency by narrowing the gap between administrative expenses and disbursements. CDB also bolstered its operational efficiency by increasing the ratio of professional staff to support staff, and expanding capacity in important functional areas, including increased staffing in operations departments.

Challenges Through systematic monitoring, the annual DER identifies challenges hindering stronger organisational performance and supports an ongoing process of reflection, learning, and reform across CDB with the goal of maximising development effectiveness. Improvements in information management, and project design and implementation, are needed in order to deepen CDB’s development impact. Timelier, quality supervision reporting is required to enable CDB to actively monitor the portfolio so that it can deal with issues before disbursement bottlenecks, and by extension, delays in the achievement of development results, arise.

Project design and implementation also need to be strengthened to curtail implementation delays. Such delays in turn stall the achievement of development results and increase the cost at which they are attained. Meanwhile, timelier completion of quality Project Completion Reports (PCRs) is needed to measure the achievement of development results, and because PCRs are an invaluable tool to support strategic decision making and ongoing learning across CDB. Having increased the scope and depth of its work under Strategic Plan 2015-2019, CDB needs to fully implement its internal reform agenda by completing key outstanding initiatives, such as the new Project Portfolio Management System (PPMS), which are fundamental for improving its development effectiveness.

Actions to Address the Challenges CDB has actions planned, or already underway, which are designed to address the challenges identified above in support of improving the Bank’s development effectiveness. The proposed actions include implementation of the new PPMS along with the required adjustments to operational processes; adopting a more effective disbursement projection and monitoring methodology; moving forward in operationalising the 2015-2019 strategic priority of promoting good governance; and continuing to support BMC capacity in key areas related to managing for development results (MfDR) through successful implementation of strategically targeted TA initiatives.

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Development Effectiveness Summary Performance Scorecard 2015 Scorecard Legend Good – more than half of all indicators achieved their 2015 target Mixed – half or fewer of all indicators achieved their 2015 target, with progress made since the baseline on many Poor – fewer than half of all indicators achieved their 2015 target; many had no or regressed progress since the baseline

Section 1: Caribbean development progress Level 1: Progress toward MDGs and regional development outcomes Inclusive and sustainable growth and development Building resilience, securing sustainable energy and adapting to a changing environment Scorecard Legend On track – more than half of all indicators on track to achieve their 2019 target Watch – half or fewer of all indicators not progressing as desired but are within reach of the 2019 target Off track – more than half of indicators have regressed performance from the baseline or are not progressing as needed to reach the 2019 target Not rated

Section 2: CDB’s development effectiveness Level 2: CDB’s contribution to development outcomes Scorecard methodology not applied for 2015. Refer to Section 3 for progress.

Level 3: How well CDB manages its operations Operational processes and practices, and portfolio performance Resource allocation and utilisation Strategic focus Disclosure, transparency and risk management Level 4: How efficient CDB is as an organisation Capacity Utilisation Use of administrative budget resources Harmonisation, alignment and partnerships

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Development Effectiveness Review 2015

1. Introduction The 2015 DER is the fifth annual report on CDB’s corporate performance. It monitors recent development progress in BMCs and CDB’s progress in achieving the priorities set out in Strategic Plan 2015-2019, with the aim of informing how CDB’s performance can be improved. The year 2015 is an important milestone for performance reporting as it marks the end of the 15-year MDG timeframe. Accordingly, this DER ties-off reporting on Level 1 indicators from Strategic Plan 2010-2014, which had 2015 targets.

Strategic Plan 2015-2019 has two distinct but complementary development objectives: (1) supporting inclusive and sustainable growth and development; and (2) promoting good governance. These are supported by a focus on enhancing organisational efficiency and effectiveness and by three cross-cutting areas: RCI, GE, and energy security. CDB focuses its resources through 16 corporate priorities. The framework of Strategic Plan 2015-2019 is presented in Figure 1.

FIGURE 1 STRATEGIC FRAMEWORK 2015-2019 MISSION STATEMENT CDB intends to be the leading catalyst in the reduction of poverty through the inclusive and sustainable development of our BMCs by mobilising development resources in an efficient, responsive and collaborative manner with accountability, integrity and excellence

Strategic Objective #2 Promoting Good Governance

Strategic Objective #1 Supporting Inclusive and Sustainable Growth and Development

Strategic Objective #3 Enhancing Organisational Efficiency and Effectiveness Continuing Internal Reform: -

• • • •

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Corporate Priorities Strengthen/Modernise Economic and Social Infrastructure Support Agriculture and Rural Development Improve Quality of/Access to Education, Training and Citizen Security Promote Environmental Sustainability (Climate Change Resilience, Environmental Management and Disaster Risk Management) Promote Private Sector Operations

• • • •

Corporate Priorities Improve Economic, Fiscal and Debt Management Adopt MfDR Approach to Longterm Planning Strengthen Evidence-based Policymaking Promote Private Sector Development and Competitiveness and Innovation

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Strengthen Human Resource Management Improve Selectivity and Focus Promote Value for Money Improve Client Responsiveness Strengthen Results Measuring, Monitoring and Reporting Support Knowledge Management Enhance Disclosure, Transparency and Risk Management Promote Partnerships and Relationship Management

Cross-cutting areas REGIONAL COOPERATION AND INTEGRATION, GENDER EQUALITY, ENERGY SECURITY

The DER is underpinned by the CDB RMF. This report presents the new RMF which CDB developed to monitor the performance of Strategic Plan 2015-2019. The RMF is designed to assess the Bank’s progress toward its strategic priorities by using performance indicators that track progress toward CDB’s corporate priorities. The RMF has 80 results indicators. Targets or baselines for some indicators that were not included in the final Strategic Plan 20152019 document have now been established. The full RMF is included in Annex 1. Annex 2 contains technical notes for each indicator. The RMF includes four levels, which are divided into two sections (Figure 2).

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Section 1: includes Level 1. It tracks BMCs’ progress at a collective level toward longterm development goals related to CDB’s areas of focus. Level 1 does not assess CDB’s performance, rather, it reflects the results of combined efforts of BMCs and all DPs. This information provides the context to inform CDB’s strategic planning.

Section 2: includes Levels 2, 3, and 4. It tracks CDB’s development effectiveness, specifically, its performance in implementing Strategic Plan 2015-2019. Level 2 focuses on how CDB is contributing to country and regional development through the results of its ongoing and recently completed operations. Level 3 and Level 4 measure progress toward enhancing the Bank’s operational effectiveness and efficiency, respectively.

FIGURE 2 THE STRUCTURE OF CDB’s RMF

Section 1: Caribbean development progress Level 1 – Progress toward SDGs and regional development outcomes

Section 2: CDB’s development effectiveness Level 2 – CDB’s contribution to development outcomes

Level 3 – How well CDB manages its operations

Level 4 – How efficient CDB is as an organisation

The 2015 DER continues the practice of using a traffic light rating system to assess performance trends on selected indicators. The exception to this is Level 2, which instead tracks the percentage of the target achieved to date because targets at this level reflect a cumulative five-year goal of which 2015 is the starting point. The traffic light system aims to convey, at a glance, areas where there has been progress and highlights where challenges remain and additional efforts are required.

Effective performance monitoring requires analysis of trends overtime, including across strategic planning cycles. To provide this overview, the performance trends over the past five years (2011-2015) are reported for RMF 2015-2019 indicators at Levels 1, 3 and 4 in Appendix 1.

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Development Effectiveness Review 2015

2. Level 1: Caribbean Progress Toward Development Outcomes CDB monitors the development progress of BMCs to inform the design of its strategies and policies and ensure they remain relevant. The 20 Level 1 indicators in CDB’s 2015-2019 RMF monitor BMCs’ progress toward development outcomes in the following areas: poverty and inequality; sustainable economic growth; education, training and employment; sustainable energy; and, climate change adaptation. Part A of this section makes the transition from MDGs to SDGs. It provides a final assessment of regional performance on the MDGs and on CDB’s 2010-2014 RMF by reporting on the Level 1 indicators that were monitored for the 2015 CMDG targets. Regional progress toward 2019 targets supporting the SDGs, as monitored in the 2015-2019 RMF, is presented in part B of this section.

A.

The New Development Agenda: From MDGs to SDGs

The year 2015 marks a new era in global development with the transition from the MDGs to the SDGs. A clear message from early assessments of the MDG initiative is that BMCs demonstrated significant gaps in implementation capacity, as well as limited monitoring and reporting capability. In many BMCs, CMDGs were not specifically included in national development plans and strategies. As a result, BMCs were not able to consistently collect, analyse and monitor data for the 48 indicators related to the eight global MDG targets, and were less able to report on the 71 indicators of the CMDGs. For the CMDGs monitored by CDB, data collection intervals were lengthy for most BMCs, making it difficult to accurately monitor trends. A few BMCs did not monitor and report on the CDMGs, making it impossible to monitor their progress.

Available data reveal that the onset of the global crisis thwarted much of the hope of achieving a broader set of MDGs in the Caribbean and eroded some of the early gains made by countries. While economic indicators began to show recovery from around 2013, social indicators tend to recover more slowly than economic growth, and to take longer to return to pre-crisis levels. As a result, although progress was made on the CMDGs, gains were uneven across CMDG indicators and progress was also uneven across countries. Table 1 below concludes reporting on CDB’s 2010-2014 RMF by presenting final performance for the Level 1 indicators associated with 2015 CMDG targets.

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TABLE 1 FINAL ASSESSMENT OF REGIONAL PERFORMANCE ON THE CMDGs Scorecard Legend CMDG target achieved or exceeded CMDG target not achieved, but improvement recorded from the baseline CMDG target not achieved; no progress recorded from the baseline Baseline (year)

Indicator Inclusive and sustainable growth and development CMDG 1: Eradicate extreme poverty and hunger % of population below the national poverty line % of population below the indigence line CMDG 2: Achieve universal primary education Net enrolment ratio in basic education (%) Primary: - Female - Male Net enrolment ratio in basic education (%) Secondary: - Female - Male

CDB BMCs Latest Target 20151 2015

44.1 22.4

27 20.5

94 (2006) 94 (2006)

92.6 92.6

95 95

73 (2006) 68 (2006)

86.2 83.7

80 77

54 41

(2006) (2006)

Status

Building resilience, securing sustainable energy and adapting to a changing environment CMDG 7: Ensure environmental sustainability Population with access to an improved water source (%) 95.5 95 96 (2009) - Urban 87 (2009) 91.5 92.5 - Rural Population with access to improved sanitation (%) 82.8 88 86 (2009) - Urban 84 (2009) 78.1 86.5 - Rural Reported economic losses resulting from natural disasters and climate variability [% of gross domestic product (GDP)] Ratio of area protected to maintain biological diversity (%) Proportion of land area covered by forest (%) 1

1.1(2005-

2.0

Reduction

2.8

Maintain or increase

49.4

Maintain or increase

2007 av.)

3.5 (2009)

36 (2008)

Where data are not available for 2015, the latest available values are used.

Available data reveal little change in poverty rates in the Region in close to a decade, and the CMDG target for income poverty reduction by 2015 has not been met. The Region did manage to achieve some progress since 2006 however, and thus performance on CMDG 1 is rated amber. Aggregated Caribbean data for the period 2006 to 2015 show a 10 percentage point decline in the percentage of population below the national poverty line from 54% to 44.1% for the Region as a whole, and a 3 percentage point decline in the Region from 24% to 21.1% when Haiti is excluded. More significantly, for the same period, there was also a 19 percentage point decline in the percentage of population below the indigence line (food poverty) from 41% to 22.4% due primarily to progress made in Haiti. Excluding Haiti, the Caribbean region saw a 1 percentage point reduction in the proportion of the population living below the indigence line from 12% to 11.1%.

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Development Effectiveness Review 2015

At the time the CMDGs were developed, the Caribbean region had already attained nearfull enrolment in primary level education. CMDG 2 therefore targeted to further increase enrolment rates, particularly at the secondary level. BMCs, excluding Haiti, continued to provide universal coverage, roughly maintaining the net enrolment ratio in primary education since 2006. The net enrolment rate at the primary level was 92.6% in 2015, falling slighting below 2006 levels and the target due to gaps in data and inaccuracies in the population data in some BMCs. Meanwhile, there was an increase in net enrolment at the secondary level for both females and males since 2006, increasing by 13% for females to 86.2% in 2015, and by 16% for males to 83.7%. This strong performance was attained because several BMCs, including Grenada, St. Lucia, and St. Vincent and the Grenadines achieved universal enrolment by expanding the number of spaces in secondary schools.

Performance on CMDG 2 is therefore rated as good.

CDB monitored five indicators contributing to CMDG 7 – ensure environmental sustainability.

Progress across these indicators was mixed. With regard to the population with access to an improved water source, urban access was already high and the Region achieved its target.

Meanwhile, the Region fell slightly short in providing the targeted access to rural populations, due to progress that still needs to be made in Jamaica, Belize, and Haiti which was significantly impacted by the 2010 earthquake. After data gaps lasting several years, current data became available in 2015 which reported a decline in the population with access to improved sanitation in several BMCs, pulling the regional average below 2009 baseline rates. In several cases, these declining results reflect the use of more accurate data collection methodologies, while Haiti was again negatively impacted by the 2010 earthquake.

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In spite of significant investment in physical upgrades and climate proofing, the impact of weather-related hazards has been acute in the Caribbean. A snapshot of the current situation compared with the baseline shows an increase in reported economic losses resulting from natural disasters and climate variability. However, as seen in Figure 3 below, there was no strong trend over the 2005-2015 period, reflecting the fact that BMCs in the Region were hit off and on by natural disasters of varying severity. A review of the past ten years shows the significant costs of natural disaster events and climate variability, which will continue to pose a major threat to the Region’s development.

FIGURE 3 REGIONAL AVERAGE OF REPORTED ENVIRONMENTAL DAMAGE AND LOSS FROM NATURAL HAZARD EVENTS (% OF GDP)

Also related to MDG 7, the Region met the target of increasing the proportion of land area covered by forest. Performance varied by country, with Grenada, St. Kitts and Nevis, St. Lucia, St. Vincent and the Grenadines, and Barbados recording increased coverage. However, the regional ratio of area protected to maintain biological diversity declined, with nearly all BMCs registering regression since 2009. This trend brings into question the health of forested and other important ecological areas, and signals a need for improved efforts to maintain ecosystem diversity and integrity.

Regarding the goal of GE and women’s empowerment (CMDG 3), DPs observed positive steps toward GE in the Region, noting that there was still work to be done. However, with the exception of GE with regard to access to education, CDB did not monitor the CMDG 3 indicators , which were not closely monitored in the Region. There was therefore insufficient data to assess progress. As GE is an SDG and also a cross-cutting theme for CDB, investment in measuring GE indicators will be important moving forward.

The Caribbean region is now in the process of developing Caribbean-specific targets and indicators for the SDGs. As has been recognised globally, this will be a significant challenge.

CDB, in collaboration with its DPs, will be instrumental in supporting this process, and will incorporate advancements within its RMF going forward.

1

Economic Commissions for Latin America and the Caribbean, Report of the symposium on Sustainable Development Goals for the Caribbean within the post -2015 development agenda, October 2015

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Development Effectiveness Review 2015

B. Regional Progress toward 2019 Targets in the 2015-2019 RMF Supporting the SDGs Inclusive and Sustainable Growth and Development The following section presents progress at Level 1 of CDB’s 2015-2019 RMF. This RMF reflects the expanded scale and ambition of the new universal SDG agenda with the addition of eight new indicators at Level 1. These indicators have a target year of 2019, in alignment with CDB’s Strategic Plan. Progress at Level 1 is most accurately assessed by monitoring multi-year trends. Since new data is available only every few years for many of the indicators, and because only one year of data is available since the baseline, the scorecard system is not yet applied for reporting at Level 1. Table 2 below shows regional performance for indicators related to inclusive and sustainable growth and development.

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TABLE 2 LEVEL 1 – INCLUSIVE AND SUSTAINBLE GROWTH AND DEVELOPMENT

Indicator

Baseline (year)

CDB BMCs Latest Target 20151 2019

Related SDG

Economic inclusion: reducing poverty and inequality 44.1 (2012) 22.4 (2012) 10.1 (2012)

n.a. n.a. n.a.

34.0 17.0 Reduction

SDG1 SDG1 SDG1

6 (2012)

n.a.

Reduction

SDG10

1.5 (2013)

2.1

Increase

SDG8

87.7 (2013) 87.7 (2013)

92.6 92.6

90.0 90.0

SDG4

88.7 (2013) 79.5 (2013)

86.2 83.7

90.0 86.0

SDG4

29.8 (2013) 24 (2013)

40.5 30.7

Improvement

SDG4

88.2 (2013) 81.3 (2013)

84.7 77.7

Increase

SDG4

70.1 (2013) 70.0 (2013)

70.0 69.0

Increase

SDG4

13.8( 2013) 9.0 (2013)

13.8 9.2

Reduction

SDG8

11. Intra-regional trade as a percentage of total regional Trade (%)

12.0 (2013)

n.a

Increase

SDG8

12. Doing Business average rank (out of 189 countries)

100 (2013)

111

Improvement

SDG8

39 (2013)

29

Reduction

SDG8

1.% of population below the national poverty line 2. % of population below the indigence line 3. Multidimensional Poverty Index (Headcount (%)) 4. Countries with high income inequality (no. of countries with Gini coefficient exceeding 0.4)

5. GDP per capita growth rate (%) Quality education, training and employment 6a. Net enrolment ratio in basic education (%)2 Primary: - Female - Male 6b. Net enrolment ratio in basic education (%)2 Secondary: - Female - Male 7. Secondary school graduates achieving five Caribbean Examination Council (CXC) General Proficiency or equivalent in National Assessment passes or more, including Mathematics and English (%) - Female - Male 8. Proportion of students starting from Form 1 who reach Form 5 (Survival Rate) - Female - Male 9. Students completing at least one Level 1 course in Technical and Vocational Education and Training (TVET) (%) - Female - Male 10. Unemployment rate (%) - Female - Male Sustaining growth: building competitive economies

13. Time required for business start-up (days)

n.a.: no new data available since baseline.

1 Where data are not available for 2015, the latest available values available since the baseline are used.

2 The methodology for calculating this indicator was adjusted in 2015 to be more accurate, by including the most recent year of data available for each country.

2 CMDG 3 indicators were: ratio of girls to boys in primary, secondary and tertiary education; ratio of literate females to males of 15-24 years old; share of women in wage employment in the non-agricultural sector; and, proportion of seats held by women in national parliament.

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Development Effectiveness Review 2015

Reducing Poverty and Inequality As of the 2012 baseline, there was 44% of the population in the Region living below the national poverty line and 22% living below the indigence line. The target is to reduce this incidence to 34% and 17%, respectively by 2019. The latest demographic survey conducted in BMCs was in 2012, and there is thus no new data available since the baseline.

In order to monitor a more complete poverty picture of the Region, CDB has updated the methodology underpinning its Country Poverty Assessments (CPAs) to take account of recent changes in international poverty measurement methodology. A multi-dimensional poverty measurement is used, which considers deprivations suffered by poor persons in several areas of economic and social wellbeing: education, health and living standards. This data will help enhance the policy-making relevance of future CPAs. Based on the latest available data for eight BMCs, the average multidimensional poverty index (headcount %) for the Region was 10.1%, ranging widely from 1.2% in Barbados to 50.2% in Haiti. The target is to reduce this headcount value by 2019. Starting in 2016, CDB will be implementing the multidimensional poverty index methodology when conducting CPAs in all BMCs, filling a data gap for countries where the methodology has not yet been applied.

It is important to look at relative poverty because relative financial wealth is a significant determinant affecting how individuals or households perceive their welfare. CDB monitors income inequality based on the Gini coefficient. The latest available data for BMCs ranges from 1997 to 2012 and shows six countries with high income inequality; in descending order, these are: Jamaica, Antigua and Barbuda, Barbados, Dominica, Belize, and St. Lucia. As seen FIGURE 4 INEQUALITY IN BMCs, GINI COEFFICIENT AND TREND AS OF LATEST AVAILABLE DATA

3 This baseline was established based on data reported in the United Nations Development Programme 2015 Human Development Report, which reflects data collected between 2006-2012 for eight BMCs: Barbados, Belize, Guyana, Haiti, Suriname, St. Lucia, St. Vincent and the Grenadines, and Trinidad and Tobago

9

in Figure 4 below, many of these BMCs have seen increasing inequality overtime, a trend which the Region has targeted to reverse by 2019. Meanwhile, the countries of St. Lucia, St. Vincent and the Grenadines, Grenada, and Turks and Caicos reduced inequality over the past seven years.

The Caribbean economy has experienced difficulties over the past few years, due to the global economic and financial crisis from which the Region is slowly recovering. The regional average annual GDP per capita growth rate, rose from to 1.5% in 2013, to 2.1% in 2014. Thirteen BMCs recorded growth between 2013 and 2014, with Anguilla and St. Kitts and Nevis seeing the highest growth at 7%. The five other BMCs recorded no annual growth or a slight decrease.

Quality education, training and employment SDG 4 aims to ensure inclusive and equitable access to quality education and promote lifelong learning opportunities for all. BMCs will target to maintain universal coverage of education at the primary level, striving for a net enrolment ratio in primary education of 90% by 2019. The Region has achieved this with a net enrolment ratio of 92.6% for both girls and boys. Meanwhile, the Region is on track to increasing net enrolment in basic education at the secondary level to 90% for females and 86% for males by 2019, achieving an enrolment rate of 86.2% for females and 83.7% for males in 2014. Performance on these indicators tends to fluctuate due to inaccuracies in population data estimates in some BMCs. With regard to academic performance and completion rates, CDB monitors educational success rates at the secondary level and at the technical level with three indicators. These are: secondary school graduates achieving five CXC General Proficiency or equivalent in National Assessment passes or more, including Mathematics and English; the proportion of students starting from Form 1 who reach Form 5; and, the proportion of students completing at least one Level 1 course in TVET. The Region has targeted to increase or improve performance over the baseline on these indicators by 2019. Performance on these indicators

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Development Effectiveness Review 2015

fluctuates year over year, and as seen in Table 2 above, there was no major change over the baseline year.

As one indicator of SDG 8 – decent work and economic growth, CDB monitors the unemployment rate in the Region, disaggregated by sex. As of 2015, employment data was available for eight BMCs, revealing a regional unemployment rate of 13.8% for females and 9.2% for males. The target will be to reduce these rates by 2019. Youth unemployment is a particular challenge for the Region. The 2015 CDB-financed study Youth Are the Future noted that the average youth unemployment rate in the Region was nearly 25% with female youth experiencing rates over 30%, as opposed to 20% for young males. This situation has economic, financial, as well as social consequences for the Region. Due to a mismatch between skills and market needs, unemployment is occurring in parallel to shortages in skilled workers in several productive sectors.

Sustaining growth: building competitive economies The acceleration of regional integration is a key driver for sustainable economic growth in the Caribbean. Growing intra-regional trade within CARICOM is an indication of the effectiveness of this regional arrangement in facilitating trade, and of growing markets in the Region.

As of the latest available data (2013), intra-regional trade as a percentage of total regional trade within CARICOM was 12%. This data point constitutes a baseline which the Region targets to exceed by 2019. Meeting this target will require a reversal of the existing trend, which has seen CARICOM member countries trading increasingly with the rest of the world and relatively less among themselves since 2010.

Regulatory quality for both local business and foreign investment represents a key governance challenge in the Caribbean. Overall, the Region’s global ranking for ease of doing business has been falling over the past five years. According to the World Bank’s Doing Business 2015 report, the regional Doing Business average rank over the past year fell from 100th to 111th, lagging behind all other major global regions in annual performance. BMCs’ rankings fell on average 12 slots, with Jamaica being the exception to this trend of decline. Having implemented a regional high of 16 reforms since 2005,4 Jamaica was the only BMC to improve its score over the last year, jumping an impressive 36 slots to rank 58th.

Overall, 6 of the 11 BMCs included in the report5 implemented at least one regulatory reform making it easier to do business over the course of the year (June 2013-2014). The regional average time required for business start-up was reduced from 39 days to 29 days because Suriname made starting a business significantly easier by introducing an online system for obtaining trade licenses.

FIGURE 5 EASE OF DOING BUSINESS RANKING1 BMC Jamaica Trinidad and Tobago Antigua and Barbuda Dominica Bahamas, The St. Lucia St. Vincent and the Grenadines Barbados Belize St. Kitts and Nevis Guyana Grenada Suriname Haiti 1

2015 Rank Change (of 189) from 2014 58th 79th 89th 97th 97th 100th 103th 106th 118th 121th 123th 126th 162th 180th

36 13 18 20 13 36 21 15 12 20 8 19 3

Source: World Bank, Ease of Doing Business 2015.

4

World Bank Doing Business Factsheet for the Caribbean, 2015.

Data for the Caribbean region includes the following economies: Antigua and Barbuda, The Bahamas, Barbados, Dominica, Grenada, Haiti, Jamaica, St. Kitts and Nevis, St. Lucia, St. Vincent and the Grenadines, and Trinidad and Tobago.

5

11

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Development Effectiveness Review 2015

Building Resilience, Securing Sustainable Energy and Adapting to a Changing Environment Table 3 below shows regional performance for Level 1 indicators related to building resilience, securing sustainable energy and adapting to a changing environment.

TABLE 3 LEVEL 1 - BUILDING RESILIENCE, SECURING SUSTAINABLE ENERGY AND ADAPTING TO A CHANGING ENVIRONMENT

Indicator

Baseline (year)

CDB BMCs Latest Target 20151 2019

Related SDG

SDG6

Clean water and sanitation 14. Population with access to an improved water source (%) - Urban

96.9

(2013)

95.5

95.0

- Rural

90.1

(2013)

91.5

92.5

- Urban

86.4 (2013)

82.8

88.0

- Rural

82.4 (2013)

78.1

86.5

16. Renewable energy as a % total energy mix produced

7 (2012)

n.a.

20

SDG7

17. Energy use per unit of GDP (Barrels of Oil Equivalent 000s/ $ mn GDP)

1 (2013)

n.a.

Reduction

SDG7

0.5(2012-2014)

2.0

Reduction

SDG13

4.2(2012)

2.8

Maintain or increase

SDG15

49.4(2014)

49.4

Maintain or increase

SDG15

15. Population with access to improved sanitation (%) SDG6

Affordable and clean energy

Climate action; Life on land 18. Reported economic losses resulting from natural disasters and climate variability (% of GDP, 3 year average) 19. Area protected to maintain biological diversity (%) 20. Proportion of land area covered by forest (%) 1

Where data are not available for 2015, the latest available values are used. n.a.: new data has not been collected since the baseline year.

Clean Water and Sanitation The Caribbean is rated as one of the most water-stressed areas of the world, and the sustainability of existing water supplies is uncertain in light of climate change and increasing urban demand. CDB monitors two indicators related to SDG 6 – clean water and sanitation for all. As of 2015, there was a regional average of approximately 95.5% of the urban population and 91.5% of the rural population with access to an improved water source.

Access to potable water is already near-universal across the Region, with the exception of Haiti. The target for 2019 is to maintain access in urban areas, while increasing access for populations in rural areas. After several years of a lack of current data for a few BMCs, data became available in 2015 which reported a slight decline in the population with access to improved sanitation in several BMCs, pulling the regional average down below the 2013 baseline to 82.8% in urban areas and 78.1% in rural areas. The reported decline reflects the use of increasingly accurate data collection methodologies in some BMCs, and the 2019 targets have been adjusted to reflect this, in some cases resulting in targets that are below the 2013 baseline value.

13

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Development Effectiveness Review 2015

Affordable and Clean Energy Providing access to affordable and clean energy (SDG 7) is a key priority for supporting the Region’s environmental sustainability and economic growth. There is a scarcity of data available for indicators related to this goal, and BMCs and CDB will need to invest in collecting more accurate data in this area to track progress. The most recent data available (2012) from the International Energy Statistics database records that 7% of the total energy mix produced in the Region is renewable based on average estimates for six BMCs: Barbados, British Virgin Islands, Guyana, Haiti, St. Lucia, and St. Vincent and the Grenadines. The goal is to support an increase to a regional average of 20% renewables by 2019. Data from the same International Energy Statistics database reports that in 2013, the Region’s energy use per unit of GDP was 1,000 barrels of oil equivalent per $1mn of GDP. The target is to reduce this by 2019. CDB plans to find a more accurate regional data source, and/or lead its own data collection for these indicators in the coming years.

Climate Action and Life on Land As a region highly susceptible to the negative effects of climate change, SDG 13 – combating climate change and its impacts, is of critical importance to the Caribbean. Reported economic losses resulting from natural disasters and climate variability averaged 2% of GDP in the Region for the three-year period of 2013-2015. Most significantly, this figure reflects damage in Dominica by 2015 Tropical Storm Erica, which is estimated to amount to losses equivalent to 89% of the national GDP. Also reflected is the impact of the so-called Christmas Eve Trough of 2013, which hit St. Lucia, St. Vincent and the Grenadines and Dominica amounting to an average estimated loss of 2.6% of these economies’ GDP. BMCs’ will need to improve their climate resilience and strengthen their disaster risk reduction (DRR) management practices in order to reduce losses.

SDG 15 seeks to protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss. In 2015, the average proportion of land area covered by forest in the Region was 2.8%, a decline from the 2012 baseline which was recorded at 4.2%. Meanwhile, no change in the regional ratio of area protected to maintain biological diversity has been recorded since 2013; the percentage of area protected remained at 49.4%. Significant effort will be required to improve or maintain performance on these indicators by 2019.

15

3. Level 2: CDB’s Contribution To Development Outcomes Level 2 of the RMF focuses on how CDB has contributed to country and regional development through the results achieved by its ongoing and recently completed projects in the priority areas of Strategic Plan 2015-2019. The 33 indicators measure projects’ achievement of planned outputs, and in some cases, immediate outcomes. Outputs track the types of activities CDB financed, while immediate outcomes track how project activities have affected institutions and the lives of people which CDB seeks to support. New in the 2015-2019 Strategic Plan RMF is an increased number of outcome indicators at Level 2, made possible due to CDB’s ongoing improvements in results-focused project design and monitoring. CDB continues to work toward measuring outcomes in its RMF through implementation of its MfDR Action Plan. By increasingly measuring outcomes, CDB will begin to show the medium-term effects of its initiatives within the context of regional development progress. Currently, evaluation studies are the primary means through which CDB comprehensively assesses the outcomes of its initiatives. Summary findings of recently completed evaluations are included at the end of this section.

The results presented in this report were achieved by approximately 20 recently completed, and some of CDB’s 107 currently ongoing, projects. The 2015 DER assesses the performance status of indicators at Level 2 by reporting the percentage of the target achieved to date. This approach is used instead of the scorecard method because targets reflect a cumulative fiveyear goal of which 2015 is the starting point. Reflecting the fact that project timelines vary, in 2015, results were not yet recorded for some indicators because the associated projects are not scheduled to be completed, and thus realise results, until later on in the five-year planning period. Where this is the case, progress is recorded as “not yet applicable”. A technical index providing information on indicator definitions and sources is provided in Annex 1.

A.

Economic and Social Infrastructure Development

As advocated by SDG 9 – build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation – reducing the deficit of resilient infrastructure in BMCs is an essential foundation for increasing inclusive and sustainable growth, expanding employment, and reducing poverty. Table 4 below presents progress made through CDB operations in 2015 in the area of economic and social infrastructure.

In 2015, CDB supported the construction or upgrading of 90.5 km of roads in eight projects across Belize, British Virgin Islands, Grenada, Guyana, Montserrat, and St. Vincent and the Grenadines. In total, 30,609 people benefitted from safer, more rapid transit, of which approximately 15,256 were females. Reduced transit times are particularly impactful on the lives of women and girls, who typically have more complex commuting patterns than men due to their childbearing responsibilities and domestic tasks. Relative to men, women spend more time bringing children to school, to the doctor or going to the market. The time saved through improved roads can now be spent on other productive activities or leisure.

6

Projects captured in the RMF include PBOs, loan and grant-funded capital projects, and TA projects with budgets exceeding USD1 mn. For some indicators, TA projects with budgets below USD1 mn are not captured.

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Development Effectiveness Review 2015

The upgraded hospital in St. Vincent and the Grenadines can now house more patients and has enhanced amenities that enable it to offer a wide range of healthcare services.

17

CDB supported the installation of 12 km of water supply lines in St. Kitts and Nevis through an ongoing project. Once connected and running, the supply lines are expected to provide rural households with improved access to water, a result which will be monitored as the project is completed.

Community infrastructure construction and enhancement projects supported by the Basic Needs Trust Fund (BNTF) benefitted 5,476 individuals. In St. Vincent and the Grenadines, the extension and upgrading of a hospital provided 5,389 people with access to improved healthcare facilities. In Montserrat, a new market was constructed in the capital, helping to revive local commerce.

TABLE 4 LEVEL 2 – CDB’s CONTRIBUTION TO DEVELOPMENT OUTCOMES IN ECONOMIC AND SOCIAL INFRASTRUCTURE Indicator

Progress 2015

Target 2015-2019

Progress toward target

Economic and social infrastructure development 91

250

36%

30,609 15,256

340,000 n.s.

9%

1.Transport: Primary, secondary and other roads built or upgraded (Km) 2.Transport: Beneficiaries of road projects (number) - of whom female 3. Sea defences/ landslip protection/ urban drainage (Km)

0

9

n.y.a.

4.Water: Installed water capacity (cubic metres/day)

0

120,000

n.y.a.

- Urban

0

n.s.

- Rural

0

n.s.

12

150

- Urban

0

n.s.

- Rural

12

n.s.

6.Water: Households with access to improved sanitation and water supply (number)

0

22,000

- Urban

0

n.s.

- Rural

0

n.s.

5,476

108,000

2,521

n.s.

5.Water: Supply lines installed or upgraded (length of network in Km)

7.Beneficiaries of community infrastructure construction/ enhancement projects (number) - of whom female

8%

n.y.a.

5%

n.s. – no target set n.y.a. – not yet applicable. Results not scheduled until future years.

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Development Effectiveness Review 2015

In Belize, a better water system promises a better future In Santa Anna Village, a remote, indigenous community in Belize, water pipes would frequently run dry, leaving mothers and children to trek to the nearby river to fetch untreated water to meet their families’ daily needs. Since the successful completion of a project supported through the CDB Social Investment Fund II that upgraded and expanded the village’s rudimentary water system, its 550 inhabitants now have a reliable, safe supply of water. The old water system that provided just 5,000 gallons per day for the community has been upgraded and expanded. It is now supplied by a 20,000-gallon capacity tank to which households, the community health post, churches and the school are connected.

Improved access to a safe, sufficient supply of water is a conduit to improved livelihoods for the Santa Anna villagers in several respects. Already, there has been a significant decline in residents suffering from skin rashes and diarrhea. Women have time freed-up to dedicate to other activities, and girls will be able to stay in school longer, instead of having to stay at home to help with water-dependent household chores. Additionally, in this farming community, a new water system expands opportunities in agriculture. For example, residents can now boost their incomes closer to home. Already, residents are growing corn, beans, rice and ground provisions for their households and selling the excess. These results are significant in a community where 46% of the population live below the poverty line.

19

B.

Agriculture and Rural Development

As an important sector in many BMCs, particularly in rural areas, improved productivity and sustainability of agriculture is a key pathway to improved food security and inclusive growth.

Table 5 below summarises CDB’s contribution to agriculture and rural development for 2015.

Four projects under implementation built the capacity of a total of 440 stakeholders, 33% of whom female, via training in improved production technologies. Areas of focus included the development of effective means for combatting the Black Sigatoka disease in bananas and plantain, and improving the performance of agriculture and rural enterprises. This training is expected to result in the application of improved production techniques, and ultimately, increased yields and farmer/rural incomes.

TABLE 5 LEVEL 2 – CDB’s CONTRIBUTION TO DEVELOPMENT OUTCOMES IN AGRICULTURE AND RURAL DEVELOPMENT Progress 2015

Indicator

Target 2015-2019

Progress toward target

Agriculture and rural development 8. Agriculture- stakeholders trained in improved production technology (number) - of whom female

440

3,000

146

n.s.

0

2,500

9. Land improved through irrigation, drainage and/or flood management (hectares)

15%

n.y.a.

n.s. – no target set n.y.a. – not yet applicable. Results not scheduled until future years.

C.

Education and Training

CDB takes a holistic approach to addressing SDG 4 – ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. Table 6 below summarises CDB’s contribution to development outcomes in education and training in 2015. CDB contributed to the availability of quality education facilities by building or upgrading 18 primary and 83 secondary/post-secondary facilities across Haiti, Jamaica, Dominica, and Barbados, including classrooms and other educational facilities such as laboratories. These projects benefited approximately 16,000 students. CDB also contributed to improving the quality of education delivered by training or certifying 757 educators in projects throughout BMCs. Training initiatives ranged from supporting educators to pursue post-graduate degrees to capacity-building workshops in subject areas and key pedagogical domains such as differentiated instruction and assessment. Emphasis on school leadership was the focus of training initiatives for school principals.

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Development Effectiveness Review 2015

TABLE 6 LEVEL 2 – CDB’s CONTRIBUTION TO DEVELOPMENT OUTCOMES IN EDUCATION AND TRAINING Indicator Education and training 10. Classrooms and educational support facilities built or upgraded according to minimum standards (number), of which (a) Early Childhood Development (ECD) (b) Primary (c) Secondary and post-secondary/tertiary 11. Teachers and principals trained/certified (number) (a) ECD (total/female) (b) Primary (total/female) (c) Secondary and post-secondary/tertiary (total/female) 12. Students benefiting from improved physical classroom conditions, enhanced teacher competence, or access to loan financing (number) - of whom female

Progress 2015

Target 2015-2019

Progress toward target

100

950

0 18 82

n.s. n.s. n.s.

757 n.a n.a n.a

6,100 n.s. n.s. n.s.

1%

16,000 8,000

180,000 n.s.

9%

11%

n.s. – no target set n.a. – not available

21

Reform and Upgrading of Dominica’s Basic Education System The independent evaluation1 of the project recognised it as a success case demonstrating how the relevance of a project’s results can be increased when CDB remains flexible on design during project implementation. This successful project is also evidence of the high quality results that can be achieved when CDB and the counterpart government remain responsive and actively engaged in management and supervision throughout project implementation.

1

CDB’s Education Enhancement Project (2009-2015) has contributed to improved quality and effectiveness of basic education in Dominica. With the support of the $4mn loan, Dominica strengthened the learning environment at its primary and secondary schools by improving teacher quality through training, and upgrading the institutional framework with a strengthened National Curriculum. As the importance of TVET to Dominica’s economy became increasingly clear, the focus of the project was adjusted mid-course to include the development of an appropriate TVET curriculum for secondary education. As a result, the country’s education system is now better designed to meet its labour market needs. The project also improved the quality of the physical learning environment in 40 institutions by conducting minor works in educational facilities, and providing educational materials, tools, and equipment. A maintenance policy and plan were developed to support the sustainability of these improvements

2015. CDB, Evaluation of the Caribbean Development Bank’s Support for Technical and Vocational Education

(1990–2012).

D.

Citizen Security

Improving citizen security is a priority for many BMCs and is integral to SDG 16 – promote just, peaceful and inclusive societies. Table 7 below highlights CDB’s contributions to this goal for 2015. CDB currently has one project under implementation focusing specifically on citizen security. The project is supporting the Government of Belize to reduce vulnerability of children and youth to crime and gang membership in Belize City. In 2015, 260 youth participated. Additionally, two education-focused projects targeting at-risk youth are under implementation in St. Vincent and Anguilla, respectively. In St. Vincent, 188 unattached youth received career guidance and psycho-social support. The project in Anguilla is focusing on youth unemployment. It provided training to 20 at-risk youth in soft employability skills as well as a variety of technical employability skills.

TABLE 7 LEVEL 2 – CDB’s CONTRIBUTION TO DEVELOPMENT OUTCOMES IN CITIZEN SECURITY Progress 2015

Target 2015-2019

13. Beneficiaries of community-based citizen security interventions (number) - of whom female

468 227

5,000 n.s.

14. Beneficiaries of youth at risk interventions (number) - of whom female

468 227

2,400 n.s.

Indicator

Progress toward target

Citizen security

9% 20%

n.s. – no target set

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Development Effectiveness Review 2015

E.

Environmental Sustainability

CDB seeks to support increased environmental sustainability in the Region through initiatives focused on climate change resilience, environmental management and disaster risk management (DRM). Environmental sustainability is a critical priority for BMCs, and as evidenced by regional performance at Level 1, it is one in need of significant support. This multifaceted priority is reflected by several SDGs: SDG 7, SDG 11, SDG 12, SDG 13, SDG 14, and SDG 15. Table 8 below presents CDB’s contribution to environmental sustainability for 2015.

TABLE 8 LEVEL 2 – CDB’s CONTRIBUTION TO DEVELOPMENT OUTCOMES IN ENVIRONMENTAL SUSTAINABILITY Progress 2015

Target 2015-2019

0.1 0.1

14 9

1% 1%

3

10

30%

0.02

20

0.1%

18. Transmission or distribution lines installed or upgraded (length in Km)

0

130

n.y.a.

19. Communities with improved capacity to address climate change and DRM (number)

0

20

0%*

20. National sector policies/strategies/plans developed or implemented to improve capacity for climate resilience, conservation, rehabilitation or environmental management

2

8

25%

Indicator Environmental sustainability 15.Energy: conventional or renewable power generation capacity installed (MW) - of which renewable (MW) 16. Sustainable energy policy/legal/regulatory or capacity deficits addressed (number) 17. Energy savings as a result of EE/RE interventions (GWh)

Progress toward target

n.y.a. – not yet applicable. Results not scheduled until future years. * – projects behind schedule

23

Energy security is a core determinant of the Region’s environmental sustainability, and is a cross-cutting theme of Strategic Plan 2015-2019. As a critical development priority, in 2015 CDB continued to strengthen its advisory and operational capacity on the theme. The RE/EE Unit, which was established in early 2014, began its foundational work, including supporting the integration of energy security into projects approved across all sectors, primarily through special design components and TA elements. Some early results in energy security were recorded in 2015 through various community-level infrastructure projects completed under BNTF, which installed a total of 100 kilowatts of renewable power generation. Additionally, three TA initiatives delivered in 2015 helped address fundamental EE/RE capacity deficits: • A regional workshop delivered by CDB increased the capacities of financing institutions, developers and project owners to plan financially for EE/RE projects by introducing them to new software and other planning tools. Several participants are now actively using these tools to make financial projections.

• Following a CDB workshop attended by 40 chief executive officers, investors and experts in the water sector, 13 water utility providers have developed action plans to improve their energy efficiency, and in some cases, the usage of RE sources. Once implemented these action plans are expected to increase the EE of the Caribbean water sector.

• Having participated in CDB-supported energy audits, five MSMEs in Dominica now have the capacity to make investment decisions based on an informed position about their energy consumption and potential EE/RE measures. A few companies have already implemented audit recommendations by their own initiative, and others plan to apply for loans to finance implementation of the recommendations.

Improved capacity of communities to address climate change and DRR is a result being sought through the Community Disaster Risk Reduction Fund. This multi-donor trust fund, which was established in 2012, has experienced delays in starting-up. Thus far, two projects, both in Jamaica are under implementation. These projects are designed to strengthen the resilience of two communities to better protect their lives, livelihoods and infrastructure from the ongoing impacts of climate change.

Climate Finance Readiness Action Plans (CFRAPs) are the first step in building BMCs’ capacity to implement projects under the Green Climate Fund. In 2015, CFRAPs were completed for Grenada and St. Lucia. The CFRAPs detail the actions necessary to: (a) develop and perform the roles of the National Designated Authority and the National Implementing Entity; (b) identify opportunities for building a project pipeline of climate change projects to access financing from the Green Climate Fund; and (c) outline the requisite support needed by the respective countries and set timelines for implementation.

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Development Effectiveness Review 2015

F.

Private Sector Operations and Development

CDB supports development of the private sector in BMCs as a means to build competitive economies with the capacity to support sustainable growth (SDG 8). In this regard, MSMEs have a crucial role to play since they are the backbone of BMC economies and tend to foster innovation and entrepreneurship. Table 9 below shows CDB’s contribution in this area. In 2015, CDB extended $3.99mn in credit via financial intermediaries to 289 MSMEs, 10% of which were female owned. In order to improve the GE of results in this area, CDB conducted an analysis of its lending portfolio to identify gender disparities in access to credit, as well as, an assessment of the gender monitoring capabilities of six financial institutions.

The reports will be completed in 2016 and will inform pathways for improvement for CDB’s future programming.

Complementary to financing support, in 2015, CDB’s CTCS Network delivered 26 TA initiatives supporting MSMEs in the Region, only slightly short of its planned annual target.

Initiatives comprised one regional workshop, 23 national workshops, and three direct support services. Workshops were delivered on three topics: food safety and productivity; strengthening financial management systems; and enhancing customer service delivery. In total, 480 business people (309 women and 171 men) participated.

In support of SDG 11 – sustainable cities and communities, CDB makes credit available to BMCs to finance expansion and improvement to the housing stock, thereby increasing access to safe and affordable housing solutions. In 2015, mortgage programmes supported 27 beneficiaries in Belize.

25

Building Regional MfDR Capacity Following the training, most participants reported that they were better able to use MfDR tools and felt a high level of confidence in being able to apply what they had learned.

26

CTCS is delivered through a network of cooperating institutions in BMCs. To date, these institutions have not yet been monitoring and reporting outcome-level results of their TA initiatives. In order to build their capacity to do so, CDB hosted a weeklong workshop during which CTCS cooperating institutions from 13 countries were trained in applying a results-based management approach to training initiatives. This included design, monitoring and reporting tools, and gender sensitive reporting. The workshop design used a “train the trainer� approach in order to widen reach and improve sustainability by equipping participants to train other MSME DPs in their respective countries.

Development Effectiveness Review 2015

TABLE 9 LEVEL 2 - CDB’s CONTRIBUTION TO PRIVATE SECTOR DEVELOPMENT Progress 2015

Indicator

Target 2015-2019

Progress toward target

Private sector operations and development 21.Value of credit made available to the private sector ($mn) (disaggregated by sector)

3.99

30

13%

22. MSMEs benefiting from credit (number) - of which female owned

289 28

370 n.s.

78%

27 6

200 n.s.

14%

0

100

n.y.a.

0

n.s.

480 309

7,000 n.s.

23.Beneficiaries of mortgage programmes (number) - of whom female borrowers 24. Beneficiaries of agriculture (rural) enterprise credit programmes (number) - of whom female beneficiaries 25.Beneficiaries of interventions targeted at MSMEs through CTCS and other TA modalities - of whom female beneficiaries

7%

n.s. – no target set n.y.a. – not yet applicable. Results not scheduled until future years.

G.

Governance and Accountability

Improved governance in BMCs is central to the achievement of the Region’s growth and development objectives, as well as all SDGs. As such, promoting good governance is one of three strategic objectives in Strategic Plan 2015-2019. CDB is currently in the process of developing its Governance and Institutional Development Policy and Operational Strategy which will target and direct its operations supporting good governance and accountability.

Table 10 below shows early results achieved by CDB operations in this area for 2015.

TABLE 10 LEVEL 2 – CDB’s CONTRIBUTION TO GOOD GOVERNANCE AND ACCOUNTABILITY Progress 2015

Target 2015-2019

Progress toward target

26. Public financial management reforms adopted (number)

4

6

67%

27. Public financial systems upgraded and public sector investment programmes supported (budget, treasury, accounting, debt and revenue)

3

7

43%

28. Stakeholders trained in results focused project cycle management (PCM) or public policy analysis and management (PPAM) (number) - of whom female

0 0

2,000 n.s.

n.y.a.

29. BMCs supported in multi-dimensional poverty assessments and the updating of key poverty indicators (number)

0

5

n.y.a.

30. Business climate and competitiveness enhancement projects implemented (number)

7

10

70%

31. BMCs with increased capacity to undertake publicprivate partnership arrangements (number)

17

12

142%

Indicator Governance and accountability

n.s. – no target set n.y.a. – not yet applicable. Results not scheduled until future years.

27

Policy-based loans (PBLs) are a favoured reform tool for assisting macroeconomic stabilisation, as well as supporting institutional development and changes in development policy in BMCs because they tie the release of CDB financing to BMCs taking specific policy actions. A PBL assisting the Government of Grenada’s reform programme supported a strengthened system for public financial management, an institutional framework for economic management, and enhanced trade systems. A PBL to Jamaica supported various reforms to assist with fiscal consolidation, growth and social stability, including a Banking and Insolvency Act to improve the framework for reorganisation/winding-up of business, and new policies to enhance public financial management. Additionally, a PBL to Antigua and Barbuda supported a series of reforms aimed at improving public sector financial management and creating conditions for overall economic growth and poverty reduction, while another supported the timely introduction of banking reforms for improved financial sector soundness. Other PBLs to support upgrading financial systems and/or public sector investment programmes were ongoing in Grenada, St. Lucia and Trinidad and Tobago.

In 2015, CDB launched a regional training programme to strengthen PPAM and PCM at the individual and institutional levels in BMCs and within CDB, with the ultimate objective of supporting improved policy and programming frameworks within BMCs. A central goal of the Programme is to improve awareness, knowledge and skills about PPAM and PCM in the Region by providing tailored training to CDB staff, senior government officials and officers. In 2015, among other start-up activities, the Training Unit was established, held consultations with three pilot countries (Guyana, St. Lucia and, Trinidad and Tobago), and produced preliminary Country Training Programmes identifying critical skill gaps and country-specific training needs. In addition, to ensure coordination and alignment, CDB consulted with other DPs [the International Monetary Fund (IMF) and Inter-American Development Bank (IDB)] to explore possibilities for partnership arrangements in respect of PPAM and PCM training. In 2016, the PCM and PPAM training modules will be rolled out in the six pilot countries: Trinidad and Tobago, Guyana, St. Lucia, Turks and Caicos Islands, The Bahamas, and Barbados.

Compete Caribbean is a private sector development programme that provides TA grants and investment funding to support productive development policies, business climate reforms, clustering initiatives and SME development activities. The programme, jointly funded by IDB, Canada, and the United Kingdom Department for International Development, supports projects in 15 Caribbean countries. CDB provides technical support through a financing agreement with IDB for implementation within the Organisation of Eastern Caribbean States (OECS) member countries. Seven business climate and competitiveness enhancement projects were completed in 2015 through the Compete Caribbean Programme. Their earlyknown results are described below. End of project evaluations are in the process of being conducted for each project, at which point further insights into their success in achieving planned outcomes will be available.

•

•

•

28

Dominica’s capacity to attract foreign direct investment was strengthened after the InvestDominica Authority was supported in implementing its Updated Investment Promotion Strategy.

Trinidad and Tobago has a stronger institutional structure and clearer path forward for supporting economic growth, competitiveness, and innovation after two new advisory committees within the Ministry of Planning and the Economy were supported.

Trinidad and Tobago has a framework for public offerings after receiving support for the development and implementation of a PPP programme.

Development Effectiveness Review 2015

•

•

•

•

The Government of Belize has increased its capacity to attract investment after receiving technical support to improve its effectiveness, efficiency, financial sustainability and relevance to SMEs. Advances were made by the OECS toward the harmonisation of spectrum management policies across the CARIFORUM region, which will support the private sector’s increasing need for an efficient flow of information and services regionally using information and communication technologies.

The Caribbean Growth Forum moved forward in its implementation with the support of consultancy services aiding the execution of action plans. The Caribbean Growth Forum was created in 2011 with the aim of identifying policies and initiatives aimed at inducing growth and creating jobs in the Caribbean region through analytical work, knowledge exchange and inclusive dialogue.

Reforms in Jamaica improved its business climate (see highlights box below).

PPPs can help overcome the potentially binding fiscal constraints in relation to the provision of public services and are thus increasingly important arrangements for effectively achieving

Reforms improve Jamaica’s business climate A Compete Caribbean technical cooperation project completed in 2015 improved access to finance and streamlined the business registration and bankruptcy process in Jamaica by strengthening the legislative framework. The project delivered all of its planned outputs, including notably operationalising a modern movable assets collateral registry, creating and operationalising a business registration superform, and updating insolvency legislation. These initiatives led to an improved business and investment climate, as evidenced by Jamaica’s improved score in the World Bank’s Doing Business Report. Jamaica now has a stronger foundation to improve its competitiveness and stimulate private sector growth.

Operationalisation of Jamaica’s movable assets collateral registry contributed to a 113 place improvement in the country’s ranking for accessibility of credit in the Doing Business Report 2015

development results. Developed in cooperation with the World Bank and the IDB, the Regional PPP Support Facility, hosted at CDB, is assisting BMCs with the implementation of PPPs. Its first phase focused on improving BMC’s understanding of PPPs in the infrastructure sector, and their institutional ability to initiate and manage them.

In 2015, the Support Facility held a high-level workshop attended by representatives from 12 BMCs, as well as a series of three PPP training “boot camps”. Two representatives from each of 17 of the 18 targeted countries attended the full series. All participants reported that the training increased their knowledge and skills about PPPs in a way that is directly applicable to their work. Reflecting the fact that there are still few PPP units or project pipelines in the Region, participants reported that they would not yet be able to apply all their new knowledge and skills in their countries. The Support Facility is on track to address this by preparing a Business Plan for the establishment of a permanent Regional PPP Unit to be housed in CDB, by end of 2016. This Regional PPP Unit would support countries with project screening, early project preparation and transaction advisory services.

29

H.

RCI

RCI offers the best opportunity for small BMCs to accelerate growth, reduce economic disparities and facilitate closer policy coordination and collaboration on a range of issues affecting their development, including regional and global public goods. RCI is a cross-cutting theme of Strategic Plan 2015-2019. In addition to integrating RCI outcomes into all relevant CDB projects, CDB provides direct support for RCI through TA initiatives. CDB completed six TA projects in 2015, which created or strengthened RPGs and/or supported the free regional movement of goods or persons through certification or accreditation systems. These results are summarised in Table 11 below.

TABLE 11 LEVEL 2 – CDB’s CONTRIBUTION TO RCI Indicator

Progress 2015

Target 2015-2019

Progress toward target

Regional cooperation and integration 32. RPGs created or strengthened (e.g. statistical capacity, quality standards, procurement, and debt relief) (number)

3

10

30%

33. Certification or accreditation systems supporting the free regional movement of goods and persons, created, strengthened, or expanded (number)

5

9

56%

CDB TA projects completed in 2015, primarily through CARTFund, achieved the following results with regard to supporting the free regional movement of people through regional certifications and accreditation systems: 23 therapists in St. Lucia were certified with a Level 3 Caribbean Vocational Qualification; 36 marine and yachting sector workers in Grenada

30

Development Effectiveness Review 2015

were certified under the American Boat and Yacht Council qualification standards; nine individuals earned the globally recognised Certified Management Consultant certification; and 200 workers in 12 skill areas in the construction industry received acknowledgement and recognition for their prior learning, bringing them one step closer to receiving Caribbean Vocational Qualifications. Meanwhile, one completed project supported the free regional movement of goods, by strengthening the capabilities of testing laboratories in the Region to reduce technical barriers to trade. The project resulted in the finalisation of a regional accreditation strategic plan for testing laboratories and the accreditation of two laboratories (in Guyana and Jamaica) by the International Organisation for Standardisation (ISO). With this accreditation, these laboratories will be able to expand their clientele by servicing international clients.

Three completed TA projects created or strengthened quality standards, an important RPG. One project helped develop the Caribbean health and wellness sector by supporting the adoption of industry standards by health spas, while another strengthened the capabilities of testing laboratories by supporting the adopting of international quality standards for testing services. Meanwhile, the Government of Belize is now better equipped to implement the CSME and the European-Caribbean EPA after a gap audit to support meeting ISO standards was conducted for public and private sector firms. Twenty persons became certified auditors, and an Association of Quality Professionals was established to provide support to quality management at the national level.

Supporting competitiveness and access to international markets Caribbean countries and businesses are now better prepared to implement and take advantage of the Caribbean trade and development deal with the European Union (the EPA), and the Caribbean’s own regional economic integration initiative (the CSME). The CDB managed CARTFund was implemented from 2010 and 2015, during which time it provided USD14.4 mn in financing to 32 private and public sector projects at the regional and national levels in 14 countries. Overall, CDB’s final review deemed 70% of the projects to have been satisfactory in their performance, providing critical support to increasing competitiveness in the sectors of health and wellness, agro-processing, tourism and the creative and cultural industries. An independent evaluation1 conducted of the Fund in 2015 found that the major contribution of the Fund was towards implementation of the EPA, with effective management of the portfolio of subprojects supporting strong performance in delivering planned outputs. With much achieved and valuable lessons learned for further improvements going forward, CARTFund remains a viable vehicle for providing support to obtain the goals of increasing private sector competitiveness in the Region, and increasing access to the European and international markets.

1

2015. International Financial Consulting, Evaluation of the CARTFund.

31

32

Development Effectiveness Review 2015

I.

Evaluation Studies

Typically, long-term outcomes only materialise several years after project completion. As a tool for monitoring the performance of ongoing and recently completed initiatives, the CDB RMF does not capture long-term outcomes. Measuring project outcomes provides an understanding of the extent to which a project achieved its ultimate intended development results, and consequently, whether CDB is fulfilling its mission by contributing to country and regional development. In the process of examining the achievement of outcomes, important lessons are identified for improving project design, management, and supervision going forward. This is where evaluation studies play a key role. The findings from two recently completed evaluation

Outcome Evaluation Findings TVET: Matching skills with labour market needs In 2015, CDB conducted an evaluation of its investment of over USD100 mn in 11 TVET projects across the Region over the period 1990-2012. The evaluation found strong evidence that the investment increased youth access to TVET programmes which provided competencies suitable and relevant to labour market needs. Meanwhile, the evaluation identified a need to improve efficiency, as the projects experienced significant delays which increased their implementation costs. It also highlighted that sustainable financing strategies would help ensure the sustainability of results achieved given inadequate access to financing for maintenance of TVET facilities, a dearth of tracer studies and labour force information, and difficulties in attracting and retaining appropriately qualified teachers. TVET programming could be further improved by initiatives to reduce the stigma associated with TVET, and offering increased opportunities for disadvantaged youth to participate. Comparing the performance of CDB’s TVET programming to international good practices, the evaluators identified key lessons to guide CDB’s future investments in the sector. They also indicated that CDB has integrated several lessons learned into the design of TVET projects since 2012. The findings of the TVET evaluation are currently being used to inform the revision of CDB’s Education and Training Policy and Strategy.

TA for tax administration and tax reform The implementation of tax administration and reform-related projects can be both technically complex and politically sensitive. To improve its support to BMCs in this area, CDB conducted an evaluation of six projects supported over the 2005-2012 period. The evaluation found that all projects were highly relevant, and some were satisfactory in achieving their desired results. The main factors that positively influenced performance were the commitment of key stakeholders, the selection of qualified and experienced contractors, and adequate project supervision. These findings underscored the need for enhanced communications between BMCs and CDB, as well as additional efforts in monitoring progress and supervision. This information supports that CDB’s ongoing progress in improving the quality and timeliness of project monitoring, and the introduction of enhanced supervision mechanisms has been, and will continue to be, an important investment.

33

4. Level 3: How Well CDB Manages Its Operations Successful delivery of the development results at Level 2 depends largely on CDB’s operational and organisational effectiveness. This includes operationalising strategies, quality project design, effective project and portfolio management, and collecting and sharing the information needed to guide improvement. Level 3 of the RMF uses 19 indicators to measure how well CDB manages its operations. The new indicators included in the RMF for Strategic Plan 2015-2019 demonstrate CDB’s commitment to strive for continual organisational improvement. Notable new additions include indicators measuring the timeliness of project implementation, effective risk management, operational focus on strategic cross-cutting themes, and transparency. To bridge the gap between the strategic planning cycles, six-year performance trends (2011-2015) on Level 3 indicators are included in Appendix 1.

It is important to note the time lag between progress at Level 3 contributing to progress at Level 2 because Level 3 indicators assess new and ongoing operations while Level 2 assesses further advanced and completed operations. Nevertheless, progress made at Level 3 early on in the 2015-2019 period can be expected to contribute to the ultimate achievement of 2019 targets at Level 2.

A.

Operational Processes and Practices, and Portfolio Performance

The sound management of operational processes and practices contributes to good portfolio performance. Table 12 shows CDB’s performance on key indicators in this area.

TABLE 12 LEVEL 3 - OPERATIONAL PROCESSES AND PRACTICES AND PORTFOLIO PERFORMANCE Scorecard Legend On track toward the target Watch – not progressing as desired but are within reach of the target Off track – not progressing toward the target Baseline 2014

Indicator

Actual 2015

Target 2019

Status

Operational processes and practices, and portfolio performance 100

95

90

53

36

95

100

96

100

4. Projects at risk (% of portfolio)

15

12

10

5. Average time taken from appraisal mission to approval (months)

2.8

3.7

3

6. Average time from approval to first disbursement (months)

9.1

9.1

6

7. Projects under implementation with extensions (revised final disbursement date) (%)

51

60

45

8. Average length of project extension (months)

36

36

18

1. Portfolio performance rating for implementation (% rated Excellent to Satisfactory) 2. Projects completed in the last two years with PCRs (%) 3. Projects with supervision reports on PPMS (%)

34

Development Effectiveness Review 2015

The portfolio performance rating for implementation fell slightly, with 95% of capital projects under implementation rated as satisfactory or highly satisfactory compared with 100% in 2014. This performance is on track toward the 2019 target. CDB has set a lower target for this indicator in support of its ongoing efforts to conduct more critical and accurate analyses of project performance using the project performance rating system with the goal of supporting improved portfolio monitoring. CDB made progress in reducing the share of projects at risk from 15% to 12% of capital projects in the portfolio, making progress toward the target of 10%.

Timely completion of quality Project Supervision Reports (PSRs) is an important practice for monitoring, and subsequently managing, project implementation. CDB did not quite reach its targeted 100% completion rate; there were 96% of projects with supervision reports on the PPMS7. With regard to projects completed in the last two years with PCRs, the amount of PCRs completed declined significantly to 36% in 2015, moving away from the 2019 target of a 95% completion rate. Competing work schedules of CDB staff was identified as the reason for these delays. It is important that PCRs be completed in a timely manner because the process is critical for systematically reviewing project performance, capturing the development results achieved, and recording lessons learned that can support organisational improvement going forward. Slow annual progress on PCRs is a concern because the number of PCRs to be completed continues to accumulate. This indicator is therefore rated as off track.

The average time taken from appraisal mission to approval was 3.8 months, an increase from 2014 and falling short, though still within reach, of the 2019 target of three months. The average time from approval to first disbursement, taken as a three-year average, remained 9.1 months. This was on average 2.5 times the amount of time projected at project design.

Of the six projects for which a first disbursement was made in 2015, the time period between approval and first disbursement ranged widely from ten days for a grant to Jamaica to conduct an infrastructure study, to 2.3 years for a loan to Belize for a youth and community project.

Delays in project implementation continued to be a challenge in 2015. 60% of projects under implementation had extensions, meaning that their originally planned final disbursement date has been postponed at least once. More loans (63%) had extensions than large grants (47%).8 This indicator is flagged as off track because there was regression from the baseline, and delays have significant negative consequences for, among other things, the achievement of planned development outcomes and the cost at which they are achieved.

The average length of project extension was three years (36 months), 18 months for large grants and 37 months for loans. Delays in updating disbursement timelines into information systems indicate that the result reported here is an underestimation. The reasons cited for implementation delays remained the same as in past years: (a) delays in start-up activities including meeting conditions precedent to first disbursement; (b) weak institutional capacity in BMCs; (c) lengthy procurement processes; (d) variations in scope and additional loans; and, (e) slow implementation of civil works and institutional activities.

7

Indicators 3.2 and 3.3 consider capital projects only. Stand-alone grant projects are not included.

Indicators tracking project extensions (3.7 and 3.8) consider all loans, as well as grants of $1M+ and grants to Haiti. Other grants of less than $1M are not included in the assessment.

8

35

Quality at completion: better information management as a first step to improvement In addition to measuring CDB’s contribution to results, as Level 2 of the RMF currently does, learning how to bring about improvement requires that CDB conduct a comprehensive review of project performance. PCRs are CDB’s self-evaluation tool for assessing project performance at completion. PCRs rate project performance along five key criteria: relevance, effectiveness, efficiency, thematic areas, and sustainability. They are also designed to document lessons learned, making them CDB’s primary source of information on how to improve its operations going forward.

The Office of Independent Evaluation (OIE) selects a sample of approximately six PCRs to validate annually by conducting an independent, desk-based, critical review of the evidence, results, and ratings provided in each PCR. OIE validated 14 PCRs between 2014 and 2015, a sample constituting projects completed between 2008 and 2011. This lag in time between project completion date and OIE validation reflects challenges in the timely completion of PCRs. Despite the time lag, these PCR findings provide insight into CDB’s development effectiveness. As seen in Figure A, of the 14 projects reviewed, 64% were rated satisfactory overall in their performance across the five key criteria, while 29% were rated marginally unsatisfactory, and one was rated unsatisfactory.

Nearly all projects were rated satisfactory or highly satisfactory with regard to their relevance, illustrating that CDB does a good job of designing projects relevant to the needs and priorities of its BMCs. PCR findings reveal that CDB needs to focus its attention on learning how to improve the effectiveness and efficiency of its projects. 35% of projects scored satisfactory or above for effectiveness, while 43% scored satisfactory or above for efficiency. There are also opportunities to better ensure project results are sustainable; 63% of projects scored satisfactory or above for sustainability. In order to seize these opportunities for improvement, CDB needs to capture the information and knowledge learned from projects in real time, so that it can be rolled-up for organisational learning and knowledge preservation. Timely and quality completion of PSRs and PCRs are the key tools to support success in this regard.

Figure A Unsatisfactory 7%

Marginally unsatisfactory 21%

Overall project performance based on PCR validations conducted 2014-2015 Satisfactory 72%

36

Development Effectiveness Review 2015

B.

Resource Allocation and Utilisation

CDB’s performance-based resource allocation system is designed for providing financial resources to core country lending based on an objective assessment of needs. As seen in Table 13, the Bank met its target, with 61% of concessional resources allocated according to the performance-based allocation system.

The disbursement ratio tracks the pace at which resources are being made available to BMCs. It is an important measure of the Bank’s operational performance because maximal leveraging of financing is at the heart of CDB’s mission and mandate. CDB’s disbursement ratio has declined over the past few years; in 2015, it was 13% excluding PBLs and TA loans. This performance reflects ongoing challenges with delayed implementation rates and was below the planned disbursement (efficiency) rate, with 73% of planned disbursements being disbursed in 2015 when PBLs are excluded. These two indicators are therefore flagged for CDB to watch.

37

TABLE 13 LEVEL 3 - RESOURCE ALLOCATION AND UTILISATION Scorecard Legend On track toward the target Watch – not progressing as desired but are within reach of the target Off track – not progressing toward the target Baseline 2014

Actual 2015

Target 2019

9. Concessional resources allocated according to performance-based allocation system (%)

58

61

 60

10. Disbursement ratio (%)

14

13

18

11. Disbursement (efficiency) rate (%)

76

73

80

Indicator

Status

Resource allocation and utilisation

C.

Strategic Focus

The indicators in this category monitor the level of financial and other support CDB allocated to the core operating sectors and cross-cutting themes of Strategic Plan 2015-2019. As detailed in Table 14 below, CDB performed well overall in this area in 2015.

CDB achieved its target with regard to financing directed to less developed BMCs. On average, 56% of financing was directed to this group of countries over the last three years. In

TABLE 14 LEVEL 3 - STRATEGIC FOCUS Scorecard Legend On track toward the target Watch – not progressing as desired but are within reach of the target Off track – not progressing toward the target Baseline 2014

Actual 2015

48

56

 51

13. Approved country strategies in use with results frameworks (number)

13

14

19

14. Approved projects with a gender specific or gender mainstreamed rating (as a % of total projects)

37

56

55

9.8

4

10-14

10.5

22

8-12

3

1.2

2-4

50

42

 40

Indicator

Target 2019

Status

Strategic focus 12. Financing directed to less developed BMCs (%, three year average)

15. Approvals supporting (as a % of total financing): (a)

Private sector development

(b) Environment, RE/EE and climate change (c) RCI 16. TA projects in support of RCI (% of all TA financing)

38

Development Effectiveness Review 2015

2015 alone, 69% of financing was directed to less developed BMCs. CDB is committed to developing country strategies for its 19 BMCs to support them in achieving inclusive and sustainable growth and development. Each strategy is underpinned by an RMF in order to ensure it has clear and measureable goals. In 2015, there were 14 country strategies in use with results frameworks. Due to delays related to the political situation in country, there was no active country strategy for Antigua, British Virgin Islands, Cayman Islands, Dominica, and Trinidad and Tobago. In 2015, CDB took steps to improve its results focus and active monitoring of country strategies by launching the evaluation of the Haiti Country Strategy and Programme, the first of its kind for CDB.

Strong Client Orientation In 2014, CDB conducted its first comprehensive stakeholder consultations to help guide Strategic Plan 2015-2019. A total of 57 clients and 67 individuals in BMCs shared their feedback. Their responses revealed good overall satisfaction with CDB services; 50% rated the service that CDB provides ‘very good’ or ‘excellent’, while 21% rated it ‘good’. The consultations also provided CDB with insight into opportunities for better meeting client needs. Stakeholders identified two main areas they felt would make the most difference to CDB’s success: understanding the market for CDB’s products and services better through more frequent and thorough analysis of client needs, and strengthening strategic partnerships.

CDB continued to make steady progress in implementing its Gender Equality Policy and Operational Strategy, and its corresponding GE Action Plan (2013-2016). In 2013, CDB invested in a GE specialist staff position within its Operations Area. This resource has enabled CDB to increase investment in gender-specific TAs and improve integration of gender equity into project designs. In 2015, 56% of projects approved were rated gender mainstreamed or gender specific; 43% of loans and 62% of grants, the latter of which were all TAs. This marks steady progress over past years. Together, gender mainstreamed and gender-specific projects approved in 2015 constitute a total value of $144,2 mn. In the case of loans, as seen in Figure 6, most notable was progress in integrating gender in the design of water and sanitation projects, which, along with other infrastructure projects, now include action plans with measures to address discriminatory practices in institutions, gender stereotyping in educational curricula, as well as harmful community norms that give rise to violence. An increasing number of loans now include gender-specific TAs to enhance their development outcomes.

Also notable, CDB further improved its gender-sensitive reporting; all relevant Level 2 indicators (36% ) in the 2015-2019 RMF are sex-disaggregated, an improvement over 26% of indicators in the 2010-2014 RMF. CDB is now shifting its focus to accelerated engagement with BMCs on GE, as well as monitoring and evaluating the achievement of gender-specific results in projects, and capturing lessons learned.

In terms of other financing priorities, 4% of the total financing approved in 2015 was directed at private sector development initiatives. This was less than the planned focus of 1014% that CDB targets to support by 2019. The indicator is therefore flagged for CDB to watch. Meanwhile, 22% of financing approved was directed toward projects supporting environment, RE/EE and climate change; above the planned allocation of 8-12%. Increased

39

Environment Private Agriculture Transport & Energy Government Sector al & Rural Education & Communicatgeneration & Sustainabilit Water & & Civil Developmen Developmen Training ion supply y & DRM Sanitation Society t t Multisector

FIGURE 6 GENDER MAINSTREAMING OF LOANS APPROVED IN 2014 AND 2015, BY SECTOR

2015

2014

2015 2014

2015

2014

2015 2014

2015

2014

2015 2014

2015

2014

2015

2014 2015 2014

" " " " " " " "

" " "

mainstreaming of the cross-cutting theme of energy security continued; RE/EE components were integrated into six projects approved in 2015, including two projects focusing on water supply. This is significant because energy is one of the largest contributors to costs in water production, and efficiency measures are foremost in the minds of the water utilities and their owners, mainly governments.

Support for RCI is part of CDB’s core mandate under its Charter and RCI is a cross-cutting theme of Strategic Plan 2015-2019. In 2015, 1.2% of funding approved went to projects designed to support RCI. This was below the target of 2-4% and the indicator is therefore

40

Development Effectiveness Review 2015

flagged to watch. CDB provides direct support for RCI via TA projects. Of the total financing approved for TA projects in 2015, 42% was invested in TA projects in support of RCI.9 This is good performance, exceeding the 2019 target.

D.

Disclosure, Transparency and Risk Management

As a custodian of public funds, CDB is accountable and committed to transparency of its operations. In support of this commitment, and, in response to growing public interest in its activities, in 2015, CDB fully operationalised its Information Disclosure Policy. This included the launch of a new website designed to host an increased amount of information disclosed in a more user-friendly format for the public and other key stakeholders. Notably, the website has a GeoMapping feature which charts current and recently completed projects and their status on a geographic map.

The Bank is now working on uploading more content to its website, in particular, publishing evaluation and independent review reports, which are key public accountability documents.

As seen in Table 15 below, as of 2015, 2 of the targeted 19 evaluation reports and reviews targeted for disclosure by the end of 2016, have been published. CDB will therefore need to actively manage progress on this indicator, which is correspondingly rated amber. Also of note regarding disclosure and supporting increased transparency, in 2015 CDB established an Office of Integrity, Compliance and Assurance. As a result, CDB now has a mechanism for the public to lodge project-related complaints and a whistle-blower system.

CDB maintaining a good credit rating is a prerequisite for it to provide favourable interest rates to BMCs. CDB has maintained an external credit risk rating of AA stable since 2013. Low operational risk losses are an indicator that quality risk management systems and processes are in place. The total operational risk losses in 2015 were $0.007 mn, far below the Bank’s de-minimis threshold. The Bank has robust operational risk controls to mitigate against actual or potential losses. In 2015, CDB took a step to further strengthen these controls by investing in an operational risk system platform which will automate the entire operational risk process commencing in 2016.

TABLE 15 LEVEL 3 - DISCLOSURE, TRANSPARENCY AND RISK MANAGEMENT Scorecard Legend On track toward the target Watch – not progressing as desired but are within reach of the target Off track – not progressing toward the target Indicator

Baseline 2014

Actual 2015

Target 2019

Status

Disclosure, transparency and risk management

9

17. Evaluation reports and reviews published on the website (no.)

17

2

50

18. CDB’s external credit risk rating

AA

AA stable

Minimum of stable

19. Operational risk losses for any given event or combination of events (USD mn)

0.05

0.0007

 US1mn

PBOs and TAs related to disaster relief are not included in the calculation.

41

5. Level 4: How Efficient CDB Is As An Organisation The fourth and final level of CDB’s RMF assesses how well the Bank manages its resources to maximise value for money. Level 4 uses eight indicators which together measure progress in managing human resources, budget resources, and coordination with other partners to maximise cost-efficiency, and support operational effectiveness (Level 3) to deliver development results (Level 2). CDB made good progress in increasing its efficiency in 2015.

Performance on Level 4 indicators is reported in Table 16 below. To bridge the gap between strategic planning cycles, five-year performance trends (2011-2015) on Level 4 indicators is included in Appendix 1.

TABLE 16 LEVEL 4 - HOW EFFICIENT CDB IS AS AN ORGANISATION Scorecard Legend On track toward the target Watch – not progressing as desired but are within reach of the target Off track – not progressing toward the target Baseline 2014

Indicator

Actual 2015

Target 2019

65

 51

1.49:1 1.55:1

1.72:1

Status

Capacity Utilisation 57

1. Budgeted professional staff in operations departments (%) 2. Ratio of professional staff to support staff

5

8

5

38

39

45-55

181

167

Reduction

6. Projects using common arrangements or procedures (as a % of total financing)

33

24

 65

7. Capacity development support provided through coordinated programmes (as a % of total financing)

32

23

 35

8. CSPs, other DP missions, and project financings, conducted jointly with at least one other DP (% annually)

76

75

 65

3. Vacancy rate at management and professional levels (%) 4. Staff in management positions who are women (%) Use of administrative budget resources 5. Administration expenses per USD1mn of project disbursements (three-year average) ($000s) Harmonisation, alignment and partnerships

A.

Capacity Utilisation

CDB uses four indicators to monitor its performance in capacity utilisation, one of which focuses on GE. The Bank improved its performance over the 2014 baseline with respect to budgeted professional staff in operations departments, ratio of professional staff to support staff and, staff in management positions who are women, putting it on track to meeting the 2019 targets. Expansion into new areas of operation for the Bank led to shifts in staffing that caused a slight increase in the vacancy rate at management and professional

42

Development Effectiveness Review 2015

levels. This indicator is flagged to watch, because it needs particularly active management given the importance of complete staffing for assuring steady operations.

B.

Use of Administrative Budget Resources

One of the ways in which CDB monitors its budget efficiency is by measuring the ratio of administration expenses to the three-year average of project disbursements. In 2015, CDB recorded $167K in administration expenses per USD1mn of project disbursements as a three-year average. This result marked good progress, reversing a four-year period of declining performance on this indicator. As seen in Figure 7, improvement was achieved due to a relative increase in funds disbursed in 2015 along with a stabilisation in administrative expenses that occurred as CDB completed an internal reform agenda to expand capacity in important functional areas. Relative to previous years (2010-2012), administrative expenses remain higher compared to disbursements. Stronger performance on this indicator from 2010-2012 was driven largely, though not exclusively, by having more PBLs in the portfolio.

FIGURE 7 ADMINISTRATIVE EXPENSES AND DISBURSEMENTS 2010-2015

Overall, when drawing conclusions based on this indicator, it is essential to also consider CDB’s development effectiveness performance. This is because while disbursements are required to achieve development results, the amount of funding disbursed is not proportional to the amount and importance of the development results achieved. For example, a lowerbudget project can achieve more significant development results than a higher-budget project.

Also, in order to best ensure that any project achieves its development results, CDB must invest resources in providing the adequate amount of project supervision. CDB will need to work with BMCs to improve results monitoring efforts in order to better determine whether administrative expenses are translating into improved performance in achieving development results.

43

C.

Harmonisation, Alignment and Partnerships

Indicators in this section reflect the principles for making aid more effective as set out in the Paris Declaration on Aid Effectiveness and affirmed by the Accra Agenda for Action and the Busan High Level Conference. Effective partnerships, harmonisation and alignment with other DPs are important for optimising the impact of CDB’s operations in BMCs by avoiding duplication, ensuring complimentary, as well as reducing or containing administrative costs. At this stage, all indicators in this section are rated as on track. However, increased coordination with other DPs is an area for CDB to continuously strive for improvement and strong progress will be needed to meet targets.

In 2015, 24% of financing was invested in projects using common arrangements or procedures. This was financing for sector, thematic, or policy-based approaches involving other DPs. Similarly, 23% of financing approved was directed to capacity development support provided through coordinated programmes. These were TA and PBOs focused on capacity building, pursued in coordination with other DPs. CDB’s performance on these two indicators varies significantly year-over-year based on the number of PBLs approved due of their large weight in CDB’s portfolio. With the exception of PBLs, which were typically pursued in partnership with other international financial institutions, CDB’s partnerships were mostly with BMCs’ line ministries and to a much lesser extent with other DPs. Ongoing efforts will be required to pursue strategic partnerships with DPs other than BMC governments.

CDB strives to coordinate all of its initiatives with other DPs where appropriate. In 2015, 75% of CSPs, other DP missions, and project financing were conducted jointly with at

44

Development Effectiveness Review 2015

least one other DP. In the case of projects, 82% of capital projects and 72% of TA projects were financed jointly. All country strategies were developed in direct consultation with other DPs, or in indirect consultation via BMCs about the plans of other DPs. Lastly, in an effort to enhance coordination and reduce duplicative missions to BMCs, CDB participated in all IMF missions to OECS countries. Performance on this indicator could be improved through participation in IMF missions to other BMCs.

Toward Harmonised Procurement Practices CDB is committed to supporting its BMCs strengthen their country systems and procedures, and where feasible, to deliver CDB-financed projects through country systems. The Paris Declaration on Aid Effectiveness commits DPs to progressively rely on country procurement systems when a country has implemented mutually agreed standards and processes, and adopt harmonised approaches in countries that have not. In-line with this commitment, in 2015, CDB along with the other multilateral development banks (MDBs) and representatives of country recipients of MDB financing, agreed to develop an OECD-DAC common tool for assessing the readiness of country procurement systems.

CDB also commenced a project to build regional procurement capacity through the development of a regional procurement centre that will offer internationally recognised accredited procurement training to public procurement professionals in the Caribbean. CDB remains an active member of the MDB Heads of Procurement Group within which CDB staff contribute to a number of the working groups, including those dealing with abnormally low tender prices, and procurement in the context of MDB co-financing.

45

6. Achievements, Challenges And Actions A.

Achievements

CDB has recorded some solid first steps in contributing to the country and regional development goals via its new Strategic Plan with important development results accomplished in each sector.

CDB also made important progress in managing its operational effectiveness. Notably, the Bank made significant advances in laying the strategic, financial and human capital groundwork for mainstreaming the cross-cutting theme of energy security. This progress demonstrates how effectively CDB can respond when an issue is of critical importance for its BMCs. Steady progress also continued in mainstreaming GE. In 2015, over half of the projects approved were rated gender mainstreamed or gender specific, which is a significant accomplishment. Meanwhile, the Bank’s strong performance on risk management indicators evidence the major strides made in this area in the past few years. CDB’s strong external credit risk rating positions it for success to provide good value to BMCs, while the newly institutionalised operational risk monitoring system serves as an essential monitoring tool that can inform operational improvements going forward.

CDB became a more efficient organisation in 2015. The Bank improved its budget efficiency by reducing administrative expenses relative to disbursements. It also bolstered its operational efficiency by increasing the ratio of professional staff to support staff, and expanding capacity in important functional areas, including increased staffing in the operations departments.

CDB can now leverage these new efficiencies to improve its operational effectiveness.

B.

Challenges

Through systematic monitoring, the annual DER identifies challenges hindering stronger organisational performance and supports an ongoing process of reflection, learning, and reform across CDB with the goal of maximising development effectiveness. Improvements in operational processes and practices, and resource allocation and utilisation are needed in order to improve CDB’s development effectiveness. The following core challenges emerged from the 2015 review: Information management needs improvement In order for CDB to learn about and improve its development effectiveness, it needs to have timely access to quality operational information. The current PPMS system is not structured to capture results information systematically. Some information gaps in current information systems, as well as the lengthy timelines for PSR completion further compound this challenge.

Timely and quality progress reporting enables CDB to actively monitor the portfolio so that it can deal with issues before disbursement bottlenecks, and by extension, delays in the achievement of development results, arise.

Strong information management is not only essential for active portfolio management.

Without the timely completion of quality PCRs, CDB does not have a good understanding of its development impact. The comprehensive information PCRs provide is also an invaluable resource to support strategic decision making and ongoing learning across CDB. The struggle to complete PCRs in time suggests a need to reexamine the current PCR process, including

46

Development Effectiveness Review 2015

the content and format of the reports, as well as the processes for conducting and approving them, in order to put a functional system in place.

Project design and implementation need to be strengthened Timely project implementation remains a challenge. There was no major change in the disbursement ratio which declined slightly from 14% in 2014 to 13% in 2015. Over half (60%) of projects under implementation have had their timelines extended beyond what was originally planned. On average, these projects are extended by three years. Time taken from approval to disbursement, and delays in implementation, stall the achievement of development results and increase the cost at which they are attained. Implementation challenges will require strategic, ongoing improvement efforts by both CDB and BMCs to improve country capacity. Closer, more regular project supervision by CDB would also likely support improved implementation. Overall, the fact that similar challenges causing delay have persisted for several years suggests a need for more timely, quality, easily accessible monitoring information across the portfolio so that any lessons learned about ways to overcome implementation challenges can be shared and replicated across CDB. With regard to supporting improved monitoring, the variance between planned and actual disbursements has ranged between 16% and 36% over the past seven years. This suggests a need to develop a more effective methodology for forecasting disbursements, and improve project design by working with BMCs to plan more realistic project timelines. This would help maximise the use of funds to achieve development results.

47

The internal reform agenda needs to be fully implemented In 2015, CDB expanded its portfolio both financially and thematically. It has undertaken the administration of a number of funds including the United Kingdom Caribbean Infrastructure Fund, the fund for Sustainable Energy for the Eastern Caribbean and the Sustainable Energy Facility and is pursuing accreditation to the Adaptation Fund and the Green Climate Fund.

CDB has much to celebrate with regard to the initiatives it has accomplished on its 2012 reform agenda which, as highlighted above, have supported improved organisational efficiency and effectiveness in several respects. However, having increased the scope and depth of its work, it is more important than ever that CDB implement key outstanding internal reform items that are fundamental for improving its development effectiveness. Notably, this includes completing the new PPMS, and equally importantly, undertaking the reforms of current project design, supervision, and reporting practices that are requisite in order for the new system to deliver improved operational efficiency and effectiveness.

C.

Actions

CDB has actions planned, or already underway, which are designed to address the challenges identified above in support of improving the Bank’s development effectiveness.

CDB has committed to having its new PPMS fully operational by end of 2017, with implementation of the capital projects module slated for completion by the end of 2016. The new PPMS is being designed to support both improved timeliness and efficiency of project design, supervision and completion reporting, and higher quality results-focused reporting.

The system’s design will also provide a web-based collaborative platform to support more efficient project design and approval processes. In order to support the culture change which is required in order to capitalise on the new PPMS, CDB will be rolling out a change management plan designed to sensitise and train staff on key issues related to their project supervision and reporting responsibilities. This includes timely updating of core project information, such as disbursement timelines, into information management systems. CDB will also be introducing a more effective method for setting, monitoring and communicating disbursement projections on a monthly basis. In addition to supporting more effective use of financing, this action will improve CDB’s ability to plan its liquidity requirements, to monitor portfolio performance on disbursements, as well as progress on Level 2 indicators using the scorecard system.

In terms of operationalising its strategic priorities, by the end of 2016, CDB plans to have approved a Governance and Institutional Development Policy and Operational Strategy, its Private Sector Strategy and to fully operationalise its Technical Assistance Policy and Strategy.

With regard to supporting BMC capacity to better monitor progress on national and regional development priorities, CDB will be providing support for the selection and monitoring of Caribbean-specific SDG indicators and targets.

CDB is also providing support to BMCs through MfDR capacity-building initiatives. These include: a TA initiative supporting BMCs in multi-dimensional poverty assessments and the updating of key poverty indicators. The Bank is also committed to timely implementation of the regional training programme to strengthen PPAM and PCM, which will support effective human processes within CDB as well as in BMCs In addition, CDB has other TA initiatives currently underway with BMCs and regional bodies (i.e. CARICOM, OECS) that are designed to strengthen their statistics infrastructure and/or MfDR capacities more broadly. CDB will be actively supervising the progress of each of these initiatives, which are monitored at Level 2 of the corporate RMF, to support their successful completion.

48

Development Effectiveness Review 2015

10 Unemployment rate (%) Female Male

2013 2013

13.8 9.0

70.1 70.0

11.4 11.2

48.0 52.0

15.5 11.4

67.2 59.6

13.8 9.0

70.1 70.0

2013 2013

87.4 81.5

9 Students completing at least one Level 1 course in TVET (%) Female Male

88.0 82.0

88.2 81.3

88.2 81.3

2013 2013

8 Proportion of students starting from Form 1 who reach Form 5 (Survival Rate) Female Male

82.9 77.1

29.8 24.0

88.3 84.0

89.1 90.1

1.5

45.7

54.0

2013

7 Secondary school graduates achieving five CXC General Proficiency passes or more including Mathematics and English (%) Female 2013 29.8 34.0 34.5 Male 2013 24.0 32.0 29.6

2013 2013

91.0 90.0

1.7

6

10.1

45.8

2012

88.3 84.0

Female Male

87.0 86.0

4.3

6

46.0

55.0

2011

86.6 83.2

(b) Secondary

89.1 90.1

6

2013 2013

2012

Countries with High Income Inequality (no. of countries with Gini 4 coefficient exceeding 0.4)

10.1

1.5

2012

3 Multidimensional Poverty Index (Headcount (%))

22.4

44.0

Baseline Value

2013

2012

2 Proportion of population below the indigence line (%)

5 GDP per capita growth rate (%) Provide quality education, training and employment opportunities 6 Net enrolment ratio in basic education (%): (a) Primary Female Male

2012

Indicator INCLUSIVE AND SUSTAINABLE GROWTH AND DEVELOPMENT Economic inclusion: reducing poverty and inequality 1 % of population below the national poverty line

Baseline Year 2015-2019 RMF

LEVEL 1: PROGRESS TOWARDS SUSTAINABLE DEVELOPMENT GOALS AND REGIONAL DEVELOPMENT OUTCOMES

PERFORMANCE TRENDS ON RESULTS INDICATORS: 2011-2015

13.8 9.2

70.0 69.0

84.7 77.7

40.5 30.7

86.2 83.7

92.6 92.6

2.4

22.4

44.0

2014

22.4

2015

Trend

APPENDIX 1

49

50

Development Effectiveness Review 2015 2012 2014

20 Proportion of land area covered by forest (%)

2012-2014

2013

19 Area protected to maintain biological diversity (%)

18 Reported economic losses resulting from natural disasters and climate variability (% of GDP, 3 year average)

17 Energy Use per Unit of GDP (Barrels of Oil Equivalent 000s/ $ mn GDP)

49.4

4.4

0.5

1.0

7.0

86.0 84.5

49.6

2.4

1.1

8.0

88.0 86.2

49.6

4.4

2.5

1.1

7.0

87.6 84.9

49.4

0.5

1.0

87.6 84.9

49.4

2.8

0.5

86.0 84.5

49.4

2.0

2012

111

2015

16 Renewable energy as a % total energy mix produced

100

12

2014

82.8 78.1

95

13

2013

2014 2014

93

12

2012

15 Proportion of population with access to improved sanitation (%) Urban Rural

100

2011

95.5 91.5

2013

12 Doing Business average rank (out of 189 countries)

13

Baseline Value

13 Time required for business start-up (days) 2013 39 80 75 39 29 BUILDING RESILIENCE, SECURING SUSTAINABLE ENERGY AND ADAPTING TO A CHANGING ENVIRONMENT 14 Proportion of population with access to an improved water source (%) Urban 2014 96.2 96.0 97.2 97.2 96.2 Rural 2014 92.1 94.6 92.0 91.2 92.1

2012

Indicator Sustaining growth: Building Competitive Economies 11 Intra-regional trade as a percentage of total regional trade

RMF

2015-2019

Baseline Year Trend

51

36 58

2014 2014 2014 2014 2014 2014 2014 2014

3 Projects with supervision reports on Project Portfolio Management System (%)

4 Projects at risk (% of portfolio)

5 Average time taken from appraisal mission to approval (months)

6 Average time from approval to first disbursement (months)

7 Projects under implementation with extensions (revised final disbursement date) (%)

8 Average length of project extension (months) Resource Allocation and Utilisation 9 Concessional resources allocated according to performance-based allocation system (%)

2014 2014

19 Operational risk losses for any given event or combination of events ($US mn)

0.05

AA

AAA

AA

0.8 8.2 1.1

AA

6 19.7 1.2

20

9

57

79

17

58

38

61

9.5

3.2

14

9.8 10.5 3

37

13

48

76

14

58

36

52

9.1

2.8

15

100

53

100

2014

0.05

AA

17

17

1.14 17.2 1.4

12

62

64

17

54

15.6

93

99

100

2013

2011-2014

18 CDB’s external credit risk rating

16 Technical assistance projects in support of Regional Cooperation and Integration (% of all TAs) Disclosure, transparency and risk management 17 Evaluation reports and reviews uploaded on the website (number)

9.8 10.5 3

9

71

84

21

41

15.6

46

89

100

2012

50

2014 2014 2014

15 a b c

37

2

25

99

100

2011

2014

2014

14 Approved projects with a gender specific or gender mainstreamed rating (as a % of total projects)

Approvals supporting (as a % of total financing): Private sector development Environment, renewable energy/energy efficiency and climate change Regional cooperation and integration

2014

38

2011-2014

13 Approved country strategies in use with results frameworks (Number)

76

2014

11 Disbursement (efficiency) rate (without PBLs) Strategic Focus 12 Financing directed to less developed BMCs (%, three year average)

14

2014

10 Disbursement ratio (without PBLs)

52

9.1

2.8

15

100

53

100

2 Projects completed in the last two years with PCRs (%)

Baseline Value

2014

2015-2019 RM F

Baseline Year

Indicator Operational Quality and Portfolio Performance 1 Portfolio performance rating for implementation (% rated excellent to satisfactory)

LEVEL 3: HOW WELL CDB MANAGES ITS OPERATIONS

36

95

0.0007

AA

2

42

4 22 1.2

56

73

13

61

36

60

9.1

3.7

12

96

2015

Trend

52

Development Effectiveness Review 2015

38 181

2014 2014 2014 2012-2014 2014 2014 2014

2 Ratio of professional staff to support staff

3 Vacancy rate at management and professional levels (%)

4 Staff in management positions who are women (%) Use of administrative budget resources 5 Administration expenses per US$1mn of project disbursements (three-year average) $000s Harmonisation, alignment and partnerships 6 Projects using common arrangements or procedures (as a % of total financing)

7 Capacity development support provided through coordinated programmes (%)

8 Country Strategy Papers, other development partner missions, and project financings, conducted jointly with at least one other development partner (% annually)

76

32

33

5

1.49

57

2014

2015-2019 Baseline RM F Value

Baseline Year

Indicator Capacity utilisation 1 Budgeted professional staff in operations departments (%)

LEVEL 4: HOW EFFICIENT CDB IS AS AN ORGANISATION

47

25

37

106

44.4

29

1.17

2011 43

27

135

53

29

1.15

2012

59

169

53

25

1.26

44

2013

57

76

32

33

181

38

5

1.49

2014

75

23

24

167

39

8

1.55

65

2015

Trend

ANNEX 1 CDB’s RESULTS FRAMEWORK FOR THE STRATEGIC PLANNING PERIOD 2015-2019 RMF LEVEL 1: PROGRESS TOWARDS SUSTAINABLE DEVELOPMENT GOALS AND REGIONAL DEVELOPMENT OUTCOMES

BMCs

SDF eligible BMCs

Grouping/Indicator Baseline Year

Target

Value

(2019)

Baseline Year

Target

Value

(2019)

INCLUSIVE AND SUSTAINABLE GROWTH AND DEVELOPMENT Economic inclusion: reducing poverty and inequality 1.% of population below the national poverty line (1) 2. % of population below the indigence line

(1)

2012

44.0

34.0

2012

48.1

38.0

2012

22.0

17.0

2012

23.0

18.0

3. Multidimensional Poverty Index [Headcount (%)]

2012

14.9

Reduction

2012

18.2

Reduction

4. Countries with high income inequality (no. of countries with Gini coefficient exceeding 0.4)

2012

6

Reduction

2012

4

Reduction

5. GDP per capita growth rate (%)

2013

1.5

Increase

2013

1.9

Increase

Quality education, training and employment opportunities

6. Net enrolment ratio in basic education (%): (a) Primary - Female

2013

89.1

90.0

2013

89.6

95

- Male

2013

90.1

90.0

2013

89.7

95

2013

88.3

90.0

2013

82.2

87

2013

84.0

86.0

2013

77.8

84

2013

29.8

2013

27.9

2013

24.0

2013

23.1

2013 2013

88.2 81.3

Increase

2013 2013

90.1 79.8

Increase

2013 2013

70.1 70.0

Increase

2013 2013

75.9 77.4

Increase

2013 2013

12.9 10.3

Reduction

2013 2013

17.3 16.0

Reduction

2013

12.0

Increase

2012

13.0

Increase

2013

100

Improvement

2013

118.8

Improvement

2013

39

Reduction

2013

45

Reduction

(b) Secondary - Female - Male 7. Secondary school graduates achieving five CXC General Proficiency or equivalent in National Assessment passes or more, including Mathematics and English (%) - Female - Male 8. Proportion of students starting from Form 1 who reach Form 5 (Survival Rate) - Female - Male 9. Students completing at least one Level 1 course in TVET (%) - Female - Male 10. Unemployment rate (%) - Female - Male

Improvement

Improvement

Sustaining growth: building competitive economies 11. Intra-regional trade as a percentage of total regional trade 12. Doing Business average rank (out of 189 countries) 13. Time required for business start-up (days) (1) Weighted average of national poverty rates by population.

53

ANNEX 1 Page 2

BMCs

SDF eligible BMCs

Grouping/Indicator Baseline

Target

Baseline

Target

Year Value (2019) Year Value BUILDING RESILIENCE, SECURING SUSTAINABLE ENERGY AND ADAPTING TO A CHANGING ENVIRONMENT Clean water and sanitation 14. Population with access to an improved water source (%) - Urban 2014 96.2 95.0 2014 95.6 - Rural

(2019)

95.0

2014

92.1

92.5

2014

89.5

92.5

- Urban

2014

86.0

88.0

2014

81.0

82

- Rural

2014

84.5

86.5

2014

77.4

80.5

2012

7.0

20.0

2012

18.0

20.0

2013

1.0

Reduction

2013

1.2

Reduction

20122014

0.5

Reduction

20122014

0.5

Reduction

19. Area protected to maintain biological diversity (%)

2012

4.4

Maintain or increase

2012

5.2

Maintain or increase

20. Proportion of land area covered by forest (%)

2014

49.4

Maintain or increase

2014

56.4

Maintain or increase

15. Population with access to improved sanitation (%)

Affordable and clean energy 16. Renewable energy as a % total energy mix produced 17. Energy Use per Unit of GDP (barrels of oil equivalent 000s/ $ mn GDP) Climate action; life on land 18. Reported economic losses resulting from natural disasters and climate variability (% of GDP, 3 year average)

54

Development Effectiveness Review 2015

ANNEX 1 Page 3 RMF LEVEL 2: CDB’S Contribution to Sustainanle Development Goals, Country and Regional Development Outcomes Grouping/indicator

Projected 2010-2014

Actual 2010-2014

Projected 2015-2019

Economic and social infrastructure development 1. Transport: Primary, secondary and other roads built or upgraded (Km) 2. Transport: Beneficiaries of road projects (number) - of whom female 3. Sea defences/landslip protection/urban drainage (Km) 4. Water: Installed water capacity (cubic metres/day)

245

2,291

250

234,000

670,751

340,000

n.a.

171,984

n.s.

24.6 n.a.

20.7

9 120,000

- Urban

n.a.

7,342 n.a.

- Rural

n.a.

n.a.

n.s.

2,397

520.8

150

- Urban

n.s.

185.1

n.s

- Rural

n.s.

335.7

n.s

25,900

36,859

22,000

n.a.

14,557

n.s.

n.a.

22,302

n.s.

342,000

545,372

108,000

n.a.

229,609

n.s.

3,400

3,232

3,000

n.a.

n.a.

n.s.

6,935

5,742

2,500

700

793

950

n.a.

n.a.

n.s.

n.a.

n.a.

n.s.

5. Water: Supply lines installed or upgraded (length of network in Km)

6. Water: Households with access to improved sanitation and water supply (number) - Urban - Rural 7. Communities: Beneficiaries of community infrastructure construction/ enhancement projects 1 (number) - of whom female beneficiaries

n.s.

Agriculture and rural development 8. Agriculture: stakeholders trained in improved production technology (number) - of whom female 9. Land improved through irrigation, drainage and/or flood management (hectares) Education and Training 10. Classrooms and educational support facilities built or upgraded according minimum standards (number), of which (a) ECD (b) Primary (c) Secondary and post-secondary/tertiary 11. Teachers and principals trained/certified (number)

n.a.

n.a.

n.s.

6,010

6,346

6,100

(a) ECD (total/female)

n.a.

n.a.

n.s.

(b) Primary (total/female)

n.a.

n.a.

n.s.

(c) Secondary and post-secondary/tertiary (total/female)

n.a.

n.a.

n.s.

171,000

240,278

180,000

n.a.

n.a.

n.s.

1,000

355

5,000

600

111

n.s.

n.a.

n.a.

2,400

n.a.

n.a.

n.s.

12. Students benefiting from improved physical classroom conditions or enhanced teacher competence, or access to loan financing (number) - of whom female Citizen Security 13. Beneficiaries of community based citizen security interventions (number) - of whom female 14. Beneficiaries of youth at risk interventions (number) - of whom female

55

ANNEX 1 Page 4

Projected 2010-2014

Grouping/indicator

Actual 2010-2014

Projected 2015-2019

Environmental sustainability (climate change resilience, environmental management and disaster risk management) 15. Energy: Conventional or renewable power generation capacity installed (MW)

n.a.

n.a.

14.0

- of which renewable (MW) 16. Sustainable energy policy/legal/regulatory or capacity deficits addressed (number) 17. Energy savings as a result of EE/RE interventions (GWh)

n.a.

n.a.

8.5

n.a

n.a

10

n.a

n.a

20

18. Transmission or distribution lines installed or upgraded (length in Km) 19. Communities with improved capacity to address Climate Change and DRM (number) 20. National sector policies or strategies or plans developed or implemented to improve capacity for climate resilience, conservation, rehabilitation or environmental management Private sector operations and development 21.Value of credit made available to the private sector ($mn) (disaggregated by sector) 22. MSMEs benefiting from credit (number)

n.a

n.a

130

4

8

20

24

14

8

53

32.6

30

325

811

370

n.a.

n.a.

n.s

200

270

200

n.a.

125

n.s

24. Beneficiaries of agriculture (rural) enterprise credit programmes (number)

500

445

100

- of whom female beneficiaries 25. Beneficiaries of interventions targeted at MSMEs through CTCS and other TA modalities (number) - of whom female beneficiaries

n.a.

75

n.s

3,000

3,839

7,000

n.a.

2,280

n.s

- of whom female owned 23. Beneficiaries of mortgage programmes (number) - of whom female borrowers

Governance and accountability 26. Public financial management reforms adopted (number)

n.a

3

6

27. Public financial systems upgraded and public sector investment programmes supported (Budget, Treasury, Accounting, Debt and Revenue)

22

32

7

28. Stakeholders trained in results focused Project Cycle Management or Public Policy Analysis and Management (number)

n.a

559

2,000

n.a

289

n.s

n.a

n.a

5

6

3

10

n.a

n.a

12

32. Regional public goods created or strengthened (e.g. statistical capacity, quality standards, procurement, and debt relief) (number)

n.s

10

10

33. Certification or accreditation systems supporting the free regional movement of goods and persons, created, strengthened, or expanded (number)

n.s

9

9

- of whom female 29. BMCs supported in multi-dimensional poverty assessments and the updating of key poverty indicators (number) 30. Business climate and competitiveness enhancement projects implemented (number) 31. BMCs with increased capacity to undertake Public Private Partnership arrangements (number) Regional cooperation and integration

1.

Target subject to pipeline change

n.s. – no target set, monitoring the indicator only. n.a. –not available.

56

Development Effectiveness Review 2015

ANNEX 1 Page 5 RMF LEVEL 3: How well CDB managers its Operations Grouping/Indicator

Baseline Year

Value

Target (2019)

Operational processes and practices, and portfolio performance 1. Portfolio performance rating for implementation (% rated excellent to satisfactory)

2014

100

90

2. Projects completed in the last two years with PCRs (%)

2014

53

95

3. Projects with supervision reports on Project Portfolio Management System (%)

2014

100

100

4.Projects at risk (% of portfolio)

2013

15

10

5.Average time taken from appraisal mission to approval (months)

2014

2.8

3

6.Average time from approval to first disbursement (months)

2014

9.1

6

7. Projects under implementation with extensions (revised final disbursement date) (%)

2014

51

45

8. Average length of project extension (months)

2014

36

18

9. Concessional resources allocated according to performance-based allocation system (%)

2014

58

60

10. Disbursement ratio

2014

14

18

11.Disbursement (efficiency) rate

2014

76

80

2011-2014

48

≥51

2014

13

19

2014

37

55

(a) Private sector development

2014

9.8

10-14

(b) Environment, renewable energy/energy efficiency and climate change

2014

10.5

8-12

(c) Regional cooperation and integration

2014

3.0

2-4

2014

50

≥ 40

2011-2014

17

50

18. CDB’s external credit risk rating

2014

AA

Minimum of Stable

19. Operational risk losses for any given event or combination of events ($US mn)

2014

0.05

≤$US1 mn

Resource allocation and utilization

Strategic focus 12. Financing directed to less developed BMCs (%, three year average) 13. Approved country strategies in use with results frameworks (number) 14. Approved projects with a gender-specific or gender mainstreamed rating (as a % of total projects) 15. Approvals supporting (as a % of total financing):

16. Technical assistance projects in support of regional cooperation and integration (% of all TA financing) Disclosure, transparency and risk management 17. Evaluation reports and reviews uploaded on the website (number)

57

ANNEX 1 Page 6 RMF LEVEL 4: How efficient CDB is as an ORGANISATION Baseline

Grouping/Indicator

Year

Target (2019)

Value

Capacity utilisation 1. Budgeted professional staff in operations departments (%)

2014

57

≥ 51

2. Ratio of professional staff to support staff

2014

1.49:1

1.72:1

3. Vacancy rate at management and professional levels (%)

2014

5

≤ 5

4. Staff in management positions who are women (%)

2014

38

45-55

20122014

181

Reduction

6. Projects using common arrangements or procedures (%)

2014

33

≥ 65

7. Capacity development support provided through coordinated programmes (%)

2014

32

≥ 35

8. Country Strategy Papers, other development partner missions, and project financings, conducted jointly with at least one other development partner (% annually)

2014

76

≥ 65

Use of administrative budget resources 5. Administration expenses per US$1mn of project disbursements (three-year average) $000s Harmonisation, alignment and partnerships

58

Development Effectiveness Review 2015

ANNEX 1 Page 7 SCHEDULE -Updating and Revisions to 2015-2019 RMF published in CDB’s Strategic Plan December 2014 Overall note: Baseline data has been updated to 2014, or nearest prior year for which date is availa p , p y Indicator Change Level 1 Indicator 3: Multidimensional Poverty Index Headcount (%) Target (2019) – Reduction, replacing TBD: Note, there is no agreed regional target for the MPI. However, if the challenges of poverty are tackled in the post-2015 period, the MPI for BMCs should be reduced.

Baseline Year – 2012 as baseline year, replacing 2013 to correct an error.

Level 1 Indicator 4: Countries with High Income Equality (no. of Indicator wording changed for alignment between the indicator countries with Gini coefficient exceeding 0.4) and the format in which data is reported. Changed from “Countries with High Income Equality” to “Countries with High Income Inequality”.

Level 1 Indicator 6: Net enrolment ratio in basic education (%): Target of 90% replaces 95% for both male and female to take into Primary account variations in populations estimates that cause fluctuations, with the assumption being that performance of 90%+ constitutes universal access to education.

Level 1 Indicator 11: Intra-regional trade as a percentage of total Target (2019) – Increase, replacing TBD: This indicator is regional Trade monitored by CARICOM, but there is no agreed target. RCI initiatives designed to increase trade within CARICOM, as well as favourable domestic and global economic conditions, should lead to an increase in intra-regional trade.

Level 1, #13: “Time required for business start-up (days)” Indicator removed because as one of several sub-indicators of the (previously indicator #13) Ease of Doing Business Score it was deemed redundant with the Ease of Doing Business Rank (indicator #12).

Note of interest: the ADB DER reported on this indicator in the 2013 DER (the 1st year DER of their five year Strategic Plan) and it did not provide information of value to the reader nor was it clear why the indicator was relevant to ADB projects. ADB removed this indicator for the 2014 DER. 17.Reported economic losses resulting from natural disasters and Baseline data adjusted to reflect switch to using a more accurate climate variability (% of GDP) data calculation methodology.

Level 2 Indicator 16: Sustainable energy policy/legal/regulatory or “Energy efficiency policies or interventions introduced (number)” capacity deficits addressed was replaced by “Sustainable energy policy/legal/regulatory or capacity deficits addressed (number)” After discussions with RE/EE team in October 2015 for increased clarity and accuracy.

Level 2 Indicator 22: MSME benefiting from credit (number) Target (2019) - 300, replacing TBD Level 2 Indicator 26: Public financial management reforms adopted Would like to remove due to significant overlap with Indicator (number) #2.27. Ind. 26, is just a sub-set of #27, only included because Ind. #26 is in the SDF RMF for 2016.

Level 2 Indicator 27: Public financial management systems upgraded Target (2019): 7 replacing TBD. and public sector investment programmes supported (Budget, Treasury, Accounting, Debt and Revenue) Level 2 Indicator 32: Regional Public Goods created or strengthened “Legal, regulatory and policy reforms adopted or interventions (e.g. statistical capacity, quality standards, procurement, and debt implemented to improve regional cooperation and integration relief). (number) (number)” was replaced by “Regional Public Goods created or strengthened (e.g. statistical capacity, quality standards, procurement, and debt relief). (number)” to more accurately capture the focus of CDB Technical Cooperation Division’s work in the RCI area.

Level 2 Indicator 33: Certification or accreditation systems “Intra-regional sea trade from OECS and other disadvantaged supporting the free regional movement of goods and persons, countries (Belize and Guyana) of total intra-regional trade” created, strengthened, or expanded. (number) replaced by “Certification or accreditation systems supporting the free regional movement of goods and persons, created, strengthened, or expanded. (number)”.

Previous indicator removed because intervention planned in that area was cancelled. New indicator further details CDB’s work in the area captured by the replaced Level 2 Indicator 32.

Level 3 Indicator 6: Average time from approval to first Baseline revised to 9.1 (2014) to take into account the new disbursement (months) methodology used as of 2015. A three-year median will be used, as opposed to a data point reflecting 1 year only.

Level 3 Indicator 14 Approved loans or projects with a genderBaseline and target adjusted to reflect decision to measure % of specific or gender mainstreamed rating (%) total projects as opposed to % of total financing, which is a more accurate aggregate reflection of appropriate integration of gender considerations into operations.

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ANNEX 1 Page 8

Indicator Level 3: Indicator 15: Disbursements supporting (%)

Level 3 Indicator 16: Technical Assistance Projects in support of RCI (%) Level 3: Indicator 19: Operational risk losses for any given event or combination of events ($US mn) Level 4: Indicator 1: Budgeted Professional Staff in Operations Departments (%) Level 4: Indicator 7: Capacity development support provided through coordinated programmes.

Level 4: Indicator 8: Country Strategy Papers, other development partner missions, and project financings, conducted jointly with at least one other development partner (% annually)

60

Change Approvals supporting (as a % of total financing), from disbursements. The indicator is about commitments to programming priorities over the planning period. (b) Baseline value = 10.5% - 2014 approvals for RE/EE components/interventions have been added to CC and Environment components.

Added Baseline and Target, replacing “TBD�.

Baseline value = USD50,000 (or USD 0.05 mn) as 31/12/2014 from TBD ≼ 51 replaces 51-56 as target. Target adjusted for clarity based on conversation with HR dept.

Baseline year and value = 2014 and 32%, Target 35%, replacing TBD. Revised methodological note to state these are approvals for coordinated programmes in capacity development with other development partners.

Adjusted 2014 baseline data point from 100% to 76% to reflect jointly financed projects. (Prior to 2015, the indicator only looked at CSPs). The target was also changed from 100% to n.s. (not set), because CDB is only monitoring this indicator for information on the extent to which there is joint financing/collaboration.

Development Effectiveness Review 2015

The MPI describes the percentage of the population who are deprived in several areas of economic and social wellbeing: education, health and living standards. The MPI assesses poverty at the household level; the metric is normally expressed as a headcount ratio, where the headcount is in adult equivalent units.

The Gini measures the extent to which the distribution of income or consumption expenditure among individuals or households within an economy deviates from a perfectly equal distribution. A Gini value of 0 represents perfect equality, and a value of 1 denotes perfect inequality.

Annual change in gross domestic product (GDP) based on constant 2005 U.S. dollars divided by midyear population estimate.

1.3 Multidimensional Poverty Index (MPI) [Headcount (%)]

1.4 Countries with high income inequality (no. of countries with Gini coefficient exceeding 0.4)

1.5 GDP per capita growth rate (%)

% of the population whose income is insufficient to meet the minimum costs of their national basic food needs. The metric is normally expressed as a headcount ratio, where the headcount is in adult equivalent units.

1.2 % of population below the indigence line

Description % of the population whose income is insufficient to meet the minimum costs of their national basic food needs and non-food needs. The metric is normally expressed as a headcount ratio, where the headcount is in adult equivalent units.

1.1 % of population below the poverty line

Indicator No.

Measures annual change in the level of total economic output relative to the population of a country. This per person, or per capita, value indicates the ability of those people and their country to afford the goods and services they need and want, including spending on public systems such as education, health, welfare, security, and environmental protection. It is monitored to track progress on SDG 8.

Income poverty is considered a useful proxy of households' command over resources (both food and non-food items). If household expenditure is below that needed to sustain itself (as defined by the poverty line) then it can be considered absolutely poor. It is monitored to track progress on SDG 1.

Income poverty is considered a useful proxy of households' command over resources (both food and non-food items). If household expenditure is below that needed to sustain itself (as defined by the food line) then it can be considered indigent or very poor. It is monitored to track progress on SDG 1.

Poverty is multidimensional, thus it is important to look beyond monetary metric measures of poverty to gain a comprehensive picture. MPI complements monetary measures of poverty by considering overlapping deprivations suffered by people at the same time with respect to education, health and living standards. It allows for the identification of the poorest of the poor, and shows how they are poor (low education, malnourished, etc.), revealing poverty patterns within countries (e.g. by region, ethnicity and other groupings) and over time, it is monitored to track progress on SDG 1.

The Gini coefficient is a well-known longstanding method used to calculate national income inequality levels. It is monitored to track progress on SDG 10.

Rationale

LEVEL 1: Progress Towards Sustainable Development Goals and Regional Development Outcomes Data Source

GDP data and national population data from United Nations Statistics Division http://unstats.un.org/unsd/snaama/dnlList.as p.

National Living Conditions and Household Budget Survey in BMCs aligned to international standards.

National representative surveys: Demographic and Health Survey (DHS) and the Multiple Indicators Cluster Survey (MICS) in BMCs. (The MPI was first published in 2010 by the Oxford Poverty and Human Development Initiative and the UNDP.) As of 2014, data was available for only five BMCs: Belize, Guyana, Haiti, Suriname, and Trinidad and Tobago (as published in the Human Development Report 2014 (UNDP).

National representative surveys: National Living Conditions and Household Budget Survey in BMCs aligned to international standards.

National representative surveys: National Household Living Conditions and Household Budget Surveys in Borrowing Member Countries (BMCs) aligned to international standards.

RMF INDICATORS – TECHNICAL NOTES Frequency

One year lag for GDP information. Variable lags for population information across BMCs.

Variable lags and timing of reporting, depending on CPA and survey data collection.

Variable lags and timing of reporting, depending on CPA and survey data collection.

Variable lags and timing of reporting, depending on CPA and survey data collection.

Variable lags and timing of reporting, depending on Country Poverty Assessment (CPA) and survey data collection.

ANNEX 2

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62

1.8 Proportion of students starting from Form 1 who reach Form 5 (Survival Rate)

% of candidates who have achieved passes in five subjects including Mathematics and English generally in one sitting. Candidates obtaining Grades I - III at the General and Technical proficiencies of the Caribbean Secondary Education Certificate (CSEC) of CXC, or an equivalent performance in national examinations in BMCs such as the Bahamas General Certificate of Secondary education (BGCSE), are considered as satisfying the matriculation requirement for tertiary and post-secondary programmes.

Proportion of a cohort of students starting Form 1 who reach Form 5, or are expected to reach Form 5.

1.7 Secondary school graduates achieving five Caribbean Examination Council (CXC) General Proficiency or equivalent in National Assessment passes or more, including Mathematics and English (%)

Description Enrolment of the official age group for primary and secondary education expressed as a percentage (%) of the corresponding population.

1.6 Net enrolment ratio in basic education (%)

Indicator No.

The indicator describes internal efficiency of the education system and highlights the success of the education system in retaining students from one grade to the next. It is the cumulative measure of educational wastage as measured by repetition and dropouts. Various factors account for poor performance in this indicator, including low quality of schooling and discouragement over poor performance. Students’ progress to higher grades, particularly for BMCs with challenges in educational coverage (Haiti) may also be limited by the availability of teachers, classrooms and educational materials. It is monitored to track progress on SDG 4.

The indicator is used to monitor the supply of students who (a) satisfy the matriculation requirements for tertiary and post-secondary programmes; and (b) meet requirements for the world of work. It is monitored to track progress on SDG 4.

To show the extent of participation in basic education of children and youth belonging to the official age group corresponding to the primary and secondary levels. SDG 4 aims to achieve universal primary education.

Rationale

LEVEL 1: Progress Towards Sustainable Development Goals and Regional Development Outcomes Data Source

MOEs within the respective BMCs compile these data. Officers in SSD Unit obtain the data from MOEs.

Examination performance data are compiled for MOEs within the respective BMCs. Officers in the Social Sector Division (SSD) Unit obtain the data from MOEs.

School register, school survey or census for data on enrolment by age. Population censuses or estimates for school-age population normally obtained from the Central Statistical Office. These data are generally available in international databases, such as the UNESCO Institute of Statistics, the World Bank's Development Indicator database and the United Nations MDG database. Data are generally taken from UNESCO Institute of Statistics and supplemented with country data. http://www.uis.unesco.org/Education/Pages /default.aspx.

Frequency

Annual data are reported for the last completed school year. There is a lag of one year.

For reasonably efficient EMIS, a lag of year is to be expected with enrolment data. For example, data covering the school year, September 2014 - July 2015, will be available in 2016. This allows time for Ministries of Education (MOEs) to collect and compile data from educational establishments to meet their national reporting requirements and obligations of international agencies (UNESCO).

Annual data are reported for the last completed school year. There is a lag of one year.

ANNEX 2 Page 2

Development Effectiveness Review 2015

1.12 Doing Business average rank (out of 189 countries)

1.11 Intra-regional trade as a percentage of total regional trade

1.10 Unemployment rate (%)

1.9 Students completing at least one Level 1 course in TVET (%)

Indicator No.

The World Bank's Ease of Doing Business ranks economies from 1 to 189, with first place being the best. A high ranking (a low numerical rank) means that the regulatory environment is conducive to business operation, usually simpler, regulations for businesses and stronger protections of property rights.

% of students completing a Level 1 course in TVET or an equivalent programmes in a year.

TVET is concerned with the acquisition of knowledge and skills for the world of work.

These include: CSEC TVET subjects, National Vocational Qualifications (NVQ) and Caribbean Vocational Qualifications (CVQ) Level 1 programmes, City and Guilds Level 1 programmes and BGCSE TVET subjects or their equivalent.

The unemployment rate is a measure of the proportion of the population currently in the labour force that are unemployed. According to the ILO, “the unemployed comprise all persons of working age who were: (a) without work during the reference period, i.e. were not in paid employment or self-employment; (b) currently available for work, i.e. were available for paid employment or self-employment during the reference period; and (c) seeking work, i.e. had taken specific steps in a specified recent period to seek paid employment or self-employment.

For purposes of international comparability, the period of job search is often defined as the preceding four weeks, but this varies from country to country.

Intra-regional trade is defined as the value of imports plus the value of exports between CARICOM member countries. Total regional trade is defined as imports from all countries to CARICOM member countries plus exports to all countries from CARICOM member countries.

Intra-regional trade will be a subset of total regional trade. Trade covers goods carried by sea or air.

Description

Empirical research funded by the World Bank shows that the effect of improving business regulations on economic growth is strong. An environment conducive to business operation is an important precursor for building a competitive economy. The indicator tracks progress on SDG 8.

This indicator reflects the importance of the intraregional trade (the movement of goods and services (i.e. e-commerce)) among Caribbean countries. It is an indication of growing markets in the Region and the effectiveness of particular regional arrangements in facilitating trade. It measures the degree of interdependence and connectivity among Member States from the perspective of international trade. It is monitored to track progress on SDG 8.

The unemployment rate is an indicator of the extent to which employment opportunities are being provided. It is monitored to track progress on SDG 8.

The expansion and flexibility of the education system to offer training pathways that address the career interests and prospects of all students is an International Labour Organisation (ILO)/UNESCO goal. The indicator measures the proportion of students completing at least one Level 1 subject/programme in TVET. It is monitored to track progress on SDG 4.

Rationale

LEVEL 1: Progress Towards Sustainable Development Goals and Regional Development Outcomes Data Source

The World Bank: http://www.doingbusiness.org/rankings

www.caricomstats.org, National statistical offices

ILO, Key Indicators of the Labour Market database.

MOEs within the respective BMCs compile these data. Officers in SSD Unit obtain the data from MOEs.

Frequency

There is a one year lag.

Annual data is based on data from the previous year.

Calendar year data.

Variable lags; usually a year for more developed countries and longer for less-development countries (LDCs).

Frequency of availability of data varies by country.

At least a one year lag.

Annual data are reported for the last completed school year. There is a lag of one year.

ANNEX 2 Page 3

63

64 Measures energy produced from renewable sources as a percent of total energy production.

Energy use per unit of GDP, also known as "energy intensity" is a measure of an economy's energy efficiency. High energy intensities indicate a high cost of converting energy into GDP, while low energy intensity indicates a lower cost of converting energy into GDP.

1.17 Energy Use per Unit of GDP (barrels of oil equivalent 000s/ $ mn GDP)

% of the population with access to facilities that hygienically separate human excreta from human, animal and insect contact. Facilities such as sewers or septic tanks, poor-lush latrines and simple pit or ventilated improved pit latrines are assumed to be adequate, provided that they are not public.

1.15 Population with access to improved sanitation (%)

1.16 Renewable energy (RE) as a % total energy mix produced

% of the population with sustainable access and use of the following types of water supply for drinking: piped water, public tap, borehole or pump, protected well, protected spring or rainwater.

Improved water sources do not include vendor-provided water, bottled water, tanker trucks or unprotected wells and springs.

1.14 Population with access to an improved water source (%)

Description Time required to start a business is the number of calendar days needed to complete the procedures to legally operate a business. If a procedure can be speeded up at additional cost, the fastest procedure, independent of cost, is chosen.

1.13 Time required for business start-up (days)

Indicator No.

RE is the most sustainable form of energy. The larger % of RE in a country’s energy mix, the greater its energy security. Further, RE technologies are clean sources of energy that have a much lower environmental impact than conventional energy technologies. (Source: UN statistics division) The indicator tracks progress on SDG 7.

Energy is required for economic and social development. However, consumption of fossil fuels is the major cause of air pollution and climate change. Improving energy efficiency and decoupling economic development from energy consumption, particularly of fossil fuels, is essential to sustainable development. (Source: UN statistics division) The indicator tracks progress on SDG 7.

Good sanitation is important for urban and rural populations, but the risks are greater in urban areas where it is more difficult to avoid contact with waste. The indicator tracks progress on SDG 6.

The time it takes to start a business is an important dimension of the regulatory environment that affects the decision to open a business in a country.

This indicator is one of four sub-set indicators used to calculate the 'starting a business' ranking.

It provides a numerical data point to track changes in national performance overtime, as well as compare between countries. The indicator tracks progress on SDG 8.

The indicator monitors access to improved water sources based on the assumption that improved sources are more likely to provide safe water.

Unsafe water is a direct cause of many diseases.

The indicator tracks progress on SDG 6.

Rationale

LEVEL 1: Progress Towards Sustainable Development Goals and Regional Development Outcomes Data Source

Petroleum consumption data from the International Energy Statistics database: http://www.eia.gov/cfapps/ipdbproject/.

GDP data from the World Bank (World Development Indicators).

Two data sources are most commonly used: administrative or infrastructure data that report on new and existing facilities, and data from household surveys, including Multiple Indicator Cluster surveys, Demographic and Health Surveys and Living Standards Measurement study surveys. http://data.worldbank.org/products/databooks.

Two data sources are most commonly used: administrative or infrastructure data that report on new and existing facilities, and data from household surveys, including Multiple Indicator Cluster surveys, Demographic and Health Surveys and Living Standards Measurement study surveys. Rural and urban population statistics come from population censuses. http://data.worldbank.org/products/databooks International Energy Statistics database: http://www.eia.gov/cfapps/ipdbproject

International Finance Corporation and the World Bank. Doing Business online database. http://www.doingbusiness.org/data

Frequency

The most recent data available is from 2013.

The most recent data available is from 2012.

Data is only available for five BMCs.

A lag of a year is to be expected with administrative data. The timing of collection and analysis of household survey data is irregular.

A lag of a year is to be expected with administrative data. The timing of collection and analysis of household survey data is irregular.

There is a one year lag.

Annual data is based on data from the previous year.

ANNEX 2 Page 4

Development Effectiveness Review 2015

1.20 Proportion of land area covered by forest (%)

1.19 Area protected to maintain biological diversity (%)

1.18 Reported economic losses resulting from natural disasters and climate variability (% of GDP, 3 year average)

Indicator No. Estimated financial cost of loss from natural hazard events in the reporting year (as normally determined by a Damage and Loss Assessment) expressed as a percentage of GDP. Natural hazard events are divided into five sub-groups: Geophysical (i.e earthquake, volcano, mass movement); Meteorological (i.e. storms); Hydrological (i.e. flood, mass movement); Climatological (i.e. extreme temperature, drought, wild fire) and Biological (i.e., epidemic, insect infestation, animal stampede). The costs are generally replacement costs to rehabilitate essential buildings and infrastructure (including any new builds) at current prices. Depending on the scale of the damage and loss, the costs are used by governments and international agencies to make appeals for assistance.

An area of land or water especially dedicated to the protection and maintenance of biological diversity, and of natural and associated cultural resources, and managed through legal and effective means. (Legal or effective means refers to the objectives of the Act under which an area is designated and implies security of tenure, generally revoked only by a state or national parliamentary process; or areas covered by a legally adopted plan of management.) % of land area covered by forest is the amount of forest area in the total land area.

Description

Forests fulfil a number of functions that are vital for humanity, including the provision of wood and non-wood forest products; and services such as habitat for biodiversity, carbon sequestration, coastal protection and soil and water conservation.

This indicator provides a measure of the relative extent of forest in a country. Availability of accurate data on a country’s forest area is a key element for forest policy and planning within the context of sustainable development. Changes in forest area reflect the demand for land for other uses and may help identify unsustainable practices in the forestry and agricultural sectors. Negative trends in the proportion of land covered by forest are a cause for concern due to the role played by forests in biodiversity conservation, climate change and provision of livelihoods. Positive trends indicate large reforestation efforts or the natural expansion of forest onto abandoned agricultural land. The indicator tracks progress on SDG 15.

This indicator represents the extent to which areas important for conserving biodiversity, cultural heritage, scientific research (including baseline monitoring), recreation, natural resource maintenance, and other values, are protected from incompatible uses. It shows how much of each major ecosystem is dedicated to maintaining its diversity and integrity." The indicator tracks progress on SDG 15.

Due to the size and geographical positioning of countries in the Caribbean, the Region is susceptible to natural hazard events, particularly those of a meteorological, geophysical and hydrological nature. This makes preparedness for and mitigation against natural hazards a very important issue for Caribbean governments, and for development. Good disaster risk management can help reduce costs (both financial and human) when natural events occur, and dampen the impact on affected economies. The indicator tracks progress on SDG 13.

Rationale

LEVEL 1: Progress Towards Sustainable Development Goals and Regional Development Outcomes Data Source

World Bank Little Green Data Book http://data.worldbank.org/products/databooks/little-data-book/little-green-databook

UN Statistics Division, Department of Economic and Social Affairs, see http://mdgs.un.org/unsd/mdg/SeriesDetail.a spx?srid=616&crid

Estimated cost of damage data is sourced from the International Disaster Database (EM-Data) http://www.emdat.be/database.

GDP in current prices (USD) is taken from Central Statistical Offices, or International databases, such as the International Monetary Fund.

Frequency

The data for this indicator is collected on an annual basis with a one year lag.

This indicator is normally reported every five years

by UNSD. Most recently, there has been data for 2012.

Date of event and estimated damage recorded. Current

ANNEX 2 Page 5

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66

Kilometers of protective structures/structures built for the protection of vulnerable infrastructure or communities, financed by CDB.

Installed capacity of water (in cubic metres per day) in storage, water and sewage treatment facilities and pumping stations, through Bank-supported operations.

Kilometers of water supply lines laid or upgraded under Bank-supported operations. The indicator is broken down by urban and rural areas.

2.3 Sea defences/landslip protection/urban drainage (Km)

2.4 Water: Installed water capacity (cubic metres/day)

2.5 Water: Supply lines installed or upgraded (length of network in Km)

Number of people who benefit from newly constructed or improved road infrastructure. From road usage surveys or estimated as the catchment area population served by the road, where data are not provided by road usage surveys.

2.2 Transport: Beneficiaries of road projects (number)

Description

Kilometers of all roads constructed or upgraded. CDB’s road development/maintenance projects cover Primary Roads: major roads intended to provide large-scale transport links within or between key economic and social areas in a country; Secondary Roads: roads that supplement a primary network by feeding traffic from local roads on the primary network, and Other and tertiary roads: minor roads which provide access to local communities and areas of agricultural and other economic activity.

2.1 Transport: Primary, secondary and other roads built or upgraded (Km)

Indicator No.

The purpose of the indicator is for disaster mitigation.

Strengthened infrastructure leads to better protection of the built-up environment/ minimises economic losses as a result of natural hazard events. It also protects residents of coastal communities from the effects of waves and storm surges.

The indicator describes the extent to which there is adequate provision of efficient, reliable and sustainable supply of safe water to consumers. Installed sewage capacity with effective treatment will also help to mitigate against adverse public health and environmental impacts.

The indicator is a measure of the extent to which sustainable access to improved water supply has been increased, based on the assumption that improved sources of water are more likely to provide safe water, also reducing the risk of waterborne and waste-related diseases. Water losses through poor infrastructure is also a major issue in the Caribbean.

Good quality road infrastructure is a key ingredient for sustainable development. All countries need an efficient transport network if they are to prosper and provide a decent standard of living for their populations. Good quality roads are essential for the smooth running of many key economic sectors including agriculture, industry, mining and tourism. Efficient road infrastructure makes it easier for economic actors to do business, generates employment and enhances a country's ability to trade while reducing the costs of goods and services. It also improves the delivery of and access to vital social services, such as health and education, and minimises the risk of fatalities due to poor road infrastructure. Investment in road infrastructure can contribute to the achievement of the SDGs. See indicator 2.1

Rationale

LEVEL 2: CDB’s Contribution to Sustainable Development Goals, Country and Regional Development Outcomes Data Source

EID

Units,

Project

Supervision reports for water projects managed by EID. BNTF sub-project reports, and the BNTF information system.

BNTF and Reports.

Numbers of beneficiaries of road building or upgrade projects determined by the projects' scoping reports or road usage surveys, or estimated from data on the catchment population that could benefit from the road improvement. In most cases, the catchment population will be a Census estimate. The number of beneficiaries relate to the countries in which CDB supports road building or upgrade projects.

EID infrastructure projects.

Projects and programmes from the Economic Infrastructure Division (EID) and BNTF contribute to these results.

Frequency

Calendar year data for the last completed year.

Annual, calendar year for the last completed year.

Annual, calendar year

Annual reporting. Last Census data (if used) relate to 2010 round for most BMCs.

Data reported as at December 31st of the last completed year.

ANNEX 2 Page 6

Development Effectiveness Review 2015

Area provided (in hectares) with new and/or improved irrigation, through drainage, flood or irrigation works.

2.9 Land improved through irrigation, drainage and/or flood management (hectares)

2.8 Agriculture: stakeholders trained in improved production technology (number)

Number of people who benefit from enhanced social and economic community infrastructure interventions, financed

by Bank-supported operations (see Indicator 2.13) computed as the number of people that the new/upgraded community building can cater for or accommodate, according to the building specification, or from community records of the numbers of beneficiaries.

Number of farmers or associated workers in the agricultural sector adopting improved agricultural technology or practices under Bank-supported operations.

2.7 Communities: Beneficiaries of community infrastructure construction/ enhancement projects (number)

Description

Number of households that have benefited from installed/ upgraded water supply lines, installed potable water sources, or from improved sanitation facilities, including upgraded or new sewerage infrastructure, public toilets, laundry or bathroom facilities. The indicator is disaggregated by urban and rural areas.

2.6 Water: Households with access to improved sanitation and water supply (number)

Indicator No.

The aim of agricultural sector interventions is to increase production, productivity and competitiveness of the sector. CDB's efforts are focused on the creation of an enabling environment in support of private sector investment in the agricultural sector, including the provision of public goods and services, and stakeholder training in modern production approaches and technologies.

The aim of agricultural sector interventions is to increase production, productivity and competitiveness of the sector. CDB's efforts are focused on the creation of an enabling environment in support of private sector investment in the sector, including the provision of public goods and services, and stakeholder training in modern production approaches and technologies. A major concern is related to climate impact modelling for the Region, which predicts an increase adverse weather events. Water management is accordingly required to ensure adequate provision of water for optimum crop and livestock production.

The indicator contributes to the MDG for the proportion of the population with sustainable access to an improved water source, and improved sanitation. Although the Caribbean region is close to attaining the targets for access, access to improved water and sanitation is poorer in rural areas for many Caribbean countries, and hence the indicator counts separately rural and urban households who have benefited.

Poor and vulnerable communities often lack access to basic infrastructure and services, which limits their prospects and social and economic development. The indicator is a measure of the number of persons who can benefit from the new or upgraded community infrastructure.

Rationale

LEVEL 2: CDB’s Contribution to Sustainable Development Goals, Country and Regional Development Outcomes Data Source

Project level data provided by the respective BMCs/project execution and implementing agencies.

Project level data provided by the respective BMCs/project execution and implementing agencies.

BNTF sub-projects in BMCs covered

by BNTF. Haiti Community Driven Development Projects.

EID community driven projects.

Supervision reports for Water and Sanitation projects managed by EID. BNTF Sub-project reports, and the BNTF Information System.

Frequency

Usually annual, but variable reporting times and lags based on country.

Calendar year as at December 31st

Calendar year data, as at 31st December

Calendar year data for the last completed year.

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68

Number of teachers and principals in ECD, primary, secondary, tertiary education institutions who have received about 40 hours (about 1 week) of training through CDB support.

Count of pupils who benefit from new classrooms or upgrades (Indicator 2.10 in the RMF), or enhanced teacher training (Indicator 2.11), or who receive financing for tertiary education programmes. The indicator counts pupils benefiting at all levels of education in any one year.

Number of youth (aged 15-24) or vulnerable persons who are considered at risk of causing or being a victim of crime, provided with Bank-supported community development training initiatives or anti-crime sensitisation projects.

Number of youth (aged 15-24) who are considered at risk of causing or being a victim of crime, provided with Banksupported community development training initiatives or anti-crime sensitisation projects.

2.11 Teachers and principals trained/certified (number)

2.12 Students benefiting from improved physical classroom conditions, enhanced teacher competence, or access to student loan financing

2.13 Beneficiaries of community-based citizen security interventions (number)

2.14 Beneficiaries of youth at risk interventions (number)

Description

Number of classrooms or other facilities in early childhood development (ECD), primary, secondary, tertiary education institutions, which are built or upgraded in the reporting period, complying with standards approved by respective local authorities.

2.10 Classrooms and educational support facilities built or upgraded according minimum standards (number)

Indicator No.

Citizen security is a development priority in the Caribbean. The CDB has a tailored programme that takes into account the variety, complexity and variability of insecurity in Belize City. In addition, citizen security is treated in a cross-cutting way in many CDB-sponsored projects, such as in education and infrastructure development - although these are currently not counted in the indicator.

This indicator is intended to capture youth-specific initiatives in the area of citizen security, including youth reached through education and infrastructure development.

A constraint to the attainment of the goal of universal education is the availability and quality of educational facilities, including appropriate pedagogical equipment, tools and materials as part of the enabling environment for learning. All facilities - classrooms, laboratories, workshops, multi-purpose rooms and other specialised rooms are included. The indicator aims to measure CDB's contribution to closing the deficit in fit-forpurpose education facilities. The supply of quality education facilities has transformative impact. It positively supports instructional effectiveness, particularly the capacity to meet the differentiated learning needs of students and consequently, improved student performance.

Learning outcomes, to make sure every child performs up to a regional minimum standard upon completing primary and secondary education, depend among other things on the quality of teaching. Research has consistently shown that the teacher quality is one of the highest school-based correlate of student learning. The indicator is a supply one, capturing the number of teachers receiving training. Better teaching should in turn lead to improved learning outcomes.

The indicator quantifies the number of students benefitting from CDB financed interventions in these main areas of support for the education sector improving the learning environment; the quality of taught education, and access to finance for education interventions which can enhance learning outcomes and employment potential.

Rationale

LEVEL 2: CDB’s Contribution to Sustainable Development Goals, Country and Regional Development Outcomes Data Source

CDB officials in SSD are responsible for collating these data from primary sources.

Project level information systems record the number of beneficiaries from classroom construction/ rehabilitation, teacher training and student-loan financing interventions.

CDB officials in BNTF, SSD and PSD units are responsible for collating these data from primary sources.

Belize, Community Development Project Management Information System/ Project Supervision Report (PSR).

The MOEs within the respective BMCs, or project documentation of BNTF and SSD Units.

Derived from project level information from two main sources: The BNTF sub-projects and programmes; SSD projects identified through Country Strategy Papers (CSPs) targeting access to basic education in all BMCs.

Frequency

Data reported as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

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Development Effectiveness Review 2015

2.20 National sector policies or strategies or plans developed or implemented to improve capacity for climate resilience, conservation, rehabilitation or environmental management

Number of communities who have benefitted from interventions of the Community Disaster Risk Reduction Fund (CDRRF) or have benefited from development projects that reduce the risk of damage or losses through specific training, technical assistance (TA) or infrastructure improvements/enhancements (roads, bridges and other infrastructure), where they are not counted in other social and economic infrastructure development interventions.

Some of the infrastructure improvement may be financed through CDB's Immediate Response or Rapid Response loans.

Count of a range of policy-level interventions that contribute to the protection of the natural and built-up environment.

The count includes the preparation of climate change policy documents, spatial and physical development plans; assistance with updating planning legislation, building code regulations, and solid waste management frameworks. It also covers the preparation of guidelines to strengthen processes, the development of watershed management plans and training in environmental management practices.

Energy savings due to EE measures or the adoption of renewable energy technologies (converted to MWh), directly attributable to Bank supported projects. Since energy savings cannot be directly measured, as it represents the absence of use, projected savings are calculated against baseline or business-as-usual scenarios in the absence of the project.

Total length in Km of energy transmission or distribution lines installed or upgraded through CDB operations.

2.17 Energy savings as a result of Energy Efficiency (EE)/RE interventions (GWh)

2.18 Transmission or distribution lines installed or upgraded (length in Km) 2.19 Communities with improved capacity to address Climate Change and DRM (number)

Number of CDB initiatives completed that address policy, legal, regulatory or capacity deficits identified in BMCs.

2.16 Sustainable energy policy/legal/regulatory or capacity deficits addressed (number)

Description

Megawatts of generation capacity of conventional and renewable energy constructed or rehabilitated under Banksupported projects and programmes. RE is defined to include hydropower, and power from wind, solar, geothermal and other renewable sources.

2.15 Energy: Conventional or renewable power generation capacity installed (MW)

Indicator No.

Through best-practice policy-level environmental plans, guidelines and frameworks countries are better prepared to manage their natural and environmental risks. In addition, the adoption of good disaster risk and environmental management practices can help to minimise economic damages and losses during disaster events, protect the natural environment, and reduce the impact on the livelihoods of vulnerable populations.

Lack of energy security is one of the most pressing challenges among net-energy importing BMCs. This challenge is linked to high import fuel costs and an overdependence on imported fuel. The indicator measures increased access to conventional, as well as alternative RE generating capacity (both on grid and off-grid).

BMCs require a policy/legal and regulatory environment that effectively enables them to pursue sustainable energy solutions to energy insecurity.

Energy security is a cross-cutting theme in CDB’s Strategic Plan. This indicator captures CDB projects, as well as project components, that have increased capacity in this regard.

The determination of energy savings gives facility owners and managers valuable feedback on their energy conservation measures (ECMs), including the installation of renewable technology. This feedback helps them adjust ECM design or operations to improve savings, achieve greater persistence of savings over time, and lower variations in savings.

Installing/upgrading access increases populations' access to energy/access to more reliable energy, supporting SDG 7.

Communities in the Caribbean are severely affected by climate change and extreme weather events. These events destroy crops, damage homes, disrupt livelihoods and can cause job losses, injury, sickness and death. The CDRRF and Economic Infrastructure projects work to help community members and groups find ways to reduce their vulnerability to risks associated with natural disasters and to adapt to climate change.

Rationale

LEVEL 2: CDB’s Contribution to Sustainable Development Goals, Country and Regional Development Outcomes Data Source

CDB officials in EID and from CDRRF are responsible for reporting data based on completed projects and initiatives.

CDB officials in EID unit are responsible for collating these data from primary sources.

CDB officials in EID and from CDRRF are responsible for reporting data based on completed projects and initiatives.

Projects database of RE/EE initiatives in micro, small and medium enterprises (MSME), public sector operations, and communities.

CDB officials in BNTF, SSD and PSD units are responsible for collating these data from primary sources.

Caribbean Energy Information System for on-grid RE capacity installed figures.

Data is aggregated by CDB’s EE/RE Unit.

Frequency

Projects and initiatives completed as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

Projects and initiatives completed as at December 31st of the last completed year.

Annual.

Data reported as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

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Number of recipients of direct Technical Assistance (TA), training attachments, and national and regional workshops through the Caribbean Technical Consultancy Service (CTCS) network. The indicator also counts other TA which may be sponsored by DFIs through line of credit activities.

The recipient will usually be involved with a MSME (see indicator 2.22 for the definition of MSME.)

Count of public management systems that have been strengthened under Bank-supported operations or TA. Reform is measured by changes in the “behavior” or "performance" of public agents. It covers• civil service and public administration systems, • tax policy and administration systems, • public financial management systems, and • procurement systems.

2.25 Beneficiaries of interventions targeted at MSMEs through CTCS and other TA modalities (number)

2.26 Public financial management reforms adopted (number)

2.24 Beneficiaries of agriculture (rural) enterprise credit programmes (number)

2.23 Beneficiaries of mortgage programmes (number)

Number of people with approved applications of business credit or mortgage financing, disaggregated by the sex of the applicant. The business application will usually be made by one of the following size of business: micro (ownermanaged with less than five employees), small (less than 25 employees) and medium enterprises (25-50 employees), where the indicator counts the individual(s) making the application for the business.

Beneficiaries of mortgage financing, where the borrower will take out a mortgage to finance, among other things, the purchasing of a new property or major renovation to an existing property.

Number of individuals in the agricultural or rural enterprise sectors receiving financial assistance through Banksupported operations.

2.22 MSMEs benefiting from credit (number)

Description

Value of credit in a calendar year (in $US million) to micro and small enterprises and businesses in the service and agricultural sectors. These private sector enterprises will receive credit through Development Finance Institutions (DFIs) and other financial institutions, underwritten by CDB financing.

2.21 Value of credit made available to the private sector ($mn) (disaggregated by sector)

Indicator No.

The aim of agricultural sector interventions is to increase production, productivity and competitiveness of the sector. CDB’s efforts are focused on the creation of an enabling environment in support of private sector investment, including the provision of public goods and services, and stakeholder capacity building in modern production approaches and technologies. The provision of credit is designed to facilitate stakeholder acquisition of production and marketing related goods and services.

The indicator is a proxy for enhanced capacity in business development of individuals or enterprises supported by the CTCS network, or other TA modalities. Capacity of agencies that provide assistance to MSMEs will also be enhanced. Enhanced capacity may lead to a number of economic benefits, such as increased production, employment and sales/ revenue of affected MSMEs. The indicator is part of a set of measures aimed at improving governance in BMCs. It is recognised that good governance is a necessary condition for promoting the systematic reduction of poverty.

Mortgage financing will usually contribute to improved living standards and social well-being of persons benefiting.

The indicator is one of several proxy measures under private sector development used to describe the extent to which business viability is potentially enhanced through the provision of credit.

The indicator is one of several proxy measures under private sector development used to describe the extent to which business viability has been enhanced and growth is potentially expanded through the provision of private sector credit.

Rationale

LEVEL 2: CDB’s Contribution to Sustainable Development Goals, Country and Regional Development Outcomes Data Source

Policy Based Operations monitoring frameworks.

Data from PSRs, Back to Office Reports, and consultancies and agencies involved in project implementation, collated by the Technical Cooperation Division (TCD) and PSD.

Project level data provided by the respective BMCs/project execution and implementing agencies.

Applications and Reports from DFIs to whom loan is advanced.

Applications and Reports from DFIs to whom loan is advanced.

DFIs and other financial institution reports, covering the loan portfolio of countries of Private Sector Department.

Frequency

Annual, calendar Year

Data reported as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

Annual, calendar year

Calendar year for the last completed year.

DFIs usually require three months to compile their reports for the last quarter.

Therefore, most supported DFIs will have annual data by March of the following year.

Annual, calendar year

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Development Effectiveness Review 2015

2.32 Regional public goods created or strengthened (e.g. statistical capacity, quality standards, procurement, and debt relief) (number)

2.28 Stakeholders trained in results focused Project Cycle Management (PCM) or Public Policy Analysis and Management (PPAM) (number) 2.29 BMCs supported in multi-dimensional poverty assessments and the updating of key poverty indicators (number) 2.30 Business climate and competitiveness enhancement projects implemented (number) 2.31 BMCs with increased capacity to undertake Public/Private Partnership (PPP) arrangements (number)

2.27 Public financial systems upgraded and public sector investment programmes supported (Budget, Treasury, Accounting, Debt and Revenue)

Indicator No.

Rationale

Regional Integration in the Caribbean offers the best opportunity for small countries of the region to accelerate growth, reduce economic disparities and facilitate closer policy coordination and collaboration on a range of issues affecting their development including regional and global public goods.

In order to effectively foster private sector growth, BMCs require an enabling policy and regulatory environment, and need to provide incentives and support for SME development.

PPPs are a possible solution to relaxing the potentially binding fiscal constraints in relation to the provision of public services; they are particularly needed in the infrastructure sector. With improved understanding of PPPs and institutional ability to initiate and manage them, BMCs will be better able to use PPPs effectively and efficiently to achieve development results.

Number of projects completed focusing on improved business climate and competitiveness enhancement.

Number of countries in which the capacity to undertake PPP arrangements has been strengthened through CDB-financed operations. Countries in which results were achieved in one or more of the following areas as related to PPPs are counted in the indicator: (1) development of PPP policies and practices; (2) creation of legal environments that allow for the implementation of PPPs; (3) increased institutional capacity; (4) increased human capacity; (5) creation of fiscal management and accounting frameworks.

Number of RPGs created or strengthened through initiatives supported by the Bank. These include completed projects aimed at improving access to information, the administration of the free movement regimes under the CARICOM Single Market and Economy, the competitiveness of the region's priority/high potential export sectors, improving networking and collaboration among regional MSMEs to exploit export opportunities, and increasing capacity within Ministries of Trade.

Recording accurate poverty data is instrumental to tracking progress toward development targets.

A strong cadre of well-trained personnel in the fields of PPAM and PCM, both within CDB and BMCs, to this institutions' ability to effectively and efficiently support inclusive growth and sustainable development.

The indicator is part of a set of measures aimed at improving governance in BMCs. It is recognised that good governance is a necessary condition for promoting the systematic reduction of poverty.

Number of countries that have published a multidimensional poverty data point or updated key poverty indicators due to contribution of CDB’s Enhanced CPA Programme.

Number of public financial systems that have been strengthened or public sector investment programmes supported under Bank-supported operations. Interventions in the following areas are counted in the indicator: • budget formulation, • treasury and accounting functions, • debt management and revenue collection, • development planning and management, •public sector financial and procurement planning,• macro-economic planning.

The number of stakeholders that participate in CDB training on PCM and/or PPAM.

Description

LEVEL 2: CDB’s Contribution to Sustainable Development Goals, Country and Regional Development Outcomes Data Source

Projects completed (primarily through CARTFund which ended in 2015) during the reporting year are reported by TCD.

Refers to certain projects forming part of the Compete Caribbean Programme which runs until 2016; as reported by PSD. Refers to CDBs PPP capacity building pilot which is scheduled to run until 2016.

As reported by SSD.

This indicator ties to CDB’s PPAM and PCM Training Programme (2015-2018), managed by TCD.

Policy-Based Operations monitoring frameworks.

Frequency

Annual, calendar Year

Data reported as at December 31st of the last completed year.

Data reported as at December 31st of the last completed year.

Annual, calendar Year

Data reported as at December 31st of the last completed year.

Annual, calendar Year

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72 Description

Number of accreditation systems that were created, strengthened, or expanded through initiatives supported by the Bank, which are expected to support an increased free regional (and/or international) movement of goods and/or persons.

Projects which exhibit more than two of the following six risk criteria are considered at risk: (a) weighted score for any criterion is equal to or below 0.5; (b) a composite performance score below 4.0; (c) a decline in any project performance rating score by more than 15%; (d) timing performance more than 15% behind target; (e) CDB performance unsatisfactory; and (f) Borrower performance unsatisfactory.

3.4 Projects at risk (% of portfolio)

3.3 Projects with supervision reports on Project Portfolio Management System (%)

% of projects ended in the two years prior to current year, which have completed Project Completion Reports signed off by the Office of Independent Evaluation. There is a lag of year in the indicator, i.e. 2014 data will look at the completion rate of projects ended in 2013 and 2012. % of PSRs completed in the reporting period and placed on the PPMS. A PSR is a tool used by CDB for assessing the performance of projects/ programmes during implementation on an annual basis. Completed PSRs indicate that projects/programmes are formally being monitored to allow them to achieve their objectives.

3.2 Projects completed in the last two years with PCRs (%)

Description

A measure of the effectiveness of CDB’s projects and programmes during implementation is the Portfolio Performance Index (PPI), a composite indicator covering six criteria: strategic relevance, poverty relevance, efficacy, cost efficiency, institutional development, impact and sustainability.

3.1 Portfolio performance rating for implementation (% rated excellent to satisfactory)

Indicator No.

Level 3: How Well CDB Manages its Operations

2.33 Certification or accreditation systems supporting the free regional movement of goods and persons, created, strengthened, or expanded (number)

Indicator No.

PSRs are an important tool for ensuring that projects are able to achieve their intended objectives. PSRs provide a control point to monitor the progress of project objectives, gather lesson to improve or change project implementation and performance, or introduce corrective action when projects are off-track. The indicator assesses the % of PSRs in the PPMS, and CDB's compliance with good PCM practices.

Fewer projects at risk is an indicator of good project management.

This is a measure of compliance with PCM, and accountability. The aim is to be fully compliant, i.e. 100% of projects with completed PCRs on the system.

Projects and programmes with PPI ratings of satisfactory or above (highly satisfactory or Excellent) in Project Supervision (PSR) provide an indication that CDB’s investments are largely meeting their objectives. The indicator measures the % of projects/programmes with PPI ratings of Satisfactory to Excellent.

Rationale

Data Source

Data Source

Projects completed (primarily through CARTFund which ended in 2015) during the reporting year are reported by TCD.

Project Portfolio Management System, Annual Review of the Project Portfolio

PPMS, and covers CDB’s Operations Area (Economics, Infrastructure, Social Sector, and Private Sector Development, Environmental Sustainability, Technical Cooperation, RE/EE) Project Portfolio Management System, Annual Review of the Project Portfolio

Project Rating scores in PSRs that have been entered in the Project Performance Management System (PPMS) - and reported in Annual Review for Project Performance (ARPP). The scores cover projects under implementation for IPB loans.

Supporting Regional Co-operation and Integration is key CDB objective. The indicator aims to measure the outcome of initiatives designed to improve the free regional movement of goods and persons. The results of CDB supported initiatives will contribute to the desired outcome of supporting the Framework and regime for managing Integration of CSME Labour Markets (Labour Market Information Systems for proper management of the regime for Free Movement, legislation for transferability of social security benefits and consumer protection).

Rationale

LEVEL 2: CDB’s Contribution to Sustainable Development Goals, Country and Regional Development Outcomes Frequency

Annual, calendar year.

Annual, calendar year as at annual PSR submission deadline set by Operations department.

As at 31 December, each year.

As at 31 December, each year.

Frequency

Annual, calendar Year

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Development Effectiveness Review 2015

Average number of months from date of project appraisal mission to submission of an appraisal report for the BOD approval, for loan investments involving public sector operations in BMCs.

Average number of months from the BOD date of approval to the first disbursement for CDB's loan investments that have become effective during the reporting period.

The proportion of CDB loan and grant ($1M+ only) projects which have been extended beyond their originally planned completion date based on their current Terminal Disbursement Dates (TDD) as entered in FlexCube.

The average length of time (in months) that a CDB loan or grant ($1M+ only) project is extended based on their current TDD as entered in FlexCube.

Concessional resources (special development fund resources) for core country lending and the BNTF that have been apportioned using a performance-based resource allocation formula, of total available concessional resources.

The disbursement ratio is computed as disbursements for the year under review as a percentage of the total undisbursed balances at the beginning of the year, plus undisbursed balances of projects entering the portfolio minus cancellations or withdrawn balances during the year.

3.5 Average time taken from appraisal mission to approval (months)

3.6 Average time from approval to first disbursement (months)

3.7 Projects under implementation with extensions (revised final disbursement date) (%)

3.8 Average length of project extension (months)

3.9 Percentage of concessional resources allocated according to performance-based allocation system.

3.10 Disbursement ratio

Description

Level 3: How Well CDB Manages its Operations

Indicator No.

Rationale

The disbursement ratio is an important measure of the Bank's operational performance because it tracks the pace at which resources are being made available to its clients.

The performance-based resource allocation system is designed for planning financial resources to core country lending on the basis of needs. It is also used for the allocation of BNTF resources among countries participating in BNTF.

Time from appraisal to BOD approval is a measure of project processing efficiency. The length of time taken to submit for project approval can be influenced by a number of factors such as the complexity of the project and extent of project design and development entailed, the lending modality, legal considerations, and the capacity of the BMC to provide the requisite information in a timely manner.

Time to first disbursement is a measure of project effectiveness and efficiency. This can be influenced by a number of factors, such as the readiness of the implementer to meet project conditions.

It is known that a project's implementation is delayed when its final disbursement date is revised. A delayed project has implications in terms of its ongoing cost to the borrower and the lender, as well as reduced development effectiveness. If the average time of extension can be brought down, savings in costs and gains in efficiency in managing the portfolio of projects can be achieved.

The difference between the original TDD and the current TDD provides information about the length of extension given to a project. A delayed project has implications in terms of its ongoing cost to the borrower and the lender, as well as reduced development effectiveness.

Data Source

Project Portfolio Management System, Annual Review of the Project Portfolio

Projects under implementation as at December 31st based on information in FlexCube. This list is cross-referenced with the list of projects in the portfolio considered active as at December 31st by the Annual Review of the Project Portfolio.

Approvals of Special Development Fund resources.

Projects under implementation as at December 31st based on information in FlexCube. This list is cross-referenced with the list of projects in the portfolio considered active as at December 31st by the Annual Review of the Project Portfolio.

Project Portfolio Management System, Annual Review of the Project Portfolio

Project Portfolio Management System, Annual Review of the Project Portfolio

Frequency

Annual, calendar year.

Annual

As at December 31.

As at December 31.

Annual, calendar year.

Annual, calendar year.

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The disbursement (efficiency) rate is computed to compare actual to planned disbursements, and is a measure of actual disbursement efficiency against anticipated targets for any given year. PBLs are not included in the calculation.

Approved financing (Ordinary Capital Resources, Special Development Fund, and Other Special Funds) to BMCs designated as Less Developed (LDC) (Reference CDB Annual Report) as percentage of total approved financing.

A three year average is taken of the proportion to account for the variability from year to year in the level of approvals.

CSPs for BMCs prepared by CDB, that have Results Monitoring Frameworks (RMF), including planned outcome performance indicators that comply with good indicator development practices (SMART, data sources and collection methods identified).

These CSP are actively being implemented.

Extent to which CDB projects (loans and grants) significantly considered gender issues in their analysis, data, engagement, and response, to the point of having “mainstreamed gender�.

Approvals in the calendar year for TA projects that support regional cooperation and integration (RCI) as a percentage of total TA funding approved.

The number of reports from evaluations and PCR reviews of CDB projects that are available publicly on the CDB website.

3.11 Disbursement (efficiency) rate

3.12 Financing directed to less developed BMCs (%, three year average)

3.13 Approved country strategies in use with results frameworks (number)

3.14 Approved projects with a gender-specific or gender mainstreamed rating (as a % of total projects) 3.16 TA projects in support of regional cooperation and integration (% of all TA financing)

3.17 Evaluation reports and reviews uploaded on the website (number)

Description

Level 3: How Well CDB Manages its Operations

Indicator No.

Rationale

Measures the extent to CDB projects (loans and grants) mainstreamed gender, in line with the cross-cutting theme of supporting gender equality through strengthened gender mainstreaming.

Promoting regional cooperation and adopting regional approaches for addressing the challenges of economic and social transformation is a crosscutting theme in CDB’s 2015-2019 Strategic Plan.

CDB mainly supports RCI through TA and therefore monitors the extent to which TA projects are designed to support this theme.

Making 3rd party evaluation and reviews publicly available is an important means in which CDB honors its transparency obligations under international agreements. Publishing this information is also an important means for sharing knowledge and information with the broader development community.

A disbursement efficiency rate close to 100% is desirable: i.e. actual disbursements match those anticipated by project supervisors at the beginning of the period. However, it is possible for the rate to be higher than 100% due to project specific variation, for example, fast disbursing loans can cause the rate to be above 100%. Other factors, such as slow implementation and long gestation periods can cause lower efficiency rates than expected.

An important part of the Bank's mandate of contributing to the harmonious economic growth and development of the member countries in the Caribbean is to have special and urgent regards to the needs of the LDCs. The indicator monitors the average proportion of finances approved for the benefit of LDCs over a three-year period.

CDB is committed to developing country strategies for its BMCs to support them in achieving inclusive and sustainable growth and development. In order to ensure that the CSP are results-focused they must be underpinned by robust results monitoring frameworks.

Data Source

CDB website

Project Portfolio Management System

Project appraisal reports.

As reported by Economics Department

FlexCube

Project Portfolio Management System, Annual Review of the Project Portfolio

Frequency

Cumulative over reporting years. Updated as at December 31.

Annual, calendar year.

Annual, calendar year.

Annual, calendar year.

Annual, calendar year.

Annual, calendar year.

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Development Effectiveness Review 2015

An assessment of the credit worthiness of CDB in general terms.

Unexpected losses, incurred for inadequate or failed internal processes, people and systems, or from external events.

The number of positions at Deputy Director level and above in Operations and Corporate Departments, which are filled by women.

Administration expenses in the reporting period as a percentage of per million USD of approvals (three-year average). As the volume of approvals vary from year to year according to the demand for projects and programmes from BMCs, a three-year average is taken of approvals.

4.5 Administration expenses per USD1mn of project disbursements (three-year average) $000s

4.3 Vacancy rate at management and professional levels (%)

4.1 Ratio of professional staff to support staff

4.4 Staff in management positions who are women (%)

Description

Operations Area includes CDB’s Projects and Economics Departments, and associated divisions. The indicator counts the number of established professional staff employed by CDB in the Operations Area, excluding those who have accepted offers but are not yet in post, as a percentage of the Bank's total establishment of professional staff. Professional staff in Operations refers to persons engaged in front-line operational delivery (at Deputy Director level and below).

Based on established positions only, i.e. consultants and temporary staff are excluded from the ratio, this indicator measures professional and technical capacity relative to administrative capacity. Professional staff include economists, accountants, lawyers, risk and audit managers, evaluators and statisticians, and Operations Officers in technical positions, such as engineers, environmental and climate change specialists, social development and gender specialists. Support staff include grades associated with administrative support to the professional areas above.

Staffing positions at management or officer level and above, which CDB is actively looking to fill on a permanent basis with individuals. Individuals acting in these positions and fulfilling the job role and responsibility would be counted as a filled post. Accepted offers who are yet to start in post are not included in the rate, i.e. changes to the rate are only counted filled once the individual is in post.

4.1 Budgeted professional staff in Operations departments (%)

Indicator No.

LEVEL 4: How Efficient CDB is as an Organisation

3.18 CDB’s external credit risk rating 3.19 Operational risk losses for any given event or combination of events ($US mn)

Description

Level 3: How Well CDB Manages its Operations

Indicator No.

Rationale

Data Source

The indicator is not intended to represent a quota, but rather check that adequate consideration is given to gender equality at managerial levels when recruiting or considering promotions.

Administration expenses as a proportion of per million USD approvals is one measure of the Bank achieving value for money. Administrative expenses reflects the cost of the Bank’s processes, practices and operations.

A low vacancy rate indicates that CDB has the necessary management and professional capability employed in order to effectively deliver its objectives.

Conversely, a high vacancy rate can hamper the ability of an organisation to meet its business objectives.

This indicator is a measure of staffing efficiency. Low ratios may indicate gaps in technical capacity in the organisation, and affect the ability of the organisation to carry out its business effectively. On the other hand, a ratio that is too high may reflect gaps in administrative support and the ability of an organisation to support its professional and technical functions adequately.

-

CDB Financial Management System

Human Resource Department - staff records, and recruitment records

Human Resource Department - vacant position and recruitment records

Human Resource Department recruitment, staff and pay records.

Human Resource Department recruitment, staff and pay records

Data Source

International rating agencies: Standard & Poor's and Moody's As calculated by CDB’s Office of Risk Management

A highly skilled, knowledgeable and experienced workforce is better able to meet and respond to the development challenges in BMCs. The metric measures the proportion of CDB’s staffing complement that are a technical professional resource, directly involved with projects and programmes supporting BMC's development objectives.

Rationale

Monitoring the institution's external credit rating is part of good risk management.

Low/no operational risk losses are an indicator that quality risk management systems and processes are in place.

Frequency

Annual, calendar year.

As at 31 December.

As at 31 December.

As at 31 December.

As at 31 December.

Frequency

Annual, calendar year.

As at December 31.

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Percentage of financing approved for CDB projects or programmes aligned to national development strategies that provide support for capacity development. This includes Policy Based operations, which include components that strengthen the capacity of public sector institutions, as well as TA projects.

Percentage of CSPs, or other development partner missions or project financings conducted jointly with at least one other development partner in the reporting year. Partnership and collaboration in any one of these areas would count towards the indicator. Consultation with other DPs during the development of a country strategy paper would be considered as a joint effort, as would a joint project arrangement involving other development partners.

4.7 Capacity development support provided through coordinated programmes (%)

4.8 CSPs, other development partner missions, and project financings, conducted jointly with at least one other development partner (% annually)

Description

Percentage of financing approved for CDB loans and grants that are provided for sector, thematic or policy/programme based approaches involving other development partners.

4.6 Projects using common arrangements or procedures (%)

Indicator No.

LEVEL 4: How Efficient CDB is as an Organisation Rationale The indicator measures the extent to which CDB's aid is provided through harmonised programmes coordinated with other development partners. It is consistent with the OECD’s indicators for monitoring progress on the Paris Declaration of Aid Effectiveness commitments, and the MOPAN methodology for assessing institutional capacity to MfDR. The indicator reflects the extent to which CDB's capacity development initiatives are in line with national development strategies and support local capacity building. It is consistent with the OECD’s indicators for monitoring progress on the Paris Declaration of Aid Effectiveness commitments, and the MOPAN methodology for assessing institutional capacity to MfDR. The indicator measures the extent to which CDB's operations have been carried out in partnership with BMCs and other development partners. This process is consistent with the Paris Declaration and Accra principle of harmonisation for aid effectiveness.

Data Source

CSP, Economics Department

Project Portfolio Management System

Project Portfolio Management System

Frequency

Annual

Annual, calendar year.

Annual, calendar year.

ANNEX 2 Page 16

Development Effectiveness Review 2015

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