The TA will address the need in (i) efficient project monitoring system to improve the management capacity, and (ii) advanced debt management system to support the country's macroeconomic objectives. The TA is aligned with ADB's country partnership strategy 2012-2016, and reflected in Country Operations Business Plan for Uzbekistan 2012-2014, which highlights the need for capacity development in the overall management of the development process.
|Project Name||Improving Portfolio and Debt Management System|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Inclusive economic growth
|Drivers of Change||Governance and capacity development
|Sector / Subsector||
Public sector management - Economic affairs management
|Gender Equity and Mainstreaming|
|Description||The TA will address the need in (i) efficient project monitoring system to improve the management capacity, and (ii) advanced debt management system to support the country's macroeconomic objectives. The TA is aligned with ADB's country partnership strategy 2012-2016, and reflected in Country Operations Business Plan for Uzbekistan 2012-2014, which highlights the need for capacity development in the overall management of the development process.|
|Project Rationale and Linkage to Country/Regional Strategy||
Since 1996 when ADB began lending to Uzbekistan, 44 public sector loans totaling $3.3 billion have been approved. The current country portfolio contains 20 projects with 24 active loans for $2.21 billion that provide support to seven sectors. The transport sector accounts for the largest share of ADB assistance (40%), followed by energy (23%), water supply and sanitation (13%), agriculture and natural resources (11%), multisector (9%), finance (3%) and education (1%). ADB has recently expanded its operation and provided four public loans ($655 million) in 2010 and six public loans ($878 million) in 2011. Meanwhile, the World Bank approved three loans totaling $291 million in 2011 which is the largest amount provided in a year. Japan International Cooperation Agency resumed its loan operation in 2010 and has provided $250 million on average each fiscal year since then.
To ensure timely delivery of results under the up-scaled operations, greater efforts are required to improve project monitoring, and portfolio management. Though the government has a high-level portfolio monitoring structure in place, only half of ADB funded projects show on-track performance in 2012, which requires further efforts to strengthen the project monitoring and portfolio management capacity. The Department of Monitoring of Implementation on Foreign Investments and Projects (DMIFIPs) of the MFERIT is responsible for monitoring, reviewing, and analyzing portfolio performance on a quarterly basis to identify key implementation issues . However, the current monitoring system requires manual collection of information from executing agencies (EAs) in spreadsheets. The DMIFIPs does not have ready data base, though monitoring of implementation of the foreign-assisted projects is of a great importance to ensure appropriate and efficient use of foreign funds to implement strategic objectives of the government development policy. Timely acquisition of data on project implementation progress, and promptly addressing issues are crucial to achieving better portfolio management.
To assist the government in improving its portfolio performance monitoring system, it is important to strengthen DMIFIPs' capacity to coordinate with EAs and develop a unified monitoring system. This system will enable DMIFIPs as well as EAs to: (i) establish a database of foreign-assisted projects to monitor and improve performance, and (ii) identify and single out causes of delays in project implementation in a timely manner and enable them to resolve the issues and bring the project back on schedule, and (iii) put priority efforts in improving overall portfolio performance of foreign-assisted projects in a sustainable manner.
Given the country's growing debt portfolio and a shift to less concessional funding, there is also a need to strengthen Uzbekistan's public debt management. The government has introduced a number of measures to strengthen the capacity of the MOF by building a strategic and operational framework for debt management. The role of the Public External Debt Division (PEDD) of MOF in accounting, auditing, and fund flow management has been expanding, and its accountability as a service provider to line ministries is becoming more clearly defined. Effective management of data on domestic and external public debt is crucial. This will necessitate the compilation and processing of all debt-related data to enable reliable and complete internal and external reporting on debt and related issues. However, the information is currently manually recorded and maintained, which is not suitable for real-time debt management and analysis.
Therefore, there is a need to have appropriate information technology system to support effective debt management. Strengthening the capacity of the PEDD and adopting an internationally recognized and used debt management system such as DMFAS , will enable MOF to develop a debt database containing detailed and aggregated data on loan contracts, bonds and grants, real operations (disbursements and debt service) as well as future operations. As the system can process large quantities of data, more time and energy can be deployed on analytical and management tasks.
|Impact||Improved aid management in Uzbekistan|
|Description of Outcome||Project and debt management capacity strengthened in the government of Uzbekistan|
|Progress Toward Outcome||Due to need for consultations over the consultant recruitment between ADB and the government implementation progress for the CDTA was more limited than anticipated, and negotiation with UN agency as consultant took longer time than expected. The TA was extended from 30 September 2016 to 30 November 2016, to ensure full attainment of outcomes.|
|Description of Project Outputs||
1. Capacity for project monitoring of MFERIT strengthened
2. Capacity for debt management of MOF strengthened
|Status of Implementation Progress (Outputs, Activities, and Issues)||
Introduction and installation of Project Management Information System (PMIS) is completed. The system is operational. Training of specialists of MFERIT and other government agencies is conducted.
DMFAS for debt management is installed. Necessary trainings of MOF specialists on use of the software system are conducted.
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design||Two ministries, Ministry for Foreign Economic Relations, Investments and Trade (MFERIT) and Ministry of Finance (MOF), have been closely involved in TA details to ensure a succesful delivery of this project. MFERIT will be the executing agency. MFERIT will be also the implementing agency for the component 1. MOF will be the implementing agency for the component 2.|
|During Project Implementation||The technical working team for component 1 will be established with members from all relevant departments within the MFERIT and line ministries managing forign-funded projects in order to work on technical matters of project management information system. Another technical working team will be established, if needed, for component 2, with members from all relevant agencies involved in debt management.|
|Consulting Services||ADB will engage one international consultant (2.5 person-months) as a team leader, and one national consultant (9 person-months) as a deputy team leader who will both assist in the implementation of component 1 and component 2. All consultants will be recruited on an individual basis in accordance with the Guidelines on the Use of Consultants by Asian Development Bank and Its Borrowers (2010, as amended from time to time). Consultancy services will be delivered intermittently.|
|Procurement||The procurement of hardware and software with related services will be made by ADB and carried out in accordance with ADB's Procurement Guidelines (2010, as amended from time to time). All software and equipment will be handed over to IAs upon completion of the TA.|
|Responsible ADB Officer||Musaev, Shokhimardon|
|Responsible ADB Department||Central and West Asia Department|
|Responsible ADB Division||Uzbekistan Resident Mission|
Ministry for Foreign Economic Relations, Investments and Trade
1, Shevchenko Street, Tashkent 100029 Republic of Uzbekistan
|Concept Clearance||24 Dec 2012|
|Fact Finding||16 Aug 2012 to 10 Oct 2012|
|Approval||12 Sep 2013|
|Last Review Mission||-|
|Last PDS Update||29 Mar 2017|
|Approval||Signing Date||Effectivity Date||Closing|
|12 Sep 2013||29 Oct 2013||29 Oct 2013||30 Sep 2014||30 Nov 2016||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|900,000.00||0.00||100,000.00||0.00||0.00||0.00||1,000,000.00||12 Sep 2013||868,767.26|
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