| General Information |
Project/Program |
Project |
| Project Name |
Health Sector Support Project |
| Duration |
Board of Approval: 12/19/2002 Closing Date (original): 12/31/2007 (actual): 12/31/2011 |
| Donor |
World Bank |
| Implementiong Organization |
Ministry of Health |
| Sector and/or Subsector Classification |
Health |
| Region |
World Bank financed 12 selected provinces and the Asian Development Bank had financed the remaining nine provinces. |
| Financing |
IDA Credit in the amount of USD 7.8 million, IDA Grant in the amount of USD 2million, and a DFID Trust Fund in the amount of USD 1.84 million. |
| Analytical Information |
Stakeholders |
World Bank, Australian Agency for International Development, Japan International Cooperation Agency, Royal Government of Cambodia, Department for International Development (United Kingdom), Health Equity Fund, Ministry of Economy & Finance, Ministry of Health, Non-government Organization, Provincial Health Department, Project Management Unit, United Nations Population Fund, United Nations Children's Fund, International Development Association, Affected people in 12 provinces, Belgian Technical Cooperation, |
| Cross-cutting Issue |
Environment |
Cost overruns and delays of the project were unforeseen. In addition, each donor had different reporting methods and each prepared separate ICRs. |
| Gender |
|
| Impact Analysis |
This project aligns with the Health Sector Strategic Plan 2003-2007 and 2008-2015, Millennium Development Goals, 2004 Global Fund to Fight AIDS, Tuberculosis and Malaria. |
| Effectiveness |
Ownership/Partnership |
Evaluation |
The Government showed high ownership in financial management, decentralization and localized planning. ICR notes the Project Management Unit had prevent MOH ownership as it focuses on dealing with problems rather than specific MOH departments. |
| Rating |
4/5 |
| Policy Coherence/Harmonization |
Evaluation |
All donors harmonized by participating in a common management arrangement and decided to allow the Ministry of Health to be in charge for project planning, program implementation, monitoring and reporting. Cooperation among donors led to a growing harmonization between donors and local staff helped reduce any occurring problems. |
| Rating |
4/5 |
| Evaluation Framework |
Evaluation |
Financial management monitoring was discussed at every Project Joint Review Mission and recorded in aide memoires and ISRs. All Mid Term Reviews were joined and participated among all donors and the Government; these stakeholders conducted Reviews, impact evaluations, reviews of performance and surveys. |
| Rating |
3/5 |
| Alignment/Composition of Finance |
Evaluation |
Due to detection of irregular procurements in other ministries, the Government decided to use IPA for procurements related to World Bank projects. This prevented the transferring of procurements from the Project Management Unit to the Government system. |
| Rating |
2/5 |
| Other Remarks |
This project was Ministry of Health's first project of addressing an overarching policy framework for the sectors within which donors could structure their support. Overall, this project had a very high commitment, partnership and harmonization among donors, Government and the implementing agency. Gradually, this led to joint reviews, missions, and other collaborations which increased effectiveness and integrity. |
