Morocco: Evaluation of the bank assistance to the transport sector, 1996-2004

Objective

The objective of the study is to assess Bank Group assistance to Morocco in the transport sector, as well as its impact on the development of the country. This assessment was carried out in line with the guidelines of the Bank and at two levels: (i) Bank strategies under the CSP; (ii) the results and impacts of the interventions and activities implemented.

Main Lessons

•  Under certain rehabilitation projects, the relative flexibility of the Bank in accepting modifications is necessary in order to take account of the deteriorations that inevitably develop between the appraisal period and the implementation of the planned actions 

Main Recommendations

Recommendation(s) to the Bank:

• Improve of the quality at entry of projects through a better estimate of the costs and project implementation time to avoid the extension of deadlines and the cancellations of the balance on the present portfolio.
   
• The Bank should ensure a systematic conduct of mid-term review aimed at detecting projects in difficulty or encountering considerable delays, and at implementing measures required to enhance their performance.

• Ensure a more systematic monitoring of the disbursement flows in order to improve their consistency with the physical implementation of projects. 

• The preparation phase of a sector project should endeavour to establish a form of effective coordination to ensure an interface between the Bank, the co-financiers and the various executing agencies. A project coordination unit should be set up to ensure constant project implementation monitoring and control. It is suggested that the establishment of this unit be part of the project components and that its duties be clearly defined (production of reports necessary for the Government and the co-financiers, filing of documents on the project, financial monitoring of the project implementation, organisation of consultation meetings with all the project beneficiaries and partners). This unit should be maintained during project implementation.

• The Bank should assist the Government in identifying the skills of the sector and its training needs, as well as in preparing an action plan aimed at the coordination of the different institutions of the sector. 

Recommendation(s) to the Beneficiary:

• Improvement of the quality at entry of projects through a better estimate of the costs and project implementation time to avoid the extension of deadlines and the cancellations of the balance on the present portfolio 

• The systematic conduct of mid-term review aimed at detecting projects in difficulty or encountering considerable delays, and at implementing measures required to enhance their performance 

• A more systematic monitoring of the disbursement flows in order to improve their consistency with the physical implementation of projects.
   
• The introduction, in the Bank’s appraisal procedures, of the writing of a CSP completion report that helps review what has been achieved in relation to what was defined and the preparation of regular portfolio reviews through a harmonised country-team work, all sectors put together.

• The preparation phase of a sector project should endeavour to establish a form of effective coordination to ensure an interface between the Bank, the co-financiers and the various executing agencies. A project coordination unit should be set up to ensure constant project implementation monitoring and control. It is suggested that the establishment of this unit be part of the project components and that its duties be clearly defined (production of reports necessary for the Government and the co-financiers, filing of documents on the project, financial monitoring of the project implementation, organisation of consultation meetings with all the project beneficiaries and partners). This unit should be maintained during project implementation