2. Objectives and design.
2.2 Objectives and Components. The project was designed to assist the Government in implementing its long-term strategy in population and family planning and its medium-term plan 1995-99 (MPT 2) for AIDS control. Its overall objectives were to advance the onset of fertility decline by increasing the use of modern methods of contraception (from 1 percent in 1990 to 10 percent by 2000), and slow the spread of HIV infection by promoting behavioral change. Project assistance was channeled through four components aimed at: (a) strengthening of national capacity to implement the population policy; (b) strengthening of national capacity to contain the spread of HrV/AIDS/STDs; (c) establishment of a social marketing program for condoms; and (d) promoting the participation of the nongovernmental sector in population, family planning, and HIV/AIDS/STD programs. See Annex C for a presentation of project components.
2.3 Implementation Arrangements. The MoPC was responsible for overall project coordination, management and oversight. To this end a project coordination team (PCT) was established and placed under the direct supervision of the General Directorate of the MoPC. The PCT was responsible for the day-to-day coordination of project activities, administrative and financial matters, and for the coordination of monitoring and evaluation. It was also responsible for maintaining an effective dialogue with key donors and agencies in the population and health sectors. The PCT consisted of a project coordinator appointed by Government, local contractual staff (including a project administrator, an accountant, the FOSAP administrator, and support staff), and a long-term international specialist in epidemiology and program management. In addition to the cost of these staff, the project financed short-term technical assistance in procurement, accounting and audits, training, logistical support, and operational costs.
2.4 The management of project activities was assigned to institutional structures with respect to their traditional mandates. The population policy component was to be managed by the Division of Population at the MoPC; and the HIV/AIDS component was assigned to the PNLS within the MoPH. Management and implementation arrangements for the social marketing and social fund components are presented below.
2.5 Social Marketing. Responsibility for the management and implementation of the social marketing component was given to ASTBEF and (initially to) an international firm specialized in social marketing, together under the general supervision of MoPC and in collaboration with the PNLS/MoPB. (for technical aspects). Transfer of skills was the main objective of this technical assistance, which was to be provided on a permanent basis during the first three years of the project, and through short-term assistance for the remaining two years of the project. The Government, World Bank, and KfW signed an agreement to support this program. KfW was to finance the first three years of the program and IDA the remaining two years; they shared the expenses of an auditor.
2.6 Social Fund. The PCT was given responsibility for management of the social fund, with a social fund administrator included among its core staff. Funds were to be made available for subprojects prepared and implemented by: (a) NGOs and civil society organizations; (b) selected sector ministries (health, education, defense, justice, social affairs, communications, and interior); and (c) decentralized, multisectoral entities responsible for population and HIV/AIDS. (25) The social fund was designed to finance 80 percent of the subproject costs, the remaining 20 percent to be provided as counterpart from the implementing organizations. (26) A procedures manual and contract prototypes were developed and agreed by the borrower and IDA, providing for IDA review of contracts larger than CFAF 30 million (about US$60,000) before signature. Under the "resource projects" experienced NGOs were given a geographical zone to operate in, within which they would (a) provide capacity-building support to local associations that would prepare/implement subprojects; and (b) stimulate the development of new associations and additional subprojects to further strengthen civil society. The role of these experienced NGOs was limited to technical assistance and capacity building; they neither signed contracts with the implementing agencies nor disbursed funds, these tasks being the responsibility of the social fund.
2.7 Monitoring and Evaluation of project performance was the responsibility of the implementing units, in line with indicators specified in national policies and strategic documents on population and HIV/AIDS, under the overall coordination of the PCT. Baselines did not exist for most HIV/AIDS indicators and many targets were not quantified before effectiveness. Research, studies and other data collection activities were expected to refine and complete baseline data and targets. (27) There was no monitoring and evaluation plan other than the expectation that indicators would be reviewed as required by the second medium-term plan review process (not defined). Standard Bank reporting requirements on implementation included: (a) semi-annual progress reports to IDA; (b) annual joint (IDA/Government) reviews; and (c) a mid-term review.
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|Title Annotation:||PROJECT PERFORMANCE ASSESSMENT REPORT CHAD POPULATION AND AIDS CONTROL PROJECT (CREDIT NO. 2692) MARCH 7, 2005|
|Publication:||Chad - Population and AIDS Control Project|
|Date:||Mar 7, 2005|
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