PROJECT INFORMATION DOCUMENT (PID) CONCEPT STAGE Report No.: AB2547 Project Name

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1 Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized PROJECT INFORMATION DOCUMENT (PID) CONCEPT STAGE Report No.: AB2547 Project Name State Modernization II Region LATIN AMERICA AND CARIBBEAN Sector Central government administration (100%) Project ID P Borrower(s) REPUBLIC OF ARGENTINA Implementing Agency Chief of Cabinet Office Julio A. Roca 782 Argentina Tel: Fax: Environment Category [ ] A [ ] B [X] C [ ] FI [ ] TBD (to be determined) Date PID Prepared January 08, 2007 Estimated Date of February 16, 2007 Appraisal Authorization Estimated Date of Board April 15, 2007 Approval 1. Key development issues and rationale for Bank involvement Argentina s recovery from the 2001 crisis has been strong, but improving governance is fundamental to translating the recovery into sustainable economic and social development. Effective macroeconomic management, focused on generating large primary fiscal surpluses, restructuring three quarters of its debt in default, and increasing exports growth has helped to achieve three years of annual average GDP growth of 9%. Poverty and unemployment, while still high, have fallen substantially from the peaks encountered during the crisis. 1 The Kirchner administration enjoys relatively high levels of popular support, yet Argentina lags behind reform-minded countries in terms of public sector management. According to the WBI governance indicators, government effectiveness has remained at a relatively low 42.3 level, with only limited improvements since the crisis. 2 On Transparency International s 2005 Corruption Perception Index, Argentina advanced to rank 97 out of 158 countries, only a slight improvement over In line with the recent Governance Strategy adopted by the Bank Group, 4 efficiency, effectiveness, and transparency gaps present not only the greatest 1 GDP growth is estimated to reach around 8% for From , poverty fell from 48% to 31.4 %, and unemployment fell from 17.7% to 11.4%. 2 The World Bank, Kaufmann, et. al., 2005, Governance Matters IV, Governance Indicators The Government Effectiveness indicator combines responses on the quality of public service provision, the bureaucracy, the competence of civil servants, the independence of the civil service from political pressures, and the credibility of the government s commitment to policies. 3 Transparency International, Corruption Perception Index 2005: In 2004, Argentina s rank was The Joint Ministerial Committee of the Boards of Governors of the Bank and the Fund on the Transfer of Real Resources to Developing Countries, or Development Committee, approved on September 18, 2006 during the IMF/IBRD Annual Meetings the paper prepared by the staff of the World Bank entitled Strengthening Bank Group Engagement on Governance and Anticorruption. The paper responded to the Committee s request for a document articulating the World Bank Group s strategy for heightening its focus on governance and anticorruption as an

2 challenges to public sector management, but are also key obstacles to the investment climate and ultimately, to growth and poverty-reduction. The economic recovery and the political support have opened a window of opportunity for further institutional strengthening, much needed in a climate of a continued concentration of power around the Presidency and the Chief of Cabinet Office. The Chief of Cabinet Office is the institution responsible for coordinating policymaking and public sector management. The 1994 Constitutional Reform created the Chief of Cabinet Office (CCO) with the mandate to manage the national administration and to coordinate the action of line ministries. 5 It is led by the Chief of Cabinet, who currently has also assumed the role of the President s chief political advisor. A key responsibility of the institution is to coordinate and enhance public sector management. Under the leadership of the Undersecretariat of Public Management, this involves the elaboration of policy proposals, 6 the design of key horizontal systems for state modernization, such as e-government, procurement, human resource management, strategic planning and citizen s participation, and a coordinating, advisory, and monitoring role in its implementation across government. Despite its important mandate, limitations in the CCO s structure, functions and management, and turf battles between ministries, have hampered its impact and its capacity to generate change across government. In particular, the lack of managerial instruments to effectively carry out its functions has proven to be a major impediment for the institution to live up to its mandate. The Chief of Cabinet has therefore called for its institutional strengthening, particularly of its public sector management functions, so it can carry out more effectively its management and coordination role. The on-going State Modernization Project, led by the Chief of Cabinet Office, has paved the way for selected public sector strengthening. This US$30 million Technical Assistance Loan, approved in 1998, was originally conceived to support Argentina s critical central government system to process dates properly for 2000 onwards (the Y2K problem ). The project was amended in 2000 and 2001, to refocus its objective towards public sector management reform. As most projects in Argentina, it was hit hard by the 2001 crisis. 7 This impact, together with its broad objectives aiming at a comprehensive state reform, compromised the achievements of its objectives and the project was rated unsatisfactory. While then limited in its development outcomes, it was continued for client engagement purposes to maintain the policy dialogue on areas crucial for Argentina s governance performance and needs. After the third amendment in 2005, with renewed Government commitment, the project was redesigned. With the overall goal of helping restore citizens trust in government, it aims at increasing the quality of public management in selected areas and at developing tools to improve transparency and civil society participation. After recent changes in project management and execution (see annex 6 and 7), it is now rated satisfactory and has elicited a strong Government request for continuity and scaling-up. The project has made progress in modernizing key horizontal systems in selected areas and has captured the attention of policymakers to the potential benefits of strengthening public management. In sum, the project has focused on those areas that are the building blocks under the CCO s responsibility 8 and has resulted in: (i) the development of a national e-government strategy and relevant tools, such as the government portal and the digital signature; (ii) a strengthening of procurement integral part of its work to reduce poverty and promote growth. It also responded to the increasing demand for governance and anticorruption engagement from stakeholders worldwide. 5 For a complete description of the Chief of Cabinet mandate and responsibilities refer to article 100 of the constitution and article 16 of the Ministries Law (Decree 438/92). 6 CCO, Public Management Undersecretariat, Recovery of Institutional Quality: State Reform Axes presents some initial inputs to a public sector strategy, expected to be built with the help of this project. 7 The crisis seriously affected the Bank s portfolio performance, with a substantial drop in disbursements and a classification of over half of projects as risky, including the State Modernization Project. 8 The areas supported by the project largely correspond to the offices that report to the Undersecretariat for Public Management: e-government, procurement, human resources, citizens participation, and training.

3 tools, such as enhanced publication of processes; (iii) the design of basic M&E and results-based management tools, such as the SIG (Sistema de Informacion de la Gestión), CCO s management and monitoring information system; (iv) the improvement of human resource management, such as the partial harmonization of selected public employment regimes; and (v) the design and implementation of social accountability mechanisms, such as the Citizen Charter (Cartas de Compromiso). Preliminary project results, challenges, and lessons learned are summarized in annex 1 and 2 and will be presented in detail in the ICR in preparation. Pending challenges include a further expansion of the use of the tools across larger parts of the public sector. As the recent IGR has shown, 9 while the formal normative and regulatory framework for public sector reform and key horizontal instruments have been created, what is needed now is to streamline their content and expand their implementation beyond their use in few areas, so they can fully realize their potential for efficiency, effectiveness, transparency, accountability, and service-delivery gains. Despite some progress, cumbersome procedures for citizens and the private sector, 10 inefficient and non-competitive procurement of government goods and services, 11 fragmented human resource management systems, 12 and the limited accountability channels continue to present some of the main obstacles to effective public sector management. While the project has been successful in introducing modern public sector management tools in selected areas, it thus requires further consolidation to improve their design and broader application towards their integrated use across the entire public sector. At the same time, there is an increasing need for an enhanced public sector management strategysetting and monitoring. Public sector management in Argentina is undermined by high fragmentation and duplication across and within public institutions, marked by frequent turf battles. 13 The lack of coordination reflects a structure of bureaucratic fiefdoms scrambling for resources to promote their own narrow objectives. This is demonstrated by (i) the lack of a clear government vision and strategy capable of providing an integrating roadmap for effective management and coordination and supporting the accompanying tools for strategic planning in line with government priorities; (ii) the lack of an integrated system for identifying government priorities and monitoring and evaluating public sector management and performance; 14 and (iii) the limited institutional and technical capacity of the CCO to provide such a coordinating role across the administration. These obstacles lead to inefficient information exchange and resource allocation, reducing government efficiency and service-delivery outcomes. This is compounded 9 Institutional and Governance Review, report #34323AR See Doing Business 2007, p. 96, e.g. the difficulties to start a business, dealing with licenses and registering property. 11 This underlines the need to increase competition, lower costs, and improve the quality of services rendered to government agencies, including an assessment and the regulation of the hiring of civil works contractors and consultants. For example, the National Contracting Office (ONC) reports that in 2004 from the about 18,000 operations carried out through its procurement system and valued at some US $200 million, only 7 % (equivalent to 41 % of value) was done following open public bidding procedures supervised by ONC. 12 SINAPA, the National System of Administrative Professionals, only covers 25% of federal government employees, while the rest is governed by as many as 48 different regimes. (IGR, Report #34323AR 2006). 13 See the IGR (Report #34323AR 2006) for more details on the specific issues regarding design and implementation of public expenditure management instruments and the lessons learned regarding their coordination and integration. 14 Three different basic M&E systems in Argentina have been created and have been operating so far independently from each other. The first to be created was the Ministry of Economy and Production s Physical and Financial Monitoring System - Sistema de Seguimiento Físico y Financiero- (PFMS), created in 1992 with the passing of the Financial Administration Law (N ). The second was the System of Information, Monitoring, and Evaluation of Social Programs (SIEMPRO), created in 1995 within the Secretariat of Social Development; and the third, the Results-Based Management System s (RBMS) performance monitoring scheme in the CCO in 2000; the World Bank/A. Zaltsman: Experience with Institutionalizing Monitoring and Evaluation Systems in Five Latin American Countries: Argentina, Chile, Colombia, Costa Rica and Uruguay, 2006.

4 by the fact that the public sector is still primarily input-driven; outcomes are rarely monitored or evaluated, and performance management indicators are only used on an ad hoc, voluntary basis. The progress made and pending challenges open a window of opportunity to strengthen the institutional and technical capacity and tools of the CCO. While policy space for broader state reform is currently quite narrow and incentives for fundamental reforms are limited, the Government has expressed strong interest in further institutional strengthening, particularly with a view to: (i) design an integrated public sector vision and strategy, including the strengthening of strategic planning; (ii) monitor and evaluate strategic public sector programs and projects and help incorporate and disseminate the results; (iii) continue strengthening key public sector management tools, including e-government, procurement, human resource management and citizens participation; and (iv) enhance their sustainability and support change management. The economic stability and political support to the current administration provides leverage for the CCO to advance current efforts while extending them to new areas. The underlying policy environment is conducive to such an institutional strengthening, given the following elements: (i) follow-up institutional strengthening measures are both technically necessary and politically feasible; (ii) efficiency-related measures constitute entry points to broader and deeper reforms on account of perceived benefits and externalities generated; (iii) transparency-related measures, by their nature, generate further demand and can help mobilize support and resources to additional areas and can help restore citizens trust in government services; (iv) M&E generates the incentives for efficient allocation of resources and coordinated government action and overall government accountability, and (v) the increasing concentration of power around the Presidency and the CCO further underlines the need for instruments to strengthen government transparency and accountability, and particularly requiring in-depth monitoring and supervision of their use. Rationale for Bank involvement: The Government recognizes that effective public sector management is vital to sustain growth, enhance competitiveness, and promote equity. Acknowledging that this project could act as a catalyst for its institutional strengthening efforts, the Government has requested Bank assistance to leverage its global experiences in institutional strengthening to consolidate and expand state modernization. The Government sees the Bank as: a source of strategic advice in bringing in cutting-edge knowledge and international best practices in public sector management, both from LAC (e.g. Chile for M&E, Brazil for procurement/quick gains) and from other regions (e.g. Korea for e-government); a partner providing continued support on the basis of the close collaboration established in the first operation and the knowledge of project achievements and challenges; a catalyst to create synergies with other Bank-supported projects in Argentina, especially in public sector management, for which this project would have a natural focal role; 15 an honest and credible broker by playing a neutral, technical advisory role in supporting reforms and institutional strengthening that can be politically difficult to implement. The project also fully supports the new Governance Strategy, the CAS governance pillar and other related Bank work. The project would be embedded in the IBRD Governance Strategy recently agreed during the Annual Meetings 2006 that realigns the Bank Group s focus on governance and anti- 15 The proposed project would be linked to other related projects in which the strategy and tools developed under the CCO would be piloted, implemented, and scaled-up, including Subnational Government ANSES II, SINTyS, and Governance 21, as described in figure 1.

5 corruption. 16 Public sector strengthening is also one of the three pillars of the Argentina Country Assistance Strategy (CAS), 17 focusing on institutional strengthening in selected public sector management areas, to support expenditure management, transparency, and service delivery. The proposed project is fully consistent with the CAS objectives by addressing two interrelated thematic areas, strengthening public institutions 18 and the government s project management capacity by strengthening horizontal public sector management instruments and improved fiduciary management. 19 The proposed project would also benefit from synergies with the current analytical work carried out by the Bank, namely the IGR, CFAA, and the Procurement Policy Note in preparation and incorporated into a partnership with WBI on governance/anti-corruption and on social accountability mechanisms Proposed objective(s) Higher-level Objective: The higher-level objective of the project is to enhance the effectiveness, efficiency, transparency, and accountability of public sector management by strengthening its strategy, monitoring, and key management tools in selected areas. Project Development Objective: The project would strengthen the design of public sector strategy and monitoring of public sector programs and projects, and would consolidate and expand the design and implementation of key public sector management instruments in select areas, including the increased use of modern tools for e- government, procurement, human resource management, and citizens participation. In particular, the project would: design a system for identifying government goals, develop a public sector strategy, and strengthen M&E of government programs and projects; consolidate, modernize, and expand key public sector management tools, particularly e-government, procurement, human resource management, and citizens participation in selected areas; enhance management capacity and institutional strengthening through organizational reengineering, change management, and transfer of capacities from consultants to line staff. C. Project Description [from section 3 of PCN] a) Project Strategy: The project strategy is based on the following considerations and objectives: 16 See endnote 4, the governance strategy presents a renewed global, country, and project-level focus on governance and anti-corruption, which provides the strategic basis for the conceptual and operational approach of the proposed project. 17 Report No AR dated May 4, In particular, the project supports the CAS governance and institutional strengthening pillar as follows: (i) development, consolidation, and expansion of public sector management systems, tools, and capacities would help enhance the efficiency and transparency of public expenditure management and help improve service delivery outcomes; (ii) citizens participation mechanisms would help restore citizen trust in government, and make the public sector more accountable and responsive; and (iii) organizational strengthening of the CCO would help build government capacity to coordinate across the public sector. 19 Project management capacity is strengthened by enhancing fiduciary standards, including the procurement process and the transfer of consultant functions to line staff functions, as part of the reduction of reliance on PIUs, as stipulated in the Fiduciary Action Plan. 20 This is detailed in the two collaboration agreements in preparation, which include support to a governance and AC survey and support to citizens participation, both contributing with analytical and capacity-strengthening efforts to cross-cutting and complementary areas of the proposed project. See WBI Draft Inception Note: Enhancing Transparency and Accountability for Governance Reforms in Argentina.

6 promoting an incremental strategy for change, aiming at a gradual, phased-in approach, with clear sequencing and targets, and that is adjustable in line with project progress and lessons learned; seizing windows of opportunity for incremental efficiency and transparency gains, focusing on institutional strengthening in high impact areas to be selected through eligibility criteria (including expected efficiency gains, transparency, and service-delivery gains, and their expected replicability in other institutions); and combining supply and demand-side mechanisms, building demonstration and multiplier effects to generate demand for more institutional strengthening in other areas. b) Proposed project components: Component I: Strengthening Strategy and Monitoring (US$10.1 million) 21 This component would strengthen the capacity of the Chief of Cabinet Office (CCO) to identify strategic government goals, monitor and evaluate strategic public sector programs and projects, support its organizational strengthening, and strengthen its coordinating and advisory role on modernization efforts. Subcomponent 1: Strengthening Strategy and Monitoring and Evaluation (US$2.7 million) This subcomponent would support the identification of government goals, design of a public sector management strategy, and strengthening of M&E of strategic programs and projects. It would finance the: (i) strengthening of public sector priority-setting and strategy-design, including the development of a system to identify government goals, develop a strategy for public sector management in line with these goals, and provide support to strategic planning in selected institutions; on the basis of an integrated and participatory approach in coordination with other institutions and civil society; (ii) improve M&E through the development of relevant tools, including the development of a high-level planning and monitoring instrument to monitor public policies (e.g. Tablero de Gobierno); 22 to allow for the systematic review of government goals; and the definition of outcomes and output indicators; and the implementation, on a pilot basis, of digital M&E tools, such as control panels (e.g. Tablero de Comando) in strategic areas for early detection of problems and timely modification of programs; (iii) strengthening and upgrade of the existing monitoring system SIG along international best practices (e.g. Chile), including a module for financial monitoring and support to impact evaluations; and (iv) reporting and dissemination of M&E results, including to Congress and civil society. Subcomponent 2: Organizational Strengthening of the CCO (US$2.2 million) To provide the means for the CCO to coordinate public sector management across the public sector and to carry out project activities, this subcomponent would help assess its current organizational and functional structure in selected areas, and support the design and implementation of a strategy to strengthen those areas. This component would finance: (i) an assessment of the current organizational and functional capacity, including financing, staffing, and key structures and processes; (ii) the design of a strategy for its organizational strengthening; 21 See annex 2 for a preliminary estimate of project costs 22 The Government Board (Tablero de Gobierno) aims at assisting the Chief of Cabinet in the definition, monitoring, and strategic coordination of national policies. The SIG (Sistema de Información de la Gestión/ Management Information System) aims at providing Ministries and subnational governments with updated information to monitor and evaluate plans, programs, and projects in their respective areas of action, through digital control panels (Tableros de Comando).

7 (iii) (iv) the redesign of its organizational structure and the reengineering and simplification of core procedures in key areas of the institution; and capacity-strengthening to coordinate and monitor projects with external financing. Subcomponent 3: Strengthening the Capacity of the CCO to Support Modernization Efforts in Selected Institutions (US$5.2 million) This subcomponent would support the institutional strengthening of the CCO s coordinating, advisory, and monitoring role for public sector management to assist government agencies in their modernization efforts, including the design and implementation of management information systems (MIS), the development of monitoring indicators, organizational strengthening, and training. Government has requested support to the following areas: (i) Strengthening MIS, including (a) an electronic registry of travel agents (Tourism Secretariat), (b) an MIS for the Electoral Center of Information and Documentation, to disseminate information on the political parties system, electoral results and other electoral data (Ministry of Interior), (c) MIS of drug addicts treatment centers to monitor and evaluate servicedelivery (Drug-addiction Prevention Agency); and (d) MIS to improve the administration of cultural assets (Culture Secretariat); (ii) developing a physical and financial indicator system to monitor selected education sector expenditures through Educational Cost Observatories (Ministry of Education); (iii) supporting geographical information systems for the Ministry of Interior, to allow for efficient delimitation and digitalization of electoral districts, and for the Ministry of Social Development to improve targeting of social protection programs; (iv) organizational strengthening of the recently created Investment Promotion Agency, to ensure (v) effective management of the recently created agency; and training and sensitizing activities to enhance gender equality in the Ministry of Defense by promoting better training and participation of women. Support to these institutions would require an agreement on the link of the requested activities with a strategic framework for institutional strengthening in these institutions; on eligibility criteria, such as their expected efficiency, transparency, and service delivery gains and their expected replicability in other institutions; and on significant counterpart financing. Component II: Strengthening Key Public Sector Management Instruments (US$12.7 million) This component would consolidate and expand public sector management tools and capacities, including e-government, procurement, human resource management, and citizens participation. Subcomponent 1: E-government (US$4.1 million) This subcomponent would support the continued consolidation and implementation of the national e- government strategy 23 through the: (i) automation and administrative simplification of selected procedures in selected institutions, aiming at the development of single-windows for groups of procedures to improve efficiency and service-delivery; (ii) promotion of the digital signature across the administration on a pilot basis; (iii) improvement of internet security to protect critical information systems This strategy (Decree 378/2005), which aims at strengthening and deepening the use of ICTs to improve service delivery, reduce administrative costs, and promote transparency and participation, is a product of the on-going operation. 24 This includes support to the ArCERT, the response unit that centralizes and coordinates government efforts to manage digital security and the digital signature framework.

8 (iv) (v) development and implementation of a free national public administration call center, aiming at providing single access to government information and online services, including guidelines for specific procedures and complaints and for a redress hotline; and design of other electronic service systems, including virtual archives and knowledge management tools for best practices to promote further replication; Subcomponent 2: Procurement (US$2.4 million) This subcomponent would support the continued improvement of the procurement system and the implementation of e-procurement in selected areas. It would support: (i) selected activities to enhance the performance of the procurement system for its phased-in expansion across the public sector; including the introduction of requirements for the development, use, and publication of annual procurement plans; (ii) the design and implementation of the e-procurement system throughout the administration, including the expansion of its scope to other procurement methods and a change in current monetary threshold; (iii) the implementation of the Quick Gains methodology, 25 including support of strategic highimpact areas on the basis of detailed assessments and client engagement; and (iv) the strengthening of selected procurement areas identified in the Argentina Fiduciary Action Plan, including capacity-strengthening activities, e.g. an assessment of the normative framework and the elaboration of policy proposals. 26 Subcomponent 3: Human Resource Management (US$2.8 million) This subcomponent would continue to support human resources management to help the Government comply with the Public Employment Law and address the issue of consultants financed by projects with international institutions. 27 It would finance: (i) the creation of a human resource management information system with a single data base for federal government employees through the development of unique, standardized, electronic personnel files, including the design of protocols for an interface of existing local databases with the central human resource management database following a uniform design, and the provision of a common IT; (ii) the development of specific guidelines for hiring, evaluation, and promotion of employees, with greater focus on performance management; (iii) the reformulation of government staff scaling regimes and the development of career plans for over 10 employment regimes including almost 80,000 civil servants; (iv) the development of e-learning courses and methodologies for civil servants through INAP, the National Institute for Public Administration; and (v) an assessment and a strategy for consultants hired by government under Bank-financed projects, including an evaluation of their role, financing, and a transition of their functions to government staff, in close collaboration with SINTyS. 25 This methodology involves the identification of key procurement items and optimization of their respective procurement processes. It aims at generating demonstration effects for generating important savings in selected areas to help enhance access to public procurement, expand its competitiveness, and introduce more transparent and efficient procurement processes. 26 The subcomponent aims at influencing change in the weak and disperse regulation environment of the procurement of civil works and in the hiring of consultant services aiming at studying institutional change, discussing with stakeholders options for strengthening regulations, and building consensus on mechanisms to strengthen government capacity in the hiring of specialized services and new forms of contracting large construction works. 27 The Public Employment Law (N ) and Decree 1421/02 establishes the need to create a Human Resources Management Information System to provide high level officials with crucial information for planning, administering, and monitoring civil service management policies.

9 Subcomponent 4: Citizens Participation (US$3.4 million) This subcomponent would continue to promote civil society participation through greater use of social accountability mechanisms, as a way to provide public sector management with citizens feedback, making service delivery and provision more responsive and targeted to user needs, both at the federal and subnational levels. In particular, this subcomponent would: (i) evaluate, improve, and expand the achievements of the Citizens Charter, disseminating the methodology across government; (ii) design and implement independent scorecards mechanisms 28 to track citizens satisfaction levels with service-delivery, with greater involvement of civil society; (iii) promote innovative management tools in selected institutions, to improve the quality of service delivery, including quality standards, to be monitored by citizens; (iv) strengthen the Federal Public Management Council to promote coordination mechanisms and dissemination of best practices in citizens participation, including the promotion of citizens awards to high-performing agencies; and (v) support citizens participation mechanisms in other proposed components, particularly in the M&E, -e-government, and in the procurement areas, e.g. civil society observatories to monitor the institutional strengthening of these areas. Component III: Project and Change Management (US$2.2 million) This component will finance project management activities, including financial management, procurement, and M&E of project activities, as well as change management methodologies to enhance project sustainability. Subcomponent 1: Project Management (US$1.6 million) This subcomponent would finance standard project management activities, including enhanced financial management and procurement, and strengthened M&E of project activities, including a gradual transfer of consultant functions to government staff. Subcomponent 2: Change Management (US$0.6 million) This subcomponent would help build support for institutional strengthening by supporting change management methodologies, including stakeholder analysis and multi-stakeholder engagement, e.g. civil society and private sector consultations, strategic communications, and consensus-building activities to enhance risk-mitigation and project sustainability. 3. Safeguard policies that might apply Not applicable 4. Tentative financing Source: ($m.) BORROWER 10 INTERNATIONAL BANK FOR RECONSTRUCTION AND 25 DEVELOPMENT Total The scorecards are participative and independent evaluations measuring citizens levels of satisfaction on performance and quality of service delivery based on their experience and perceptions. Report-card results are widely disseminated through media and the involvement of civil society organizations to mobilize awareness on quality standards and generate bottom-up demands for improved quality of service delivery.

10 5. Contact point Contact: Kathrin A. Plangemann Title: Sr. Public Sector Management Specialist Tel: (202) Fax: (202)