Property Tax Management Phase2

Report Cover Image
Evaluation Plan:
2018-2022, Jordan
Evaluation Type:
Final Project
Planned End Date:
07/2020
Completion Date:
07/2020
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
15,000

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Download document Property Tax evluation report 2017-2020.pdf report English 1168.45 KB Posted 73
Title Property Tax Management Phase2
Atlas Project Number: 13202
Evaluation Plan: 2018-2022, Jordan
Evaluation Type: Final Project
Status: Completed
Completion Date: 07/2020
Planned End Date: 07/2020
Management Response: No
UNDP Signature Solution:
  • 1. Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.2.3 Institutions and systems enabled to address awareness, prevention and enforcement of anti-corruption measures to maximize availability of resources for poverty eradication
SDG Target
  • 16.5 Substantially reduce corruption and bribery in all their forms
  • 16.6 Develop effective, accountable and transparent institutions at all levels
Evaluation Budget(US $): 15,000
Source of Funding:
Evaluation Expenditure(US $): 7,050
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Rasha Kamel Mr. rashadkamel@gmail.com
GEF Evaluation: No
Key Stakeholders:
Countries: JORDAN
Comments:

The uploaded  evaluation plan differs slightly in terms of titles but still targets the same areas mentioned in the CPD evaluation plan.

Changes to the evaluation plan has been discussed and approved by the regional bureau.

Lessons
1.

Lessons learned divided between lessons to be repeated in this or other similar project, and Lessons to be avoided and mitigated in the future PT Project phases and in other similar projects.

The lessons to be stressed at:

- The project responds to the requirements and services that the citizen needs and are of public benefit.

- The project is realistic regarding its design and goals, in which it relied on the available resources, which can be found or trained at a relatively acceptable time.

- The project was working on measurable goals.

-The project relied on successive results, to win the support of the supporting entities, implementing local partners, and beneficiaries.

- The project relied on communicating with the local beneficiaries (municipalities), carrying out training operations, and introducing the benefits of the project to all municipalities employees, starting with municipalities  mayors and directors of directorates and employees, up to the beneficiaries (citizens who benefit from the system first and last in completing their local transactions).

- The project relied on governmental experiences (Staff) in designing the project, supervising its implementation, operation, and training in it, in addition to that this team became able to manage the modifications to these systems by itself if necessary, which ensures the sustainability of the project.

- The accumulated experiences of the project's administrative, design and supervisory team during its implementation of the project, have themselves become an added value added to the project's gains.

- The stability of the work team, and the continuation of its tasks throughout the project phases, a positive impact on the stability and sustainability of the project, and maintaining the institutional memory required for such projects.

- The role of the United Nations Development Program has provided the project with global and local expertise and better project governance, which helped the project to reach its goals faster.

- Projects of this size that have been implemented for a long time by a government agency for the benefit of another government agency, are difficult to deliver or handover, without the expertise that originally implemented the project.

- The project team is a technical team, but some tasks that do not belong to its competence have been requested, such as contributing to the development of the tax law, and proposing policies, in addition to requesting from them to draft and implements a communication plan to successfully communicate with the project stakeholders, and these tasks requires specialized skills, and the inclusion of a technical team with these details will takes from their efforts in developing and operating the PT systems. Therefore, it is necessary to separate the technical and operational tasks that this team has mastered, from other tasks that were not at the expected level, and either commission them to specialized team, or outsource it.

- The fact that the project grew at long intervals, affected the realization from its beginnings the need to pay attention to technical and administrative documentations, which its absent or not well documented would constitute an additional obstacle to handing over the project to the Ministry of Local Administration.


Findings
1.

The core achievement of PT Project is the success in increasing Municipal revenue through PT system. This success encouraged Municipalities to ask to add more and more revenue generated services. PT Project major achievements are: 

 

  • The PT Project provided the infrastructure for the Municipalities for free
  • The PT Project provided all software systems for the Municipalities for free
  • The PT Project provided the needed training to Municipalities employees and directors on Tax Law and on how to orotate the PT systems.
  • PT PMU provided daily and continuous technical support to all municipalities.
  • PT PMU help all Municipalities to adopt same governing procedures, and standardizations.
  • PT Project enabled the municipalities to prepare and export all financial summaries from the automated system easily, those reports which are needed for yearly auditing by the Accounting Office.
  • PT Project allows Municipalities to systematically monitor all their bank deposits with consignments.
  • All Municipalities are using the results of the PT tax project to plan their yearly budget.
  • PT Project centralized all Municipal information, which make it easier for MoLA and GOJ, to extract reports for further analysis and uses them in their support decision system.
  • The cost is less than that each municipality creates separate systems
  • Other PT Project achievements are:

  • Digitizing all Municipal financial records, active and non-active one, which increases the financial claims to property owners.
  • provide Municipalities with multiple ways op payments.
  • PT Project also work as a platform for knowledge exchange between municipalities.
  • Extend PT services beyond Municipalities to reach cities or service centers belonging to the municipality even in remote arias.
  • PT Project enables most of PT services online and on smart devices.
  • PT systems integrate some of its services to google map.

The PMU have exceptional topic knowledge, product knowledge, and accumulated implementation experience, which is unique, and It is an added value to all beneficiaries (MoLA, MoF, Municipalities, UNDP, e-government, and Jordan digital transformation initiative).

- The PT Project communication infrastructure reaching more than 310 location, is considered the backbone for all Municipal services now and in the future.

- The PT Project centralized system assists in unifying the Municipalities tax and fees services in one, and allows better Municipal planning, and budgeting, by providing them with Future earning forecasting.

The project weaknesses are, as the project is successful and rapidly expanding, the project documentation both (technically, and administratively) falls short behind, or is even non-existent, which will affect project handover whenever it starts.

Both MoLA ICT unit and PMU did not steer the last project phase towards project handover from MoF to MoLA in December 2020, each for their reason, MoLA as they are not ready logistically nor on the expert they should have in order to operate and sustain the project,  and PMU project reason was the new work load asked from them from all project partners.

PT Project problems and shortcomings are summarized in:

- PT Project need more staff in many fields especially in technical writing, administrative, system support, data scientist, and programmers.

- PT Project need to update its datacentre and expanding its communication bandwidth.

- PT Project needs clearer legal structure, as the one they work under is causing a conflict of vision between project partners, and also it sometimes causes project ownership conflict (is it MoLA project, or MoF Project)? Which is reflected on the project budgetary and expansion.


Recommendations
1

The project is designed by one party to hand it over to another, the attention to technical and administrative documentation must be taken into account and is one of the most important objectives of the project. This is especially important in the event the Project is extended or expanded.

Therefore, it is essential to complete a full technical description (Standard Documentations) of the Project entire software, network, and security protocols. This must be done in cooperation and partnership with a resident team from MoLA ICT department in PMU, and both teams’ task is to complete these documents hand in hand for its importance to project handover and project sustainability.

The project must also document all its agreements with all other parties that benefit from the project services, or those that benefit from the project data, or transactions.

The PMU must use online project management and team management system, which generates e- monthly reports/dashboard, to enhance project transparency to all steering committee partners, and to keep better track on the project planned achievements.

2

As the project is continuously expanding and growing, the other operational recommendation is to take in consideration the drain on the project’s limited resources. Any project expansion or project commissioning to do new services should take into account the already running tasks, and the implication of the new tasks on resources, and its impact on the project’s quality control and planned goals.

 

3

The project, in its current structure, was able to carry out most of its tasks. At the same time, the project in its current structure will be hard to Hanover to the Ministry of Local Administration unless its administrative structure is developed to a more appropriate form. therefor, it is recommended to; drop the project handover as a target and focus more on project merger with all its partners.

 

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